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

TACTICS STATUS

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.

Completed, and program is now adopted by the San Francisco mayor’s office

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.

Proactive efforts continue to optimize

3. Complete the Long Range Development Plan with community involvement and obtain approval from the UC Regents by Dec. 31, 2014.

On schedule

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

TACTICS STATUS
1. Develop a long range enterprisewide financial forecast by Dec. 31, 2011 and school-specific strategic plans and forecasts by Oct. 31, 2012. Completed
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. Completed, with the National Leadership Council endorsed by Regents
3.  By Dec. 31, 2012, form a Space Committee with an enterprisewide 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. Completed; the committee continues to review plan and incorporate best practices

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

TACTICS STATUS

1.  Evaluate and develop business cases for at least five revenue opportunities. Make go or no-go decisions on each by Oct. 31, 2012.

Completed, and revenue plans have been incorporated into the business model

2.  Achieve target of $50M in ongoing savings from Operational Excellence initiatives by June 30, 2014.

 

Efforts ongoing