My department listens to my concerns:

• Transparency and Engagement: Increased transparency and employee engagement by dedicating time at the end of each All-Staff and Leadership Team (LT) meeting for open discussions, allowing for Q&A, providing decision-making rationale, and gathering employee input.
• Expanded Leadership Engagement Through Conversation Corners: Implemented “Conversation Corners” during Leadership Team meetings to create structured opportunities for gathering employee feedback on key topics. Insights collected through these discussions are used to inform decision-making and help ensure employee perspectives are reflected in the department’s strategic direction.
• Employee Feedback Mechanisms: Enhanced feedback practices by regularly conducting Pop-Ins, where staff engage in small group discussions to share concerns and insights. Input gathered through these sessions is collected, synthesized, and translated into actionable next steps, promoting open communication and continuous improvement.
• Enhancing Listening for Leadership Development: Strengthened leadership growth and organizational alignment by hosting bi-weekly Senior Leadership Team (SLT) and Leadership Team (LT) meetings. These sessions provided key updates, professional development opportunities, and most importantly, served as a platform to actively listen to feedback for continuous improvement. Management also received toolkits and training on Asking for Feedback and Active Listening and modules will be part of the manager training for year-end performance review process.
• Enhanced Employee Recognition Through #Bruin-Moments Relaunch: Relaunched the #Bruin-Moments Slack channel in response to employee feedback, creating a dedicated space to recognize and celebrate staff contributions while fostering a culture of appreciation.
• Advanced Feedback Insights Through DTS Pulse Survey: Launched a DTS Pulse Survey in collaboration with OED in Q4 2025, with results and corresponding action plans shared with staff through Leadership and All-Staff meetings in February 2026, reinforcing transparency and responsiveness to employee feedback.
   

My department is focused on achieving results that help UCLA be a great university:

• Achieving Strategic Alignment: Established the CIO's strategic Goals, including clear deliverables and timelines, to ensure alignment with ITS’ vision. These priorities were cascaded through the Senior Leadership Team to departments and teams, with all staff completing FY26 goals aligned to these objectives. Progress is tracked and evaluated through the new performance management process, driving accountability and measurable results across the organization. 
• Launched Enhanced Performance Management Process: Launched a new performance management process featuring quarterly check-ins that alternate between verbal and written formats. Supporting manager toolkits were developed to provide clear guidance and resources, and overviews and trainings were delivered through Leadership Team and All-Staff meetings to ensure consistency and understanding across the organization.

My department listens to my concerns:

• Manager Communication Development: Strengthened managers’ ability to engage in meaningful conversations with employees by providing resources, including The Coaching Habit book, to enhance coaching skills and communication effectiveness. Established peer-to-peer consultancy as a regular agenda item in operations meetings to foster managerial coaching and collaborative problem-solving on operational challenges.
• Employee Satisfaction Advisory Board (ESAB): Established the ESAB to improve communication between employees and leadership, collaborating with Senior Leadership to enhance the effectiveness and engagement of all-staff meetings.
• Creating Safe Channels for Employee Feedback: An anonymous reporting form was developed and launched on the EH&S intranet, providing staff with a confidential way to share concerns and suggest topics for discussion with senior UCLA Administration. This initiative strengthens the department’s ability to listen to employee feedback and ensures concerns are acknowledged and addressed through leadership updates shared via the intranet and All-Staff meetings.
• Leadership Communication with Teams: Fostered open dialogue and productive interactions with AVC Curtis Plotkin through a rotating schedule of team meetings. Teams have demonstrated strong preparation and effective use of these meetings to:

  • Communicate program updates

    • Address key concerns
    • Identify and discuss program needs
    • Share progress on ongoing projects

     

Meetings are productive

• Improving All-Staff Meeting Effectiveness: Conducted a survey to identify the root causes of meeting dissatisfaction, revealing that All-Staff meetings needed improvement, while 1:1 and unit team meetings were rated satisfactory. The Employee Satisfaction Advisory Board (ESAB) is collaborating with the internal Administration team to enhance the structure and engagement of these meetings.
• Enhancing Meeting Structure and Feedback: Partnered with EH&S Admin to refine All-Staff meeting invitations, locations, and agenda items for a more effective experience. To encourage continuous improvement, an anonymous survey QR code will be displayed at the end of each meeting, allowing staff to provide real-time feedback and suggest future discussion topics.
• Strengthening collaboration through accessible knowledge: To increase departmental knowledge and reduce silos, EHS developed Knowledge-Based Articles (KBAs) for each unit and program, accessible through the department’s intranet. These resources support continuous reference and streamline the onboarding of new staff.

My department listens to my concerns:

• Coaching Conversations Enhancement: Fostered deeper engagement between managers and employees by reviewing and refreshing the Coaching Conversations initiative. Every supervisor and manager completed the program with their teams. Multiple training sessions were conducted, introducing a new focus on teaching managers how to effectively solicit employee feedback and ideas.
• Employee Feedback Channels: Established an anonymous suggestion box to ensure all employees can easily share feedback and ideas. Ten suggestions have been submitted and have been resolved.
• Employee Recognition and Idea Implementation: Revitalized the Kudos program to recognize employees for submitting and implementing ideas. Senior leadership encouraged staff to utilize the platform, and additional recognition methods were introduced, such as team lunches, thank you notes, the anonymous virtual suggestion box, and shout-outs in Tony's Topics. 

Meetings are productive: 

• Improving Meeting Effectiveness: To enhance meeting efficiency, each unit has developed plans to increase the productivity of their meetings. In Strategic Projects meetings, leadership has been encouraged to reassess the necessity of each scheduled meeting to ensure time is used effectively. Standardized ground rules and adoption of the 25/50-minute meeting format are helping ensure meetings remain focused, efficient, and manageable.
• Training for Effective Meetings: Completed training on best practices for effective meetings, which has been implemented across units within the department to improve meeting outcomes and drive better engagement and productivity.

My department listens to my concerns:

• Active Listening for Employee Engagement: Strengthened employee engagement by having 55 managers complete 339 walk-the-jobs, creating opportunities for direct conversations with employees. These interactions allowed managers to actively listen to feedback, gain insights for improvement, and encourage the sharing of innovative project ideas.
• Encouraging Employee Feedback: Created a supportive environment for employees to share input, resulting in 192 feedback emails received by 55 managers and 250 one-on-one meetings conducted.
• Ensuring Responsive Communication: Strengthened timely feedback processes, with 55 managers maintaining an average turnaround time of 0.7 days for addressing employee concerns.
• Enhancing Employee Recognition for Ideas: Fostered a culture of innovation and appreciation by recognizing and rewarding employees for their contributions, resulting in the issuance of 265 On-The-Spot awards.

I have ways to provide feedback:

• Expanding Leadership Communication: Expanded Kelly’s Crew Connect to include management teams, fostering open dialogue with AVC Kelly Schmader. A total of 25 sessions have been conducted, enhancing direct communication and engagement.
• Enhancing Active Listening Skills: Strengthened management’s listening abilities by providing training in communication, coaching, and feedback. As a result, 55 managers completed 93 LinkedIn Learning courses, equipping them with the skills to actively listen, understand employee needs, and respond with more effective feedback.

My department listens to my concerns:

• Consistent Communication: Established 1:1 meetings for each unit. Regular 1:1 meetings have provided employees with a dedicated space to share feedback, discuss concerns, and receive guidance from leadership.
• Active listening and continuous improvement: Successfully implemented a suggestion box for all employees to share ideas, feedback, and concerns in a structured and accessible way. The suggestion box provides a direct channel for employees to contribute ideas and share insights, fostering a culture of openness and inclusion. 
• Foster a sense of community and collaboration: F&OS has organized team events to keep employees connected, engaged, and motivated.

My Workload is Manageable

• Workload Management and Communication: To ensure alignment, the “Top Projects” list is now a standing item at the top of all client meeting agendas. Instances of unclear project priorities are addressed directly with the appropriate leaders.
• Workload Reduction: A standardized process, format, and template have been established to enhance workload oversight. Meeting reductions and scheduled time blocks were introduced to improve operational efficiency. Quarterly leadership reviews will evaluate outcomes and guide further workload management initiatives.
• Strengthened Time Management Through Meeting Reforms: Strengthened meeting management by introducing clear meeting norms, daily focus blocks, and meeting-free Fridays, supported by regular audits to reduce unnecessary meetings and increase time for high-impact work.

My department listens to my concerns:

• Active Listening Development: Strengthened management’s active listening skills by creating employee resources and implementing a formal training course for managers. Two training sessions have been completed, with two more scheduled. In addition, managers are required to complete coaching leadership training, offered quarterly, with the first session held in August. Both training series form part of a broader leadership coaching initiative.
• Communication Channel Optimization: Improved the effectiveness of information sharing by developing a decision tree to guide the appropriate use of communication channels. Provided training to managers to distinguish between meetings, training sessions, one-on-one conversations, and email communication.
• Coaching Leadership: Conducted interactive workshop where participants learn about coaching fundamentals, tools for adopting a coaching leadership mindset, and skills for effectively developing others. The goal is to help managers and supervisors cultivate trust and respect through coaching conversations beyond the performance assessment period. Three sessions have been completed, and two more are scheduled in April.
• Empowering Frontline Teams: Launched a Dining Services and Plateia Organizational Assessment to strengthen frontline empowerment. Project phases include needs assessment, focus groups, data analysis, and action planning, all designed to reduce turnover and improve operational consistency.
• Enhanced Employee Feedback Through Online Suggestion Box: Implemented an online Suggestion Box that amplifies employee voices, encouraging feedback, ideas, and concerns to support a more responsive and transparent organization.

Meetings are productive

• Creating Effective Meetings: Developed resources to equip managers and employees with a framework for organizing and leading productive meetings. Training sessions are available to staff, with six courses completed and two more scheduled in April to enhance meeting effectiveness across the organization.
• Improving Meeting Outcomes: “Conducting Effective Meetings” has been established as a required course for all managers to enhance meeting practices. The first training session is complete, with quarterly offerings scheduled moving forward.