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THE CLS ORGANIZATION
Our Vision
We are valued leaders and partners in providing programs,
products, and services, which sustain and enrich campus life. Our demonstrated
and on-going contributions help make UCSF an institution of choice for
students, faculty, and staff to study, work, and play.
Realizing the Benefits of the CLS Vision
This vision is about being perceived in a new, more
integral role on campus. It's a vision that asserts the importance of
what we do for the UCSF mission, and that seeks the ability to realize
the value of that role.
This vision will capitalize on the opportunity to show our value and build
support as a community centerpiece at Mission Bay, and on our ability
to demonstrate high levels of customer satisfaction. It will benefit from
a marketing plan and identity that aligns us with the campus priorities
of a Supportive Work Environment, Recruitment and Retention, and Campus
Life. It will leverage the opportunity to develop resources and financial
stability through new markets and business ventures emerging at Mission
Bay and elsewhere.
Achieving Our Vision and what Our New Role can Produce
• Increased appreciation and recognition of our efforts by the
¥ campus
• A voice and representation of our services in campus planning¥
• Support and revenue that will help us increase the quality
¥ and value of our services and help make
growth and change
¥ manageable
• The opportunity for us to develop knowledge, skills, and
• careers to meet the demands of growth
and our new roles.
The Balanced Scorecard Role in Achieving Our Vision
Our Vision Goals in Customer, Internal Process, Innovation
& Learning, and Financial areas will enable us to assume the new role
we envision, and The Balanced Scorecard will create appropriate, meaningful
objectives in each area, with measurements that will focus performance
and promote progress. Some other Scorecard benefits include:
• Databased goals will help link, align, and communicate
¥ department, unit, and individual plans.
• Clearer priorities will help simplify resource management,
¥ focus staff, and reduce unnecessary effort.
• Concrete measurements of performance, especially customer
¥ data, produce performance data that can
promote our image
¥ and value to the campus.
• Incorporates and connects current CLS initiatives without
¥ creating significant additional workload.
• It will provide concrete criteria for reward and recognition of
¥ staff that contributes to achievement
of measurable goals.
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