PDP FY 14-15 Steve Kish1

Performance Development Plan
Employee Performance Development Plan Details
PDP Details
Employee's Name: Stephen Kish
Position Title: Director
Employee's Department: TUSM:Administration
Reviewer who created the PDP: Thomas Kupp
Current Reviewer: Thomas Kupp
Current Reviewer's Title: Sr. Vice Dean Fin & Admin
Evaluation Period: 7/2014 - 6/2015
Date of Planning Meeting: 08/01/2014
Date of Final Evaluation: 08/01/2015
Reviewer Comments: Steve has had yet another exceptionally successful year. His days in AR for contract revenue continue to remain at
extremely low levels (he generally obtains payments before they are due). He's spent a great deal of time and effort
training his associate to bring her ‘to the next level’ with exceedingly excellent results. He's also able to negotiate
extremely sensitive and difficult deals that are extremely favorable to Temple despite what appear to be impossible odds
with very problematic institutions. To Steve, it's all about building relationships then getting the deal done on terms that
are in Temple’s best interest -- something that he takes great pride in and does extremely well. It’s his passion. Thank
you Steve, for all that you do. Your tireless and relentless efforts are recognized and very much appreciated!
Employee Comments:
Reviewer's Supervisor Comments:
PDP Status: Reviewed by employee and submitted to HR.
PDP Created Date: 05/27/2014
Reviewer's Supervisor Review Date:
Reviewer's Sign Off Date: 08/01/2015
Employee Sign Off Date: 08/01/2015
Final Rating: Significantly Exceeds Expectations
PDP Lock Status: Unlocked
Performance Rating Categories

Significantly Exceeds Expectations
Exceeds Expectations
Meets Expectations
Partially Meets Expectations
Does Not Meet Expectations
PART I: Essential Functions
Essential Functions
Rating: Significantly Exceeds
Expectations
1) Review, coordinate, negotiate as necessary, and process TUSM/TUP contracts in conjunction with
TUSM/TUP Administration, Departments & Counsel; this includes renewals,
terminations, addendums & amendments.
2) Responsible for resolution/collection of unpaid contract receivables and
recommendations on relevant policies and procedures.
3) Responsible for the negotiation of rental agreements for space not handled
by the University Office of Business Services.
4) Responsible for the fiscal aspects of TUSM/TUP affiliate educational agreements
and contracts for preceptorships and labs (all funding sources) including
budget, FY close, contract review, and payments.
Comments
Reviewer's Comments Date
1. With the drafting, coordination and assistance of Steve's associate Liz, he has been able to concentrate on an increasing number of
diverse, complex and often exceedingly difficult contract negotiations while keeping collections on contracts current. He continues to
work in tandem with contractual parties, TUSM department administrators and Chairs/Chiefs to best address contract terms,
conditions and business . Steve has been able to successfully negotiate both new as well as increased fees despite the tough
economic and competitive environment in the industry, while maximizing new and existing arrangements for additional compensation
whenever possible.
This has taken place despite an ever increasing number of new contracts both within the TU Health System and with external
parties. The acquisition of Fox Chase Cancer Center and the growth of the health system in new endeavors has further added to the
volume of contracts.
2. Steve continues to carefully monitor contract receivables, and has kept any outstanding balances to an absolute minimum. Most
outside parties continue to be exceedingly compliant with adhering to payment terms or if not do so after reminders of their
obligations. In spite of the continuing difficult economic times, there has been no negative impact in cash flow. Steve has been able
to negotiate with most customers to pay for contracted services by the 1st of the then current month to lessen days in A/R and time
spent pursuing delinquent accounts. He meets with little resistance to these enhanced collection terms, and most parties send
payment by the first of the month or shortly thereafter. Steve continues to exert extra pressure every six months to ensure that all
possible contract payments are available for "C" compensation to TUP physicians, while maintaining good working relationships with
his institutional contacts. Steve continues maintaining his relationships to ensure accelerated cash receipts throughout the year. He
takes significant pride in keeping accounts current and continues to handle institutional customers skillfully. The end of year contract
6/18/2015

receivable is not anticipated to vary much from the exceedingly small prior year balance.
3. Steve manages this aspect of his job very well, and has increasingly utilized Liz to compute fair market calculations for
space agreements. He continues to negotiate difficult space agreements with which required a great deal of finesse, patience, tenacity
and fortitude. Liz has taken on many of these tasks under Steve’s supervision to ensure that Liz grows her skills. Steve continues to
work closely in consort with Liz on matters relating to the Office of Business Services on contractual space matters, and has
established an exceedingly good working relationship with the Director of Real Estate.
4. Steve continues to do a very good job with these agreements. Although they are increasing in number, they are becoming a less
significant portion of his office's activity; more is being handled through his associate Liz and Temple's attorneys. There have however
been some changes in this area including the drafting of a template to make it easier to enter into such agreements in the future. This
fiscal year there were again a good number of new agreements for preceptorships and labs with outside pharma firms and healthcare
equipment suppliers. Steve and Liz worked through these new agreements often with little if any advance notice and extremely tight
deadlines. Many were problematic in regards to compliance with University policies yet needed to be concluded with urgency with
contractual, payment and insurance requirements met by the day of the event.
Employee's Comments Date
PART II: Goals and Projects
Goals and Projects
Rating: Significantly Exceeds
Expectations
1. Continue to work with TUHS Office of Counsel to clarify the respective lines of authority in regards to contracts language, and ensure that Steve's focus is on
the business terms of the agreements and Legal's is on the legal terms.
2. Continue to enhance Liz's negotiating skills; ensure that she's not doing the work of others.
3. Work to obtain more student support to take on some of Liz's clerical duties.
4. Continue efforts to make the new TU automated contract workflow system function more effective and efficient for TUSM/TUP.
5. Upgrade Liz to an Associate Director role by December 31, 2014.
6. Develop transition plan for Liz and department.
Comments
1. Great improvement in regards to achieving this goal. Aside from a good bit of time spent on his day off following
up on matters in progress, Steve has managed to keep his effort to within his scheduled hours. Continue to look
for students to assist Liz. A part time student worker has assisted the office in scanning executed contracts into the network contract
files.
2. Continued steady progress as Liz deals with the increasingly difficult contractual matters extremely well and Steve has consistently
included her in others that are much more demanding in an effort to improve her skills. The training continues most successfully and
Steve includes Liz on a great many conference calls to learn and at times participate and contribute. Exceedingly significant progress
in this training task.
3. No issues in this area. Keeping up with constant change takes time and effort, though it has its positive rewards organizationally.
The contract processing system mandated by Purchasing and TU Office of University Counsel didn’t fit TUSM/TUP's processes, but we
have adapted to and managed well dealing with the University’s electronic contract system. We have centralized the FIS process and
all are input by this Office for the School. A time consuming but necessary additional task we have continue to perform.
4. Steve and Liz have been more on top of renewals than ever using amendments to extend agreements thus cutting down on time
consuming renegotiating of existing contracts. They continue entering into two to three year terms with automatic price increases to
avoid the volume of time wasted with annual renewals. This continues to save time each June when dealing with mass renewals.
6/18/2015

5. Successfully completed.
6. Steve has spent a great deal of time and effort in mentoring Liz both by meetings and by including her on conference calls both as
a listener and more and more as a participant who brings something to the table. He has taken her to a far greater level of expertise,
enhanced her self-confidence and grown her understanding of the negotiating process. The progress has been impressive as has been
her maturing into a greatly enhanced role including taking the lead in space related matters. This has allowed Steve the time to
devote to difficult special projects such as formalizing the relationship with relating to CPPD.
PART III: Competencies
Competency Selected Rating
Client/Customer Service Orientation - Focuses one's efforts on
exceeding the customer's needs. Takes personal responsibility for dealing
with and/or correcting customer service issues and concerns.
Continuous Improvement - Achieves and maintains a level of proficiency
in job/role related technical and professional skills. Continues to develop with
the changing requirements of the position. Displays ability to grow and apply
expertise/ knowledge within and across specialized technical/functional
areas. Includes self assessment, soliciting performance related feedback and
taking initiative to build one's own skills.
Significanty Exceeds Expectations
Creativity and Innovation - Generates novel and imaginative contributions
and solutions to problems, projects, processes and situations.
Developing Others/Supervision - Works in partnership with staff to
develop departmental, personal and professional goals, encourages staff
growth, and maintains a cohesive work team.
Ethics - Demonstrates the ability to adhere to an appropriate and effective
set of core values and beliefs and acts in line with those values.
Interpersonal Skills - Consistently exhibiting the ability to work effectively
with others by expressing oneself clearly and effectively when speaking and
writing, listening attentively, insuring that communication is understood by
all parties involved, and managing one's emotions and workplace behaviors
Leadership - Develops strategic plans and influences others so that they
will strive willingly and enthusiastically toward the achievement of goals that
support the mission of the department and the University. Initiates,
sponsors, implements, supports and leads others through organizational or
departmental change efforts.
Problem Solving/Decision Making - Generates successful approaches to
analyzing and resolving problems and makes good decisions based upon a
mixture of wisdom, experience, and judgment.
Professionalism - Completes tasks, goals and projects in a timely manner
by managing time effectively, anticipating and addressing problems and

opportunities, taking personal responsibility for work and acknowledging
mistakes without blaming others while consistently producing work that
demonstrates accuracy and an attention to detail
Resilience and Adaptability - Anticipates or adjusts to changing
circumstances by altering attitudes and behaviors. Displays energy,
optimism and flexibility in response to setbacks and stressful situations.
Resource and Project Management - Manages time and resources
(material,financial and human) in order to accomplish project goals. Collects
and analyzes data, develops and implements plans, integrates complex
project elements and follows-up by monitoring results of delegations and
assignments.
Respect and Valuing Diversity - Demonstrates the ability to recognize,
understand, accept and appreciate the value of workplace diversity; respects
the practices, values, and points of view of other individuals and groups.
Teamwork and Collaboration - Works cooperatively with others,
contributes to and accepts group opinion. Understands that organizational
and team goals take precedence over individual goals.
Legend
Skills that require developmental action. Skills the university has chosen for development.
Comments
Steve always develops contracts with the School of Medicine's and TUP's best interests in mind. 6/18/2015
Part IV - Future Goals and Projects
Goal/Project
List Goals for FY15-16

PDP FY 14-15 Steve Kish1

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