- Author: Wendy Powers
You might think that Tu Tran is smiling because this week is his birthday and he's expecting a big surprise party. Nope. He's smiling because he and Greg Gibbs were part of a ceremony to celebrate a UC ANR Presidential Endowed Researcher at the Lindcove REC, made possible by a generous donation from the Citrus Research Board and matched by the President's office. Great work everyone! I'm looking forward to identifying the first holder of the endowment.
That's not all that Beth Grafton-Cardwell has to smile about. Her webinar-based training was called out by Western Farm Press and then re-run in UCOP's Daily News Clips yesterday. Thanks to Jeannette for sharing this information with the media! This group is doing things differently to meet clientele needs. According to Jim Farrar, this is the first of three pest management webinars available to clientele for continuing education credits required by the California Department of Pesticide Regulation. Beth Grafton Cardwell is conducting two of the trainings (citrus thrips in October and Fuller rose beetle in December). Ben Faber is conducting the third, avocado diseases, to be offered in November.
In addition to the 46 position proposals, I've done a little bit of reading this week. Adina Merenlender shared an article about ‘boundary organizations', such as Extension, and how to evaluate the work of these organizations (Pitt et al., 2018 in Conservation Biology). From the paper: "... boundary organizations face the challenging task of demonstrating their value to diverse stakeholders...Although no off-the-shelf solution is available for a given boundary organization, we identified 4 principles that will support effective evaluation for boundary organizations:engage diverse stakeholders, support learning and reflection, assess contribution to change, and align evaluation with assumption and values." These all sound familiar, with at least two of the 4 principles, core to what I think we regularly consider indicators for UC ANR. That's something to smile about.
The other reading I've done was a document someone left on my desk that provided 4 strategies to avoid overworking high performing employees: 1) Refrain from asking high performers to help on small efforts, 2) Let high performers occasionally pick their projects, 3) Create high-performing pairs of employees at similar levels, and 4) Keep track of additional demands on their time and consider micromanaging what high performers are allowed to say ‘yes' to. Given no context I don't know what to read into the anonymous gesture although I do wonder if the sender questioned whether or not they should enter my office, uninvited, versus leaving the document in Joan's box with my name on it.
Here's hoping that next time someone leaves me lottery tickets or a dark chocolate mint truffle (smile)!
- Author: Wendy Powers
Time got away from us at Senior Leadership Team meeting the other day so topics I thought we might have time to discuss will need to be addressed in small group discussions. Based on the calendar, it looks like that might take some time.
A group of us spent the day at Hopland REC brainstorming the attributes of the venue and dreaming of possibilities for both research and community engagement. While the weather was less than glorious yesterday, today was much better. Deb Driskill was our resident photographer, snapping pictures along the way from Sacramento.
The focus of the conversation was financial feasibility of maintaining over 5,000 acres of landscape that inspired the likes of Ansel Adams. Despite the beauty, the financial reality of keeping roads passable and plots and livestock safe from predators is harsh. But what the facility has to offer, from oak woodlands to vernal pools to bright green pastures, for research, citizen science, and education, financial stability is not impossible but, rather, requires some deep, collective, and creative thinking. While unique, there are other examples out there to stimulate such thought and certainly within and across UC the brainpower needed to pose feasible solutions.
This whole topic had me thinking about the field of systems dynamics, pioneered by Jay Forrester at MIT. An early application of the causal loop concept was for the airline industry. Imagine the series of actions and reactions that take place as a result of extreme weather conditions (frozen plane bathrooms, de-icing delays, reliance on different guidance mechanisms due to visibility, icy runways) and the ripple effect that has on moving flight crews around the country not to mention passengers and baggage. While weather has obvious effects on all airlines, despite appearances that United delays in and out of Chicago is impacted to a greater extent than American, even a mechanical problem on a single aircraft signals disruptions and delays throughout the system because all airlines share the same airspace and runways and, in small airports, baggage crews. Systems dynamics considers these broad consequences and offers an opportunity to see the bigger picture on an international, all airline scale.
No doubt I drew the connection between systems dynamics and opportunities at the RECs, in part, because my flight to Ontario is delayed due to weather. But there are other reasons, too. We have to engage people we don't normally work with in order to really see the whole picture – and all the possibilities that picture brings – rather than looking at just a few of the individual parts.
- Author: Wendy Powers
My mind is full. The result of taking on some additional responsibilities while we try to fill some vacancies is that my calendar is running me. Last week was packed. From arriving in DC on Saturday and all-day meetings Sunday and Monday, to flying back on Tuesday just in time for a few brief minutes at the New Administrator Orientation followed by a 3+-hour meeting with R&E Council that was idea-rich, to the night drive to Visalia so I could meet with the REC directors, business officers, and superintendents all day Thursday into the evening then half-day Friday before driving back, I didn't have a chance to sort thoughts and even now haven't fully processed things.
In between there have been conversations about moving forward with the Public Value Statements now that Condition Changes are complete, and reviewing documents to prepare for both Strategic Plan updates and accountability against our goals as well as documents and talking points to prepare for a deep dive on UC ANR's budget.
All of these things position us for continued success, as success rarely just happens. However, I could use a timeout to provide some quiet time so that I can process everything. I'm sure most of us have taken a Myers-Briggs Type Instrument assessment. Surprisingly, and following an expanded version of the assessment tool, I learned that I land close to the middle in all categories but one. But because the intent is to type each participant, I am typed as an INTJ. {For reference, it is the “T” (vs “F”) where I am clearly a “T”.} Perhaps the commute this upcoming week will give me some time to work through what I heard, saw, and learned last week.
UC ANR welcomes a number of new faces, including Mary Bonaparte- Saller who is a Youth Development Advisor in Orange County. Mary started October 9th and I have had the opportunity to meet her at the New Employee Orientation last month. I haven't had a chance to meet either of the 2 Advisors who joined UC ANR most recently. Please welcome Kari Arnold, Advisor in Area Orchard and Vineyard Systems, based in Modesto with programmatic responsibilities in Stanislaus and San Joaquin Counties and Michael Rethwisch, Advisor in Crop Production and Entomology, headquartered in Blythe (Palo Verde Valley), with programmatic responsibilities in Riverside County. Michael has returned to UC ANR, to the same office where he was located previously. We are pleased to have Mary, Kari and Michael on board!
New faces are exciting for UC ANR! At a time when there are many changes going on, welcoming new colleagues/friends/peers is one of perhaps few ‘changes' that is always welcome. There seems to be no shortage of change going on, from policies, to reports and training needs, to budget accommodations, and insufficient hands on deck, change is challenging and a source for stress. I think many could use a time out right now. Fortunately we have a bit of a break coming up – time to renew and refresh our outlook.
- Author: Wendy Powers
The last session at the Ag Experiment Station Directors meeting in Philly this week was intended to focus on integrating the teaching and research missions within individual faculty appointments. It was a panel discussion and two of the panelists, in particular, did not stick to talking just about teaching and research. One of those two spoke repeatedly about the need to enhance work ‘across the functions'. The panelists, all with extensive experience in administration and long careers behind them, spoke of this as a relatively new approach and the two panelists, referenced above, cited examples of Extension and research administrators working in silos. Despite the hour of the day and two days spent sitting in a chair I found the conversation fascinating – not because I find it a novel approach but because, at least to the event planning committee, there appeared to be a need for the topic and, sadly, I agree that it doesn't happen to the extent that it should.
About 2 months into my first faculty position (split research and Extension appointment) a mentor told me that a strong Extension program had at its foundation a strong research program. But as I went through my career I found the reverse to be true as well; my Extension program informed my research program as much as my research program informed my Extension program. Yet I have read promotion document after promotion document from candidates all across the US where the portfolio was divided into ‘Research' and ‘Extension' sections in a deliberate effort to isolate the two. And as I moved into administrative roles, I've had a firsthand look at how often the administrators of the Extension and research programs fail to work together and sometimes even compete for resources. Citizens see a single university and have no need to recognize that there are departments and units and that any given person within the system is not responsible for all things that go on at the university – that alone is sufficient reason to work collaboratively. And for the individual academic, there is great benefit to an integrated program.
The integration of research and Extension that is inherent in UC ANR was one of the things that drew me to my current position. I had looked at Extension Director positions and I had looked at Ag Experiment Station Director positions. But each time I had to wonder if I could really walk away, entirely, from the other. It would be difficult enough to leave behind my personal program much less a mission altogether. If you haven't spent time in other programs you may not realize how lucky we are in UC ANR to have research and Extension integrated into field-based academic positions. While nothing is perfect the UC approach is ahead of the curve.
A goal across UC ANR is to have an integrated research and Extension program that is as strong as possible. This goal became part of the conversation when considering how to proceed with developing leadership positions to fill the two vacancies that will exist at the end of this week. We could refill the positions as described previously or we could look at where we want to be, what goals we have in front of us and structure positions in a way to support the goals. That's not to say that it is a perfect situation but it is unnecessary to assume that the positions can't be changed down the road. Change is, after all, part of growth and improvement. As a result of the discussions about goals and needs, a position will be posted, soon, for a Vice Provost with oversight for county-based Cooperative Extension (UCCE) and the Research and Extension Centers (RECs), highlighting that UC ANR values the seamless integration of research and Extension. While a heavy workload and, perhaps daunting, responsibility, the position to me is one of great opportunity without having to choose between the two missions. I am optimistic that we will attract a strong pool of applicants who have a solid track record of working ‘across the functions'. Surely I am not alone in my sense that we should be well beyond thinking that such integration is a novel idea.
- Author: Wendy Powers
This week flew by and I wasn't even traveling (much). I flew back to CA on the holiday and headed to the Davis office Tuesday morning. That day ended with participation at the Annual UC Davis Specialist meeting. I was asked to talk about efforts to cultivate the strategic initiatives. Because this ties into Goal 5, I shared the graphic that I have used to illustrate the process (below).
At the UCD Specialist meeting, I provided an update on the Public Value Statement workshop held a couple of weeks ago and some thoughts about workgroups, program teams, statewide programs and institutes, and the strategic initiatives similar to those I shared in a previous blog. My thoughts continue to evolve (see graphic below) over time and with continued discussion that is welcomed. I recognize there are very different perspectives across UC ANR of the value of the different groups. Personally, they are all mission-critical. I wonder if there isn't a need to better define the role and responsibilities of each group just for clarification purposes so that we are all using the same language and understand how each group contributes to the overarching mission. As I made my way over to the UCD Specialist meeting I had Ruth Wallace, a professor from Charles Darwin University as my passenger and it was obvious that while the impact of UC ANR is well recognized, it is a bit of a challenge to describe how we are organized. At the end of the day, it is the work that is paramount; but it doesn't hurt to have a common means of describing the organization and its structure as well as its function.
Ruth is a Fullbright Fellow studying the US Extension system. I found it interesting to learn that the tagline for Charles Darwin University is ‘Change Your World'. As many know, Cooperative Extension is recognized around the world for the impact it has had in connecting science to citizens. Many countries seek to emulate what we have here in the US; Glenda spent time in China back in March as part of a team that is working with the Chinese government to share how Cooperative Extension works. Similarly, there is new effort in Mexico to strengthen the role of universities in extension and economic development programs and those states that are border states have an opportunity to showcase, strengthen, and build upon our current efforts across the border. Initial planning is underway for a conference (fall 2017) between several universities in Mexico and border state Cooperative Extension programs to talk about common issues and how we might work together. Having seen, during my visit to Imperial UCCE and DREC, how important the cross border relationships are I think people within UC ANR could make strong contributions to the event. As the event develops I will keep everyone informed.
Next week is Program Council. I am certain I will leave the meeting with many things to think about.