ANR Employees
University of California
ANR Employees

FAQs

 

 

FAQs - Getting Started: What did you find hard to understand when you joined UC ANR?

Here's a summary from 2018 discussions:

Extension and Delivery - Establishing my program.

Audience

  • How to define my clientele Needs Assessment
  • How to define and reach out to under-served groups
  • Reach - how to reach the under-served
  • Affirmative action and cultural competence - who are they and how best outreach to them (methods - not why we need it, but how to implement it)
  • How do I deal with racist clientele (misogynists)?
  • What systems can be used to track clientele - how should we manage our data records with any vulnerability in mind (e.g., hacking or legal subpoenas)

 Work Planning

 

Office & Team Management

Orientation/on boarding process

  • Orientation checklist - onboarding checklist
  • Email, insurance, access, legal aspects, etc..
  • ANR culture - dress codes, lunch breaks, overtime, vacation
  • Health and benefit, retirement and investment options (selection among options)
  • Time sheets and travel, travel card and p-cards - what are they and how apply?
  • Mentor options

 Management Practices

  • Supervisory information (e.g., policies, programs, software, etc,)
  • Budgeting best practices (e.g., salary savings)
  • How use Kuali financial system (to be replaced?)

Navigating ANR - the Bureaucracy

 Annual Academic Evaluation and Expectations

  • See Annual Evaluation on the Orientation page
    • Review process and expectations
    • Let people know about the e-Book
    • The confines of my expectation
    • How do I know if I am being successful
    • Making people aware that annual evaluations and program review requirements change every year (updated on first page of e-Book)
    • Expectations and changes across years
    • Impact versus outcome

 

What New Advisors felt was working well (2018)?

  • Talking with other Advisors
  • Checklists (for example, Orientation Guides)
  • (Advice from peers: participate in as many as possible.)
  • Having a mentor
  • Program teams and workgroups provide opportunity to meet face-to-face with peers
  • HR responsiveness to needs brought up by counties/advisors during in-person field visits
  • Statewide conference: networking; getting context from leadership about what is happening (example, Glenda’s lunch brief talk).
  • Zoom meetings to see leadership with opportunity to ask questions
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