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20010-11 Strategy Planning Retreat Draft October 21, 2009 FAS Managers’ Town Hall Review of Updated Three-Year Plan June 2, 2011 1.

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Presentation on theme: "20010-11 Strategy Planning Retreat Draft October 21, 2009 FAS Managers’ Town Hall Review of Updated Three-Year Plan June 2, 2011 1."— Presentation transcript:

1 Strategy Planning Retreat Draft October 21, 2009 FAS Managers’ Town Hall Review of Updated Three-Year Plan June 2,

2 Agenda 2 1.Key Messages of the Day & Welcome 2.Financial Review 3.Review Updated 3-Year Strategic Plan 4.Selected Additional Accomplishments 5.Employee Engagement Survey Process 6.Close and Q & A 7.Reception John Plotts Miriam Rike Becky Daro /Leadership Team John Plotts Becky Daro John Plotts

3 Key Messages Of The Day 3  We are a diverse group that has had to deal with significant change – there is more coming.  We want to be open about our financial challenges and what we are trying to achieve – we are dependent upon the people in this room for solutions.  The need to work across organizational boundaries is increasing as we seek further opportunities to achieve administrative efficiencies and be a “well run business.”  We have made significant progress over the past year in implementing our strategic initiatives and meeting our OE savings targets while holding customer satisfaction – there is a lot to be proud of.  As we continue to address our challenges, it is a win-win for our employees and managers to take seriously the Gallup survey results and suggested planning process to improve employee engagement – 78% of FAS employees wanted their voices to be heard.

4 Welcome 4

5 FAS Includes Departments with Uniquely Different Services and Financial Considerations ADMINISTRATION Well-run; focus on efficiency and technology Audit Services Finance (Budget, Controller, Procurement, Risk Management) Human Resources Information Technology OPERATIONS Responsive; focus on efficiencies and cost avoidance Capital Programs Campus Planning Real Estate Services Facilities Management Police Department Sustainability ADMINISTRATIVE STRATEGY/PMO Investment in planning and strategy; forward-thinking Office of the SVC Program Management Office Office of Strategy Management AUXILIARY ENTERPRISES Self-supporting; customer oriented, responsive to market, or managed on behalf of the campus community Programs & Services (Recreation, Child Care) Housing Documents, Media, Mail, Distribution & Storage Retail Transportation Services Campus Interim Staffing Program Human Resources Residents & Fellows Insurance Program SHARED SERVICE CENTERS Customer oriented; focus on efficiency, technology and scale Human Resources Finance UCSF’S UTILITIES Focus on energy efficiency, purchased utility price stability and operational efficiency Parnassus Central Utilities Plant Plant Operations Managed by Facilities Management Purchased Utilities COMBINED ADMINISTRATION AND OPERATIONS 5/26/20115

6 FY12 Projected Funding Sources: $276.1 Million, 1464 FTE AUXILIARY ENTERPRISES UCSF’S UTILITIES 6 COMBINED ADMINISTRATION AND OPERATIONS $152.3M - 1,039 FTE $85.2M FTE $38.6M FTE Significant portion of Appropriated funds support operations at Mission Bay. Recharge revenue related to ITS, Facilities Management, Capital Programs and Police. Outside Income related to Real Estate and Incentives from Procurement negotiations. Operations for new buildings needs to be addressed. Outside Income is primarily for Housing, Programs and Services, and Parking. Recharge revenue primarily from DMMDS, Residents and Fellows Insurance Program, and Interim Staffing. Expense profile includes debt service on $161M of debt associated with auxiliary enterprises. With the exception of Medical Center and Campus Life Services, utilities are funded from appropriated funds. Expense profile for utilities include managing the Parnassus Central Utility Plant (PCUP), purchased utilities (natural gas, electricity and water/sewer), and debt service for the PCUP.

7 Net Revenue - Three Year Financial Projection Requires implementation of a) serious budget actions and b) efficiencies from technology investments. FY12/13 assumes an increase in IT funding resulting from changes to their funding model. Bold budget actions, including aggressive collaborations, have not yet resulted in a balanced budget by FY13/14. We must be mindful of avoiding a greater deferred maintenance problem. Positive net revenues are required to properly maintain loan commitments for auxiliary enterprise projects. Funding solutions for deferred maintenance is not yet solved. Must develop a financial plan to resolve the increasing deterioration at ACC garage. Mission Bay Community Center repairs are substantial. UCSF’s UtilitiesAdministration and OperationsAuxiliary Enterprises 7 Over the past five years, space has increased by 12% but electricity and gas usage has generally dropped. Natural gas price hedging strategies are used for price stability. Energy Efficiency Program to be completed in 2012, yielding a projected $3.2 million in avoided costs. Aggressive reduction in consumption efforts could yield significant additional savings for UCSF. 5/26/2011

8 8 FAS Has Made Significant Progress in Achieving The Three Year Operational Excellence Savings Target Highlight: To date, FAS achieved savings in excess of $11.7 million due to consolidation and reorganization, technology enhancements, optimized workflow and strategic procurement. There are many strategic initiatives underway to help both FAS and the broader UCSF community achieve further efficiencies and the UCSF goal of $50 million in savings by FY2013. (cumulative)

9 FAS Has Ten Strategic Priorities To Become a Well Run Business and Support The UCSF Mission 9 Advancing Health Worldwide Patients / Health Discovery Education 1.Enhance IT Infrastructure & Rationalize Services 2.Streamline Financial Processes & Provide Transparent Management Reporting 3.Enable Research Administration Excellence 4.Deliver Efficient, Seamless HR Administration 5.Collaborate & Continuously Improve To Achieve Efficiencies 6.Plan for UCSF’s Physical Development through Create a Sustainable, Resource Efficient Environment 8.Ensure Public Safety 9.Sustain a Diverse, High Quality Workforce with Great Managers 10.Create a Service Culture People – Making a Difference Every Day Business – A Well Run Organization Operational Excellence Priorities Other Business Priorities Our People Business UCSF Core Priorities Mission Deliver Which Drives Which Enables

10 Forty-Seven Strategic Initiatives for FY  54 from last year’s planning process  12 completely implemented by FYE  19 more with major milestones completed, but still in-process  11 new initiatives  43 will be in-process in FY 11-12

11 11 Collaboration And Continuous Improvement Are Central To Achieving Administrative Efficiencies We must be in pursuit of a “Well Run” business model in support of the enterprise Relative to the financial challenge: Short-term opportunities (red circle) are fewer, We must progress to opportunities that are outside FAS-centric

12 12 CY Eleven New Initiatives Focusing On Collaboration & Continuous Improvement Baseline Planned Revised Complete New $ = Contributes to Savings Print Management Program Est. $250k per year savings at FAS Surplus Sale Consolida- tion Est. $250k per year savings Promote Teleconferencing E-Workplace Portal Across FAS UCB MC Campus-Wide Collaborations / Partnerships IT Funding Model Training Management Water Efficiency Lease Consolidation FAS Space Optimization $ FAS Fin SSC Expansion $ $ Cost avoidance Opportunities For Administrative Efficiencies w/ MC, UCOP, Other UCs $ 20% reduction by 2015 or $500k avoided cost

13 Leadership Team Update Of 3-Year Plan (FYs 12-14) 13 Planned Revised Complete New $ = Contributes to Savings CY Next 3-Years FY10-11 Baseline Key  Blue: Fully implemented or major milestone complete in  Yellow & light yellow: In-process  Pink: Not yet started  Green: New to plan

14 14 1. Enhance IT Infrastructure & Rationalize Services Baseline Planned CY Enhance Service & Data for Researchers Revised Complete New $ = Contributes to Savings $ $ IT Funding Model Approved Model Implementation Consolidate Desktop Support (TBD) Consolidate Help Desks Enhance Campus Network (wireless & wired improvements) Consolidate Data Centers (co-location) TBD Single Sign-On Business as usual to harvest savingsIT Procurement 2 Mos 3 Mos Restruc- turing & IT Governance Consolidate $ $ $ $ $ Other Remote Sites Scope Expanded Network Enhance- ments – Infrastructur e Build out Parnassus WiFi & Cellular EPIC - TBD MyAccess 2.0 Application Rationalization (TBD)

15 15 CY Streamline Financial Processes & Provide Transparent Mgmt. Reporting $ Baseline Planned Revised Complete New HBS Timekeeping Vacation Leave Accrual Management Financial Reporting and Budgeting Project (MFRBP) P-Card Online Balance Sheet and Ledger Reconciliation SciQuest COA Implementation Central Recharge Proposal Unit Strategy Implementation $ = Contributes to Savings $ $ MyExpense Full Campus Rollout $ Process & System Efficiencies FAS Finance SSCs MCB & 654 Minn. New Services Evaluation Reporting Infrastructure PI Portfolio BI Roadmap Strategy COA Design Strategy

16 16 CY Baseline Planned Revised Complete New 2. Streamline Financial Processes & Provide Transparent Mgmt Reporting (cont.) Financial Processes & Policies Evaluate G/L Recon & SAS 112 Enterprise –Wide Financial Planning & Budgeting Pooled Benefits Rate Funds Flow Future Waves TBD Redesign Wave 2 TBD Campus Finance Clusters / Partnership Future Waves TBD Shared Svc Wave 2 TBD Shared Svc Planning Pilot Wave 1 TBD Data Access and Transaction Security $ $ = Contributes to Savings Redesign Wave 1

17 17 CY Enable Research Administration RAS PreAward $ Baseline Planned Revised Complete New Research Clusters Wave 2 Eval uate $ = Contributes to Savings Wave 1 Pilot Design & Impl. Planning

18 18 CY Deliver Efficient, Seamless Human Resource Administration Baseline Planned Revised Complete New FAS HR shared services HRMS Advance 2.0 Campus HR Shared Service $ $ = Contributes to Savings $ $ $ Detailed Design Complete Deep Process Change Specialty Center Go Live Technology Change Staff/Academic/Post- Docs Process Re- Engineering Specialty Centers Go Live Organizational Change First Cluster Go- Live Remaining Clusters Go-Live MPM 2.0 Campus Clusters Go Live Academic PAFs (MPM 1.0)

19 19 CY Collaborate and Continuously Improve to Achieve Efficiencies Baseline Planned Revised Complete New $ = Contributes to Savings Explore Opportunities to expand to Campus, MC, UCOP & other UCs FAS Print Management Program Est. $250k per year savings at FAS Surplus Sale Consolida- tion w/ UCB – 6 mo. trial Est. $250k per year savings Permanent Transfer Promote Teleconferencing eWorkplace Portal – Assess Implementation - TBD FAS UCB Campus MC Collaborations / Partnerships Evaluate & Design Implement, Train, Communicate Opportunities For Administrative Efficiencies w/ MC, UCOP, Other UCs Discuss w/ MC Leadership Planning-TBD $

20 20 CY Plan for UCSF’s Physical Development Through 2030 Baseline Planned Revised Complete New Comprehensive Long Range Development Plan Physical Options For Space Needs Approved Public Comment on Draft LRDP and EIR Complete Regents Approve LRDP and Capital Plan Delay go- live to sort out interface issues $ = Contributes to Savings Capital Project Management System Lease Consolidation $ FAS Space Optimization $ Cost avoidance Phase 2 Implement Phase 1 Space Reconfiguration Conduct Space Surveys & Develop Standards Impl. Plan Design Plan Evaluate Research & Clinical Sub- committee Report Instruction Subcommittee Report Complete

21 21 CY Create a Sustainable, Resource Efficient Environment Baseline Planned Revised Complete New Framework for Measuring & Monitoring Sustainability Water Efficiency $3.2M cumulative annual avoided cost Target: 2000 Carbon Levels by 2015 $ = Contributes to Savings 20% reduction by 2015 or $500k avoided cost Baseline, Facility Design Stds, Plan 12/13 Projects Water Audit, Metering, Plan 13/14 Projects Sustainable Utility Operations $.12/lb avoided cost of waste diverted or $60k/yr Campus Waste Reduction Programs Implemented Measure & Monitor To Meet 75% Waste Diversion Target Energy Management Projects (Phase 1) - $1.5M cumulative avoided cost $ avoided cost TBD Implement Remaining Phase 1 Projects Measure Energy Savings Implement Phase 2 Projects Plan Phase 2

22 22 CY Ensure Public Safety Baseline Planned Revised Complete New Negotiate Service Levels w/MC Phase 1 Re-staff Ramp up Phase 2 Re-staff Ramp up Emergency Care & Shelter for 10,000 for 3 Days Supplies for 20,000 for 3 Days Supplies for 20,000 5 Days Seismically Resilient Emergency Operations Center Phase 2 – 50%Phase 3 – 75% Phase 4 – 100% Compliance Mass Notification Phase 2 - TBDPhase 3Phase 4 Seismically Resilient 911 ECC Center - Plan Build Move to Minn 1 st Floor Global Anti- Terrorism Project - Implement Dept. of Energy Test Business Continuity Planning – 25% $ = Contributes to Savings Relocate Operations Center & supplies to Minn 3 rd floor Mission Bay Public Safety Plan for Camp. & MC Expansion – Budget & Plan

23 23 CY Sustain a Diverse, High Quality Workforce with Great Managers Career Path and Job Families Phases 1 (HR & Research Job Families Complete) Phase 3 – Timing and Deliverables Based on Available Resources Phase 2: Implement for UCSF FAS Pilot* Baseline Planned Revised Complete New *Component of FAS Department performance goals $ = Contributes to Savings Complete 70 Families Non- Represented Employees School of Dentistry Pilot Training Management Campus Rollout FAS Pilot* Campus Rollout Succession Planning - FAS Great Managers Build DesignEvaluate

24 24 CY Create a Service Culture Service Culture Initiative Baseline Planned Revised Complete New $ = Contributes to Savings Plan Implement* Assess Survey Results Conduct Customer Survey *Component of FAS Department performance goals

25 Selected Additional Accomplishments For Ray and Dagmar Dolby Regeneration Medicine Building (IRM) Smith Cardiovascular Research Building (CVRB) Capital Programs and Campus Planning made significant contributions to the opening of two highly visible UCSF projects IRM was recognized as the 2010 “Best New R&D Project” by the San Francisco Business Times. 25

26 Selected Additional Accomplishments For The Osher Building19A Neurosciences Building Pharmaceutical Packaging Facility Real Estate Services led the development of the Osher Building and the Pharmaceutical Packing Facility and is managing the development and delivery of 19A Neurosciences The 19A Neuroscience building was recognized as the 2010 “Best Financial Transaction” by the San Francisco Business Times. 26

27 Selected Additional Accomplishments For Kirkham Child Care Center Aldea Community Center Capital Programs worked with CLS’s Housing and Programs & Services to open Aldea Community Center and Kirkham Child Care Center 27

28 28  Real Estate Services Relocation of Physical Therapy to Owens Street  Capital Programs / CLS Opening of Lucia Child Care Center  Capital Programs Opening HSE15 Craniofacial Lab -Teaching & Learning Center Selected Additional Accomplishments For Additional New Buildings / Renovations

29 29  Facilities Management $2.9 budget reduction through improved productivity, reorganizations, consolidations, span of control & overtime management  Facilities Management / Police Reduced custodial, engineering, and security staff while absorbing additional workload for two new buildings (IRM and CVRB)  Utilities Actively managing purchased utilities costs through forward purchase agreements resulted in $3M savings in FY11 Selected Additional Accomplishments For Manage Existing Buildings / Infrastructure

30 30  CLS Automated mail sorting system and integrated Mail and Distribution & Storage delivery routes resulting in $400k savings “Best of Gold” recognition for Transportation Demand Management programs Partnership with Med Center on “Everyday Errands” FastPay sales at campus retail locations  Finance: Insurance - Established joint Equipment Maintenance Insurance to run a self-insured EMI program with UCD and UCLA  HR - Consolidated Labor and Employee Relations management  Police – Completed CALEA Re-accreditation requirements and successful on- site audit  Real Estate Services $1 million budget savings on the Osher building project Streamlined planning process with the Dean’s Offices and Medical Center for all Lease requests and requests for Real Estate Services Selected Additional Accomplishments For Other Accomplishments

31 Engagement Survey Results and Training Schedule 31 1.Gallup Train-the-Trainers 2.Presentation of Results to CEC 3.Results Available On-Line 4.Leadership Team Discuss FAS Results 5.FAS Communication – Results 6.Ambassador Training 7.FAS Manager Training & Support Sessions May 6th June 14th June 15th June 20th End-of-June June 22 July

32 32 Q12. This last year, I have had opportunities at work to learn and grow. Q11. In the last six months, someone at work has talked to me about my progress. Q10. I have a best friend at work. Q09. My associates or fellow employees are committed to doing quality work. Q08. The mission or purpose of my company makes me feel my job is important. Q07. At work, my opinions seem to count. Q06. There is someone at work who encourages my development. Q05. My supervisor, or someone at work, seems to care about me as a person. Q04. In the last seven days, I have received recognition or praise for doing good work. Q03. At work, I have the opportunity to do what I do best every day. Q02. I have the materials and equipment I need to do my work right. Q01. I know what is expected of me at work. The 12 Items That Matter (Q12) Copyright © , 2011 Gallup, Inc. All rights reserved.

33 Why the Q12 Questions? The Sorting Effect 33 Higher performing units Lower performing units “I receive recognition.” High ratingLow rating Poor Item “In the last seven days, I have received recognition or praise for doing good work.” High ratingLow rating Great Item Copyright © , 2011 Gallup, Inc. All rights reserved.

34 34 The Difference Between Top and Bottom Engagement Quartiles Turnover AbsenteesShrinkage Safety Incidents Customer Productivity Profitability High- Turnover Orgs. Low- Turnover Orgs. Copyright © 2009, 2010 Gallup, Inc. All rights reserved. Patient Safety Incidents Quality (Defects) Source: Gallup Q 12 ® Meta-Analysis (2009) Why the Q12 Questions?

35 35 Gallup Impact Planning Process: Key Steps: 1. Discuss 2. Select 3. Plan 4. Follow-Up How Do You Drive Engagement?

36 36

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