20010-11 Strategy Planning RetreatDraft

October 21, 2009

FAS Managers’ Town Hall

January 25, 2011

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Agenda For Today

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1. Welcome

2. Review Strategic Priorities

3. A Focus on People Ensure Public Safety Sustain a Diverse, High

Quality Workforce with Great Managers

Service Culture

4. Customer Survey Results

5. Survey Next Steps & Interactive Groups

6. Close and Q & A

John Plotts

John Plotts

Chris Jones & Esther SilverMike Tyburski

Mike Tyburski

Dr. William Haueisen and Tanya Eckhoff

Mike Tyburski

John Plotts

Welcome

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Five UCSF Strategic Priorities

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People

Business

Advancing Health Worldwide

Patients / Health Discovery Education

Our People

Business

UCSF Core Priorities

Mission

Deliver

Which Drives

Which Enables

Ten FAS Strategic Priorities

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Advancing Health Worldwide

Patients / Health Discovery Education

1. Enhance IT Infrastructure & Rationalize Services2. Streamline Financial Processes & Provide Transparent Management Reporting3. Enable Research Administration Excellence4. Deliver Efficient, Seamless HR Administration5. Provide Operational Excellence Readiness

6. Plan for UCSF’s Physical Development through 20307. Create a Sustainable, Resource Efficient Environment

8. Ensure Public Safety9. Sustain a Diverse, High Quality Workforce with Great Managers 10. Create a Service Culture

People – Making a Difference Every Day

Business – A Well Run OrganizationOperational Excellence Priorities

Other Business Priorities

Our People

Business

UCSF Core Priorities

Mission

Deliver

Which Drives

Which Enables

Fifty Four Initiatives

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Initiatives being implemented over three-years to advance FAS and UCSF strategic priorities

Two initiatives completed• IT Organizational Restructuring• FAS HR Service Center

Twelve additional initiatives, or major initiative phases, on-track to be completed by June 2011

Forty-four initiatives are in-process Opportunity to hear more about Operational

Excellence initiatives and provide feedback at “Come and Be Heard” sessions. Visit operationalexcellence.ucsf.edu for details.

Complete list of FAS initiatives and status posted on FAS website

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Today’s Focus - People People are our biggest resource at FAS and UCSF To engage our People, we rely heavily on managers to

provide daily direction and support and to live our principles The People strategic priorities and initiatives will provide a

safe working environment, paths and tools for development, and a culture of service:

Ensure Public Safety Sustain a Diverse, High Quality Workforce with Great Managers Create a Service Culture

People – Making a Difference Every DayPeople – Making a Difference Every Day

Integrity

Effective Communication

Personal Accountability

Courteous and Professional

Innovative

Collaborative

DecisiveResults-Oriented

Ensure Public Safety: Emergency Management

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Care & Shelter (FAS Performance Goal) Discount Disaster Supply Vendor 72 hr Disaster Supply Cache for 10,000

Emergency Operations Center (FAS Performance Goal) Relocate 654 Minnesota Street

Electronic Display Boards (WarnMe) (FAS Performance Goal) Where are we located

Building owned & leased Clinical Rotation Sites Travel overseas

Biospecimens Coordination & Management Emergency Response Management Plan Emergency Action Plans Volunteer Teams

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The ability of an organization to

Mission Continuity

• continue serving its constituents, and • maintain its viability

following a disaster or other disruption

Mission Continuity Planning assures you and your staff have a plan to continue your critical administrative, academic, research, or service functions. How quickly you are able to efficiently and effectively resume your UCSF functions after an emergency depends upon your department, division, unit or lab having an up-to-date Continuity Plan.

UCOP Targets

FYE 10 FYE 11 FYE 12 FYE 13 FYE 14

100 %

UCOP Target UCSF Actual

20 %

10 %

90 %

70 %

80 %

60 %

50 %

40 %30 %

UCSF Additional Targets

At least 50% of Plans exercised. We are at over 90%

An average of least 3.4/4.0 Feedback Score. We are at 3.8/4.0

How We Track the MetricsSystem reports on Plans marked

Reviewed, Complete and In ProcessCompared to Estimated PopulationExercises and Feedback are tracked

manuallyEach Plan has an annual planning

processMonthly status reports to the planners

and to the Mission Continuity Management Team

Comparison to Other Campuses

UCSF won the System-wide Excellence in Mission Continuity Award because:

UCSF created a viable UC Ready Mission Continuity Management Team that has initiated the planning process within all of the UCSF Divisions

UCSF completed more than twice the number of plans than any other comparable campus

UCSF exceeded the UCOP FY 2010 goal of completing the 10% of the Plan population

Control Point Status

Control Point Estimated # of Plans % Complete

NURSING 8 100%

DENTISTRY 25 40%

PHARMACY 25 28%

MEDICINE 250 0%

GME 2 0%EXECUTIVE VICE

CHANCELLOR 25 84%

FAS 46 91%

DEV. & ALUMNI RELATIONS 0 0%

STRAT. COMMUNICATIONS & UNIVERSITY RELATIONS 1 0 %

OFFICE OF THE CHANCELLOR 1 0%

Totals 383 22%

Exemplary EffortsFAS was the most effective UCSF DivisionEVC&P was close behind and started from scratchFinance met all of its deadlines Facilities needed almost no assistance to create and

exercise their plans

Concerns Data protection E-power to critical electronic resources Remote access

What Else Is Going On ?Reciprocal AgreementsData Resiliency Hardened data centersHardened networkHardened EOCHardened Communications

Sustain a Diverse, High Quality Workforce with Great Managers

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Succession Management• Pilot underway in FAS• Expect to launch second pilot in School of Dentistry

Great Managers excel at the following three essential skills:• Setting clear performance expectations• Providing timely feedback, including rewarding achievements• Developing employees(See website greatmanager.ucsf.edu)

Job Families• Focus on Human Resources & Research Administration in

support of Operational Excellence• Additional families also being developed

2010 Customer Survey Team

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Implementation Team• Executive Champion: Mike Tyburski• Tenured Advisor: Stella Hsu• Survey Chair & Co-Chairs: Becky Daro, Kevin Cox & Ron Norris• Data/ Report Management: Betty Moy• PO Lead: Dave Kolsom

Survey Ambassadors: • Capital Programs: Craig Peterson• Campus Planning: Paula McQuillian• Real Estate Services: Lief Tsai• Finance: Ron Norris• FM: Griselda Balanza• CLS: Kevin Cox• Audit: Tom Poon• PMO: Mara Fellouris• Police: Lenora Laughlin• ITS: Kevin Barney• HR: Yvette Guerrero

Sterling Research, Inc.: • Dr. William Hauiesen (CEO and Founder)• Tanya Eckhoff (Senior Account Manager)

Survey Next Steps

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Congratulations! FAS overall satisfaction score of 3.96 is better than we expected given a difficult year of furloughs, budget cuts, and our pulse survey results of 3.49

Although FAS level information is informative, given the diversity of our business services and their target customers, the most valuable learning's come from analyzing data at the unit level

Suggested next steps to be taken by the survey and service culture teams:

1. Identify areas of high performance to:• Use as an opportunity for recognition – claim victories where we can• For others to seek best practices

2. Identify areas of low performance to:• Validate current initiatives – many customer suggestions may already

be addressed in OE and other initiatives• Identify new initiatives to incorporate in department plans• Provide basis for service culture team

3. Use above information to develop a follow-up communication for employees and customers

Ultimately, and consistent with our past, the Leadership Team will discuss an appropriate FAS customer satisfaction target

Tasks For Each Table

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1. 10 mins: Introductions: Name, organization & quick example of an “extremely satisfying” service experience (at UCSF or elsewhere)

2. 15 mins: Discuss question and record key points3. 10 mins: Present best ideas: 2-3 groups (there will be

cold calls if no one volunteers)

Question: Keeping in mind our scarce resources, what do you think is the most effective way to maintain our service culture? Specifically,• What should we do more of?• What should we do less of?

Close

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Survey results will be distributed as deemed appropriate by your director and survey Ambassador

This presentation will be posted to the FAS website An all FAS staff email will be sent out with a link to this

presentation and FAS level survey results Sterling presentations to selected individual

departments will be made in this room throughout the day

• Finance – 11:30 am• CLS – 1:00 pm• ITS – 2:15 pm• Police – 3:00 pm• FM – 4:00 pm

Q & A