Tomorrow I celebrate completing my first year at UC ANR. I'm not sure of the appropriate means of celebrating such an event but I decided to kick back with my customary beverage of choice and reflect on what we (the very big ‘we') have accomplished. It's quite a list and certainly explains why time went by so fast, which is a bit of a relief because I feared it was aging that made time fly. I can take little credit for the accomplishments but after all, UC ANR isn't about one or even several people; it's about that collective ‘we'.
Just under a month from start date, UC ANR had its first annual review with President Napolitano (July 18, 2016 – I don't even have to check a calendar to confirm). Out of that meeting came the charge to develop a 5-year strategic plan, by December no less. That suited me just fine because it would help connect the dots under a single framework.
The strategic plan validated things already agreed upon as needed but not yet completed, such as staff and advisor equity increases, fund development plans with targets established, and a concerted effort to enhance volunteer management skills. Other items underway include training opportunities for effective delivery of information in a virtual world and managing combined administrative and academic responsibilities. We are also taking a hard look at the needs of new academics and how we can better help them settle into UC ANR and set a path for a long, successful and rewarding career. The presence of the strategic plan has motivated many to make things happen that otherwise might not, despite good intentions. I suspect that's what makes such planning and commitment of the plan to writing a good business practice.
Over the year, UC ANR has looked for ways to improve administrative efficiencies in order to shift more dollars towards programming. There's much more to be done. At the same time, there is a commitment to connecting individuals, programmatic units, and the strategic initiatives and enhancing interaction amongst all of these; Mark Bell is the right person to do this and with the position, the time needed to achieve is carved out. Similarly, we need to continue to integrate administrative units so that we are all headed in the same direction and working together.
We have built partnerships, including identification of new partners that will translate to more people aware of the UC ANR brand and promise and more boots on the ground (the academic footprint) while at the same time strengthening partnerships that are core to who we are.
I've been part of many discussions about resiliency and how to shield the important work we do from future uncertainties. Hence, steps identified above have been taken coupled by other efforts to foster creativity and entrepreneurial activity while at the same time positioning ourselves to be ahead when new issues emerge. Ultimately, the goal is to never have to know what a crisis actually ‘cost' because we were able to just continue on our path.
I think it was fitting that I was able to end my first year reviewing the merit and promotion packages last week. I commented to a couple of people earlier today and will repeat here, that the week highlighted for me the caliber of people in UC ANR. The bar is certainly higher here than anywhere else I have been and I continue to be amazed at how far above the bar people are able to go. If any organization can impact, positively, the lives of 40 million Californians, it is UC ANR.
I look back in order to better see forward. But with all there is to do, there's not much time for reflection. So it's back to work to prepare for whatever tomorrow brings. I hope that by the time my second anniversary rolls around I have at least finished unpacking. But time does fly.