Strategic Plan Theme: Strategic Support

Goals and progress to 2024

6.1 Expand and diversify our sources of revenue and other support for faculty and learners

  1. Foster entrepreneurship and innovation in our faculty and learners, by encouraging and recognizing founders, providing training on company creation and conflict of commitment, and guidance navigating campus rules and resources.

    Estimated timeline:

    • Significant progress by year 3, continuing through year 5.

    Progress to 2024:

    • Created Entrepreneurship web page to highlight roles of founders and companies.

    • New fellowship and APPE opportunities built on industry partnerships.

  2. Broaden funding and donor base by expanding philanthropic partnerships and by making a strong value proposition for Pharma and Bio-tech collaboration, access to venture capital, and industry contracts.

    Estimated timeline:

    • Significant progress by year 3, continuing through year 5.

    Progress to 2024:

    • Faculty Support and Research Gifts and Endowments:
      • Wilder Discretionary Fund.
      • Shipman Research Fund.
      • Matt McCarroll Research Fund.
      • Leslie Z. Benet, PhD Endowed Professorship (Endowment).
      • Matt Jacobson, PhD Endowed Professorship in Scientific Excellence and Discovery (Endowment).
      • Winger Research Fund.
      • Seiple Research Fund.
      • UCSF QBI and Institut Pasteur Fund.
      • Quantitative Biosciences Institute Endowment (Endowment).
      • Steve Yang, PhD and Iris Chu Early Career Faculty Endowed Fund (Endowment).
      • Balyn Zaro Research Fund.

    • Scholarships and Endowments:

      • Pharmacy Educational Equity Scholarship.

      • William W. and Barbara D. Peterson Endowed Scholarship (Endowment).

      • Harold and Rochelle Walton Award Fund (Endowment).

6.2 Support the Strategic Plan with necessary infrastructure

  1. Implement system of accountability through on-going communications to School stakeholders about the Strategic Plan; monitoring, tracking, and checking progress; and adjusting action plans

    Estimated timeline:

    • System planned by year 1, accountability continuing through year 5.

    Progress to 2024:

    • Published strategic plan websites.

    • Direct announcements sent to all major audiences.

    • Began leadership progress reports.

    • Ongoing monitoring, tracking, checking, and adjustments.

6.3 Enable School success by addressing internal barriers that hamper faculty and staff productivity

  1. Identify top barriers common across faculty in areas such as IT, HR, Contracts and Grants, through a needs assessment process then develop plans to overcome those barriers

    Estimated timeline:

    • Barriers identified by year 2, progress continuing through year 5.

    Progress to 2024:

    • Consolidated HR support in the school, enhancing consistency availability to triage School-At-Large HR ticketing and creating Subject Matter Experts (SME) with our HR unit.

    • Held first School staff retreat including exploration of challenges, fall 2023.

    • Engagement scores are in the positive direction.

    • Schoolwide faculty retreat in January 2024.

    • Action planning around staff challenges and engagement.

6.4 Enhance the School’s reputation, visibility, and audience engagement through strategic communications, both externally and internally

Estimated timeline for 6.4.1:

  • Demonstrated progress year over year, starting with year 1.

Estimated timeline for 6.4.2:

  • Mature communications plan based on strategic plan by end of year 2, implementation through year 5.

Progress to 2024 (applies to both 6.4.1 and 6.4.2):

  • Re-envisioned lead writing position to be more versatile and brought in strategic comms and marketing expertise.

  • Began organizing existing School communications and strategies around strategic plan themes.

  • Continuing to refine existing positioning, messaging and communications strategies based on strategic plan themes and goals.

  • Working to develop an editorial strategy that aligns with school’s strategic goals.

  • Developing social media strategy to bolster school’s social media presence.

  • Work continues on a new marketing plan for PharmD.

  1. Attract top talent (including faculty, PharmD and graduate students, Post-docs, and staff) by communicating the School’s successes and promoting our peoples’ accomplishments (including alumni) regionally, nationally, and globally

  2. Show the School’s direction by prioritizing communications that highlight our mission, vision, and strategic priorities—using evolving messaging that reinforces “who we are”

September 2024 Strategic Plan Retreat

Co-leads Alesia Woods and James Joves
Members Adam Abate, Kim Cantero, Jaime Fraser, Brandon (Bo) O’Hare, Adam Renslo, Jim Wells, Beth Winger, Katherine Tam
Challenges In process.

Future directions

Reassess common barriers through surveys or questionnaire.

PowerPoint presentation

powerpoint

File Strategic Support (PowerPoint presentation, 148 KB)