Fellow Riverbats,
I recently stumbled upon a FacStaff Digest article from May 2023 titled “Checking In With Our New Vice Chancellor of Human Resources.” My first reaction was a mix of amusement and anxiety. What the heck did I say back then? Did I follow through on my commitments? And, seriously, that picture!
But as I read it, I found myself smiling. It was a moment of clarity, a reminder of the journey we’ve taken together, and an opportunity to reflect on the promises I made when I stepped into this role. More than anything, it left me feeling deeply proud of what we’ve accomplished and reinvigorated for the year ahead.
What I Said Then and What We’ve Done Since
In that article, I shared a vision of sustaining and improving HR services, building trust and transparency, and implementing a long-term plan to support ACC’s mission. Looking back, I believe we’ve stayed true to those goals:
Sustaining and Improving Services:
We’ve created new positions that help us better serve and connect with you. Our Managing Director ensures teams that run daily operations function optimally and cohesively. Our Communications Coordinator helps us keep you informed on what we’re doing and connected so you know we do it with love. We placed HR Business Partners on the front-lines along with you to build relationships, provide personal and expert guidance, and identify ways to continuously improve our work environment. Most recently, we’ve reimagined how we deliver HR support, moving toward a Shared Services model that combines employment, compensation, and benefits. By repurposing resources from senior roles to frontline support and cross-training staff, we’ve created a more streamlined and comprehensive approach to serving employees.
Leading with Care:
I emphasized the importance of self-care, both for myself and my team, because you can’t pour from an empty cup. This principle continues to guide me. I set professional boundaries for time management, communication, and workload. I communicate these and encourage my direct reports and leaders I support to do the same. Wellbeing goes beyond personal needs and goals—they are essential to the intellectual, physical, and emotional balance required for leaders to create a harmonious, thriving workplace.
Building Trust and Transparency:
The Eight Point People Vision, based on the eight core HR functions which I shared in those early days, remains a foundation for our work and is reflected in our structural enhancements, and how we prioritize and execute initiatives for improvement and enhancement of our services. While the arrival of Chancellor Lowery-Hart and the transformative Theory of Change process have brought new opportunities and challenges, our commitment to excellence, trust, and transparency holds true.
Why It Matters Now
Reading that article reminded me of the privilege of serving as your Vice Chancellor of Human Resources. It’s not just about the goals we’ve met or the projects we’ve launched. It’s about the people—the trust you’ve placed in me and the collaboration we’ve shared to build a stronger ACC.
As we step into 2025 and my third year as VC of HR, I carry these reflections with me. They root me in pride for how far we’ve come and excitement for what’s ahead. They remind me that while we’ve accomplished much, there is always room to grow, to listen, and to improve.
Thank you for walking this journey with me, for your candor, your ideas, and your commitment to our shared mission. I look forward to continuing this work together, guided by the promise of excellence, trust, and transparency.
Warmest regards,
Kelly T.
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