- 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
To be the world's preeminent health sciences innovator.
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.
- Improve patient satisfaction by building accountability systems, developing leadership and enhancing employee and physician satisfaction by June 2013.
- Implement clinical enterprise-wide initiative to improve operations efficiency and clinical outcomes by June 2015.
- 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.
- Improve existing clinical trials infrastructure.
- Implement key tactics by June 30, 2012.
- Implement one-stop portals for clinical trials information (OnCore & ClinicalHUB)
- 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.
- Open Mission Bay Hospital and finalize plans for Mount Zion and Parnassus backfill.
- Improve access to UCSF Medical Group specialty groups as measured by third available appointment.
- Implement Electronic Medical Record (APeX) by June 2012.
- 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.
- 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.
- Expand and staff Research Development Office by June 30, 2012 to build a community to share best practices in grant pursuit and writing.
- 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.
- Establish partnerships in which UCSF plays a senior advisor role by Dec. 31, 2012.
- Develop a minimum of one pilot program by Dec. 31, 2012, involving collaboration between UCSF and a government entity with a high-impact objective.
- 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.
- Launch Chancellor’s Education Fundraising Initiative by April 21, 2012.
- Secure between $100M and $140M for education (including $75M to $100M for student aid) by June 30, 2015.
- 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.
- 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.
- Establish Interprofessional Health Education Center infrastructure by Dec. 31, 2012.
- Develop a business plan for Parnassus and Mission Bay Learning Commons by May 29, 2012.
- 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.
- Open the Multicultural Resource Center by June 30, 2012.
- 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.
- Initiate at least two self-supporting online Masters degree programs and/or certificates by Fall 2014.
- 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.
- Develop process to cascade UCSF strategic goals throughout organization to ensure accountability, goal management and tracking/reporting process by June 30, 2013.
- Develop a reward and recognition program aligned to achieving strategic goals by June 30, 2012.
Strategy: Enhance development opportunities for faculty and staff.
- Complete succession management and development plans for top two levels of organization by June 30, 2013.
- 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.
- Develop job families, including market pricing positions, for all non-represented staff by June 30, 2015.
- 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.
- Create action plans for all UCSF units and resurvey toward improving employee engagement by June 30, 2013.
- 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.
- 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.
- 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.
- 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.
- 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 enterprise-wide budgeting and planning processes.
- Develop a long range enterprisewide financial forecast by Dec. 31, 2011 and school-specific strategic plans and forecasts by Oct. 31, 2012.
- 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.
- 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.
- Evaluate and develop business cases for at least five revenue opportunities. Make go or no-go decisions on each by Oct. 31, 2012.
- Achieve target of $50M in ongoing savings from Operational Excellence initiatives by June 30, 2014.