Strategic Planning Phase I:
Evaluate, Assess 2004 Strategic Plan
Executive Summary
May 26, 2010
Executive Summary Outline
I.  Planning Process Overview
II.  Critique of Strategic Planning
Framework
III.  Comments on Progress from
Interviews
IV.  Five Biggest Achievements – Last
Five Years
V.  Assessment of Strategic Plan
Implementation and Related
Process Effectiveness
VI.  Conclusions
I. Planning Process Overview
Development of the UCDHS five-year strategic plan involves three phases as illustrated
below. Phase I evaluated the 2004 strategic plan and the health system’s performance
against the goals identified in that plan. This evaluation solicited feedback from various
stakeholders and objectively assessed the health system’s collective performance
against the "indicators of achievement" clearly defined in that plan.
I. Planning Process Overview
Phase II builds upon the results of Phase I and marks the development of the new
five-year strategic plan and the process for implementation. Because of the
complex nature of the planning process, Phase II involves four parts occurring over
a ten-month period. All planning is expected to conclude by March 2011. Phase III
will involve implementation of the five-year plan, with annual progress reviews.
I. Planning Process Overview
As part of Phase I activities, confidential
interviews were conducted to gather input
from 29 stakeholders on the structure,
implementation and progress related to the
2004 UC Davis Health System Strategic Plan.
Mission
II. Critique of Strategic
Planning Framework
The mission of the UC Davis Health System is discovering and
sharing knowledge to advance health. We pursue our mission
through the education of physicians, medical investigators and other
health-care providers; research into new medical knowledge and
applying it to the health challenges that face our world; and patient
care and public service for our local and global community.
  Nearly 80%: Statement still applicable for the next five years
  Suggested changes included:
-  Separating patient care and public service as stand-alone
bullets
-  Broadening scope to include “health” instead of “medicine”
-  Using more concise wording
Vision
II. Critique of Strategic
Planning Framework
UC Davis Health System aspires to be a health-care provider of
choice for our community, offering leadership and achieving
excellence in medical education, state-of-the-art research and highquality, compassionate clinical care. We are a diverse community of
faculty, staff, trainees and partners, collaborating to shape the
future of medicine through innovative scientific discovery,
continuous learning and state-of-the-art clinical care.

> 75%: Statement shaped organizational direction, most notably in
research, diversity and national aspirations

Some thought it was overly ambitious or unrealistic

41%: Statement still applicable for the future

Agreement with phrases such as “regional and national treasure” and
“health system of choice”

Many thought it needs to be updated to include strategic focal points
such as interdisciplinary approaches, translational research and the
School of Nursing

Needs to be more inspiring; should focus on service to the community
II. Critique of Strategic
Planning Framework
Guiding Principles
  The 2004 Strategic Plan included five guiding principles:
-  Excellence in scholarship
-  Strategic thinking
-  Quality and compassion
-  Innovation and sense of urgency
-  Justice, equity and diversity
  > 50%: principles had not permeated the organizational culture
  67% felt that guiding principles were applicable for the next five
years:
-  Concern expressed about appropriateness of sense of urgency as a
guiding principle
-  Suggested concepts to be included in next strategic plan:
collaboration, service and accountability
III. 2004 Strategic Plan Goals −
Comments on Progress from Interviews
Goal
Success
Rating*
3.3
•
4.0
Goal II
Leadership in
Innovative
Research
3.5
Goal III
Provision of
Quality, State-ofthe-Art Clinical Care
3.3
Opportunities
Consolidating the Medical School onto
one campus in a new building
PRIME+ Program
School of Nursing
On the right trajectory -- focusing on
improvements and innovation
•
•
•
•
Tremendous growth in funding
CTSA
Development of interdisciplinary
centers and institutes
Strong leadership in research
Stem cell research
•
•
•
High quality care
Headed in the right direction
EMR
•
•
Facilities
•
History of community service (eg,
student-run clinics)
Major employer in the region
Considered an integral part of the
community
•
•
•
Goal I
Excellence in
Education
Goal IV
Effective
Community
Engagement
Strengths
•
•
•
•
•
•
•
•
•
•
•
Should assume more leadership in
education innovation and scholarship
Curriculum needs strengthening
Could be more responsive to students
Research funding should continue to be
strengthened
Space and core facilities are excellent;
more is needed to keep up with
expansion of research productivity
Continued attentiveness to the needs of
our community is important
Quality of care is an important
opportunity
Image is not commensurate with
accomplishments
Even more focus on increasing
philanthropic support
Source: Interviews; *success rating on a scale of 1 through 5 where 5 = goal was fully accomplished; 1 = little or no change
III. 2004 Frameworks of Success −
Comments on Progress from Interviews
Goal
Success
Rating*
Opportunities
3.2
•  Significant gains made in
diversity but still much to
be achieved
•  Great strides taken to
increase collaboration and
systems thinking
•  Implementation and understanding of
the health system integration needs
to be disseminated more widely
•  Transparency should be an everpresent goal
3.3
•  Some improvements in
internal communication
using new modalities
•  Rice and Pomeroy make an
effort to communicate
•  Public affairs doing a good
job
•  Good news and accomplishments are
not broadly communicated
•  Enhance the knowledge of how we
manage bad or unpopular news
3.9
•  Generally doing well with
this
•  Definite improvements in
physical plant and the use
of technology
•  More emphasis on recruitment and
retention of outstanding people
•  Need to increase the level of
endowments
Framework A:
Creation of
Culture that
Stimulates
Success
Framework B:
Continuous
Communication
with
Constituencies
Framework C:
Availability of
Outstanding
Resources
Strengths
Source: Interviews; *success rating on a scale of 1 through 5 where 5 = goal was fully accomplished; 1 = little or no change
IV. Biggest Strategic Achievements Since
Last Strategic Plan – Last Five Years
1.
Expansion and transformation of the physical plant including construction of the
education building and the new clinical care pavilion (62%) *
2.
3.
Receiving one of the first CTSA awards (48%)
Enormous growth in research funding (45%)
4.
Establishment of the Betty Irene Moore School of Nursing (34%)
5.
6.
Development of a state-of-the-art telemedicine system (34%)
Stem cell research funding (28%)
7.
8.
9.
10.
Strong leadership team (24%)
Implementation of electronic medical record system (21%)
NCI Cancer Center designation (21%)
Improved reputation and visibility (14%)
11.  Creation of an integrated health system (14%)
12.  Development of the UCDMG (10%)
13.  Improvements in the quality of care (10%)
14.  Expansion of the MIND Institute (10%)
15.  Increased collaboration within the health system and with the main campus (10%)
16.  Improvements in the medical school curriculum and the medical school training
experience (10%)
* The most frequently mentioned achievements are listed above (percentages represent proportion of interviewees
who mentioned the achievement “top of mind”, eg, unprompted by interviewer)
V. Assessment of Strategic Plan
Implementation, Related Process
Effectiveness
Strengths

Important step in setting general direction and priorities
Impediments

Insufficient tactical detail to guide implementation

Lack of implementation planning, including:
-
Process for implementation;
-
Clearly identified accountabilities, timelines and metrics

Strong initial level of communication dropped off over time

Concerns about the level of engagement below the highest
levels Process used to create the plan could have been more
inclusive
V. Assessment of Strategic Plan
Implementation, Related Process
Effectiveness
Strengths of Plan Communication

Use of multiple communication modalities

Inclusion of plan in orientation and the State of the Health
System address
Recommendations for the Future

Continued use of a wide variety of platforms

Increased frequency of communication

Creation of a more concise statement that is easy to remember
and more directly linked to plan accomplishments

Broaden involvement of mid-level managers and faculty in the
planning process
V. Assessment of Strategic Plan
Implementation, Related Process
Effectiveness
Recommendations for Involvement and Oversight of
Plan Implementation

> 67%: Have a broadly representative group of stakeholders
-

Example: composition of Strategic Planning Steering
Committee
Those who favored implementation by top level administrative
officials saw their involvement as essential for the plan to have
authority
Other Recommendations

Emphasis on inclusiveness, communication and implementation
planning

Creation of a plan that is inspiring and engaging

Building in mechanisms to incentivize plan adherence
VI. Conclusions
  Progress was achieved
  Vision – to be defined in the new five-year Strategic Plan
– should be succinct and inspiring
  Our culture is generally engaged and supportive of the
organization and not as self-critical as other academic
medical centers
  Planning process was perceived to be top-down; Phase II
will be collaborative and inclusive
  Successful implementation of the new strategic plan
should include:
-  A formal mechanism and organizational approach for tracking
progress of the plan and its metrics
-  Well-defined, select metrics
-  Solid and transparent communication throughout the
process, both internally and externally
Information Updates
Strategic Planning Web Site
Highly visible link from institutional home pages
Your Opinion Is Critical
Your Opinion Is Critical
  Share information about the strategic
plan with all stakeholders:
- Staff, faculty and students
- Community members
- Professional associates
  Provide us with your insights and
encourage others to participate in the
process