Transcript Slide 1

20010-11
Strategy
FAS
Managers’ Town
Draft
Planning
HallRetreat
October 21, 2009
January 25, 2011
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Agenda For Today
1. Welcome
John Plotts
2. Review Strategic Priorities
John Plotts
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
Chris Jones & Esther Silver
Mike Tyburski
Mike Tyburski
Dr. William Haueisen and
Tanya Eckhoff
Mike Tyburski
John Plotts
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Welcome
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Five UCSF Strategic Priorities
Mission
Advancing Health Worldwide
Which
Drives
UCSF Core
Priorities
Patients / Health
Discovery
Education
Which
Enables
Business
Business
Deliver
Our
People
People
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Ten FAS Strategic Priorities
Mission
Advancing Health Worldwide
Which
Drives
UCSF Core
Priorities
Patients / Health
Discovery
Education
Which
Enables
Business – A Well Run Organization
Operational Excellence Priorities
1. Enhance IT Infrastructure & Rationalize Services
2. Streamline Financial Processes & Provide Transparent Management Reporting
Business 3. Enable Research Administration Excellence
4. Deliver Efficient, Seamless HR Administration
5. Provide Operational Excellence Readiness
Other Business Priorities
6. Plan for UCSF’s Physical Development through 2030
Deliver
7. Create a Sustainable, Resource Efficient Environment
People – Making a Difference Every Day
Our
People
8. Ensure Public Safety
9. Sustain a Diverse, High Quality Workforce with Great Managers
10. Create a Service Culture
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
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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
People––Making
MakingaaDifference
DifferenceEvery
EveryDay
Day
Courteous and
Professional
Integrity
Innovative
Effective
Communication
Personal
Accountability
Results-Oriented
Collaborative
Decisive
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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
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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.
UCOP Targets
100 %
90 %
80 %
70 %
60 %
50 %
40 %
30 %
20 %
10 %
FYE 10
FYE 11
UCOP Target
FYE 12
FYE 13
UCSF Actual
FYE 14
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 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
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 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
What Else Is Going On ?
Reciprocal Agreements
Data Resiliency
Hardened data centers
Hardened network
Hardened EOC
Hardened Communications
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
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2010 Customer Survey Team
Implementation Team
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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:
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•
•
•
•
•
•
•
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•
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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)
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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:
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
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Tasks For Each Table
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 points
3. 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?
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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
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Finance – 11:30 am
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CLS – 1:00 pm
•
ITS – 2:15 pm
•
Police – 3:00 pm
•
FM – 4:00 pm
 Q&A
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