20010-11 Strategy Planning Retreat

1. 20010-11 Strategy Planning Retreat Draft October 21, 2009 FAS Managers’ Town Hall January 25, 2011 1

2. Agenda For Today • Welcome • Review Strategic Priorities • A Focus on People • Ensure Public Safety • Sustain a Diverse, High Quality Workforce with Great Managers • Service Culture • Customer Survey Results • Survey Next Steps & Interactive Groups • Close and Q & A John Plotts John Plotts Chris Jones & Esther Silver Mike Tyburski Mike Tyburski Dr. William Haueisen and Tanya Eckhoff Mike Tyburski John Plotts 2

3. Welcome 3

4. Five UCSF Strategic Priorities Advancing Health Worldwide Which Drives Patients / Health Discovery Education Which Enables Business People Mission UCSF Core Priorities Business Deliver Our People 4

5. Ten FAS Strategic Priorities Which Drives Which Enables Mission Advancing Health Worldwide UCSF Core Priorities Patients / Health Discovery Education Business – A Well Run Organization Operational Excellence Priorities • Enhance IT Infrastructure & Rationalize Services • Streamline Financial Processes & Provide Transparent Management Reporting • Enable Research Administration Excellence • Deliver Efficient, Seamless HR Administration • Provide Operational Excellence Readiness • Plan for UCSF’s Physical Development through 2030 • Create a Sustainable, Resource Efficient Environment Business Other Business Priorities Deliver People – Making a Difference Every Day Our People • Ensure Public Safety • Sustain a Diverse, High Quality Workforce with Great Managers • Create a Service Culture 5

6. Fifty Four Initiatives • 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 6

7. 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 7 7

8. Ensure Public Safety: Emergency Management • 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 8 8

9. Mission Continuity The ability of an organization to • 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.

10. UCOP Targets 100 % 90 % 80 % 70 % 60 % 50 % 40 % 30 % 20 % 10 % FYE 14 FYE 13 FYE 12 FYE 10 FYE 11 UCOP Target UCSF Actual

11. 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

12. How We Track the Metrics System reports on Plans marked Reviewed, Complete and In Process Compared to Estimated Population Exercises and Feedback are tracked manually Each Plan has an annual planning process Monthly status reports to the planners and to the Mission Continuity Management Team

13. 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

14. Control Point Status

15. Exemplary Efforts • FAS was the most effective UCSF Division • EVC&P was close behind and started from scratch • Finance 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

16. What Else Is Going On ? • Reciprocal Agreements • Data Resiliency • Hardened data centers • Hardened network • Hardened EOC • Hardened Communications

17. Sustain a Diverse, High Quality Workforce with Great Managers • 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 17

18. 2010 Customer Survey Team • 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) 18

19. Survey Next Steps • 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: • Identify areas of high performance to: • Use as an opportunity for recognition – claim victories where we can • For others to seek best practices • 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 • 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 19

20. Tasks For Each Table • 10 mins: Introductions: Name, organization & quick example of an “extremely satisfying” service experience (at UCSF or elsewhere) • 15 mins: Discuss question and record key points • 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? 20

21. Close • 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 21