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Posts Tagged: Strategic Vision
Share your ideas on how to improve UC ANR
Every Tuesday during the month of August, UC ANR leaders will be hosting two-hour online meetings to share their draft 5-year goals and get your input into the ANR Strategic Plan Refresh 2020-2025.
Teams of goal owners will review challenges we face, briefly share accomplishments to date, and present draft strategies for the future. They want to hear what you think may be missing and your ideas on how to shape the future of ANR. There will be breakout groups to provide the opportunity for you to talk with colleagues and submit your ideas to inform the final ANR strategic plan.
See the table below with specific dates for certain topics and draft goals – and sign up!
All UC ANR staff and academics – including campus-based AES faculty and CE specialists – are invited.
Register at http://ucanr.edu/survey/survey.cfm?surveynumber=31683.
Sessions are limited to 1,000 people per the Zoom meeting license. If you have constraints joining by Zoom, please talk to your supervisor and strategize how the local office/REC can help accommodate you.
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Date/ Time |
Topic |
Presenters |
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Aug. 4 10 a.m. – 12 noon |
Increasing Program Resources · Goal 9: Generate Revenue and Optimize Resource Deployment · Goal 10: Expand and Diversify Fund Development · Goal 11: Improve Efficiency and Strengthen Infrastructure · Goal 12: Strengthen Communication and Advocacy
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Tu Tran, Associate Vice President - Business Operations Lorna Krkich, Development Services Executive Director Linda Forbes, Strategic Communications Director Anne Megaro, Government and Community Relations Director |
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Aug. 11 1 p.m. – 3 p.m. |
Strengthening Partnerships · Goal 1: Strengthen Research and Extension Partnerships · Goal 3: Build Sustainable Economies for Working Landscapes · Goal 4: Scale-up the Innovation and Entrepreneurship Program
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Wendy Powers, Associate Vice President - Programs Glenda Humiston, Vice President Gabe Youtsey, Chief Innovation Officer |
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Aug. 18 10 a.m. – |
Fostering a Positive Work Environment · Goal 6: Improve Diversity, Equity, and Inclusion · Goal 7: Recruit, Develop and Retain People · Goal 8: Support Volunteerism
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John Fox, Executive Director Human Resources Missy Gable, UC Master Gardener Statewide Program Director Gemma Miner, Academic Coordinator for Volunteer Engagement Bethanie Brown, Director, Human Resources |
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Aug. 25 1 p.m. – 3 p.m. |
Expanding Virtual Reach · Goal 2: Increase UC ANR's Virtual Reach · Goal 5: Modernize Digital Information Delivery System |
Mark Bell, Vice Provost of Strategic Initiatives and Statewide Programs Linda Forbes, Director of Strategic Communications |
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Your input requested for condition changes
Condition changes are those long-term outcomes of our work that are the evidence of how our work makes a difference. Condition changes are at a level higher than that of the personal benefit our clientele receive as a result of direct participation in our programs. Rather, the condition change represents environmental, health, or economic benefits at a societal level (e.g. improved water quality, improved nutrition and health, increased market opportunities, etc.).
How you can provide feedback
Program Team Leaders, Statewide Program Directors, Institute Directors and Strategic Initiative Leaders have worked together to develop the current list of condition changes. They will be reaching out to you to solicit your input. I would ask that you share your thoughts with those who reach out to you and they will collate all feedback they receive and provide it back through a Collaborative Tools site so that the development team can see the feedback as it is received. In early October, we will assemble all of the feedback and make decisions how to move forward.
Why this is important to you?
The final list of condition changes will be coded into the new Project Board (UC ANR program information system that will be replacing DANRS-X and integrated with the merit and promotion process for UC ANR academics. We will be asking academics to assign a percentage of time you spend working towards the condition changes. This will replace assigning your FTE to the federal Knowledge Areas. In addition, you will be tagging condition changes to your work when you write your outcome/impact narratives. You will be able to tag multiple condition changes to a single narrative provided you have quantitative evidence of the effected condition change.
How will this information be used?
The condition changes will be used in multiple ways. First, the condition changes and aggregated effort associated with each condition change will be used to determine if we have sufficient capacity working towards the changes needed to achieve our 2025 Strategic Vision. This will help guide future investments by UC ANR and help you, as an individual, identify priorities for directing your own effort. Second, the outcome/impact narratives that are tagged to specific condition changes will provide us the evidence needed to share all of your good work with supporters. The condition changes will serve as a sorting mechanism for the outcomes/impact narratives. The narratives themselves provide quantitative evidence of your outcomes including how they contribute to condition change indicators, as well as frame the work (what was done, where, why, who were the partners, etc.). Because of the intended uses of the information, it is important that we have a complete set of condition changes that represent the work we need to do to achieve our vision.
Why the rush?
The new Project Board is on track for roll out in March. In order to have the condition changes be part of Project Board and not a separate, additional reporting request, we need to have them coded in the system. The development team has indicated that they need the information in early October. Therefore, we are requesting that all Program Team Leaders provide their collective feedback (1 document per Program Team) by October 1. We will review the feedback, draw up a revised list of condition changes, and have that turned around to the Project Board team quickly.
What happens after the feedback is provided?
We will continue to talk about condition changes and condition change indicators throughout the fall and into spring. We are planning to offer training in the winter and spring to address condition changes, condition change indicators and how they tie to Public Value Statements that are currently in draft form. The Public Value Statements will be reviewed and modified yet this fall. If you have interest in being part of a small-ish group that will review and revise the Public Value Statements, please let me know via email. Note that condition change indicators and public value statements will not be part of the reporting in Project Board or any other form; only condition changes will be reported against in Project Board.
Tips to consider
- Condition changes must be measurable; condition change indicators are the metrics used to quantify the magnitude of change in a condition
- Condition changes should not be audience-specific but rather apply to any/all of our audiences as appropriate
- While I am an incurable ‘lumper' it is best to be a ‘splitter' when it comes to condition changes because it provides greater clarity as to what the evidence that support change really is and will allow for improved aggregation of your impact stories making it easier to share your work with others (easier to find, easier to understand and convey appropriately).
- Having more, rather than fewer, condition changes in Project Board will not cause you to have to report the same thing in multiple locations – the coding is planned to provide opportunity to use multiple tags for the same report.
A generic logic model used for reporting to USDA National Institute for Food and Agriculture can be viewed at http://ucanr.edu/sites/anrstaff/files/270919.pdf.
Regards,
Wendy Powers
Associate Vice President
UC ANR introduces Market-based Adjustment Plan for staff salaries
Attracting and retaining highly qualified employees is a top priority for UC ANR. To be more competitive among many diverse employment markets, UC ANR leadership has developed a plan to address the competitiveness of our staff salaries.
As part of UC ANR's overall compensation strategy, VP Humiston approved a four-year Market-based Adjustment Plan for non-represented staff to ensure salaries of existing staff are better aligned with the labor market. All non-represented staff are eligible to participate in this plan, regardless of their position's funding source. For some whose compensation has fallen behind market rates, the Division is making a significant effort to address this issue, as long as it is fiscally viable and prudent to do so.
Using UC Career Tracks, UC ANR Human Resources will be able to identify, review and address the salaries of non-represented staff members whose pay is not in the targeted competitive zone. This strategy will be implemented over four years, which will allow us to better manage the fiscal impact of the salary adjustments.
Eligible employees will be notified individually within the next few weeks. These market-based adjustments are separate and distinct from any merit program approved centrally by President Napolitano.
For more information, please read the FAQs at http://ucanr.edu/sites/ANRSPU/Supervisor_Resources/Compensation/Equity_.
UC ANR adds Matching Grants Program
AVP Wendy Powers announced that UC ANR has added another funding mechanism to its 2017 funding opportunities/grants website: a Matching Grants Program.
For grant opportunities that require matching funds, this program will provide cash resources for UC ANR academics to submit as matching funds in their proposals for external funding support of research, outreach or training efforts.
Proposed projects must be within the scope of the UC ANR Strategic Vision. All UC ANR academics with PI status are eligible to apply. Proposals will be accepted at any time, as the opportunities present themselves. Proposals will be submitted to the Associate Vice President and reviewed by the UC ANR Strategic Initiative Leaders and two UC ANR Vice Provosts. Because we recognize that these are time-sensitive projects, the review process will take no more than one month.
Requests for matching funds will be no more than three pages in length and must include a link to the request for proposals, a justification indicating why it is appropriate for UC ANR to provide the cash match, description of the project (study design, educational framework/audience, training program, etc.) and detailed budget. Requests of up to a 1:1 cash match will be considered. No awards will be made until a contract between the grantor and UC ANR is executed. In addition to any reporting required by the grantor, all projects will require a final report with stated outcomes/impacts or anticipated outcomes/impacts. A final report to the grantor may be substituted if the final report contains outcome/impact information.
UC ANR will provide a limited pool of funds for this grant program on an annual basis. The pool of funding will be managed to ensure year round availability for timely projects.
For details about the Matching Grants Program and other ANR funding opportunities and grants, visit http://ucanr.edu/sites/anrstaff/Divisionwide_Programs/2017_Funding_Opportunities_Grants.
For questions about the Matching Grants Program, please contact Powers at wendy.powers@ucop.edu.
UC ANR to boost 4-H and MFP county support, better integrate YFC programs
The extended vacancy of the Youth, Families and Communities Director position (vacant 17 months) has given UC ANR leadership time to consider program needs and how the Division can best meet those needs moving forward. After reflection, collecting recommendations from the respective Statewide Directors and gathering input from the broader ANR community, AVP Wendy Powers has decided not to fill the YFC director position.
“Interim co-directors Shannon Horrillo and Katie Panarella have provided excellent leadership and afforded the Division an opportunity to invest the unused salary provision to further strengthen and support the YFC program,” Powers said.
Funds designated for the YFC director position will be reinvested into YFC programs to support growth and new opportunities. The statewide program directors identified program integration among 4-H Youth Development; Nutrition, Family and Consumer Sciences; Master Food Preserver and Master Gardener programs as a key priority.
“In support of their vision, we will hire a Program Integration Coordinator that will support efforts to integrate across programs and disciplines to maximize extension efforts and identify new multidisciplinary funding opportunities,” Powers said. “This is consistent with the original intent of having a YFC program and a goal within the UC ANR strategic plan to better integrate and focus our efforts.” The position will be released in the coming months with interviews anticipated in May.
“Subsequently, based on the directors' recommendations, we will invest in hiring a Master Food Preserver and Food Entrepreneurship Academic Coordinator,” Powers said. “This position will bring together our existing work with home food preservation, cottage foods and innovation in agriculture to best address the food security needs of California and to pursue funding opportunities to implement programming.
She also announced plans to hire a part-time 4-H online data system administrator to centralize some 4-H online administrative functions at the state level, reducing the administrative workload on 4-H county-based staff and increasing technical assistance and support.
“We believe this plan will provide the needed support to position YFC for growth and to meet future needs,” said Powers.
Shannon Horrillo will continue permanently as the statewide 4-H director and Katie Panarella as the statewide Nutrition, Family and Consumer Sciences director and co-director of the Master Food Preserver Program. They will continue working in partnership with Missy Gable, the statewide Master Gardener director and co-director of the Master Food Preserver Program to lead these high-priority ANR statewide programs and integration in ways that leverage their assets for greater collective impact.
