• Strategic Plan Overview
  • GOAL 1: Provide unparalleled care to our patients
  • GOAL 2: Improve health worldwide through innovative science
  • GOAL 3: Attract and support the most talented and diverse trainees in the health sciences
  • GOAL 4: Be the workplace of choice for diverse, top-tier talent
  • GOAL 5: Create a financially sustainable enterprise-wide business model

Strategic Plan Overview

VISION

To be the world's preeminent health sciences innovator.

MISSION

UCSF advances health worldwide through innovative health sciences education, discovery and patient care.

 

GOAL 1: Provide unparalleled care to our patients

Strategy: Hire and retain the top health care providers.

Tactics
  1. Improve patient satisfaction by building accountability systems, developing leadership and enhancing employee and physician satisfaction by June 2013.
  2. Implement clinical enterprise-wide initiative to improve operations efficiency and clinical outcomes by June 2015.
  3. Develop a proposal for a centralized candidate sourcing function by June 30, 2013.

Strategy: Accelerate the translation of groundbreaking science into therapies for our patients.

Tactics
  1. Improve existing clinical trials infrastructure.        
    • Implement key tactics by June 30, 2012.
    • Implement one-stop portals for clinical trials information (OnCore & ClinicalHUB)
  2. Identify and support industry partnerships that aid clinical and translational research.        
    • Finalize one or two new partnerships with the goal of increasing private funding of UCSF translational science by June 30, 2013.

Strategy: Provide a world-class patient experience.

Tactics
  1. Open Mission Bay Hospital and finalize plans for Mount Zion and Parnassus backfill.           
  2. Improve access to UCSF Medical Group specialty groups as measured by third available appointment.
  3. Implement Electronic Medical Record (APeX) by June 2012.
  4. Achieve top quartile in Quality, Safety and Patient Satisfaction metrics by June 30, 2015.

GOAL 2: Improve health worldwide through innovative science

Strategy: Promote collaboration and cross-disciplinary efforts within UCSF.

Tactics
  1. Develop an infrastructure to establish UCSF leadership in bioinformatics.
  • By Dec. 31, 2012, develop a plan for leveraging computational sciences to promote translational research.
  • By Dec. 31, 2012, establish a new partnership with another UC campus to share best practices and ideas.
  • By June 30, 2014, build a bioinformatics initiative across all schools, including setting targets for hiring and training.

Strategy: Invest in infrastructure that enables UCSF to excel at basic, clinical and population research.

Tactics
  1. Expand and staff Research Development Office by June 30, 2012 to build a community to share best practices in grant pursuit and writing.            
  2. Continue ongoing efforts to invest in Enabling Technology Centers.     Enhance existing data repositories and mining tools and improve existing views of data by June 30, 2012.  

Strategy: Lead and influence biomedical research policy at the national and international levels.

Tactics
  1. Establish partnerships in which UCSF plays a senior advisor role by Dec. 31, 2012.
  2. Develop a minimum of one pilot program by Dec. 31, 2012, involving collaboration between UCSF and a government entity with a high-impact objective.
  3. By June 30, 2012, initiate work on project to explore innovative research models with potential policy implications.

 

GOAL 3: Attract and support the most talented and diverse trainees in the health sciences

Strategy: Increase professional and graduate student financial support.

Tactics
  1. Launch Chancellor’s Education Fundraising Initiative by April 21, 2012.
  2. Secure between $100M and $140M for education (including $75M to $100M for student aid) by June 30, 2015.
  3. Complete a comprehensive review of PhD curricula, identify ways to accelerate student progression, and reduce median time-to-degree by 10 percent by June 30, 2014.
  4. Develop an integrated graduate education, faculty support and research fundraising initiative by Sept. 1, 2012.

Strategy: Develop infrastructure to support new experiential, team-based, interdisciplinary learning models.

Tactics
  1. Establish Interprofessional Health Education Center infrastructure by Dec. 31, 2012.
  2. Develop a business plan for Parnassus and Mission Bay Learning Commons by May 29, 2012.
  3. Develop a business plan to integrate and maintain a robust campuswide digital learning environment by March 31, 2012.     

Strategy: Create a learning environment in which our students thrive.

Tactics
  1. Open the Multicultural Resource Center by June 30, 2012.
  2. Institute comprehensive program to train faculty in the use of technology and develop new technology tools that enhance learning for students by June 1, 2013.
  3. Initiate at least two self-supporting online Masters degree programs and/or certificates by Fall 2014.
  4. Create international opportunities for students across three continents by Fall 2013.

GOAL 4: Be the workplace of choice for diverse, top-tier talent

Strategy: Establish and communicate clear goals and direction at all levels.

Tactics
  1. Develop process to cascade UCSF strategic goals throughout organization to ensure accountability, goal management and tracking/reporting process by June 30, 2013.
  2. Develop a reward and recognition program aligned to achieving strategic goals by June 30, 2012.

Strategy: Enhance development opportunities for faculty and staff.

Tactics
  1. Complete succession management and development plans for top two levels of organization by June 30, 2013.
  2. Develop three-year plan and initiatives for faculty development programs based on analysis of faculty climate survey by June 30, 2012.

Strategy: Compensate faculty and staff based on performance and at market levels.

Tactics
  1. Develop job families, including market pricing positions, for all non-represented staff by June 30, 2015.
  2. Develop fundraising strategies for endowed chairs and other faculty support, both as part of other ongoing campaigns and by identifying potential foundations for a transformational gift by June 30, 2014.

Strategy: Create an environment in which faculty and staff can thrive.

Tactics
  1. Create action plans for all UCSF units and resurvey toward improving employee engagement by June 30, 2013.
  2. Increase efficiency via IT systems and develop three-year plan and initiatives to improve faculty climate based on analysis of faculty climate survey by June 30, 2013.
  3. Complete climate survey in Fall 2012, develop action plan based on results by June 30, 2013.

GOAL 5: Create a financially sustainable enterprise-wide business model

Strategy: Collaborate with our local community on educational and economic opportunities and health enhancement.

Tactics
  1. By Dec. 31, 2014, implement the San Francisco Health Improvement Partnerships’ plan to collaborate on four high-impact community programs with the San Francisco Department of Public Health, San Francisco Unified School District, and other civic and community stakeholders.
  2. As part of UCSF's local hiring initiative, increase the percentage of total construction hours performed by qualified local resident workers on UCSF building projects, greater than $5 million, to 25 percent in 2012 and to 35 percent by Dec. 31, 2014.
  3. Complete the Long Range Development Plan with community involvement and obtain approval from the UC Regents by Dec. 31, 2014.

Strategy: Design and implement transparent and effective enterprisewide budgeting and planning processes.

Tactics
  1. Develop a long range enterprisewide financial forecast by Dec. 31, 2011 and school-specific strategic plans and forecasts by Oct. 31, 2012.  
  2. In partnership with the UC Office of the President and the UC Regents, create a working group to examine alternative, mutually beneficial governance and financial relationships. Present recommendations to the UC Regents by July 31, 2012.
  3. By Dec. 31, 2012, form a Space Committee with an enterprise-wide scope and authority, develop a Space Policy and Principles Document and, in alignment with those principles, develop a space plan for the Laurel Heights campus.

Strategy: Maximize existing revenue streams, develop new ones and continue Operational Excellence efforts to manage costs.

Tactics
  1. Evaluate and develop business cases for at least five revenue opportunities. Make go or no-go decisions on each by Oct. 31, 2012.
  2. Achieve target of $50M in ongoing savings from Operational Excellence initiatives by June 30, 2014.