HCC Transformation Vision & Structure
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HCC is undergoing a transformation to create a more efficient, interconnected, responsive, aligned, and innovative college. As part of this, it is developing a new vision and organizational structure. The vision is for HCC to be a leader in providing high-quality education leading to student success. The new structure aims to improve student satisfaction, empower local campuses, streamline processes, and better align functions across the college system to support the strategic plan and core values of student commitment, accountability, innovation, and more.
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HCC Transformation Vision & Structure
- 1. 1 Transformation Phase 2.3 October 25, 2016
- 2. 2
- 3. Create a Vision 1. Leverage our size and resources 2. Have a clear vision 3. Eliminate inefficiencies 4. Align priorities across the system 5. Create opportunities 1. A more efficient college 2. A more interconnected college 3. A more responsive college 4. A more aligned college 5. A more innovative college 6. A more successful student and graduate Organizational Drivers Desired Future State 3
- 4. The HCC Vision HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve. The Ultimate Student Experience 4
- 5. C O M P E T E N C I E S T R A N S F O R M A T I O N V I S I O N H C C C O R E VA L U E S M I S S I O N A. Focus on one HCC and consistency of quality experience across the campuses, departments, and facilities B. Foster an environment within the institution as a compelling place to work and learn C. Employ analytic measures to assess and guide performance excellence I. STUDENT SUCCESS A. Improve student preparedness, readiness and alignment B. Improve the student experience C. Increase student completion D. Ensure that instructional programs prepare students for success in current and future working environments II. ORGANIZATIONAL STEWARDSHIP A. Ensure that the strategic plan serves as the basis for funding B. Improve and streamline business transactions and processes C. Increase diversity, inclusion and engagement throughout the institution III. PERFORMANCE EXCELLENCE A. Build a culture that champions collaboration, creativity, and innovation B. Increase innovation in teaching and learning C. Expand the use of technology throughout the institution IV. INNOVATION Focus Foster Employ Improve Increase Ensure Serve Process Engage Build Teach Expand 5
- 6. 6 Focus on Strategy Change Leadership • Mobilization • Governance processes • Focus on strategy Strategic Alignment • Link to budgets • Analytics feedback • Learning and adjusting Strategic Focus • Strategic awareness • Strategic readiness • Strategic scorecards Organizational Alignment • Corporate role • College synergies • Shared service synergies Translate Strategy • Operational processes • Continual improvement • Execute plan 6
- 7. 7 Organizational Alignment – Divisional View INSTRUCTION STUDENT SERVICES FINANCE & ADMINISTRATION SUSTAINABILITY LEGAL & COMPLIANCE COMMUNICATION 7
- 8. 8 KIMBERLY BEATTY VC for Instructional Services STEPHEN LEVEY AVC for Instructional Services XXX Dean Life & Natural Science XXX *Dean Business (COE, Northeast College) XXX Dean Mathematics XXX Dean English & Comm. XXX Dean Social & Behavioral Science XXX Dean Liberal Arts, Humanities & Education XXX Dir CoE Virtual College CATHERINE O’BRIEN AVC for College Readiness XXX Dean of College Readiness DAVID JOOST Dir Adult Basic Education XXX Dir P-16 Initiatives MADELINE BURILLO AVC for Technical Education XXX Dean Continuing Education MATIAS GARZA Dir Operations DAWNICA JACKSON Dir Marketing XXX Dir Perkins Deans/Dir Centers of Excellence XXX Exec Dir Curriculum & Instructional Assessment XXX Dir, Visual & Performing Arts XXX Exec Dir Honors & Weekend College JUDY CANTWELL Dir SACS & Compliance DAVID DIEHL Dir Faculty Academy CESAR MALDONADO Chancellor HOUSTON COMMUNITY COLLEGE BOARD OF TRUSTEES VALERIE SIMPSON Associate General Counsel & Compliance Officer SANDRA GARCIA Associate General Counsel ASHLEY SMITH Acting General Counsel FREDERICA GUTHRIE Communication Officer REMMELE YOUNG AVC Governmental Relations DAVID CROSS Dir EEO/Compliance GWEN DRUMGOOLE Manager Risk Management XX Manager Records Retention XXX Dir HCC-TV SHEILA BRIONES Dir Community Development JOSEPH CONWAY Dir Print & E-Media Community Outreach Senior Writer Budget Analyst INSTRUCTION) FINANCE)&)ADMIN) LEGAL)&)COMPLIANCE) COMMUNICATION)SUSTAINABILITY) JENNIFER HOLMES Dir Entrep. Initiatives/ Community Relations MAYA DURNOVO Chief Entrepreneurial Init. Officer MARTHA OBURN Exec Dir Institutional Research & Innovation EDMUND HEROD VC for Innovation, Planning & Institutional Analytics CATHERINE LANDRY Exec Dir Goldman Sachs (Grant funded) JANICE JACQUES Dir Grants Development MARIO HEREDIA Dir Research Support Services GIGI DO Exec Dir International Initiatives Planning & Budget Procurement Financial Aid TERI ZAMORA VC for Financial & Administrative Services WILLIAM CARTER VC Information Technology Information Technology JANET MAY Chief Human Resource Officer Human Resources CHARLES SMITH Chief Facilities Officer Facilities KARLA BENDER Controller ROGELIO ANASAGASTI Exec Dir Procurement GREG CUNNINGHAM Chief HCC Police Police RON DEFALCO Treasurer Treasury Operations JOELLEN SOUCIER Exec Dir Financial Aid XXX Exec Dir Libraries Corrections Apprenticeships Center for Health Science Professions XXX Exec Dir Success & Completion IRENE PORCARELLO Interim VC for Student Services RUDY SOLIZ Interim President SE College College Operations Student Services XXX Dir CoE Material Science XXX Dir CoE Logistics MARGARET FORD- FISHER President NE College College Operations Student Services ZACHARY HODGES President NW College College Operations Student Services XXX Dir CoE Engineering XXX Dir CoE Media Arts & Technology XXX Dean CoE Global Energy Institute XXX Dir CoE Public Safety Institute XXX CoE *Transportation WILLIAM HARMON President Central College College Operations Student Services PHILLIP NICOTERA President Coleman College College Operations Student Services XXX Dean CoE Health Sciences XXX Dir CoE Consumer Arts Sciences XXX Dir CoE Construction XXX *CoE Aviation CHERYL STERLING AVC, Student Success PARVIN BAGHERPOUR AVC International Student Services XXX Exec Dir Student Learning & Support District Student Services Instructional Learning Support District International Student Services FENA GARZA President SW College College Operations Student Services XXX Dir CoE Adv Manufacturing XXX Dir CoE Digital & Info Technology XXX ** CoE Robotics New/)Repurposed)posi?on) Change)in)Repor?ng)Structure) STUDENT)SERVICES) Created Nov/Dec 2015 8
- 9. 9 Student Svc Fin & Admin Gen Counsel Planning & IE Com & Marketing Instruction Organizational Alignment – Functional View 9 Value Zone (delivery) Empowerment Zone (resource mgmt) Strategy
- 10. • Academic Standards • Collaboration • Student Success • Educated Workforce • Culture of Trust • Innovation • Passion • Accountability • Student Commitment • Consistency Core Values The HCC Way – Our Cultural Core • Deliver High Quality Work • Accept Responsibility • Serve Our Stakeholders • Support Organizational Goals • Drive Continuous Improvement • Act with Integrity • Think Critically • Manage Change • Communicate Effectively Core Behaviors 10
- 11. 11 Student Services Redesign Criteria 11 A. Be aligned with the strategic plan. B. Improve student satisfaction. C. Empower delegation to the Value Zone. D. Right size span of management E. Improve communications. F. Reduce process (cycle) time. The new structure should:
- 12. Matching Structure to Strategy Basic Structures Functional • Undifferentiated market • Scale of expertise • Long life cycles • Common standards Geographical • Service on site • Appear local • Geographic market • Low transport cost Process • Potential for change • Need for reduced cycle • Strong alt to functional • Reduced costs 12
- 13. Matching Structure to Strategy Basic Structures Functional • Undifferentiated market • Scale of expertise • Long life cycles • Common standards Geographical • Service on site • Appear local • Geographic market • Low transport cost Process • Potential for change • Need for reduced cycle • Strong alt to functional • Reduced costs 13
- 14. Matching Structure to Strategy Basic Structures Functional • Undifferentiated market • Scale of expertise • Long life cycles • Common standards Geographical • Service on site • Appear local • Geographic market • Low transport cost Process • Potential for change • Need for reduced cycle • Strong alt to functional • Reduced costs 14 Reinforcing lateral constructs are key to hybrid structure
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- 18. 18 Abandoned Calls 0 10 20 30 40 50 60 January February March April May June July August September October November December January February March April May June July August September October November December January February March April May June July August 2014 2015 2016 PERCENTAGE Abandoned Calls 56,400 in 2014Q1 18
- 19. 19 Call Center Dashboard - Financial Aid 19