FAS Managers’ Town Hall June 4, 2015

Agenda

Welcome & FAS Updates Becky Daro

FAS Values John Plotts

Wellness Updates Leeane Jensen w/ Laura Ishkanian

Learning & Organizational Sausan Fahmy Development Resources

Leadership in a Support Organization Teresa Costantinidis

– An Interview with SVC John Plotts

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2015 FAS Employee Engagement Survey

Final FAS participation rate is 90% (1420 of 1582 people) compared to 89% last year; UCSF final participation rate of and 75%

CEC review of results on June 24 will guide next steps

Invitations for managers to view results will be sent from Gallup Online on June 29

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Campus is Transitioning to a Focal Point Performance Evaluation Process Based on Calendar Year

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Rationale for change: Alignment to July 1 salary program - merit recommendations will

be based on a more current evaluation Address compliance issues on campus - moves evaluation timing

away from a typically busy time of year (fiscal closing) while a focal point process allows for consistent completion reporting

Who: Applies to non-represented staff Change does not apply to Medical Center (continue with rolling

evaluation) Change does not currently apply to represented staff who will

continue with fiscal year evaluation process

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Each FAS Department Has Flexibility in Transition Approach

FYE CYE CYE

July 1 Merits July 1 Merits July 1 Merits July 1 Merits

6/1/15 6/30/15 8/31/15 12/31/15 3/15/16 12/31/16 3/15/17

Document changes prior to merits (end of June): • Changes in

performance rating

• Rating for new classification or job description

Option A Documented review (Past FY)

Determined by FAS Department Documented review (Past 6 months)

Option B Skip review Documented review (Past 18 months)

Option C Documented review (Past FY)

Mini review Confirm Aug. review or document changes (Past 6 months)

Full review (Past CY)

Onboarding at UCSF

Average over 3200 new staff and faculty each year (2013 and 2014)

• 1,500 Staff

• 1,700 Academic

Onboarding each new hire involves over 100 steps after an offer is accepted

Typical lead time for the onboarding process was over 17 days

The target for the process improvement is to reduce lead time to 8 days

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Overview of onboarding activity at UCSF based on 2014 value stream study:

FAS Paperless Onboarding Pilot (ePacket & Presentation) – Starting Week of 6/22 (initial pilot timeline 10 weeks)

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New Hire Prep Mondays @ MCB Thursdays @ Mission Bay

Pilot: ePacket based prep

Badge photo prior to onboarding (8:30-9:00)

Orientation (9:00–10:00) • Pilot: ePacket based allows more content

Benefits orientation (10:00-11:00)

Every Thursday – Day & Time Change CLS/FAS New Employee

Orientation (1:30-2:30)

4th Thursday of Month – Added Option

Compliance Training (2:30-4:00) • Ethics • HIPAA • Privacy & Security

FAS Values Are Foundational to Our Success 1. Enterprise-Wide Focus – A relentless focus on doing what is right for UCSF, not

necessarily ourselves or individual departments.

2. Talent and Leadership Development – Engage each other to: Understand personal goals and aspirations Align goals with development opportunities Develop people while advancing the organization

3. Collaboration & Teamwork – When we come together as a team, we can

accomplish remarkable things.

4. Service Excellence at a Competitive Cost – This is not either/or, but both. Every FAS department is meeting the challenge to reevaluate their service delivery and continually improve service from the customer’s-point-of –view.

5. Innovation – We need to challenge ourselves and our staff to be creative in solving problems and be open to new ideas.

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Common Principles We Must Continue to Embrace to Be Successful 1. Enterprise-Wide Focus – A relentless focus on doing what is right for UCSF, not

necessarily ourselves or individual departments.

Examples:

10-Year Projections and Capital Plan and refined Core Financial Plan

UCSF consolidated quarterly results

Completion of Long Range Development Plan

Lease Consolidation and Space Management System

Push for programmatic consistency in employee programs

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Common Principles We Must Continue to Embrace to Be Successful 2. Talent and Leadership Development

Engage each other

Understand personal goals and aspirations

Align goals with development opportunities

Develop people while advancing the organization

Example:

Staff tell us we have improved! The FAS staff engagement survey scores with the greatest improvement since 2011 have been on the three items related to development:

• Q6. There is someone at work who encourages my development • Q11. In the last six months, someone at work has talked to me about my

progress • Q12. This last year, I have had opportunities at work to learn and grow

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Common Principles We Must Continue to Embrace to Be Successful 3. Collaboration & Teamwork – When we come together as a team, we can

accomplish remarkable things.

Examples:

Smooth opening of the MB Hospital openings with Parking, Shuttle, HR and IT Services

Solidifying consolidation of MC and campus IT organizations into one UCSF IT

FAS Support for UCSF Health strategy with Mission Bay planning and Audit & Advisory Services

Carbon neutrality and water conservation challenge

Cross organizational implementation and on-going support of Finance 3

Expand Supply Chain Management Partnerships and provide leadership across all UCs.

Addressing IT security and compliance risk

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Common Principles We Must Continue to Embrace to Be Successful 4. Service Excellence at a Competitive Cost – This is not either/or, but both.

Every FAS department is meeting the challenge to reevaluate their service delivery.

Examples:

FAS Budget principles to keep recharge growth rates at or below campus revenue growth rates, and to self-fund strategic investments

Further HR consolidation and service improvement – relentless focus to get it right

Development and feasibility assessment of various low cost IT delivery strategies

Further automation: Maximo facilities work order system; paperless invoice processing; enhancements to SRS, MyReports and Uplan

Sustaining high professionalism of UCSF Police through CALEA Accreditation including Compliance with 386 Best Practices

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Common Principles We Must Continue to Embrace to Be Successful 5. Innovation – We need to challenge ourselves and our staff to be creative in solving

problems and be open to new ideas.

Examples:

Wellness Campaign: Step it Up challenges

First FAS LEAN initiative deployment – HR onboarding

Established new FAS goal to build innovation muscle – create a culture of continuous process improvement and encourage bigger and bolder thinking

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Living Well at UCSF

Updates: Initiatives and Programs

Leeane Jensen, Wellness Program Manager Laura Ishkanian, Wellness Coordinator

Agenda

• Healthy Beverage Initiative • Step it Up online challenge

Healthy Beverage Initiative

• “Advancing Health Worldwide” starts on our campus

• Will be selling: water (including flavored and sparkling), 100% juice, unflavored milk, unsweetened tea and coffee, zero-calorie soda

• Will no longer be selling: any drinks with added caloric sweetener including soda, iced tea, flavored milk, sports drinks, energy drinks

• All vendors have voluntarily agreed to participate

Healthy Beverage Initiative

• Phase Out will begin July 1 and will be completed by November 1

• Location by location – vending machines, campus eateries and retail locations

• Not a “ban” – anyone can bring a SSB to UCSF

• 1st in the nation – both University and Medical Center

• SFGH, SF hospitals, Starbucks!

HBI- Research opportunities

We're working with UCSF researchers to evaluate the HBI:

• knowledge about HBI

• reaction to HBI

• SSB purchasing and drinking habits

• Interviews and metabolic health testing

• UCSF Precision Medicine Cohort – 1st internal focus!

Insert video here

Thank you!

Please email livingwell@ucsf.edu with

questions or feedback

Learning & Organization Development Resources

Learning & Organization Development Purpose

One UCSF One Learning & Organization Development Dept.

(July 2013)

Our Purpose Enhance UCSF’s success by supporting the

growth and development of its most important resource, its people, and creating a continuous

learning environment

UCSF Learning & Organizational Development 2

Audience/Clients

Individuals staff/Leaders

Departments

UCSF

UCSF Learning & Organizational Development 3

How We Add Value

Organizational Development/ Effectiveness

Staff & Leadership

Development Engagement

Change Management

e-Learning course

Development

Learning Management

System Administration

6/5/2015 UCSF Learning & Organizational Development 4

UCSF Learning & Organizational Development 5

What is Focused Development?

Development The act or process of growing or creating something

over a period of time.

Focused Development at UCSF

The act or process of learning new skills/competencies to enhance individual and organization growth and success.

UCSF Learning & Organizational Development 6

Presentations vs. Development Telling Does Not Lead to Development

Presentations increase awareness.

Full development is a process that produces long-term changes in behaviors and outcomes.

Effective formal learning/training is one component of the development process. It requires: reflection on key concepts, interaction, and application or simulation.

UCSF Learning & Organizational Development 7

What is Effective Development?

Effective on the job learning through challenging/stretch assignments are effective when:

• Bandwidth

• Support in reflecting on lessons learned

• Formal learning framework

70% Stretch Assignments

20% Developmental Relationship

10% Formal Development

Morgan McCall with the Center for Creative Leadership: 1996

UCSF Learning & Organizational Development 8

Optimal Development Process

Direction – Vision of your future.

Clarity – Key competencies for profession/ job you are targeting.

Self Awareness/Assessment – Your strengths and development needs.

Development Plan – Plan to build competencies.

Implementation – Opportunity to apply development plan and enhance learning.

UCSF Learning & Organizational Development 9

UCSF Learning Resources

UCSF Learning & Organizational Development 10

Four core competency

programs for all staff levels

Two online learning portals

Individual sessions on

priority topics

Mentoring & talent

development programs

Current Development Offerings

Professional Staff Development

Focuses on self awareness and driving your own professional development towards career success

Topics include: Communication; Customer Focus; Systems Thinking; and more.

For Non-Supervisory UCSF Staff.

Series of 5 sessions.

Leading the Frontline

Focuses on developing effective management skills.

Topics Include: Your Role as Frontline Leader; Communicating for Results; Managing Performance; Delegation and Engagement; Selecting Top Talent.

For Supervisors, Frontline Manager, and staff to be promoted within 6 months.

Series of 5 sessions.

Program Offerings

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Emphasis on the role of the leader.

Blended approach: classroom; assessments; individual development plans; on-the-job activities; and mentoring.

For Middle Managers and Directors.

Assessments, Development plans, mentoring and a series of 8 to 10 workshops.

Offered through the Hass School of Business

Emphasis on setting strategic vision; talent management; leadership; systems thinking; and leveraging culture.

For Executives & Senior Leadership.

Program Offerings

Foundations of Leadership Foundations of Leadership Executive Development

Program

UCSF Learning & Organizational Development 13

Corporate Executive Board Study - 2015

Impact of Foundations of Leadership Series on Leader Competencies

The Learning Website Features

Detailed information about course offerings

Engagement and Development Resources

Consulting Request Form

Request online course development

Request consulting/facilitation

Dynamic Content

UCSF Learning & Organizational Development 16

http://learning.ucsf.edu/

http://learning.ucsf.edu/leadership-development/manager-learning-portal

Manager Learning Portal

Staff Learning Portal

Individual Topics Current

• Accomplishing More with Less • Writing Skills • Presentation Skills • Microsoft Excel and PowerPoint • Numerous webinars and e-Courses

Coming Soon

• Onboarding for new managers • Influencing • Change management • Meeting Management

Learning and Organization Development P R O G R A M S

PROGRAMS June/July 2015

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Leading the Frontline June 10 Your Role as a Frontline Leader

June 24 Communicating for Results

July 18 Managing Performance

July 22 Delegation and Engagement

August 5 Selecting Top Talent

Accomplishing More with Less June 23

Upcoming Courses Write Right! Baseline Business Writing Skills Get to the Point! Effective Business Writing July to August Engagement Training

Professional Staff Development July Understanding Professional Success July Communicating for Success July Maintaining Customer Focus August Systems Thinking & Problem Solving August Planning your Success Software Training June 17 Microsoft Excel Intermediate Microsoft Excel Advanced

June 19 Microsoft PowerPoint

2015 Strategies • Expand competency development resources beyond

classroom • Self-paced development (Learning Portals and Subscription

Service) • Expanded focused mentoring

• Expand single topic development, such as: Influence, Change Management, and Project management.

• Introduce new manager transition into their new roles (culture, 100 day plan).

Announcements of Upcoming Offerings Campus - HR Update Medical Center - Manager’s Weekly Medical Center Update Mailing List – By request

Registration LMS https://learningcenter.ucsfmedicalcenter.org/

How to Reach L&OD

Email: LearningandDevelopment@ucsf.edu

Finding Out About Development Opportunities

UCSF Learning & Organizational Development 23

Thank You!

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• Campus Life Services – Transportation Services

– Peter Davis • Campus Planning

– Gene Zanko

• Human Resources – Sandra Avila – Susan Wright

• UCSF Police

– Alice Hom – Chief Pam Roskowski