• Why this & why now: overview & context
• What: recommendations overview
• How: implementation & key take aways
What are strategic plans?
Opportunity to align our priorities, focus energy, and strengthen operations.
What were the outcomes of the last one?
• Primary focus on increasing clinical capacity and integrating with UCSF Health
• Achieved 90% of goals including:
Typically 1-5+ years
– Becoming top department
– Increasing faculty and range of services
– Moving to FPO and funds flow
– Revamp space
When was the last time we did one as a department?
• 2014
Context
• In fall 2022, DPBS reached a turning point in our trajectory, and began a process to articulate our strategic plan for the future
• The strategic plan evaluated how the organization has grown across our mission areas and identified opportunities to enhance how we work
• Targeted philanthropic gift to support this effort
Purpose of this work
• Develop department's future vision and strategic plan
• Agree on tactical actions DPBS can take to build out our operations and infrastructure to support this vision
• Galvanize and prioritize work towards solving long-standing problems for the department
Increase engagement and sense of belonging for Faculty, staff, and trainees
Ensure people feel supported by the Department across activities and work
Encourage collaboration across facilities, mission areas, and employee types
Embed diversity and equity into all that we do and build teams that are reflective of our community
Focus on the department and its employees, given where we have relatively more influence and/or control
Empower the people close to the work to make relevant decisions and lead change in their programs
Reduce complexity and improve clarity, predictability, & transparency
Advance the continued sustainability of our programmatic investments in close partnership with our community
Patient care
Expansion of services & patient visits across enterprise
Research
Cutting-edge basic science & clinical research across illnesses, with ~$185m sponsored project funding in last 5 years
Education
140+ trainees educated annually; Ranked 4th nationally for psychiatry
adult residency training
Public service
Reach ~1,000 clients daily across vulnerable populations, supporting SF Bay Area crises with innovative treatments
People & Diversity
Growth to 320+ full-time faculty and 1,400+ person organization, with talented & passionate team
Resources
Two new, state-of-the-art buildings & move of acute services to Mt. Zion; 4x increase in operating budget1; Significant gifts (~$20m in 2022)
– for discussion only
Have not evolved at pace –details on following slide
DPBS has been highly successful and impactful as it has grown significantly over the past decade…
DPBS is on a long-term journey, and must prepare today for its continued growth trajectory
Previous 5-10 years
• "Make do with what you have" mentality
• Organic teaming and collaboration
• Informal and as-needed structures and processes
Today
• Inflection point after significant growth and proven success
• Need new ways of working due to new buildings, move to FPO, increased partnership with city, etc.
• Starting to standardize processes and norms + build infrastructure
Next 5-10 years
• Ambitious strategic goals across mission areas
• Leadership structure that drives employee engagement and belonging
• Continued development of infrastructure required to support our people and fuel future growth
Interviews with department leadership, incl. chair, vice chairs, ZSFG division directors, VA leadership, program leads
Focus groups across faculty, staff, trainees, and sites
Internal engagement with finance and administration, and department leadership
Review of existing department reports, surveys, and financials
Interviews with academic medical center department leaders, including peer psychiatry and UCSF SOM departments
Interviews with SFDPH staff
... we have synthesized today's key strengths and challenges to identify how to build the foundation for future department growth
Strengthen the organizational structure with divisions, matrix, reporting lines
Clarify leadership roles and responsibilities
Strengthen administrative support and financial management process, including funding ownership and reporting
Ensure sustainability and continued innovation of our public service programs
Increase support staff for finance and administration, using flexible models as needed (e.g., "floating" admin)
Continue embedding DE&I in ongoing commitment throughout organization
Expand leadership development & talent management practices
Ensure consistent decision-making approach (with clear ownership, stakeholder input, communications, and accountability for next steps)
Clarify issue escalation and resolution channels through reporting structure
Continue to tailor channels and forums of communication for different messages
Strengthen our organizational structure
Support all employees and operations through predictable and transparent organization of our people
Redefine how our leadership teams work together
Clarify roles and responsibilities including decision-making rights and supervisory responsibilities across the department
Strengthen how we support administration and finance, with a focus on financial management and research administration
Refine and improve annual processes, reporting, and escalation paths and work toward addressing known infrastructure gaps
Ensure the sustainability and continued innovation of our public service programs through key opportunities
Leverage payment reforms as well as new and established funding opportunities
We’re already making progress
What we heard from you:
• Post-award funding management needs improvement
• It’s confusing to know where to go for what types of questions or concerns
• There are so many policies, it’s hard to keep track of relevant ones
• DPBS websites (inter/ra/net) are helpful, but need an upgrade/update of information
• It would be great to share thoughts about departmental work and activities
What we’re doing about it:
• Changed how we manage post-award by restructuring the team, and adding support
• Created a one-stop-system for help at psychiatry.ucsf.edu/help
• Creating a policy compendium that will be accessible to anyone in the department
• Revamping both our external and internal websites
• Issuing a departmental survey to collect feedback on departmental activities
FY24 & 25
FY26 & Beyond
What will happen:
➢ Update structures, roles and responsibilities
➢ Engage key stakeholders
➢ Communicate changes via targeted messages and department wide updates
➢ Collect regular feedback to gauge success and refine as needed
We are implementing a strategic plan focused on improving how we operate to set us up for success into the future and to complement targeted initiatives to advance our missions across the department
It will take 2-5 years to fully realize all the recommendations, with changes throughout We will engage members across the department to thoughtfully implement and communicate
1. Participate in strategic plan activities as invited
2. Keep an open mind and remember change takes time
3. Continue providing feedback about what is/n’t working and how to improve as invited