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Campus Life Services
Strategic Plan
I. UCSF MISSION
The Mission of UCSF is to attract and educate the nation's most promising
students to future careers in the health sciences and health care professions,
with continuing emphasis on open access and diversity; to bring our patients
the best in health care service, from primary care to the most advanced
technologies available; to encourage and support research and scholarly
activities to improve our basic understanding of the mechanisms of disease
and the social interactions related to human health; and to serve the
community at large through educational and service programs that take
advantage of the knowledge and skills of UCSF faculty, staff and students.
II. PURPOSE
The purpose of this Campus Life Services (CLS) strategic plan is to:
• Communicate CLS mission, vision, and values
• Provide guidelines for CLS unit directions
• Provide overall organizational objectives for developing unit-based
performance goals
• Establish foundation for resource allocations and planning
III. CLS MISSION
To provide quality services that will enhance the character of UCSF campus
life for faculty, staff, students, visitors, and the neighboring community.
IV. CLS VISION
We are valued leaders and partners in providing programs & services
which sustain and enrich campus life.
V. CLS CORE VALUES
We believe and actively practice and promote the following core values:
• Excellent customer service as measured by customer service satisfaction
feedback
• Innovative, high quality, and cost effective services that results
in a new, higher standard of performance
• Teamwork and collaboration to achieve results that are greater
than the sum of its parts
• Ethics and integrity in the way we conduct business with customers
and staff
• Supportive work environment as measured by staff opinions
• Diversity that values and is respectful of individual differences
VI. CONTEXT FOR PLANNING
A. Overview:
Campus Auxiliary Services (now Campus Life Services) was established
as a department in November 1992. CLS has grown to an organization with
diverse business services serving a wide range of customers that include
faculty, staff, students, visitors, patients, and neighboring community.
Today, CLS's services are carried out by about 775+ employees.
B. Internal factors:
1. Workforce diversity:
With about 47% of its staff under 35 years and 46% between 36-55 years,
CLS has a relative young workforce. CLS also has a diverse workforce with
37% Asian-Pacific, 35% CauCLSian, 11% African American, 11% Hispanic,
and 2% Native American. About 68% of staff are male and 42% female. Respecting
and valuing the diversity and differences among staff is crucial to the
development of a motivated, empowered workforce.
2. Staffing:
Of the total CLS workforce, 55% are career and 45% are limited appointment
positions. Limited appointment (part-time, temporary) positions are found
in retail operations such as the University Stores, and Recreation &
Fitness. Limited appointment staff are often in direct contact with customers
daily and with high turnover in positions of this nature, the limited
appointment staff often have the least connection or understanding of
CLS overall direction and priorities. Communication and continued training
will be critical factors for sustaining excellent customer service.
3. Customer base:
CLS customers could be segmented into four groups: faculty, staff, students,
and patients/visitors. From focus groups and based on our experiences,
each group has different characteristics:
• Faculty: Generally higher income, quality is crucial, convenience
is top factor, willing to pay, very little time
• Staff: Moderate to high income, quality is crucial, moderately
price sensitive, the largest base among all segments
• Students: Generally on tight budget, very price sensitive, smallest
customer segment ·
• Patients/visitors: Varied in income, rarely return customers, convenience
is top factor, less demanding of service quality
4. Marketing:
While CLS has had a large customer base in the past, marketing has not
been one of its key strategies. With the additional facilities developed
at Mission Bay, CLS is working to develop an effective marketing strategy
to reach out to its customers in order to be financially viable and successful.
5. Technology readiness:
Currently, some CLS systems remain decentralized and some processes are
still manually processed, resulting in workload stress and increased operating
costs. CLS continues to fully automate its business systems so as to accurately
track data to support critical business decisions.
6. Financial Sustainability:
About 98% of CLS operations are supported through revenues it generates.
To assure long term financial stability, CLS must establish reserves in
accordance with prudent business practices, e.g. depreciated equipment
reserve, vacation and sick leave contingent liability. Since future renewal
and growth is self-funded, CLS must also develop a working capital reserve
to support its future development and weather unexpected business down
cycles.
C. External Influence:
1. Campus growth:
When fully developed, Mission Bay campus will have 9000+ faculty, staff,
and students. CLS's role is to support the growth at the new campus through
the provision of transportation, housing, child care, fitness & recreation,
and retail services. Currently, the campus is exploring plans for the
future location of the hospitals. Depending on the decision, there may
be an opportunity to affect changes that could enhance campus life services
such as child care facility, housing, and/or recreation/campus community
space at the Parnassus, Mt. Zion, or other key sites.
2. Financial resources:
CLS is dependent on the financial health of the campus budget. A grim
state budget for any year has significant impact on CLS revenues.
3. Compliance requirements:
With its operations physically decentralized across campus sites, prudent
internal controls will be critical for CLS to mitigate unnecessary risks
and exposure to the loss of University assets.
4. External competition:
Many of CLS services (e.g. retail stores, housing, copying, etc.) have
external competitors. While CLS cannot always compete against private
businesses in the cost of doing business, it is in a unique position to
build relationship with its different customer segments through the offering
of quality service, reasonable price, and convenient access to its services.
To remain competitive, CLS must also adopt best practices from its industries
and continue to monitor business trends.
5. Other planning efforts:
• UC Management Initiatives
• UCSF Strategic Planning Board Goals & Recommendations
• UCSF FAS Strategic Plan
VII. CLS STRATEGY
To manage continued growth and achieve our vision, CLS has developed a
strategy for delivering quality, and convenient services at reasonable
prices.
Our strategy is two-fold:
1) Improve existing services based on customer feedback and
2) improve financial performance through outreach to new customers and
increased efficiency in systems and processes.
To implement this strategy, we have adopted the Balanced Scorecard as
a strategic management tool. The Balanced Scorecard concept was developed
by Kaplan and Norton of Harvard Business School and has evolved into an
effective and highly focused management tool allowing organizations to
manage by strategy and measure success by developing strategic objectives,
measurements and targets to achieve their goals over time.
The Balanced Scorecard concentrates on the four critical perspectives
of any organization, Customer, Financial, Internal Process and Growth
and Learning (your employees).
A Steering Committee is in place to help develop
and implement the Balanced Scorecard. Many CLS staff are involved in this
process.
VIII. CLS STRATEGIC OBJECTIVES
A. Excellent customer service
Build a loyal and significantly expanded customer base by excelling in
quality, pricing, and convenient service to the different customer segments
served.
B. Sustained financial viability and accountability
Ensure financial success by maximizing revenues and minimizing expenses,
and demonstrate responsible stewardship for financial capital assets through
adequate internal controls.
C. Strong internal processes and systems
Enable CLS to deliver excellent customer service and achieve its financial
objectives by:
1. Strengthening CLS image and identity to better reflect our vision and
campus life role, and provide a "clear line of sight" for our
efforts toward being a valued leader and partner. This will improve the
value perception of CLS by our stakeholders and customers, and enhance
organizational pride of our staff.
2. Improving the quality and increase the value of campus life services
to customers through strategic alliances with stakeholders, service providers,
and vendors.
3. Increasing our understanding of customers and stakeholders needs and
expectations through enhancement of feedback system and follow-up analysis.
The information would be used to improve existing services and outreach
to new customers.
4. Ensuring operational excellence by improving resource management. This
includes developing effective reporting systems, improving work processes,
automating repetitive, production-based activities, improving internal
controls, as well as strengthening the information system capabilities.
D. Competent, motivated workforce
Build a competent and motivated workforce by:
1. Improving staff motivation through a more supportive work environment
2. Improving staff and leadership competencies so that all staff has the
appropriate skills and tools to fulfill their job roles and leadership
skills are being developed
3. Improving accountability with on-going and fair performance reviews
and acknowledgement and reward of achievements
4. Creating a service culture through continued communication and reinforcement
of CLS values and standards in recruitment and retention efforts and on-going
training.
IX. TIMELINE
We will conduct quarterly and annual strategic reviews to assure accuracy
and responsiveness to changes in the environment. Detailed of dates and
events will be communicated to various groups as key events happen.
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