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Overview

Here is an overview of the organizational structure planning process (as of March 30, 2012):

  • Dr. Ski came to HACC in July 2011.
  • As any leader is supposed to do, he spent the next eight months listening to what external stakeholders in the community and internal stakeholders – HACC students and College employees – had to say.
  • He also looked at data gathered from two internal College-wide surveys - one in spring 2011 and the other in fall 2011.
  • Dr. Ski was motivated by the recurring themes of what he was hearing and reading in the surveys.
  •  In January, he formed an Efficiency Task Force, comprised of highly engaged and competent representatives of the entire College community, to take a fresh look at the organizational structure.
  • After five weeks of additional fact-gathering and intense discussion, the Efficiency Task Force agreed on possible models to consider as the organization’s structure going forward.
  • Dr. Ski presented those possible models to employees at each of the campuses in order to give everyone an opportunity to see what the Efficiency Task Force is proposing as possible. The forums additionally gave everyone an opportunity to ask questions and present their views.
  • This open dialogue is part of Dr. Ski’s leadership style of transparency. He doesn’t operate in silos; that is not who he is. Instead of saying, “This is what the new organizational structure will be,” he went to every campus for feedback.
  • No decision has been made regarding the future organizational structure of the College. The forums are intended to inform employees and obtain feedback.
  • At each campus, someone was designated to take detailed notes so that a record will be available of the conversations and viewpoints expressed.
  • Additionally, employees are invited to express their opinions and/or ask questions via email to Dr. Ski and other members of the Efficiency Task Force and via a designated website.
  • Some concern has been expressed about the future of the campus leaders (currently titled vice presidents) as shown on three possible structural models. Every model has a campus leader. In only one of the models would the existing number of six campus leaders be reduced to three if the leadership is structured regionally.
  • After the two-week period of informing constituents and gathering feedback, all information will be discussed by the Efficiency Task Force and various stakeholders, including students, faculty, staff, administration, Board of Trustees and HACC Foundation Board members.
  • The results will be brought to the College community in mid-April 2012.
  • Based on the Efficiency Task Force’s recommendations and additional feedback from the campuses, Dr. Ski will present his conclusions to the Board of Trustees at the May 2012 meeting.
  • Dr. Ski would never do anything to hurt the College. What is not broken will not be changed. However, modifications will be made, and Dr. Ski will have the courage to make them.
  • The process is customary in the business world, and is what every higher education institution should be doing. In today’s economy, higher education institutions need to be as lean and efficient as possible, while being good stewards of public and private funding.
  • It is Dr. Ski’s responsibility to accomplish what is in the best interests of serving HACC students and our communities.
  • He is doing what he committed to when he was hired.