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CHANCELLOR’S LEADERSHIP COUNCILTHURSDAY, MARCH 22, 2018
2-4PM
CALIFORNIA ROOM
Agenda and Outcomes
First we’ll become more knowledgeable about the LCPC’s plans for 2018-19, including the July skill-building retreat and the call for self-nominations to serve on the committee.
Next we’ll become more knowledgeable about how UC Merced and the University of California’s past is shaping its present and future with Richard Cummings;
Then we’ll think about the challenges and opportunities of space planning with Maggie Saunders; and
Finally we’ll gain new insights/information to share with your staff and to use as you undertake the 2017-18 performance appraisal process.
LCPC’s plans for 2018-19
Continue with bi-monthly meetings
September
November
January
March
May
July retreat – new
July 2018 skill-building retreat
New addition to LC meetings. Our theme is “Leading in an Environment of Continuous Change.” We are still in the planning process, but likely activities will include a skill building workshop to support our theme, speaker(s) and breakout session(s).
LCPC’s plans for 2018-19
LCPC transition process
There are 4 open spots on the LCPC. The call for self-nominations opens today and ends on April 05 at 1pm.
Email your self-nomination to leadershipcouncil@ucmerced.eduThe committee would like to know:
Name
Your UC Merced email address
Your department, school or unit
The length of time you have participated in the Chancellor’s Leadership Council
Why do you want to be a LCPC member?
Additional information will be emailed to you after today’s meeting and posted online.
LCPC’s plans for 2018-19
The goal for LCPC is to foster an environment within
Leadership Council for creativity and information sharing,
building new knowledge, creating alignment, and
developing comprehensive solutions among UC Merced’s
middle management. To reach this goal, the LCPC will
develop new strategies and programming for the 2018-
19 academic year.
LCPC’s plans for 2018-19
Time commitment: (1) one full academic year from July 01
– July 31; (2) bi-weekly 1 ½ hour committee meetings;
and facilitation of bi-monthly Leadership Councils.
Term Date: The appointment date is one academic year
from July 01 – July 31. The call and selection for LCPC
members will commence in March and end in April.
Nominees will be contacted in May. New members will be
announced during the May Leadership Council and will
transition into the LCPC during the July retreat. The first
committee meeting will be in August.
LCPC’s plans for 2018-19
Questions about LCPC?
Let there be lightBuilding UC Merced
1850 1870 1890 1910 1930 1950 1970 1990
University of California, Berkeley
First Graduating Class, 1873
University of California, Merced
First Graduating Class, 2009
The University of California is turning 150 years old
1868
An average of four inventions a day
61 Nobel Laureates -More than any other public university
Awards 7% of the nation’s Ph.D. degrees
• 238,000 students• 198,000 faculty and staff• 1.7 million alumni• $46.3 billion contribution to
California economy
More patents than any other university (3,900)
$4.4 billion in research grants secured
Teaching for California, Research for the World
10 campuses, 5 medical centers, 3 national laboratories and
Cooperative Extension embedded within 50 California counties
UC’s impact can be felt almost every dayAlmost all of the industries where California leads grew out of
or has been enhanced by university-based research
GFCI Outlets Invented at Berkeley
Solar Concentrators collect energy even on cloudy days
Invented at Merced
Citrus disease controlDeveloped at Riverside
3
5
2
World’s largest cellphone companyC0-founded by UC grad
1
Water snowpack researchMulticampus initiative
4
Where it all began
13th and FranklinDowntown Oakland
“This is the University of California.
It is not the University of Berlin or of New Haven which we are to copy; it is not the University of Oakland or of San Francisco which we are to create, but it is the university of this state.
It must be adapted to this people,…to their peculiar geographical position, the requirements of their new society and their undeveloped resources.
It is ‘of the people and for the people’ - not in any low or unworthy sense, but in the highest and noblest relations to their intellectual and moral well-being.”
UC President Daniel Coit Gilman,
November 7, 1872
Accumulation and Dissemination of Knowledge
Beginning ofWisdom
Discovery of Knowledge
From the Latin, “Fiat Lux”
North and South HallBerkeley
Los AngelesDavis
University
of
California
California
State
University
Community
College
System
California Master Plan for
Higher Education (1960)
An influential model
Merced College
CSU Fresno
CSU Stanislaus
CSU Bakersfield
UC Merced
21
The University of California has a legacy of responding
to the state’s needs to educate its young people
UC Irvine, 1965
UC built three new campuses to respond to California’s post-World War II baby boom
22
Demand projections in the late 1980s sparked preliminary
UCOP planning for three new campuses
“Long Range Planning: Preliminary Enrollment Feasibility to 2005 by Campus”
October 1988
Source: http://escholarship.org/uc/item/5d15734p
“The end product is to
continue the historic
mission of the University
and to provide access for
California students…”
David Gardner
President, University of California
In 1990, the
Regents focused
on building one
new campus
February 1990
85 sites identified
July 1990
Task Force selects
8 preferred sites
November 1992
3 finalist sites selected
May 1995
UC Merced
UC Davis
UC Berkeley
UCSF
UC Santa Cruz
UC Santa Barbara
UCLA
UC Irvine
UC San Diego
Pacific Ocean
UC Riverside
24
UC Merced is located in California’s
fast-growing San Joaquin Valley
The snowcapped Sierra Nevada overlook construction of UC Merced’s first phase
YosemiteNational Park
Initial infrastructure Spine
February 2003
Quad
Library
99
Planned Bellevue Road Corridor
1 mileFresno57 miles
Turlock
25 miles
Future
University
Community
(Proposed Housing/Commercial)
UC
Merced
Future
Campus
Parkway
connected to
Highway 99
North
Planned
High Speed
Rail Station
City of Merced
M Street
Transit
Corridor
Sources: Google Maps, County of Merced, California High Speed Rail Authority
Fresno
57 miles
The campus is located just outside the city limits of Merced
G Street
Corridor
Downtown
Campus
Center
Castle
Airport
Commerce
Center
Lake
Yosemite
Ranchers Road
Scholars Lane
Opening Day2005
30
UC Merced has grown since opening in 2005
32 buildings totaling 1.4 million square feet of teaching, research
and student life facilities
• Virtually every building is certified LEED Gold or Platinum• ‘Triple zero’ energy, emissions and waste commitment
55% majoring in science, technology engineering and math
99% of undergraduatesare Californian
Campus has grown to 7,900 students
• 7,375 Undergraduates (Fall 2017)
• 28% from San Joaquin Valley
• 25% from Los Angeles County
• 22% from the Bay Area
• 592 Graduate Students (Fall 2017)
72% are among the first in their families to attend a four-year university
Lake Campus Downtown Campus CenterCorner of W. 18th and N St.
Castle Commerce Center (Atwater)
UC Merced’s Main Locations
Promenade
(North Merced)
Mondo Building
(Downtown)
Venture Lab
(Downtown)
Fresno Center
(Fresno, CA)
Wawona
(Yosemite)
34
The campus expansion is critically important
Remedies current space
deficiencies by expanding
facilities to manageable levels
Accommodates enrollment growth to
10,000 by increasing space in all
categories
7,900
Students
10,000
Students
2018 2020
Addresses Critical, Existing Needs Positions campus for growth
35
The campus is doubling in sizeand the project is on schedule
February 2018 Aerial View
36
13 buildings are under simultaneous design and construction
Up to 600 construction workers are on site each day
February 2018
Dining Pavilion
Lab 2A
Lab 2B
New Bridge
Granite PassResidences
Glacier Point Residences
The new bridge connects people and utilities
Little Lake
Future Boardwalk
$440 million has been invested to date
30% complete
February 2018
Largest expansion of its kind
in North America
• Capacity for 10,000 students
• Energy efficient and
LEED Gold minimum
• Long-term, performance-based
maintenance structure
Features a compact land use plan and open space Mixed-use student housing with ground floor classrooms
State-of-the-art research facilities and conference rooms
42
@merced2020
merced2020.ucmerced.edu
Twitter/Instagram
Website
For more information
Merced 2020 is a three phase project
First buildings complete in Fall 2018
Space Planning Update
Maggie Saunders
Space Planning & Analysis
Current Space Planning Projects
2020 Project Building Design & Delivery
2020 Space Allocation Planning
Existing Campus Space Allocation Planning
DCC “Backfill Space” Planning
“Minor Cap” Space Planning
Long Range Development Plan Space Planning
Space Planning & Allocation Process
How are the space plans developed?
The most complicated part of the process!
Who participates in the decision-making process?
Chancellor, Provost, Vice Chancellor, Deans and those involved in the space plan
How are decisions made?
Ultimately the SPA Board makes a recommendation to the Provost who makes the final decision at the behest of the Chancellor
What happens after the decisions have been made?
The Office of Space Planning reaches out to assist with space and move planning
Summary: DCC Backfill Space Planning
What is the
DCC backfill
space?
Mondo
Promenade
Parcade
Castle
Kolligian Library
Does UC Merced want to backfill the space?
▪ Mondo?
Are there previous agreements in place?
▪ Parcade
Are there faculty/staff at Castle that would benefit from moving closer to campus?
▪ School of Natural Science
Are there faculty/staff in the “wrong type” of space?
▪ Summer Session/Extension Program
Are there institutional priorities or goals that “drive” the planning?
▪ Maintaining the Promenade lease
Summary: 2020 Project & Existing
Campus Space Allocation Planning
What is the 2020
Project & Existing
Campus Space?
2020 facilities include:
• 4 new research buildings
• 4 new classroom/housing
buildings
• A Dining Center
• Leadership/Enrollment
Management Center
• A Wellness Center
• A Conference Center
Existing Campus includes:
• SE1 & SE2
• COB & COB2
• SSM
• SSB
• Kolligian Library
Who/What is currently in the wrong type of space?
▪ A Laser Lab on the 3rd floor of SE1
Who/What is at Castle that would benefit from closer
proximity to campus?
▪ Senior Biochemistry Faculty
Expected programmatic, staff, faculty growth?
▪ Everywhere!!
Growth in particular areas of teaching and research?
▪ Infectious Disease & Host Response
Enrollment targets?
▪ Living and learning communities
Are there previous agreements in place?
▪ ILTI/CETL initiative
Are there institutional priorities or goals that “drive” the
planning?▪ Strategic Centers of Excellence
Useful Resources
Space Planning & Analysis Website
http://spaceplanning.ucmerced.edu/about Principles of Campus Space Management
Space Management Definitions
UC Merced Space Management Glossary of term
SPA Board
http://spaceplanning.ucmerced.edu/spaboard SPA Board Membership
SPA Board Charter
Past Meeting Materials
2017 Faculty Strategic Space Planning Retreat Research Space Proposals
2017-18 PERFORMANCE APPRAISAL PAUL GARZA
ACTING MANAGER, EMPLOYEE & LABOR RELATIONS
MARCH 22, 2018
Overview51
Why?
9-month Appraisal Cycle
Process Efficiencies
From Previous Year
Tools & Resources
Questions & Answers
Why?52
Modernization of Process
UCPath Limitations on Retroactivity
Transitional Period – Goals Based Assessment
9-month Appraisal Cycle
Review Period: July 1 – March 31
Summary of Accomplishments Open: March 15th
Performance Appraisal Opens: March 29th
Summary of Accomplishments Closes: April 2nd
Performance Appraisal Closes: May 7th
Detailed Appraisal Timeline:
https://hr.ucmerced.edu/employeelabor-
relations/performance-management
53
Process Efficiencies
Form Revisions:
Appraisal Form
Summary of Accomplishments
Narrative: Required for ‘Partially Meets/Needs Improvement’ or ‘Unacceptable’
HR Review: Required for ‘Partially Meets/Needs Improvement’ or ‘Unacceptable’
Bypass if ‘Meets Expectations’ or ‘Far Exceeds’
HR review prior to 2nd level
Applicable for 2018-19 review cycle
54
From Previous Year
Two (2) goals required;
Summary of Accomplishments (SOA) is optional,
unless required by your Supervisor/Department
Head;
Professional development is optional;
Mandatory Training Requirements: HR to audit
rating for ‘people management’ and ‘job mastery
and continuous learning’
55
Tools & Resources 56
Webcasts
Completing Your Summary of Accomplishments
Core Competencies and Their Role in Performance
Appraisals
Establishing Meaningful Goals
UC People Management Course
Eight Part Series available through UC Learning Center
My UC Career
Designated HR Consultant
Tools & Resources (Continued)57
Instructor Led Supervisory Training
Coaching to Improve Performance – April 3, 2018
Enroll using the UC Learning Center
2017-18 Merit58
Merit is reviewed annually by Office of the
President. We cannot advise on merit until the
President authorizes a merit pool.
Anticipate guidance in late-May
Communication59
Reminders at each step of the process
Review status of appraisal in Halogen
Dedicated Contact: Erica Teixeira, HR Consultant
hr@ucmerced.edu
Questions & Answers
60
Conducting a Goal Setting Discussion
Review Organizational Goals to Prepare for the Discussion
The Importance of
Conducting Goal
Setting
Supervisors and their direct
reports need to collaborate in
setting meaningful goals,
tracking progress against
those goals over time, and
evaluating performance.
For the organization, goal-
driven performance
management aligns
employees within an
organization around
achieving the strategic goals
.
Before speaking with employees, supervisors should review the organization’s top-level goals and how your own goals contribute to
achieving the organizational goals . In addition, identify the goals that need to be delegated to the team, and provide direct reports with
the information required to draft their goals.
You should advise the reports to complete the following steps to create a draft of their performance goals, strategies, and tactics before
the goal-setting discussion.
Ensure Meaningful Goals Organization
You should work with your direct reports to check the accuracy of the
goals and assess the alignment of goals with the university mission
and departments/school objectives. In addition, you should ensure that
the goals support the employees’ development goals based on any
recent performance feedback.
Individual Development Plan
✓ Re-read the mission and vision for the
organization; understand the
organization’s strategic objectives and
how their job supports them
✓ Re-read the department or school's
mission and vision
✓ Review their job description and any
performance expectations for their role
✓ Identify resources to complete goals:
HR website, colleagues, UC Learning
Center
✓ Review any development areas from
recent performance reviews
✓ Review their current goals and
aspirations
✓ Identify any new overarching goals
✓ Identify SMART goals
✓ Identify resources to complete goals
Individual
Team
Group
Division
Organization
Set SMART Goals for your Direct Report
Utilize the concept of SMART goals in the goal setting process; this method ensures that the employee and manager both understand the goal by creating a goal that is
specific, measurable, attainable, relevant, and timely.
Conducting a Goal Setting Discussion
Specific
Measurable
Attainable/Achievable
Relevant
Time-Bound
• Your goal should be clear and specific, otherwise you won't be able to focus your efforts or feel truly motivated to achieve it. When drafting your goal, try to
answer the five "W" questions: What do I want to accomplish? Why is this goal important? Who is involved? Where is it located? Which resources or limits are
involved?
• It's important to have measurable goals, so that you can track your progress and stay motivated. Assessing progress helps you to stay
focused, meet your deadlines, and feel the excitement of getting closer to achieving your goal. A measurable goal should address questions
such as: How much? How many? How will I know when it is accomplished?
• Your goal also needs to be realistic and attainable to be successful. In other words, it should stretch your abilities but still remain possible. When you set
an achievable goal, you may be able to identify previously overlooked opportunities or resources that can bring you closer to it. An achievable goal will
usually answer questions such as: How can I accomplish this goal? How realistic is the goal, based on other constraints, such as financial factors?
• This step is about ensuring that your goal matters to you, and that it also aligns with other relevant goals. We all need support and assistance in
achieving our goals, but it's important to retain control over them. So, make sure that your plans drive everyone forward, but that you're still
responsible for achieving your own goal. A relevant goal can answer "yes" to these questions: Does this seem worthwhile? Is this the right time?
Does this match our other efforts/needs? Am I the right person to reach this goal?
• Every goal needs a target date, so that you have a deadline to focus on and something to work toward. This part of the SMART goal criteria
helps to prevent everyday tasks from taking priority over your longer-term goals. A time-bound goal will usually answer these questions:
When? What can I do six months from now? What can I do six weeks from now? What can I do today?.
S.M.A.R.T. Objectives - Example
Objective: Produce Monthly Reports
Specific: Administrative Assistant will produce Reports A, B, and C.
Measurable: Reports A, B, and C will be formatted according to
guidelines and contain zero errors.
Achievable: Yes, reports are standard and not complex, 100% accuracy is
possible.
Realistic/Relevant: Yes, this goal applies to the Administrative Assistant job description.
Time-Bound: Reports will be produced by the 5th of each month.
http://evilhrlady.org/2007/08/quantifiable-objectives.html
S.M.A.R.T. Objectives - Example
Objective: Maintain Calendaring
Specific: Administrative Assistant will schedule meetings on same day of request and provide
written schedule on Manager’s desk for next day by 5:00 p.m.
Measurable: Administrative Assistant will keep a spreadsheet of meeting request, time
requested, and time scheduled to track turn around time. 100% success rate expected.
Achievable: No way. Anyone whose ever tried to schedule meetings knows that getting all
relevant parties available at the same time is like herding cats. To require an Administrative
Assistant to get all meetings scheduled on the same day as requested would lead to guaranteed
failure. Revise success rate to 75% and then you have an achievable, yet still difficult, goal.
Realistic/Relevant: Yes. This is an essential function and something the Administrative Assistant
should have control over.
Time-Bound: Written schedule provided to Manager by 5:00pm each day.http://evilhrlady.org/2007/08/quantifiable-objectives.html
S.M.A.R.T. Objectives - Exercise
Objective: Send out welcome letters to our new students.
Job: Administrative Assistant
Assigned: 8/17/12
Due: 9/26/12
1. Specific
2. Measurable
3. Achievable
4. Relevant
5. Time-Bound
Answer
S.M.A.R.T. Objective: Produce and distribute personalized welcome letters, error free,
to all new students in our department by 9/26/12 .
Specific Produce and distribute personalized
welcome letters to new students.
Measurable Distribute letters, error free, by 9/26/12.
Achievable Yes. Task matches individuals skills and job
responsibilities. Has performed similar
tasks.
Relevant Yes. This is a key responsibility for the
Administrative Assistant job series.
Time-bound Yes – Simple task, not labor intensive.
S.M.A.R.T. Objectives - Exercise
Keep our department’s Website up-to-date.
Job: IT Programmer
Assigned: 7/1/12
Due: First Friday of Every Month
1. Specific
2. Measurable
3. Achievable
4. Realistic/Relevant
5. Time-Bound
Answer
S.M.A.R.T. Objective: Solicit updates and new material for the Website from our
department managers on the first Friday of each month; publish this new material
by the following Friday. Each time material is published, review the Website for
material that is out-of-date and delete or archive that material.”
Specific Solicit updates and new material for the
Website from our department managers.
Review website for material that is out-of-
date and delete or archive that material.
Measurable Completed by the first Friday of each
month.
Achievable Yes. Individual has resources, skills, and
knowledge to execute this task.
Realistic/Relevant Yes. It’s a key responsibility of the IT
Programmer classification.
Time-bound Completed by the first Friday of each
month.
Performance Ratings
Current Rating Scale Pilot
O = Outstanding. Performance exceeds expectations and is
consistently outstanding.
Exceptional – Performance consistently far exceeds expectations
in the rated competencies and or job functions and quality of
work performance was superior.
M = More than Satisfactory. Performance consistently fulfills the
job requirements and exceeds expectations.
Exceeds Expectations – Performance consistently exceeded
expectations in all essential areas of responsibility, at times
possibly exceeding expectations and the quality of work overall
was excellent. Annual goals were met.
S = Satisfactory. Performance consistently fulfills the job
requirements.
Meets Expectations – Performance consistently met expectations
in all essential areas of responsibility, at times possibly
exceeding expectations and the quality of work overall was
very good. The most critical annual goals were met.
I = Improvement Needed. Performance does not consistently
meet the job requirements.
Improvement Needed – Performance did not consistently meet
expectations – performance failed to meet expectations in one
or more essential areas of responsibility, and/or one or more of
the most critical goals were not met. A plan of improvement to
correct performance, including timelines, must be outlined and
monitored to measure progress.
U = Unsatisfactory. Performance consistently fails to meet the
job requirements.
Unsatisfactory Performance – Performance was consistently
below expectations in most essential areas of responsibility,
and/or reasonable progress toward critical goals was not made.
Significant improvement is needed in one or more important
areas. A plan of improvement to correct performance, including
timelines, must be outlined and monitored to measure progress.
Closing Notes and Reminders
To learn more about SMART goals, join HR for the following workshops for managers:
Tuesday, March 27 from 9-10:30 at KL 360
Thursday, March 29 from 1-2:30 at DCC 390
All meeting information and a form to submit feedback can be found online at https://chancellor.ucmerced.edu/committees-departments/leadership-council
Please contact the Leadership Council Planning Committee (LCPC) at leadershipcouncil@ucmerced.edu
Next Leadership Council Meetings: May 24 from 10am-12pm in the California Room
An email with this information will be sent to you by next week.
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