Promoting a Supportive Work Environment

Vision

Provide a supportive and effective work environment to retain the best people and position UCSF for the future.

Goals

  • Recruit, mentor and retain the highest-caliber faculty, staff, students, residents, fellows and postdoctoral scholars.
  • Provide facilities and infrastructure that accommodate planned growth, academic strategic priorities and UCSF’s vision.
  • Ensure top-quality institutional leadership for UCSF to excel.
  • Ensure accountability, efficiency and transparency throughout UCSF.
  • Secure sustainable and diversified funding.

Strategies

Improve the financial aspects of recruitment and retention to compensate for the high cost of living in the Bay Area.

UCSF is facing a crisis due to the high cost of living in the San Francisco Bay Area. The lack of affordable, desirable housing, child care and education is formidable. UCSF must work to provide more attractive and competitive compensation packages, assist with affordable child care and provide greater financial aid, among other efforts to recruit and retain faculty, staff, students and trainees.

Develop effective mentoring programs for all at UCSF.

UCSF has offered mentoring programs for faculty and staff for years. UCSF has launched a faculty mentoring program for junior and new faculty, one that will be among the most comprehensive in the United States. This is the first time faculty mentoring has been institutionalized and directed across all four schools through the Office of the Vice Provost for Academic Affairs. Mentoring programs should be expanded and made available to all, including staff, students and trainees, as part of a supportive work environment at UCSF.

Ensure that professional development and career advancement opportunities are transparent and available to all.

UCSF should increase efforts to communicate widely and regularly about professional development and career advancement opportunities available within the University. UCSF also should work to develop opportunities to allow qualified staff to train for career advancement, remove hindrances to internal promotions in the staff classification system, and develop formal recognition and reward programs for faculty and staff.

Optimally deploy information technology for administrative, academic and clinical purposes.

UCSF must support the investment and implementation of modern information technology (IT) to better serve the academic mission and priorities. Recently, academic IT and administrative IT services have joined forces to unify campus IT under one umbrella. UCSF should support the current initiative for a broader and more integrated IT governance process, and provide sufficient funding to acquire new technology and to support and operate the technology once in place. UCSF also should ensure that the academic enterprise is involved in the selection and design of clinical systems so that usable information is available for research and education.

Provide administrative research services that are efficient, convenient and timely.

UCSF should ensure that administrative research services are as efficient, convenient and timely as possible so that investigators can meet the regulatory, financial and contractual requirements of conducting research.

Develop new mechanisms to fund needed investments in infrastructure, including ongoing maintenance and operating costs.

Existing UC systemwide formulas for allocating maintenance and operating funds to campuses do not account for UCSF’s unique status as an exclusively health sciences campus. As a result, UCSF has been unable to adequately invest in technology and other key services needed to keep pace with competitors in all mission areas. UCSF should continue to encourage the UC Office of the President to use a more equitable formula for distributing UC-wide funds for campus infrastructure and develop new models of funding, including incentives and recharges. UCSF also should develop environmentally sustainable approaches for controlling operating costs by reducing energy consumption, recycling and using alternative sources of energy, among other efforts.

Groom and promote the next generation of UCSF leadership.

It is critical that UCSF develop the next generation of senior leadership for succession planning purposes. This will ensure that potential leaders have the necessary skills and experience when moving up the career ladder. Special attention must be paid to ensuring diversity among these potential leaders.

Establish a regular and transparent campuswide process for planning, budgeting and allocating resources.

UCSF should work to improve accountability and transparency, particularly regarding finances, to ensure that stewards of resources are better able to fulfill their responsibilities. UCSF also should align resource allocation and decisions with long-term strategic goals and needs identified in the UCSF Strategic Plan. The campus also should move toward performance-based resource allocation, which is a standard business practice that is already in place at UCSF Medical Center.

Develop a system and infrastructure for UCSF to proactively and reliably engage industry.

It is important for UCSF to build new alliances and partnerships with industry. These partnerships are irreplaceable in ensuring the expeditious and effective transfer of UCSF’s discoveries into benefits for the public. Moreover, new expertise and funding will help the University to achieve its mission of advancing health worldwide.™

Expand and align the UCSF development campaigns with the priorities identified in the UCSF Strategic Plan.

UCSF must work to identify those strategic priorities that present fundraising opportunities, integrate those priorities into existing development plans, and expand the base of donors and prospective donors to help it realize its fundraising goals.