WELCOMEPR Training

Peggy MaukOctober 12, 2006

Ayres Suites, Ontario

Central Coast and South Region

Linda MantonOctober 17, 2006

Kearney Agr. Center

Central Valley Region

Kim RodriguesOctober 25, 2006

Putah Creek LodgeNo. Coast &

Mountain Region

Purpose of PR Process• Tool for candidate to measure

accomplishments• Excellent professional history record• Assist candidate in establishing goals• Evaluate progress against position

description• Comprehensive document• Bench mark for establishment of

balanced program. (End)

Performance Level for Academic RanksAssistant Rank

• Entry level• Demonstrate ability to assess needs and set

priorities, plan, organize, implement and evaluate

• Positive AA commitment• Evidence of professional competence and

activity and dedication to continue professional improvement

• All four criteria need NOT BE equally developed• Emphasis will be on extending knowledge and

applied/creative activity.

Performance Level for Academic RanksAssociate Rank

• Reserved for academics who demonstrate significant potential for a productive CE career

• Must have demonstrated an ability to set program priorities

• Relate and interact well w/ colleagues/clientele• Demonstrated initiative and leadership in total

program development and delivery• Positive AA commitment and effort• Becoming a career staff employee &

demonstrate movement towards balanced program.

Performance Level for Academic RanksFull Rank

• Must have developed an excellent program in the four criteria and AA

• Successful in terms of positive contributions to their discipline, intellectual development, program growth, depth, clientele and colleague respect, AA accomplishment and professional improvement

• Program results show excellence in education• Should include peer reviewed publications

and county and/or statewide publications for clientele

• Expected to have demonstrated long range planning leadership w/in their program area.

Performance Level for Academic RanksFull Rank, Step VI

• Documented evidence of an outstanding program which shows a balance of significant and continuous growth in the four criteria

• Within the criteria there must be demonstrated effort and commitment in AA

• Evidence that the candidate’s influence has continued to grow and that s/he is widely recognized in his/her specialty.

Performance Level for Academic RanksFull Rank, Step VII, VIII, IX

• Reserved for persons who have made exceptional contributions to a major program area, resulting in significant benefits to the people of CA and contributing favorably to the prestige of UC and UCCE

• Evidence of continuing superior ability, professional attainment and growth in the individual’s field

• Also demonstrate peer leadership, originality, and ability to work effectively with others.

Performance Level for Academic RanksFull Rank, Step VII, VIII, IX

• Show strong evidence of a well-balanced program w/ outstanding performance in all four criteria areas and AA

• Advancement to Step IX is reserved for persons of the highest distinction whose work has been nationally recognized and acclaimed

• Strong evidence of a wide scope of recognition and highly meritorious service.

Reporting CD Responsibilities for County Directors & Other Administrators/Managers

Performance in Extending Knowledge and Info• Leadership, management, and organizational

skills should include:– Development, motivation and evaluation of

staff– Evidence of efforts related to local and regional

issues– Relationships with Co. government and agencies– Activity in cross-discipline or regional programs.

Reporting CD Responsibilities for County Directors

(Administrators/Managers)

Performance--Applied Research/Creative Activity• Accomplishments related to administrative

innovations should include such areas as:– Leadership w/ staff/programs to reach new audiences– Procurement and management of budget resources– Procurement and management of facilities– Techniques of personnel evaluation– Public relation efforts– Creative staffing– Leadership in encouraging applied research in all

subject areas addressed by CE.

Reporting CD Responsibilities for County Directors

(Administrators/Managers)

Professional Competence and Activity• There should be evidence of:

– Leadership in professional societies and groups– In local boards and advisory groups– Staff involvement in professional development– Also include recognition by colleagues/clientele

for administrative leadership provided.

Reporting CD Responsibilities for County Directors

(Administrators/Managers)

University and Public Service• There should be evidence of:

– Activity on Regional and/or Division Committees and workgroups

– Contributions to county, community, regional, and statewide activities.

Reporting CD Responsibilities for County Directors

(Administrators/Managers)

Affirmative Action• There should be evidence of:

– Efforts of CD and of Staff in reaching underrepresented clientele

– Outreach programs and of training provided– Initiating innovative programs which effectively

impact underserved and minority issues– Describe staff efforts regarding

parity/compliance. END

Program Review Process• Promotion is an Advancement

– Assistant to Associate (must cover entire career)– Associate to Full Title (must cover the entire

period since promotion to the Assoc level)– Full Title from Step V to VI (entire career for Self-

statement and since promotion to Full Title for the four criteria and AA)

• Full Title to VII, VIII, IX are merits

• Acceleration– May be Requested for Merit or Promotion that

occurs earlier than normal. (accelerated merit is since end of evaluation period resulting in last salary action)

Program Review ProcessVice President

Appeals Ad HocAssociate Vice President

(final decision)

Senior Administrative CouncilAd Hoc

All CasesRegional Director Prepares Recommendation

All CasesCD and SSPP Director Prepares Recommendation

All CasesPromo/Acceleration

Candidate Prepares PR Dossier

Senior Administrative Council (SAC) Roles

• RD Does Complete Evaluation of All Merit, Promotion and Acceleration Dossiers

• Process Used by SACPL Who is Knowledgeable of Subject Area

Presents Packet and Makes RecommendationRD Adds Comments/DefendsDiscussion by All SAC MembersRecommendation by PLs and Appropriate RD

Made to AVPAVP makes decision.

Program Review Process

Vice President

Appeals Ad Hoc

Associate Vice President(final decision)

Definite Appointments & Term Reviews

Ad Hoc Committees

2nd Cycle1st Cycle 3rd Cycle

Unless negative by CD or RD which triggers appointment of Ad Hoc com.

Merit

Term Review only

Period since last salary action

Promotion

Promotion & Term Review

Entire periodin rank

Acceleration

Acceleration & Term Review

For merit: since last merit,

For promotion: since last promotion

A Good PR is…

• ACCURATE. Use facts, not feelings.

• BRIEF. Make every word work.

• CLEAR. Say what you mean.

• SPECIFIC. Use Examples.

• PROFESSIONAL. A document that is professional looking and accurately represents your program. (End)

2006-07 Timeline for Merit, Promotion, and Acceleration

ActionsOct. CD Requests Letters of Evaluation for Accelerations, Promotions and merits for Full VII, VIII, IX

>Letters submitted on line by 1/10/07

11/1 Deadline for Request of Optional Regional Mentoring Review2/1 Completed Dossier Submitted Online (no extensions)2/7 CD Completes Review so Dossier Ready for Access Online by RD and Personnel Committee

3/1 CD and SP Director Completes their Evaluation of Candidate On Line so RD can access

Timeline Merit/Promotion/Acceleration Actions (continued)

3/29 Online the RD Adds Recommendations to Evaluations and Signs

April Personnel Committee Review and Evaluation of Ad Hoc Reports

Mid-May SAC Review All Dossiers and Makes Recommendations to AVP

6/11 Final Decision Made by AVP By 7/1 Final Decision Provided to RD/CD/SP Director. Reports from CD, RD, Ad Hoc Committee, SAC Available on On-Line Program Review Web site. END

2005-06Merit & Promotion Outcomes

2005-06 Merit and Promotion Approvals*

• Prom-Acc 25%(4) 43%(7)• Prom-Norm 80%(20) 69%(16)• Merits-Acc 89%(9) 72%(18)• Merits-Norm90%(78) 85%(48)

• TOTAL 76%(89)

*Preliminary data for 2005--appeals are still pending

Merit and Promotion Approvals

2000 2001 2002Prom-Acc 80%(5) 50%(10) 50%(4)Prom-Norm 79%(24) 63%(16) 65%(20)Merits-Acc 73%(11) 67%(15) 70%(20)Merits-Norm 90%(63) 88%(49) 93%(54)

2003 2004 2005 2006*Prom-Acc 25%(4) 100%(3) 42%(12) 43%(7)Prom-Norm 80%(20) 78%(23) 76%(17) 69%(16)Merits-Acc 89%(9) 75%(8) 67%(12) 72%(18)Merits-Norm 90%(78) 91%(56) 93%(41) 85%(48)

*Preliminary data for 2006--appeals are still pending

Other Actions

• Retroactive 1 year– 3 Cases

• Off Scale– 5 Cases

• Extra Acceleration– 1 Case

Merit and Promotion—County Directors for 2006

Salary Action

Non- County Directors County Directors

TOTAL % SUCCESS TOTAL % SUCCESS

Promotion - Acc 4 25% 3 67%

Promotion - Norm 11 55% 5 100%

Merit - Acc 12 75% 6 67%

Merit - Normal 42 83% 6 100%

OVERALL 69 74% 20 90%

Merit and Promotion—County Directors and Other Advisors

1999-2006

Salary Action

Non- County Directors County Directors

TOTAL % SUCCESS TOTAL % SUCCESS

Promotion - Acc 31 52% 11 55%

Promotion - Norm 102 73% 23 87%

Merit - Acc 62 74% 20 70%

Merit - Normal 341 88% 72 93%

OVERALL 536 82% 126 85%

Measuring our Success

Outputs, Outcomes and Impacts

How do we know how well we’re doing?

We measure:• Outputs (products we create)

• Outcomes (changed knowledge, attitudes, skills, behavior/practices)

• Impacts (social/health, economic, environmental/physical benefits to individuals, organizations, populations, communities)

What is the process?

Identifythe

problem Determine what to

do

Products or

services

Changes in Knowledge,Attitudes,

Skills, Behavior

UltimateSocial/Health,

Economic,Environ/Phys

Benefits

activities

outputs

outcomes

impacts

the need

OutputsWhat did we produce?• New knowledge/understanding• New methodologies and models• Research publications• Educational publications • Workshops• Classes• Oral presentations to various audiences

OutcomesWhat did the participants learn and what

did they do differently as a result of the program?

• Increased knowledge• Changed attitudes/intentions -- New

decisions made as a result of information we delivered

• Increased skills• Changed behavior• New practices adopted

Impacts

What ultimate benefit was realized -- by a group, community, population, or society at-large. What was the change in condition?– 10% decrease in incidence of food-borne illness in the

general county population

– Average reduction of 20% in monthly spending on food by participants completing the program

– Total annual savings of $300,000 in costs for hand weedingfor growers who participated in the program

– 25% reduction in average shallow groundwater nitrate concentration on ranchland in the county

– 8,000 additional acres of ag land protected in land trusts

Invasive Species: Yellow Star thistle

Yellow star thistlecausing lossof rangeland and ecosystem damage Conduct research

on prevention & control; Developeducationalprograms

• New techniques for preven./control• Research pubs• Educational pubs• Workshops for ranchers/land mgrs

• Ranchers/mgrs gainknowledge of recom-mended methods forprevention & control • Ranchers/mgrs adopt recommendedprevention/control practices for Yellow starthistle

• Improved healthof ecosystems and native species

• Reduction in acres of rangeland lost toYellow star thistleactivities

outputs

outcomes

impactsissue

Food Safety: Food borne Illnesses

Every year there are XXdeaths frombotulism in the U.S.

Conduct researchon safer food processing practices Develop curriculumfor training of food processors

• Improved methodsfor pathogen control•Workshops for food processors• Research & educational pubs

• Food processorsadopt new practices In their operations • Consumers haveincreased knowledgeon safe handling of food at home

• Reduction in number of deathsfrom botulism

• Increased consumerconfidence in safetyof processed foods

activities

outputs

outcomes

impactsissue