Wow! Can you believe that this is the 15th anniversary of the Peer Recognition Program!
I hope all of you will take a moment to reflect on the outstanding work and efforts of your FAS colleagues and submit a nomination to recognize their contributions to our campus. If I were to call out each of our guiding principles, I bet you could attach a name to each one – there are so many employees in FAS who embody our guiding principles, and I look forward to recognizing all of our nominees at the Spring Fling event.
Don’t forget to nominate soon because time is running out! Nominations will be accepted until Monday, March 7th. Follow the link to submit a nomination: http://www.csusm.edu/qi/recognition/nominate.html.
Friday, February 25, 2011
Wednesday, February 9, 2011
IT WAS THE BEST OF TIMES, IT WAS THE WORST OF TIMES…
As promised, I've asked each of the FAS Leadership Council members to write a guest blog. Our latest guest blogger is Chief Ron Hackenberg...
It was the best of times, it was the worst of times… These are the first words of the book “A Tale of Two Cities” written by Charles Dickens in 1859. As I read those words over 150 years later, I believe it applies to our current climate in 2011.
It is not too hard to figure out why we can refer to our present day as the “worst of times”. Budget cuts have been hitting us like waves coming over a boat for the past three years. One wave hits, and just as you seem to have recovered, another one hits. These unprecedented cuts have taken the CSU system down to budget levels from over ten years ago, but with about 70,000 more students. It is painful at the system level, but it is also very painful at the personal level. Many of our employees have been working more than three years without a pay increase, during which some have been blessed with several children and other additional responsibilities.
So when will this budget crisis end? I don’t think anyone really knows for sure, and that is one of the aspects of this current situation that is very challenging. A couple of years ago, the FAS leadership team read the book “Good to Great”, by Jim Collins. The book cites something called the “Stockdale Paradox”, referring to the late Admiral Jim Stockdale, who was taken prisoner during the Viet Nam War, and was held in the infamous “Hanoi Hilton” prison camp. Many of his fellow prisoners did not survive, and Stockdale made some observations about those that did survive, and those that didn’t.
Prisoners that were pessimistic and felt they would never survive were often times right, and that may not be too surprising. But what was remarkable to me was that very optimistic people who set a specific timeline for release (such as “we will be out by Christmas”) did not survive either. Those that survived were “realistic optimists“. They knew they would survive and they knew things would get better. But they also had a firm grasp of reality- that things currently were bad, and may be bad for some time. They didn’t set a time limit for their release. They were sure things would improve, but they didn’t know when.
The “Stockdale Paradox” can also be applied to current this fiscal crisis. Our nation has survived many economic downturns, and has always come back. But will it get better by this fall, fiscal year 12/13, or two years from now? We just don’t know. But we do know things will get better.
So why is today the “best of times”? These are the best of times because we have smart, consistent leadership at the university and the division level. When each “wave” has hit us, the water recedes, and there we are- standing tall, still delivering excellent service, still meeting all of our challenges. And yes- even still moving forward. When the first budget cuts hit in early 2008, employees at UPD made a promise to ourselves and this campus community that we would continue to move forward toward our vision, no matter what. And we have delivered on that promise.
During these past three years of budget cuts, we have met every challenge that has come our way. Working closely with our campus community, we have apprehended several groups of persons that began to target the property of our campus community members, and also apprehended those who actually threatened the safety of individual members of our community. With the help of our community, we have kept this campus safe.
We have also made great progress in the area of Active Shooter Preparedness and with our Emergency Notification System. We have a system that is unique and that works in practical application, and we work hard to continuously improve. Perhaps even more importantly, we have initiated a Threat Assessment and Violence Prevention Program that has worked well. It is critical to intervene in potentially violent situations before they occur.
During these difficult past three years, our Parking and Commuter Services Division (PACS) has also been moving forward. We opened our first parking structure on campus, and were innovative in providing temporary and special event parking locations. We responded to the challenges associated with the Sprinter light rail train stopping on campus, by providing shuttle service to the main campus, subsidies for those that ride the Sprinter, and providing an ADA compliant van for a lunch shuttle and late evening transportation back to the Sprinter. And we have continued to provide the excellent customer service that PACS is known for.
Recently, we have implemented employee initiated ideas and programs, such as our K-9 and Motorcycle programs. Our employees have been innovative, and by “thinking outside the box“, we have been able to beg, borrow, (but not steal) the resources necessary to get these programs up and running. They are not only programs conceived by line level employees, but programs that are fiscally responsible and are in line with our mission of keeping this campus community safe.
Why is today the “best of times“? We are preparing to move into our new police station, and truly become one family- University Police, Parking and Commuter Services and Emergency Management. The possibilities for synergy are endless, with all of these talented and committed professionals under one roof.
Creativity and energy will be essential going forward. As President Haynes stated during a recent budget forum, and during her report to the community- we need to shift our thinking, and be focused on the future. CSUSM is still a growth university, just waiting to be turned loose. But we also need to face the reality that, even when the economy recovers, we may not return to the same level of state support we had in the past. We need to continue to work harder, smarter, creatively and with focus and clarity to be successful going forward.
So how will we do that? We will continue listen to our employees, and value their input. Whether proposing new programs, improving current processes or providing innovative ideas for training via our UPD Training Committee, we will be "turning loose" the creativity of some of the best and brightest employees I have ever served with, and I can’t wait to see the results.
Yes, today really is the “best of times“. Mindful of the Stockdale Paradox, we will stand tall and face our current reality, while being laser focused on the future. Our President is right, this is a growth university, and we need to be fully prepared for that future growth. To be effective when we resume our rapid growth, we must begin planning now- and we will do that, involving the expertise and creativity of all of our employees.
So when the fog of this economic downturn burns off under the bright Southern California sunshine, and this university is off and running, we need to start fast out of the blocks as well. And we will, because meeting challenges is what we do best.
It was the best of times, it was the worst of times… These are the first words of the book “A Tale of Two Cities” written by Charles Dickens in 1859. As I read those words over 150 years later, I believe it applies to our current climate in 2011.
It is not too hard to figure out why we can refer to our present day as the “worst of times”. Budget cuts have been hitting us like waves coming over a boat for the past three years. One wave hits, and just as you seem to have recovered, another one hits. These unprecedented cuts have taken the CSU system down to budget levels from over ten years ago, but with about 70,000 more students. It is painful at the system level, but it is also very painful at the personal level. Many of our employees have been working more than three years without a pay increase, during which some have been blessed with several children and other additional responsibilities.
So when will this budget crisis end? I don’t think anyone really knows for sure, and that is one of the aspects of this current situation that is very challenging. A couple of years ago, the FAS leadership team read the book “Good to Great”, by Jim Collins. The book cites something called the “Stockdale Paradox”, referring to the late Admiral Jim Stockdale, who was taken prisoner during the Viet Nam War, and was held in the infamous “Hanoi Hilton” prison camp. Many of his fellow prisoners did not survive, and Stockdale made some observations about those that did survive, and those that didn’t.
Prisoners that were pessimistic and felt they would never survive were often times right, and that may not be too surprising. But what was remarkable to me was that very optimistic people who set a specific timeline for release (such as “we will be out by Christmas”) did not survive either. Those that survived were “realistic optimists“. They knew they would survive and they knew things would get better. But they also had a firm grasp of reality- that things currently were bad, and may be bad for some time. They didn’t set a time limit for their release. They were sure things would improve, but they didn’t know when.
The “Stockdale Paradox” can also be applied to current this fiscal crisis. Our nation has survived many economic downturns, and has always come back. But will it get better by this fall, fiscal year 12/13, or two years from now? We just don’t know. But we do know things will get better.
So why is today the “best of times”? These are the best of times because we have smart, consistent leadership at the university and the division level. When each “wave” has hit us, the water recedes, and there we are- standing tall, still delivering excellent service, still meeting all of our challenges. And yes- even still moving forward. When the first budget cuts hit in early 2008, employees at UPD made a promise to ourselves and this campus community that we would continue to move forward toward our vision, no matter what. And we have delivered on that promise.
During these past three years of budget cuts, we have met every challenge that has come our way. Working closely with our campus community, we have apprehended several groups of persons that began to target the property of our campus community members, and also apprehended those who actually threatened the safety of individual members of our community. With the help of our community, we have kept this campus safe.
We have also made great progress in the area of Active Shooter Preparedness and with our Emergency Notification System. We have a system that is unique and that works in practical application, and we work hard to continuously improve. Perhaps even more importantly, we have initiated a Threat Assessment and Violence Prevention Program that has worked well. It is critical to intervene in potentially violent situations before they occur.
During these difficult past three years, our Parking and Commuter Services Division (PACS) has also been moving forward. We opened our first parking structure on campus, and were innovative in providing temporary and special event parking locations. We responded to the challenges associated with the Sprinter light rail train stopping on campus, by providing shuttle service to the main campus, subsidies for those that ride the Sprinter, and providing an ADA compliant van for a lunch shuttle and late evening transportation back to the Sprinter. And we have continued to provide the excellent customer service that PACS is known for.
Recently, we have implemented employee initiated ideas and programs, such as our K-9 and Motorcycle programs. Our employees have been innovative, and by “thinking outside the box“, we have been able to beg, borrow, (but not steal) the resources necessary to get these programs up and running. They are not only programs conceived by line level employees, but programs that are fiscally responsible and are in line with our mission of keeping this campus community safe.
Why is today the “best of times“? We are preparing to move into our new police station, and truly become one family- University Police, Parking and Commuter Services and Emergency Management. The possibilities for synergy are endless, with all of these talented and committed professionals under one roof.
Creativity and energy will be essential going forward. As President Haynes stated during a recent budget forum, and during her report to the community- we need to shift our thinking, and be focused on the future. CSUSM is still a growth university, just waiting to be turned loose. But we also need to face the reality that, even when the economy recovers, we may not return to the same level of state support we had in the past. We need to continue to work harder, smarter, creatively and with focus and clarity to be successful going forward.
So how will we do that? We will continue listen to our employees, and value their input. Whether proposing new programs, improving current processes or providing innovative ideas for training via our UPD Training Committee, we will be "turning loose" the creativity of some of the best and brightest employees I have ever served with, and I can’t wait to see the results.
Yes, today really is the “best of times“. Mindful of the Stockdale Paradox, we will stand tall and face our current reality, while being laser focused on the future. Our President is right, this is a growth university, and we need to be fully prepared for that future growth. To be effective when we resume our rapid growth, we must begin planning now- and we will do that, involving the expertise and creativity of all of our employees.
So when the fog of this economic downturn burns off under the bright Southern California sunshine, and this university is off and running, we need to start fast out of the blocks as well. And we will, because meeting challenges is what we do best.
Monday, December 20, 2010
Guest Blogger: Dora Knoblock
I have asked each of my FAS Leadership Council members to guest blog regarding their three commitments. Dora Knoblock is the first guest blogger, sharing her thoughts for improving the workforce.
What does it mean to act? When we act, we deliberately and knowingly do something. Our actions can be positive or negative, but our actions always result in an outcome.
When VP Hawk asked her leadership team to commit to three things they would each improve upon in the coming year, the acronym A.C.T. seemed fitting: ACCESSIBILITY, CELEBRATE and TEAMWORK. What outcome can we hope to achieve by following these three simple guidelines?
When we are accessible to our co-workers and those who report to us, we effectively say “You are important and what you have to say is important.” We keep the lines of communication open, which in turn fosters trust, respect and collaboration. We send a clear message that “you” really do matter and “your” actions are valued.
When we take the time to celebrate our victories and to commemorate both small and large, we are making a statement that top-notch service is important and that our day-to-day activities do count. We acknowledge our coworkers and recognize that each of us has something important to contribute. We are proud of our accomplishments and staying on top of our game. We say, “We want to be the best!”
When we create an environment that fosters teamwork, the benefits are well worth it. If we embrace teamwork rather than resist it, we find that our communications and working relationships are strengthened and creativity thrives. We allow ourselves to be comfortable taking reasonable risks in communicating and taking action. A group can capitalize on the individual and special strengths of each member, blending them to enhance efficiency, effectiveness, and genuine engagement in the team’s purpose. Teamwork offers us the opportunity to develop trust. Effective team members understand that having respect for themselves and others in their group is vital to the success of the team, and to sustain the team’s momentum. These skills spill benefits into our lives outside of work too. After all, none of us are in this game of life alone!
What would it look and feel like if each of us were to commit to these A.C.T. principles and how would it translate into a better overall picture of our shared workplace, our “pioneer-spirited” campus, and our personal reputations? As we begin yet another year, this is a perfect time to ponder what it is we most want to accomplish, what new opportunities lie ahead and what outcome we would like to see and then make a conscious choice to base our actions accordingly—to A.C.T. because these three simple guidelines really do matter. Make it an awesome 2011!!!
What does it mean to act? When we act, we deliberately and knowingly do something. Our actions can be positive or negative, but our actions always result in an outcome.
When VP Hawk asked her leadership team to commit to three things they would each improve upon in the coming year, the acronym A.C.T. seemed fitting: ACCESSIBILITY, CELEBRATE and TEAMWORK. What outcome can we hope to achieve by following these three simple guidelines?
When we are accessible to our co-workers and those who report to us, we effectively say “You are important and what you have to say is important.” We keep the lines of communication open, which in turn fosters trust, respect and collaboration. We send a clear message that “you” really do matter and “your” actions are valued.
When we take the time to celebrate our victories and to commemorate both small and large, we are making a statement that top-notch service is important and that our day-to-day activities do count. We acknowledge our coworkers and recognize that each of us has something important to contribute. We are proud of our accomplishments and staying on top of our game. We say, “We want to be the best!”
When we create an environment that fosters teamwork, the benefits are well worth it. If we embrace teamwork rather than resist it, we find that our communications and working relationships are strengthened and creativity thrives. We allow ourselves to be comfortable taking reasonable risks in communicating and taking action. A group can capitalize on the individual and special strengths of each member, blending them to enhance efficiency, effectiveness, and genuine engagement in the team’s purpose. Teamwork offers us the opportunity to develop trust. Effective team members understand that having respect for themselves and others in their group is vital to the success of the team, and to sustain the team’s momentum. These skills spill benefits into our lives outside of work too. After all, none of us are in this game of life alone!
What would it look and feel like if each of us were to commit to these A.C.T. principles and how would it translate into a better overall picture of our shared workplace, our “pioneer-spirited” campus, and our personal reputations? As we begin yet another year, this is a perfect time to ponder what it is we most want to accomplish, what new opportunities lie ahead and what outcome we would like to see and then make a conscious choice to base our actions accordingly—to A.C.T. because these three simple guidelines really do matter. Make it an awesome 2011!!!
Friday, November 19, 2010
Committed to Improving our Workplace
Since the October Division Meeting was the last time we all came together, I thought it would be beneficial to follow up regarding the Values Survey and my three commitments for improving the workplace. As you may recall, during the division meeting, I, along with each AVP, shared what we will do to improve our work environment based off of the Values Survey results. To refresh everyone’s memories, my three commitments are:
- I am committed to getting out more, having more department visits to see how you all are doing
- I am committed to coaching and mentoring all my current and aspiring managers to be strong leaders
- I am committed to providing professional growth opportunities, when and where possible
Back in October, I began meeting 1:1 with all of the managers within FAS as well as meeting collectively with each department’s staff members. I have met with all managers within FAS, and I will continue meeting with each department until I have met with every group within the division. These meetings should conclude by the end of the year and will open up time for me to have more unscheduled department visits to see how all of you are doing. During both the manager meetings and the staff meetings, I have received open and honest feedback, and I certainly have enjoyed the opportunity to hear from each of you, listen to your concerns and feedback, and share information with you. Being able to understand your perspectives and see your work environment through your eyes has been more valuable than I can express.
As I have mentioned during the meetings, I will not be sharing the details of the feedback, but please know I appreciate the honest feedback, and
I heard you.
I will be using your feedback to help me coach and mentor current and aspiring managers to be strong leaders, to help me support my leadership team, as well as ensure I am dedicated to supporting the professional growth opportunities, as possible.
I look forward to working with all of you, as we transform the workplace!
Thursday, October 28, 2010
How Green Can We Go?
Over the past six years, CSUSM has made great strides in energy conservation and reducing the carbon footprint of the campus. The energy management team has had some notable achievements as they have invested their time in making CSUSM a green campus. And “Going Green” is no easy feat, as it takes incredible planning and a portfolio approach, which looks at the entire campus to ensure every aspect is considered when new programs are developed as well as ensures that those programs and planning efforts are appropriately diversified.
Energy Management has celebrated some huge successes over the past few years, especially with the renovations of the Central Plant. This renovation has enabled the Central Plant to increase its capacity so much so that the expansion will easily and quickly pay for itself in energy savings. The anticipated energy savings was 20% from the project however, last year, the energy savings was 33% which equated to approximately $1,000,000 in avoided costs at last years utility rates. The avoided costs will be less this year since the utility rates have also decreased even though the energy savings will be the same.
In addition to the Central Plant expansion, the energy management crew was busy with several other energy saving projects, such as
So how do we get there? How do we become a net zero energy campus? As you can imagine, this would be a huge win and a financial victory for our campus!
As with the current approach to energy management, CSUSM will move forward, taking the same holistic, portfolio approach to ensure everything is considered and all of our eggs are not invested in one basket. Because as we all know, technology is changing quickly, especially in this field, and we need to keep our eye on all of the possibilities and potentials of our campus to ensure we are not focused on one fuel source, but instead multiple options to achieve the environmental and the budgeting goals. So what are some of possibilities over the next few years to get us to net zero energy?
Energy Management has celebrated some huge successes over the past few years, especially with the renovations of the Central Plant. This renovation has enabled the Central Plant to increase its capacity so much so that the expansion will easily and quickly pay for itself in energy savings. The anticipated energy savings was 20% from the project however, last year, the energy savings was 33% which equated to approximately $1,000,000 in avoided costs at last years utility rates. The avoided costs will be less this year since the utility rates have also decreased even though the energy savings will be the same.
In addition to the Central Plant expansion, the energy management crew was busy with several other energy saving projects, such as
- Revamping the HVAC systems in Science Hall I and II
- Making renovations to Craven Hall to improve the control and monitoring systems
- Instituting the monitoring base commissioning program to ensure that buildings are constantly being tracked and issues are being addressed in a timely manner.
- Worked with IITS to make the computer systems more efficient by putting computers to sleep when not in use - - - computers produce as much heat as someone’s body, doubling the room demand for the air conditioning system, and making the system work twice as hard. This collaborative effort saves electricity and air conditioning costs.
- Worked with IITS to purchase a package that increases the efficiency and capacity of the campus servers, reducing the number of servers needed, in addition to saving electricity and air conditioning costs.
- Set up a new sprinkler irrigation control system in place which monitors and predicts water being used and needed
- Implemented waterless urinals, which saves 45,000 gallons of water per urinal per year
- Updated campus lighting quality throughout the campus
- Replaced code blue lights in Parking Lots with 4 watt LEDs, which equates to better visibility, huge energy savings, and lights that will not have to be replaced for twenty years
- Piloted solar panels on electric carts to increase the battery life and length of cart driving
- Developed a control sequence to tighten energy tolerances. Now thermostats that are connected to the energy management system can be pulled up on a computer and reviewed to maximize consumption based on occupancy
- Installing a Monitored Demand Control Ventilation system (Airquity) into the science labs, which is a device used to measure the composition of air in the labs since the labs have to be ventilated 24 hours a day/7 days a week. This project will not only lead to huge savings, but a safer environment, as the airquity system will measure whether people or chemicals are in the room and will adjust the conditioned air accordingly.
So how do we get there? How do we become a net zero energy campus? As you can imagine, this would be a huge win and a financial victory for our campus!
As with the current approach to energy management, CSUSM will move forward, taking the same holistic, portfolio approach to ensure everything is considered and all of our eggs are not invested in one basket. Because as we all know, technology is changing quickly, especially in this field, and we need to keep our eye on all of the possibilities and potentials of our campus to ensure we are not focused on one fuel source, but instead multiple options to achieve the environmental and the budgeting goals. So what are some of possibilities over the next few years to get us to net zero energy?
- Maintaining the current systems efficiency and ensuring issues are being resolved quickly and effectively
- Continuing to update and enhance buildings to ensure they are as energy efficient as possible
- Continuing to monitor what chemicals and materials are being used as building are being constructed
- Continuing research in solar power, as the power carts are updated with solar panels
- Considering options for solar power on buildings. The new police building is already slated to receive photovoltaics, and there is potential for other areas of campus, such as the library, University Hall, Science Hall, the parking structure, and maybe even parking lot J. The benefits of solar power are that there would be no upfront costs to the university and as technology is changing so quickly, this may be the most cost-effective way to go
- Looking into fuel cells. Electricity can be produced by injecting biogas into the fuel cells at the Central Plant, which would create renewable energy for the campus
- Begin researching wind power and measuring speed to understand capabilities of the campus to invest in this type of technology
- Ensure that new construction exceeds Title 24 energy requirements by 30%
- Consider water options for the athletic fields, such as using ground water via wells instead of purchasing water. Groundwater could be used to water fields, percolating back down into the ground to regenerate the wells and reused. Determining water and mineral rights of the campus will play a major part in this capability
Thursday, June 24, 2010
A Ballad in Memory of Furlough Fridays
http://www.youtube.com/watch?v=PMf7SlRaP5k
To the all furlough days that have come and gone
Never before have I enjoyed getting up at dawn
All the errands, chores and trail rides taken….
It all made me forget I was bringing home less bacon
To the all furlough days that have come and gone
With no one working there were no emails piling up
I had so much fun spending time with my pups
Those 4 day work weeks were just so nice
Even though my checking account did pay a price
To the all furlough days that have come and gone
The work week’s changing and I am cryin….
No furlough Fridays come my way
At least my paycheck’s gonna be growin
Bye Hamburger Helper, hello filets
But the gift of time, there is really nothing like it
I enjoyed each day, every minute of it
If I could have a wish
It would be furloughs minus being impoverished
Oh furloughs you will now be gone...
Sunday, May 30, 2010
I Value Your Opinion
It may seem like a simple process: a survey comes through your inbox; you complete the survey; and then the results appear. However, there is quite a bit more to this process than seen on the surface.
I want you to know that I take these results seriously and spend hours reviewing every comment that is entered on this survey - - - the comments are the most telling piece for me. I want to know what you have to say. Your feedback provides me with a window into your department and gives me an understanding for what is going well and what is not. The feedback helps me to see where I need to take action.
And I do. Each year, after I review the survey data, I discuss the results with my direct reports. I discuss with them areas where improvements are needed and I commend them for the praise they receive. As always, we do not discuss who may have written a comment or provided a certain answer. The survey is anonymous - your identities are unknown because we choose not to collect that information. We don’t collect IP Addresses and we have even stopped asking the questions relating to whether you are a manager or staff member to avoid the possibility of identifying an employee.
I want you to feel comfortable sharing your feedback with me, I am making an additional change to the survey this year - - - I am the only person who will see the comments in their raw form. Once I have reviewed them, I will work with my quality improvement team to scrub the comments and pull out general themes. My direct reports will only see the generalized themes.
Rest assured, we take anonymity seriously and will ensure that employees cannot be identified for their comments and survey responses.
The survey will be administered on June 1st and we (I take the survey too) will have three weeks to complete it. Please take the survey and share your comments with me – the good, the bad, and the in-between. I cannot make changes and improvements without knowing what is going on in your departments - - - utilize this survey as a way to share your thoughts with me.
Be watching for the survey to arrive in your inbox!
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