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.