sf state emerging leaders program impact … cohort sfsu_donor... · associate vice president ann...
TRANSCRIPT
prepared for theEustace-Kwan Family Foundation
SF STATEEMERGINGLEADERSPROGRAMIMPACTREPORT
Emerging Leaders Program Members:
Adam StoneAimee WilliamsBon BitonioBonnie Li VictorinoChris FarmerChristina Sabee
Chuck MeyersDelma MunozDmitry VayntrubEd ChengFrancisco CastilloGrace YooBarry JodatianJay Orendorff
Jen GasangJeny ValdezJesus GarciaJohana DuarteJoy ManaoisJustin WoodardLarry BirelloLy Chau
Mary J. McGintyMichael BehrensMichelle RashlegerMi-Sook KimNick KordeschNikki OnipedeNish MalikNoah Price
Renee StephensRobin BatesRose Carmona-ArbuluRyan Renato MendozaTammie RidgellTroy LiddiYvonne Bui
Dear Ms. Kwan:
Thank you for your visionary support of the staff
and faculty of San Francisco State University. The SF
State Emerging Leaders Program has made a major
impact on the development of our most talented
staff and faculty members. By focusing on current
and emerging leaders, participants in the program
had a unique opportunity to be mentored, engage
in peer-to-peer sharing, and make significant strides
in their personal and professional development.
We are very grateful for the Eustace-Kwan
Family Foundation’s transformative commitment
to cultivating leaders at SF State.
Sincerely,
Les Wong
President
San Francisco State University
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THE EUSTACE-KWAN FAMILY Foundation’s generous grant enabled us to pilot-test the first of several cohort groups of the SF State Emerging Leaders Program. Using the six-box whiteboard (Figure 1) to assess potential talent, 42 individuals accepted the invitation from the President’s Cabinet to participate in the 10-month program.
These 42 individuals participated in six monthly half-day sessions, during which they learned the six roles of a leader ac-cording to the San Francisco State Lead-ership Model (Figure 2). The sessions were designed to incorporate large and small group activities, along with person-al introspection (Figure 3). Each session was three hours, with a one-hour lunch program, and were conducted by Senior Associate Vice President Ann Sherman with periodic guest speakers. The lunch pro-grams were presented by campus experts who discussed topics such as work-life balance, exercise, and personal wellness. Speakers included President Les Wong, who shared his journey to presidency, and the importance of inclusion, diver-sity, opportunities and an overall holistic approach to thriving and healthy living.
Training sessions were reinforced through-out the month with assignments tied to the topic (e.g., organizing a meeting, building a relationship with a stakeholder, writing a note of recognition). In addition, the cohort group was encouraged to par-ticipate in campus events, e.g., Farm to Fork lunch; 5K Walk, Run, and Roll; Pride Parade; California Sustainability Con-ference; and the Mindfulness & Com-passion Conference, to enhance their awareness of campus life and strengthen connections between the participants.
At the conclusion of six months of class-room-style delivery, the cohort chose (or was assigned) one of six group projects. Over several months, the groups pursued tangible outcomes using a modified Agile Scrum methodology, under the direction of Scrum Master Michael Outinen. They were each directed to identify a cost sav-ings, campus improvement, or cost avoid-ance that would return any investment funding requested by the group. During this phase, graduate students from the College of Business and I/O Psycholo-gy program were selected to reinforce and assist the groups’ work. Project out-comes will be presented in February 2016 during the certificate award event.
Emerging Leaders Program Summary
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Figure 2. SFSU Leadership Model
Figure 1. 6-Box Whiteboard Developmental Approaches
Figure 3. Class Design
THE EXPECTATIONS and goals of the pro-gram were established during the kick-off meeting to include the following: commit-ting to your leadership journey, engaging with your fellow participants (an outcome of a strong network of colleagues across the campus community), sharing what you learn with others in order to build capacity in everyone, and being present.
The participant commitment was success-ful through active participation and atten-dance during each session. The nature of the sessions kept participants focused and active. There was rarely a need to redirect attention, other than changing to the next subject. Distractions were elimi-nated through the program design of no computer or cell phone interruptions.
One of the main goals of the program was to bridge the typical faculty/staff divide. This was accomplished through the first cohort group, comprised of a cross-section of employees from all cabi-net areas. The network development be-gan with the first exercise, “The Perfect Handshake”, during which several people stated, “I’ve talked to you on the phone for years, but never knew who you were.” Further affirmation of the overall success of this program is demonstrated through the multiple requests we have received for the next cohort group nominations.
The program also emphasized the im-portance of not only attending the sessions, but for the transfer of infor-mation to the work environment. Partic-ipants were able to apply the informa-tion learned to their job and shared best practices with their respective teams.
Expectations and Goals
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THE EMERGING LEADERS PROGRAM overall success is measured using Kirkpat-rick’s Four-Level Training Evaluation Model
Level 1- Reaction
This level measures the participants’ over-all satisfaction. Reaction was assessed through an evaluation form provided at the end of each class session. The results were overwhelmingly positive. Ninety-nine percent of the participants would recom-mend the classes to a colleague, and 99 percent of the participants agreed that both the classes and instructor(s) were effective. This metric is representative of the 2015 Emerging Leaders Program participants who completed an evalu-ation at the end of each class, and is a weighted average of all six (6) classes.
Level 2 - Learning
This level measures the information the par-ticipants learned from the program. Learn-ing was assessed through self-report for the first cohort group. Future cohorts will be measured using a pre/post test design.
Level 3 – Behavior
This level measures the degree to which information learned from the sessions are transferred to the work environment. Through the session’s homework assign-ments, participants had to apply knowledge they learned to their respective jobs and report back during the next session about their transfer process. This provides a clear indication that transfer of learning oc-curred. Further assessment will take place in order to evaluate long-term effects.
Level 4 - Results
This level measures the program out-comes at the Institution-level. To assess these outcomes, re-classifications and promotions of this initial cohort group will be tracked. In addition, the reports from the project groups will be assessed.
Measuring Impact (Success)
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THE FOLLOWING METRICS are representative of the 2015 participants who
completed the post test evaluations for the Emerging Leaders Program:
• 100% of the participants agree that the Emerging Leaders Program was valuable and
applicable to their professional development needs.
• 100% of the participants would recommend the Emerging Leaders Program to a colleague.
• 100% of the participants have built a positive professional relationship with at least one person
from the program.
• 100% of the participants assessed their teams’ strengths and weaknesses.
• 96% of the participants leveraged/utilized the newly formed relationships they have
established with other program participants for guidance, assistance, contacts, resources, or
mentoring.
• 96% of the participants have effectively delegated work, and are comfortable stepping back,
and allowing their direct reports or team to step in, collaborate, and lead.
• 96% of the participants use the skills learned from the class “Building a Team” to enhance peer
relationships.
• 96% of the participants have a better understanding of the importance of job descriptions as
the foundation for all Human Resources functions.
• 96% of the participants use SMART (Specific, Measurable, Action-Orientated, Realistic, and
Time-Bound) goals for themselves.
• 88% of the participants have a greater appreciation for the role diversity plays in organizational
effectiveness.
• 79% of the participants incorporate the skills they learned in the Inspiring Performance class
to have more effective performance discussion with their direct reports and supervisors.
• 79% of the participants are an influential manager, and are able to use the skills they learned
from the Emerging Leaders Program to influence an employee or team.
• 79% of the participants have a better understanding of how to use process mapping tools.
Success Metrics (Program Satisfaction) (Learning Outcomes)
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AFTER THE COMPLETION of the class sessions, the participants were assigned to ad-
vance one of the six projects; Career Pathing, Digital Workflow, Solar Powered Emer-
gency Phones, Water Conservation, Wellness Application, or VanPool. All of the
projects correspond to sustainability, working together to create solutions to envi-
ronmental, social, and economic issues. The sustainability theme helped to focus
on positive change within both the university community and at a global level.
Current Projects from SF State Emerging Leaders
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Group
Robin Bates, Bon Bitonio, Francisco Castillo, Keith Chisholm (Student Assistant), Bonnie Li Victorino, Mary McGinty, Justin Woodard, Grace Yoo
Overview
The Career Pathing project team created and distributed a survey to identify common core competencies (knowledge, skills and abilities) that all SF State faculty and staff employees should possess. The survey was distributed to faculty, staff and students across SF State.
Opportunities/Solutions
The common core competencies iden-tified will be used to create a more holistic training development model, which incorporates the SF State stra-tegic plan and needs of the campus.
Recruitment strategies will incorpo-rate the core competencies identified.
Career Pathing
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Group
Jesus Garcia, Ryan Renato Mendoza, Nikki Onipede, Michelle Rashleger, Christina Sabee, Adam Stone
Overview
The Digital Workflow project will stream-line the temporary faculty re-appoint-ment process. As an added benefit, this project is environmentally sustainable by eliminating paper. The anticipat-ed launch date is November 2016.
Opportunities/Solutions
Eliminate paper waste and non-value added work.
Impact
By automating one process in one col-lege, the impact will be a reduction of approximately 300 hours of staff time, and eliminate over 4000 pages of un-necessary paper copies each semester.
Digital Workflow
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Group
Ly Chau, Ed Cheng, Johana Duarte, Chris Farmer, Barry Jodatian, Nish Malik, Renee Stephens, Ryan Zulewski (Student Assistant)
Overview
The Solar Powered Emergency Phones project will research the return on in-vestment of replacing outdated blue light phones, and adding phones throughout the campus, which will provide add-ed safety and security for staff, faculty and students. Recommendations have been provided to executive leadership.
Opportunities/Solutions
• SF State will save over $180,000 for installing five solar panel units as com-pared to installing five hard wired units.
• Improves campus safety, image and reputation.
• Allows for increased installations.
• Encourages the use of solar energy in other avenues where possible.
Solar Powered Emergency Phones
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Group
Michael Behrens, Yvonne Bui, Emma Curran (Student Assistant), Nick Kordesch, Troy Liddi, Jeny Valdez
Overview
The Water Conservation project aims to reduce water usage in the Mary Ward dormitories by 10 percent through a tar-geted marketing campaign. The Water Conservation Program is also designed to increase awareness amongst the res-idents. By doing so, residents’ habits can be positively transformed, resulting in near and long term environmental benefits.
Opportunities/Solutions
Marketing Campaign Tips on Making Every Drop Count:
• Save 8 gallons of water per day. Shorten shower time by 3 minutes.
• Save 20 gallons of water. Reduce laundering to one full load per week.
• Save 2 gallons per minute. Turn off the water while brushing your teeth, shaving, and washing dishes.
• Save 36 gallons of water per day: Turn off the water while you wash your hands.
Water Conservation
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Group
Rose Carmona-Arbulu, Himanshu Mahadik (Student Assistant), Jay Orendorff, Noah Price, Tammie Ridgell, Dmitry Vayntrub, Aimee Williams.
Overview
The Wellness Application project aims at improving the overall health and well-ness of campus faculty, staff and students. Anticipated to launch in Summer 2016.
Opportunities/Solutions
• Valuable resources for maintain-ing a healthy lifestyle, such as gym facilities located near campus.
• Links to external walking and tracking applications to moni-tor your personal fitness goals.
• Access to workout programs and oth-er fitness programs on campus.
Wellness Application
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Group
Larry Birello, Jen Gasang, Mi-sook Kim, Joy Manaois, Chuck Meyer, Max Zschoch (Student Assistant).
Overview
The VanPool Program is a partnership between SF State and Enterprise. The program offers faculty and staff an en-vironment friendly alternative, which is beneficial for all stakeholder and creates value beyond SF State.
The official campus-wide launch date for marketing is anticipated in February 2016 with VanPools commencing in Spring 2016.
Opportunities/Solutions
• Additional parking spaces at SFSU: Per VanPool, this equates to approx-imately 6-9 vacant parking spaces.
• Employees can save money: By using VanPool, employees can save up to $300 on gas, maintenance, and insurance.
• Sustainability: By using VanPool, this reduces monthly CO
2 emission
by up to 600Kg per vehicle.
VanPool Program
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WE INTEND to pair up the participants of the first cohort group with the incom-ing class. In this way, we can continue to expand the connections across campus, reinforce the initial learning, and create mentors for the next group of talent. Over time, this ensures the development of com-mon language, and shared meaning about the roles and expectations of the leadership brand at San Francisco State University.
As a member of the CSU Leadership De-velopment committee, SAVP Sherman shared SF State’s program and content with the Chancellor’s Office personnel and other campuses. There is a great deal of interest in the Emerging Leaders Pro-gram, the SF State leadership model, and the succession planning tools that support participant identification and career paths.
An unanticipated outcome of the program is the enhancement of Employee University (EU). Employee University is an employ-ee-organized structure which identifies and delivers staff training and development. By linking the Emerging Leaders Program with Employee University, SF State is highlighting the promotional opportunities that exist, enhancing retention and engagement, and making our campus an even stronger cen-ter for nourishing professional development.
Looking Forward
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Student Impact
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“The Emerging Leaders Program provided me the opportunity as a student to learn from and build relationships with faculty and staff from all different backgrounds and experiences. I was really inspired watching how everyone successfully contributed to the group and supported one another.”
— EMMA CURRAN M.S. INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY CANDIDATE
“The Emerging Leaders Program was a great way to exercise the skills we learned in the classroom and put them to real use. I’d recommend the program to anyone looking to be creative, gain experience, and work with talented faculty and staff or just to network with fellow students you normally would not get the opportunity to meet.”
— RYAN ZULEWSKI MBA, SUSTAINABILITY
“As Student Assistant I experienced first-hand how the ELP created diverse teams across different departments that worked unified on one specific project. My take-away is the importance of synergy effects, which occurred by forming those multi-disciplinary teams.”
— MAX G. ZSCHOCH MBA FINANCE CANDIDATE
“Working on ELP Project was one of the best experiences for me to work at the SF State University. I implemented a lot of my managerial and technical skills that I learned from my MBA Program, which was the valuable part.”
— SAVAN MANDALIA MBA, INFORMATION SYSTEMS
“I not only met many talented, bright individuals in my team but also other graduate students in this Emerging Leaders program, which offers me a lot of connections in the industry. The program is a great opportunity for me to learn, apply and utilize my academic and professional learning into real life enriching experience.”
— HIMANSHU MAHADIK MBA CANDIDATE
Ann Sherman
Senior Associate Vice President
Human Resources
San Francisco State University
Direct (415) 405-2650
Michael Outinen
Professional and Leadership
Assistant Manager
San Francisco State University
Human Resources
Direct (415) 405-3792
Praveen Rattan
Professional and Leadership
Manager
San Francisco State University
Human Resources
Direct (415) 405-3934
Emerging Leaders Program
COURAGE
LIFE OF THE MIND
EQUITY
COMMUNITY
RESILIENCE