From "Old School" Suggestion Box
to "New School" Crowdsourcing
Network for Change and Continuous Innovation
UC San Diego, Office of Operational Strategic Initiatives
July 18, 2015
UC San Diego Campus Profile
Defining the Future of the Public Research University
The University of California, San Diego is a student-centered,
research-focused, service-oriented public institution that provides
opportunity for all. Recognized as one of the top 15 research
universities worldwide, a culture of collaboration sparks discoveries
that advance society and drive economic impact. Our students, who
learn from Nobel laureates, MacArthur fellows and National
Academy members, are committed to public service. For the fifth
consecutive year, UC San Diego has been ranked first in the nation
based on research, civic engagement and social mobility. We are one
campus with multiple pillars of excellence, a top ten public university
that is transforming lives, shaping new disciplines and advancing the
frontiers of knowledge.
31,052
Total campus enrollment (as of Fall 2014)
78,056
Freshman applicants for 2015
4.13
Admitted freshman average high school GPA
$3.6 billion
Fiscal year 2013 revenues; 27 percent of this total is revenue from contracts and grants, most of which is from the
federal government for research
7.1%
Total revenue from the State of California; yet a small investment in UC San Diego results in significant impact to the
region’s economy, workforce and businesses
$1.1 billion
Research funding secured during fiscal year 2014 to support research in all fields. One of the nation’s 10 largest centers
for science, engineering and medicine, UC San Diego’s research funding has surpassed $1 billion three times in the past
five years.
8,133
Number of degrees conferred in 2014: 74% bachelor's degrees, 26% graduate degrees, 51.5% men, 48.5% women
16
Number of Nobel laureates who have taught on campus
155
Memberships held by current and emeriti faculty, including Chancellor Pradeep K. Khosla, in one or more of the three
prestigious National Academies; the National Academy of Sciences (84), National Academy of Engineering (26) and
Institute of Medicine (45).
It Began with our Strategic Plan
The Strategic Plan
• Initiated to develop a unifying vision and
shared goals for the campus at a critical
turning point in our history
• More than 10,000 campus and
community members participated
• Led to a new Mission and Vision and a
clear enunciation of our Values
• Values supported by five overarching
university goals and 13 initial strategies
Our Mission and Vision
Mission: We will transform
California and a diverse global
society by educating;
generating and disseminating
knowledge and creative works;
and engaging in public service.
Vision: Student-centered,
research-focused, serviceoriented public university
Strategic Plan Goals
1. Student-Centered
Delivering an educational and overall experience that develops students
who are capable of solving problems, leading, and innovating in a
diverse and interconnected world
2. Culture
Cultivating a diverse and inclusive university community that encourages
respectful open dialogue, and challenges itself to take bold actions that
will ensure learning is accessible and affordable for all.
3. Research-Focused
Nurturing and supporting a collaborative and interdisciplinary research
culture that advances the frontiers of knowledge, shapes new fields, and
disseminates discoveries that transform lives
4. Public University
Supporting and promoting just and sustainable forms of economic
development, shared prosperity, and social and cultural enrichment
regionally and globally
5. Service-Oriented
Creating an agile, sustainable, and supportive infrastructure by ensuring a
dedication to service, people, and financial Stewardship
Examples of Recent or Existing Initiatives
ACT
GOAL 1
•Student Information Systems*
•Advanced Enterprise Network*
•Mobile Computing*
Education &
Experience
Human Resources
GOAL 2
STRATEGIC
PLAN
•Culturally Competent Management Program
•Alignment of Development Plans to the Strategic
Plan Goals
•Community Outreach Partnerships
Diversity
Cultivation
Goals 1-4
ACT
•Research Infrastructure*
GOAL 3
Business & Financial Services
Collaborative &
Interdisciplinary
Research
•Sponsored Research/Subawards Alignment*
Housing, Dining & Hospitality
•Student Housing Expansion
•Faculty Housing Expansion
GOAL 4
ACT
•Advancement
Information Systems*
Economic
Development
8
*denotes an initiative not directly associated with the goal, but the outcomes impact the goal in a supportive capacity.
VC CFO GOAL 5 INITIATIVES
“Creating an agile, sustainable, and supportive infrastructure by
ensuring a dedication to service, people, and financial
stewardship.”
PEOPLE
•STRIVE (BFS)
•BFS Training (BFS)
FINANCIAL STEWARDSHIP
•Training Offerings Review (HR)
•Alignment of Development Plans to the
•Strategic Procurement (HDH)
Strategic Plan Goals(HR)
•One Fund
•Career Tracks (HR)
•Revenue Generating Programs (HR)
•Wellness Initiatives and Employee
Recognition Programs (HR)
SUSTAINABLE INFRASTRUCTURE
•Expanded Cloud Services (ACT)
SERVICE
•Student Information Systems (ACT)
•Sponsored Research/Subawards
•Financial Systems Enhancements (ACT)
Alignment (BFS)
•Research Infrastructure (ACT)
•Advanced Enterprise NetworK (ACT)
•BFS Analytics program (BFS)
•Business Intelligence (ACT)
•BFSupport (BFS)
•Mobile Computing (ACT)
•Procure to Pay Process (BFS)
•Advancement Information Systems (ACT)
•MyPayments (BFS)
GOAL
5
9
•Integrated HR Plan (HR)
•Culturally Competent Management
Program (HR)
From Goal 5 to Office of Operational Strategic Initiatives (OSI)
Operational Strategic Initiatives serves as an agile, objective, and analytical
team that partners with campus to accomplish both operational and financial
goals that support the mission and vision of UC San Diego.
UC San Diego
Strategic Plan
Goal 5
Creating an agile, sustainable, and supportive infrastructure by ensuring a dedication
to service, people, and financial stewardship.
Mission
To continuously advance the framework for UC San Diego’s sustainable excellence by
identifying opportunities and providing solutions that improve overall service,
dedication to people, and financial stewardship.
Vision
To be regarded across campus as a strategic partner in creating positive change
using business and financial models that integrate end-to-end planning, assessment,
and improvement.
Value
Proposition
We partner with campus to enable UC San Diego’s strategic priorities, objectively
evaluate financial and operational opportunities, and instill a culture of continuous
improvement and end-to-end operational excellence that delivers measurable
impact.
Goals
Drive Sustainable Excellence | Enable UC San Diego’s Strategic Plan | Foster
Continuous Innovation
Internal Structure
Sustainable
Excellence
Operational Strategic Initiatives
Opportunity Identification, Engagement, Consultation and Facilitation
Capacity Building, Portfolio Management, Transparency and Awareness
Organizational
Performance Assessments
Assessments, Surveys, Program
Research, Data Generation and
Analysis
Continuous Improvement
Strategic Planning, Business and
Financial Analysis, Project
Management, Business
Development
Infrastructure
Operations, Tools, Baseline Skills
Philosophies and Methodologies
OSI’s Continuous Improvement and Organizational & Performance
Assessment disciplines partner with campus on projects using models that
integrate planning, assessment, and improvement.
Lean
Six Sigma
DMAIC
PMBOK
Change
management
Continuous
Improvement
Balanced
Scorecard
Operational
Excellence
Organizational
Excellence
Organizational
Assessment
Performance
Analytics
Process
Optimization
Strategic
Planning
Social Science
Research
End to End
Business
Analysis and
Modeling
Solutions
CAMPUS ORGANIZATIONAL CONTEXT
Vision
Vision
Mission
University Strategy
and
Objectives
Unit, Division,
Department:
Planning and
Management
Operational
Strategic
Initiatives
Inform and guide
organizational planning
and prioritization
Processes to identify
and align actions to
accomplish goals
Management of
Authorized Programs
and Projects
(project centric
activities)
Management and
Execution of OnGoing Operations
(Recurring Activities)
14
Processes to
ensure delivery
of business
outcomes
We should be asking ourselves:

Did we help a researcher create more time to spend in
their lab, perform research, submit proposals, or publish?

Did we improve the student experience, either directly in
the classroom or through experiential activities and
opportunities?

Did we help a faculty member create more time to spend
with students, performing research, or publishing?

Did we help an administrator focus on their most mission
critical work (ie rather than getting bounced around to
get an issue resolved)?
Continuing the Conversation
A New Method to further Campus Engagement
Use crowd-sourcing technology to continue and
expand our dialogue and advance our strategic
priorities
Leverage existing capabilities
Engage the entire campus in strategic,
collaborative dialogues
Integrate access for existing project teams,
facilitating cross-campus collaboration and
engagement
Ensure Sponsorship from the Chancellor and
guide the process through an academic
committee that merges academic and business
user perspectives
17
Campus Interactions Today: Persistent, Periodic, Pulsed Feedback
Past and Future Patterns
Annual Surveys
“Periodic”
• Quarterly, biannually, or annual
cadence to identify trends
• Allows strategic path and direction
• Confidential
Present Patterns
Potential Patterns
POS Surveys
Crowdsourcing
“Persistent”
“Pulsed”
• Point of Service (POS) surveys are
linked to transactions or an
ongoing feedback system
• Course corrections though the
year
• Not confidential
• Deliberate, interim readings of
trends
• Strategic dialogues around
special case questions
• Not confidential
Annual campus surveys quick view
2014 Staff@Work Survey Feedback
Primary Opportunities
Identified:
• Salary and Benefits
• Career Advancement
• Resolves Staff Issues
• Work Assigned Equitably
• Appropriate Stress for My
Job
• Better Ways Recognized
• Receive Timely
Information
• Leadership
Communicates
• Annual Appraisals
• Valuable Training
• Spirit of Cooperation
• Valued Member of UC
San Diego
• Feel Valued by my
Department
• Suggestions for
Improvement
• Participate in Decisions
• Recommendations
without Fear
Customer Satisfaction Survey Feedback
Primary Overarching
Opportunities Identified:
• Resolves Staff Issues
• Receive Timely
Information
(Plus specific opportunities
within the various units)
Goal 5 Strategic Plan Input Gathering Process Feedback
World class survey participation, 10,000+ Strategic Plan
participants, how does Crowdsourcing fit?
Enables collaboration
internally across
departments and VC
areas and externally
with other institutions
and the community.
Simplify the process for:
▪ Sourcing Ideas
▪ Generating
Momentum and
Engagement
▪ Gaining Buy-In at all
Levels
▪ Building an Innovation
Pipeline
▪ Creating KPIs and
tracking ROI
23
Growth
Pace of Change
• Building a pipeline for
Innovation
• Scalable to take advantage of
new opportunities
• Becoming more agile
• Speeding up processes
• Complements and leverages
our current best practice
survey discipline
Efficiency
Distributed Workforce
• Maximizing value
• Redirecting costs and
resources
• Streamlining Processes that
deliver on our Vision
• Making local know-how
available to entire campus
• Giving a voice to distributed
teams
• Collaborating across different
divisions
What Did UC San Diego Look For in a Tool?
Strategic Innovation
Areas
Idea Crowdsourcing,
Collaboration,
and Rating
Adjustable Idea Submission Forms (basic and advanced template design); Idea Categories; Manual Tagging;
Automatic Tagging; Similar Idea check during submission; Multimedia support (videos, images, rich text editor etc);
Attaching any kind of files to ideas, campaigns or comments; Private or invite-only option for campaign; Ad-Hoc
ideas (not associated with a campaign; Ability to move submitted ideas into a campaign); Comment Moderation
(pre-screen, profanity filters, etc)
Idea Collaboration tools including voting, commenting, building feedback etc.; Idea sorting & filtering (Top ideas,
highest rated, most viewed, most commented etc.); Submitting Ideas as Teams; Suggestions of similar ideas upon
idea submission; Automatic idea clustering /merging similar ideas; Manual idea clustering /merging similar ideas;
Real-time facilitated sessions; Notify SME of idea submission (tag another user); Focus Group functionality; Expert
team/pitch team formation/facilitation; Token Voting; Up/down voting; Ranking voting; Idea Investment Module
(Prediction Markets)
Idea Management
and Evaluation
Campaign Creation (easy to use Wizard, ability to restrict capability to specified users); Idea submission form
(required fields, weighted scores, dropdowns, sliding scales, dependent input elements, etc.); Fast track ideas;
Project Management Module; Unlimited Campaigns running in parallel; Campaign Overview Page; Pre-built Idea
Evaluation Workflows; Scoring system allowing for multiple score card options (e.g. traffic light system for idea
evaluation); Ideation Portfolio Management (Magic Quadrant, Spider Diagram etc.); Idea workflow configured to
organizational structure (user profiles loaded); Automatic Moderator/Expert assignment (work stream, iterative
reviews); Manual Moderator/Expert assignment (work stream, iterative reviews)
Reports, Analytics,
and Visualizations
Innovation Funnel/Innovation Pipeline; Built-in Standard reports; Configurable Reports; Custom Reports; Real time
dashboards; Automatic Tag Clouds; Ability to export all data; Personal Idea Tracking (status, activity, progression
tracking, etc); Points system/Leader boards/Incentive system / Badges
Activity stream, hot topics, etc; Special landing pages for certain strategic goals, departments, subsidiaries etc.
with different looks and feels; Separate instances of idea banks all supported by one back-end system that can
search and report across all instances
Integration,
scalability, ease of
use, and
administration
Integration/API’s/Interfaces with other back end systems; Integration with Social Media Apps such as Facebook
etc.; Automated management of user roles, attributes, and permissions based upon Shibboleth attributes at login;
Standard Email alerts & subscriptions; Custom email alerts; Notifications as part of the workflow; Weekly/daily
newsletter; 25,000 faculty and staff users; Additional instances; Scalability to 60,000 users (additional 35,000
students); SaaS/Cloud vs Deployed on client server; Mobile App; Responsive web UI; Non-named users campaign
(external community)
24
Leveraging Collaborative Genius
Back End of Innovation
Front End of Innovation
Idea Evaluation
and Refinement
Idea Generation
Innovation Portfolio Management
Quick wins
Strategic Innovation Areas
Idea Campaigns
• Stem from the
strategic plan and
survey data
• Engage Staff
and Faculty
• Broad framework
• Focused
• Scalable
• Time-bound
• Originate
from prior
Campaigns,
Leadership,
SC-SPOC,
and Survey
Results
Ideas
• Score impacts
• Collaboration
• Group ideas
• Review best
ideas
Concepts
Innovation Projects
• Form Concept teams
from Ideas, including
SME’s and Process
owners
• Project Sponsors identified
• Review and analyze
• Dashboards to
demonstrate progress and
impact
• Top concepts
developed with
business case
• Recommend top
concepts to
Chancellor
• Projects resourced
• Formal projects launched
• Ongoing monitoring
Standing Committee on Service and People Oriented Culture
Standing Committee on Service- and
People-Oriented Culture (SC-SPOC)
Charge Excerpt
The approaches
utilized in our past, as
valuable as they have
proven to be, will not
provide the strategic
breakthroughs the
University needs to
address the financial,
service, regulatory, and
growth demands of the
future
SC-SPOC:
1. Provides a cross functional,
academic perspective;
2. Prioritizes initiatives, analyze resource
implications and assess impact;
3. Facilitates a collaborative working
relationship across the campus;
4. Reports to the Chancellor;
5. Provides quarterly updates to the
Chancellor’s Cabinet.
SC-SPOC Membership
Invited Guests
Invited by Committee Chair as needed to present or give input
Idea
Generators
Subject
Matter
Experts
Advisors to the Committee
6 Advisors appointed by Committee Chair
Staff
Association
RMP
17 members with two year appointments
Advancement
CFO
Process
Owners
Committee Members
Research
Affairs
Academic
Affairs
1
2
2
4
6
SPOC
Dept
Deans
MSOs
Faculty
Chair
Chair
1
Senat
e
1
Acad.
Admin
Role of Standing Committee on Service- and
People-Oriented Culture (SC-SPOC)
SC-SPOC seeks initiatives
that deliver:
Goal 5 Strategies
•
•
Enhance financial sustainability
through new revenue and efficient
use of existing revenue
Identify new models for excellent
services that prioritize delivery to
our stakeholders while addressing
regulatory, compliance and
reporting requirements
People
A more collaborative and
innovative workplace
Process
Administrative efficiencies
and increased agility
Outstanding support for the
UC San Diego mission
SC-SPOC Prioritization Criteria
Ability to broadly engage and impact the campus
•What percent of campus would be affected by or interested in the topic?
Likely impact on our charge
•A dedication to people
•Enhance professional development
•Provide excellent service
•Creative an agile, collaborative culture
•Financial benefits
•Optimize processes
Impact on the campus vision
•Student-Centered
•Research-Focused
•Service-Oriented
•Public University
Alignment with campaign or project objectives
Staff &
Faculty
Surveys
Strategic
Planning
SC-SPOC
prioritization
Community
Input
Ideas
Quick Wins
Departmental
Solutions, etc.
31
Concept
Teams
SC-SPOC
Recommended
Projects
Overview of Launch Strategy
Enable future efforts
Data to guide our efforts and to assess impact
Recognize and reward outstanding staff
Establish our effectiveness
Address issues raised by the community, typically involving
processes that cross unit boundaries
Form collaborative partnerships
Contribute to ongoing efforts and foster cross-unit
collaborations
Launch SC-SPOC projects
Seek a balance in terms of: scope and focus, new or
ongoing, proactive or reactive, +/- IdeaWave, revenue
impact
32
IdeaWave Campaign Sponsorship Model
Executive Sponsors
Together guide and serve as the face of the
Campaign in campus communications
Executive
Administrative
Sponsor
Administrative sponsor provides resources and
central subject matter experts
Academic sponsor agrees to pilot applicable
recommendations in unit and provides
departmental subject matter experts
Campaign
Lead
Executive
Academic
Sponsor
Campaign Lead
Guides the prioritization of ideas, suggests SMEs
for Concept Teams, assembles implementation
teams, briefs SC-SPOC and Sponsors
33
Initial projects presented to the Chancellor’s Cabinet
Projects Underway
Clarify and Streamline Travel Policy
Facilitate Permanent Resident Status
Campus-Wide Onboarding IdeaWave
Recommendations
Consistent Salary Adjustments Across VC Areas
Create
Designated Career Ladder Positions
Recommendations
Require
Customer
Satisfaction Across
Survey VC
For Areas
All Business
Consistent
Salary Adjustments
(#3) Units
Provide
Supplemental
Funding
for Staff
Bonus
Awards
Create Designated
Career
Ladder
Positions
(#4)
Require
Customer
Proposed
Projects Satisfaction Survey For All Business Units (#7)
Provide
Supplemental
Funding for Staff Bonus Awards (#10)
Modify Staff
Evaluations
Modify Staff@Work Survey to assess engagement with mission
Proposed
Projects
Identify Overly
Complicated Processes IdeaWave
Modify
Staff
Evaluations
(#9)
Provide New Faculty/Staff
Earlier Access to Systems
Include
Strategic
Objectives
Staff@WorkPrices
Survey (#8)
Increase Utilization of Lowest in
Negotiated
Identify Overly Complicated or Cumbersome Processes (#11)
Provide New
Faculty/Staff
Earlier Access to Systems (#12)
Standing
Campaigns
for IdeaWave
Increase
Utilization
Lowest consider?
Negotiated Prices (#13)
What areas
should of
SC-SPOC
Do you have best practices that could be exported?
Future opportunities
Do youOpportunities
have ongoing projects?
Future
Can
we better
identifyand
andprioritization
coordinate duplicative
Improve
coordination
of IT projectsefforts?
34
Our first IdeaWave campaign topics!
Sponsors: EVC, VC-CFO, Dean
Standing Campaign topic: What areas should SC-SPOC consider for future campaign topics?
Sponsors: Chancellor, Senate
Chair
The overall SC-SPOC pipeline: multiple starting points…
Project management
IdeaWave
Idea Generation
Idea Evaluation
Strategic Innovation Areas
Idea Campaigns
Ideas
Innovation Portfolio Management
Concepts
Innovation Projects
IdeaWave campaigns
Nascent Projects
…and multiple sources:
surveys
Data from strategic plan,
Community members
Existing project teams
Projects
New School Crowdsourcing
Crowdsourcing Ideas
Our crowdsourcing platform
taps the collective intelligence
of our faculty and staff to
identify new processes and unique capabilities
that will positively impact the
attainment of a service- and people-oriented culture
on campus
Idea Campaign Timeline
Approximate time: 8-11 weeks
Sponsor
Meeting
1-2 weeks
Marketing
2 weeks
Campaign
Idea
Submission
and
Comments
Seed
Ideas
3 weeks
2 days
Launch
Campaign
Comments
and Voting
1 week
Close
July 19
Review
2 weeks
Live Demo
Single Sign On Access
Terms & Conditions
Idea Campaign Landing Page
Idea
Campaign
Submitting an Idea
Simple
Submission
Find Similar Ideas
Find Similar
Ideas
Collaborate
Idea Campaign 2: Campus Challenge to Reduce Administrative Burden
46
Idea Campaign 1: Hiring, Orienting, & Engaging the Campus Community
47
Let the crowd help!
Word Clouds That Help Identify Trends
Empowering Participants to Advance Ideas
Let the Crowd address and respond to issues
Idea
Solution
posted in
Comments
Solutions Adopted within Hours!
Soft Launch Results
Campus Challenge to Reduce Administrative Burden:
By the numbers:
Partial
Week
Full
Week 1
Holiday
Week 2
Full
Week 3
Comment
& Voting
Only Week
Page
Views
1100
1500
700
3100
8600
Visitors
165
131
82
371
922
Voters
15
36
12
90
228
Comments
23
28
12
61
144
Submitted
Ideas
19
21
5
34
NA
Total Votes across 79 ideas: 1090
Hiring, Orienting, and Engaging the Campus Community
By the numbers:
Partial
Week
Full
Week 1
Holiday
Week 2
Full
Week 3
Comment &
Voting Only
Week
Page
Views
800
1100
400
2400
6100
Visitors
142
119
54
314
820
Voters
30
32
13
88
245
Comments
11
6
5
58
153
Submitted
Ideas
11
11
1
16
NA
Total Votes across 39 ideas: 1020
Idea Campaign Highlights
Idea Campaign Highlights
Track
Activity
Turn Ideas into Concepts
Build a Case
Customized dashboards track key metrics for
ideas and projects
Charts and tables can be generated from filters, and the data can be exported into Excel.
Reports and Assessments
Visual
Evaluation
Track Impact
Demonstrate
Value
Marketing Initiatives
1.
2.
3.
4.
5.
Chancellor Email Announcement
Campus Website Banner
Chancellor Blog Article
Thank You Collateral
Garage Banner
Questions?
Bob Neuhard
Executive Director, Operational Strategic Initiatives
rneuhard@ucsd.edu
Kit Pogliano
Chair, Standing Committee on Service- and People- Oriented Culture
Professor, Division of Biological Sciences
Kpogliano@ucsd.edu
Kristin Kielich
Operational Strategic Initiatives, Sr. Business Analyst
Kkielich@ucsd.edu
HYPE Innovation
www.hypeinnovation.com
62
Appendix
63
From Idea to Implementation
Review and refinement cycle
Community
Graduation
Initial Screening
Preliminary
Review Session
SC-SPOC
Approval
Final Review
Session
Chancellor
Approval
From Idea to Implementation
Review and refinement cycle
Community
Graduation
Steps for this Phase:
• Hot Ideas are determined via voting and commenting in
Ideawave
• Users can collaborate to build-out ideas and create more
compelling Ideas
From Idea to Implementation
Review and refinement cycle
Initial Screening
Steps for this Phase:
• Score ideas on applicability to SPOC Charge and
standard SPOC-approved criteria, using sliding scale
• Preliminarily categorize HOT! Ideas into Quick Wins,
Concepts, Future Campaigns
• For Concepts, suggest potential concept team
members
• Assign SMEs to Review Sessions
• Perform preliminary gap analysis
• Holistic criteria at this level
• Campaign Close – 3 Days after Close
Holistic Criteria for Initial Screening:
• How much of campus will be impacted?
• Level of Alignment to: Student-centered, research-focused,
service oriented, public university?
• Likelihood to: Enhance professional development; Enhance
services; Create an agile, collaborative culture; Generate
revenue; Optimize processes?
From Idea to Implementation
Review and refinement cycle
Preliminary
Review Session
Preliminary Review Committee Steps:
• Review and discuss preliminary
categorization, prioritization and
gap analysis
• Clarify preliminary gaps and
identify other questions
• For Concepts: Identify concept
team members (includes consumer
representation)
• Initial evaluation (see next slide for
evaluation criteria)
Concepts
Final Review
Session
Determination of:
• Severity of problem
• Frequency of problem
• Ability of Idea to address problem
• Feasibility of Idea (Operational,
Technical, Financial Perspectives)
• Estimated ROI to campus (Benefit
to Cost Ratio)
• Estimated Risk/Benefit to campus
• Category: Quick Win, Concept,
Future Campaign, Library
From Idea to Implementation
Review and refinement cycle
SC-SPOC
Approval
Preliminary Review Committee:
• Presents Final report
(categorization, prioritization, gap
analysis) to SC-SPOC
• SC-SPOC Q&A, review and
endorsement
Chancellor
Approval
Chancellor and Cabinet:
• SC-SPOC presentation
• Cabinet discussion
• Chancellor approval
Guiding principles for the approach
SC-SPOC Guiding Principles
Strategic Plan Guiding Principles
•
Honor and understand UC San Diego history and
legacy
We will:
•
Define a shared aspiration for the future: One
university with multiple pillars of excellence
•
•
Be bold. This is an opportunity to set an example
for the nation of what the future public university
should become
Use our unique perspectives and
experiences to make the best decisions
and avoid predictable failures
•
Act in a non-partisan, UCSD centric
manner
•
Be grounded in an honest assessment of UC San
Diego assets and strengths, supported by a
simple and clear fact base
•
Be honest. Voice concerns in our
meetings or, if necessary, privately
•
Generate clear priorities – what to do, AND what
not to do
•
Communicate the process and
encourage participation within our units
•
Create strategies and commitment to generate
and dedicate the resources needed to ensure
future success
•
Share best practices that might be
exportable
•
Pay special attention to broader stakeholder
alignment – from Day 1
69
UC San Diego
Additional
Campus
Info
Among the Top 20 In the prestigious 2014 Academic Ranking of World Universities released by the Center for World-Class Universities
Best Universities at Shanghai Jiao Tong, UC San Diego was ranked the 14th best university in world. In their first-ever global ranking
in the World
of universities, U.S. News and World Report named UC San Diego the 18th best university in the world in 2014 for
research, global and regional reputation, international collaboration as well as number of highly-cited papers and
doctorates awarded. In addition, the Center for the World University Rankings named UC San Diego the 20th best
university in the world, 15th in the U.S. and third best public university in the nation in 2014.
14th in the World UC San Diego was named 14th best research university in the world by the Centre for Science and Technology
for Scientific
Studies of Leiden University’s 2014 list that measured scientific impact of universities worldwide.
Impact
8th Best Public
University in the
Nation
For more than a decade, U.S. News & World Report has included UC San Diego among the nation’s top 10 public
universities. In the 2015 U.S. News & World Report Best Colleges guidebook, UC San Diego ranked 8th best public
university in the nation and 37th best university in the U.S. among more than 200 public, private and for-profit
institutions. The UC San Diego Jacobs School of Engineering’s undergraduate program was ranked 26th for the
second consecutive year in the category for engineering schools that award doctorates.
6th Best for
Happiest
Freshmen
UC San Diego is ranked 6th in the nation for public universities with the “happiest” freshmen by CBSnews.com’s
“Top 25 State Universities with the Happiest Freshmen” rankings for 2013.
Best High School
in the Nation
The Preuss School UCSD, a charter middle and high school located on the campus of UC San Diego, was named the
top transformative high school in the nation by Newsweek magazine for three years in a row. In 2015, U.S. News
and World Report named Preuss the best high school in San Diego County, 5th best in California and 9th best
charter school in the nation in their annual “Best High Schools” list. The Daily Beast ranked Preuss as the top
“change-making” school in their “America’s Top High Schools 2014” list.
1st for Positive
Impact
In 2014, for the fifth consecutive year, UC San Diego is ranked 1st in the nation by theWashington Monthly’s College
Guide based on the positive impact the university has had on the country in terms on enabling social mobility,
research productivity and civic engagement.
5th in Research
Funding
UC San Diego ranks 5th among top U.S. universities in total research and development expenditures by the National
Science Foundation (NSF) for fiscal year 2013.
6th in the Nation UC San Diego was ranked 6th in the nation, 2nd among all U.S. public institutions and 13th in the world for total
for Research
research output by the journal Nature in their 2014 index.
Output
Best Hospital in San Diego
Top 10 for Residency Training
Top 100
The UC San Diego Health System is recognized as 1st among San Diego’s adult hospitals
and 5th in California by the 2014-2015 U.S. News & World Report “America’s Best
Hospitals” issue, and ranked among the best in the nation in eleven specialty areas
including cancer, cardiology, diabetes, orthopedics, neurology, geriatrics and more.
UC San Diego School of Medicine was named one of the nation’s top residency training
programs in the “2015 Top Medical Residency Programs” report by Doximity. Specialties
placed in the top 10 for residency training in the West include internal medicine,
anesthesiology, dermatology, obstetrics & gynecology, orthopaedic surgery,
otolaryngology, pediatrics, psychiatry, radiology (diagnostic) and surgery.
The UC San Diego Medical Center in Hillcrest was named among the top “100 Great
Hospitals in America” by Becker’s Hospital Review in 2014. Becker’s also included the UC
San Diego Health System in their “100 Hospitals with Great Women’s Health Programs” as
well as the UC San Diego Sulpizio Cardiovascular Center among the top “100 Hospitals
with Great Heart Programs” in 2014. In addition, the UC San Diego Health System was
named among Becker’s 2013 list of “100 Hospitals with Great Neurosurgery and Spine
Programs.”
National Achievement Award
Leapfrog Top Hospital
“Top Docs”
14th in the Nation
First Comprehensive Stroke
Center
UC San Diego Health System received the 2012 Outstanding Achievement Award from the
American College of Surgeon’s Commission on Cancer for excellence in providing quality
care to cancer patients.
The Leapfrog Group named UC San Diego Health System to its 2014 list of Top Hospitals.
Awarded to hospitals nationwide for demonstrating excellence in hospital safety and
quality, the Leapfrog Top Hospital award is an elite distinction given to less than seven
percent of all eligible hospitals.
More than 100 physicians from UC San Diego Health System were named “Top Docs” in
the 2014 San Diego Magazine “Physicians of Exceptional Excellence” annual survey.
These physicians represent 40 diverse specialties from internal medicine to oncology,
obstetrics, cardiovascular and surgical care.
The School of Medicine is ranked 14th in research-intensive programs among 128 medical
schools with the primary care program is ranked 38th out of 114 medical schools in the
U.S. News and World Report Best Graduate Schools Guidebook, 2015 Edition.
UC San Diego Medical Center-Hillcrest is one of five facilities in the country—and the only
center in San Diego County—to be recognized as one of the first Comprehensive Stroke
Centers, the newest level of certification for advanced stroke care awarded by The Joint
Commission.
10th Best Earning Potential
Graduates of UC San Diego were ranked 10th for salary earning potential in the 20132014 PayScale.com report measuring top state schools across the nation. UC San Diego
was also ranked 4th best public university for its return on investment for alumni who are
California residents in the 2012 College Salary Report by Payscale.com.
14th Best Value in the Nation
Kiplinger's Personal Finance magazine ranked UC San Diego the 14th best value public
university in the nation based on its high four-year graduation rate, low average student
debt at graduation, the availability of financial aid, low sticker price and overall great
value.
The 2015 college salary report by Payscale.com ranks UC San Diego the 15th best
public university for its return on investment (ROI)––what students pay to attend versus
what they get back in lifetime earnings––for alumni who are California residents. UC San
Diego also is listed as the 11th best public university in the U.S. for mid-career (15 years
of experience) salary of alumni, which averages $102,100 annually.
15th Best Return on
Investment
Top University for Return-OnInvestment
UC San Diego has earned top recognition in The Princeton Review’s new 2015 rankings
for the return-on-investment the campus offers to students. The campus was ranked the
nation’s 31st best college for students seeking great academics, outstanding career
preparation and generous financial aid.
Graduate Programs Graduate programs at UC San Diego continue to rank highly as noted in the 2015 “America’s Best Graduate Schools” guidebook,
Ranked Top 25 in the released by U.S. News Media Group, publishers of U.S. News & World Report.
Nation
•
Fine Arts: multimedia—visual communications (7th), fine arts (13th), sculpture (21st)
•
Engineering: biomedical/bioengineering (2nd), best engineering school (17th)
•
Health Sciences: biomedical sciences (7th), drug and alcohol abuse research (9th), AIDS research (11th), School of Medicine
research program (17th), primary care (19th), pharmacy (23rd)
•
Sciences: neuroscience/neurobiology (2nd), discrete mathematics and combinations (3rd), plasma physics (7th),
biochemistry (10th), computer science systems (11th), condensed matter physics (13th), biological sciences (14th),
computer science theory (14th), computer science (15th), physics (16th), earth sciences (16th), chemistry (21st),
mathematics (23rd)
•
Social Sciences and Humanities: behavioral neuroscience (1st), cognitive psychology (3rd), econometrics (4th), international
politics (5th), comparative politics (11th), political science (8th), public finance (9th), comparative politics (11th),
microeconomics (12th), Latin American history (12th), American politics (14th), psychology (14th), economics (15th)
7th in the Nation
The Teaching, Research, and International Policy (TRIP) project at the College of William and Mary ranked UC San Diego 7th in the
Top 10 International Relations Ph.D. Rankings of 2012.
17th in the World for The Rady School of Management at UC San Diego has been ranked 17th in the world for faculty research and 8th for alumni
Faculty Research
entrepreneurship in the Financial Times’ Global MBA rankings 2014, out of more than 700 full-time MBA programs surveyed
worldwide. Among business schools in California, Rady ranks 1st for percentage of female students, 2nd for value, 2nd for career
progress and 3rd for percentage of international students. In 2014, Rady School ranked 1st in the nation in intellectual capital by
Bloomberg Businessweek, which measured faculty research published in the top 20 business journals from 2009 to 2013—the only
MBA program in San Diego to be ranked.
8th in the Nation for UC San Diego was ranked 8th in the nation among doctoral institutions for the number of students who study abroad for a full
Study Abroad
academic year, by the Institute of International Education (IIE) Open Doors 2013 report.
Doctoral Programs
Ranked 1st in the
Nation
Three doctoral programs offered at UC San Diego—Biological Sciences, Bioengineering and Scripps Institution of Oceanography—
are ranked 1st in the nation according to the results of the 2010 National Research Council (NRC) Data-Based Assessment of
Research-Doctorate Programs, conducted every ten years. Additionally, biomedical sciences was ranked 2nd, neurosciences 4th
and linguistics 9th in the nation, while 60 percent of all UC San Diego's doctoral programs are among the top 20 in their fields
nationwide.
Foreign Policy Magazine’s 2015 rankings named UC San Diego’s undergraduate international relations program and master’s
International
Relations Programs program for policy careers in international relations 13th best in the world. In addition, UC San Diego’s PhD program for students
Top World Rankings pursuing an academic career in international relations was named 7th best in the world.
Best Algae Biofuel Research in
the Nation
Top 20 "Coolest School"
#2 Best School for Biology
UC San Diego is home to the top two algae biofuel research programs in the nation, ranked
by the U.S. Department of Energy’s Bioenergy Technologies Office (BETO) in 2014. Scripps
Institution of Oceanography biofuel research team led by Mark Hildebrand ranked first, while
the UC San Diego Consortium for Algal Biofuels Commercialization (CAB-Comm), led by
Stephen Mayfield, took the number two spot. Both laboratories work to develop renewable
fuels and bio-products from algae and promote sustainable energy resources.
Sierra magazine named UC San Diego the 17th “Coolest School” in the nation in 2014 for
displaying a deep and thorough commitment to protecting the environment, addressing
climate issues and encouraging environmental responsibility.
UC San Diego ranked No. 2 in the country for the best place to pursue an undergraduate
degree in biology, according to USA TODAY. The ranking is based on data provided by
College Factual and Payscale.
Nobel Prize
Harry Markowitz, economics (1990); Mario J. Molina, chemistry (1995); Roger Tsien,
chemistry (2008). The 2007 Nobel Peace Prize was awarded to former vice president Al Gore
and the Intergovernmental Panel on Climate Change, whose roster of researchers lists nearly
two dozen Scripps Institution of Oceanography scientists including Mario Molina,
Veerabhadran Ramanathan, Richard Somerville and Lynne Talley.
Fields Medal
Michael Freedman, mathematics (1986); Efim Zelmanov, mathematics (1994).
National Medal of Science
Margaret Burbidge, astrophysics (1983); Walter Munk, geophysics (1983); Craig Venter,
pharmacology (2009); Marye Anne Fox, chemistry (2010); Shu Chien, bioengineering (2011).
Presidential Medal of Freedom
Mario Molina (2013).
Nobel Prize
Harry Markowitz, economics (1990); Mario J. Molina, chemistry (1995); Roger Tsien, chemistry
(2008). The 2007 Nobel Peace Prize was awarded to former vice president Al Gore and the
Intergovernmental Panel on Climate Change, whose roster of researchers lists nearly two dozen
Scripps Institution of Oceanography scientists including Mario Molina, Veerabhadran
Ramanathan, Richard Somerville and Lynne Talley.
Fields Medal
Michael Freedman, mathematics (1986); Efim Zelmanov, mathematics (1994).
National Medal of
Science
Margaret Burbidge, astrophysics (1983); Walter Munk, geophysics (1983); Craig Venter,
pharmacology (2009); Marye Anne Fox, chemistry (2010); Shu Chien, bioengineering (2011).
Presidential Medal of
Freedom
Mario Molina (2013).
Pulitzer Prize
Roger Reynolds, music (1989); and Rae Armantrout, poetry (2010).
Kyoto Prize
Walter Munk, geophysics (1999).
MacArthur Fellows
Edwin Hutchins, cognitive science (1985); Nancy D. Cartwright, philosophy (1993); Kun-Liang
Guan, pharmacology (1998); Guillermo Algaze, anthropology (2003); and Carol Padden,
communication (2010).
Tony Award
Judith Dolan, theatre and dance (1997).
Academy Award
Henrik Wann Jensen, computer science and engineering (2004).
Wolf Prize
George Feher, chemistry (2007); and Roger Tsien, medicine (2008).
Nobel Prize
Harold Urey, chemistry (1934); Francis Crick, physiology or medicine (1962); Maria
Goeppert-Mayer, physics (1963); George Palade, physiology or medicine, (1974); Renato
Dulbecco, physiology or medicine, (1975); Susumu Tonegawa, ’68, physiology or
medicine, (1987); Paul Crutzen, chemistry, (1995); Sydney Brenner, physiology or
medicine, (2002); Robert Engle, economic sciences, (2003); Clive Granger, economic
sciences, (2003); and Bruce Beutler, ’76, physiology or medicine, (2011).
National Medal of Science
Harold Urey, chemistry (1964); Linus Carl Pauling, chemistry (1974); Roger Guillemin,
medicine (1976); Margaret Burbidge, astrophysics (1983); George Palade, medicine
(1986); Michael Freedman, mathematics (1987); Roger Revelle, oceanography (1990);
Marshall Rosenbluth, physics (1997); Yuan-Cheng Fung, bioengineering (2000); Charles
David Keeling, geosciences (2001); Andrew Viterbi, electrical and computer engineering
(2007); Craig Venter, ’72, pharmacology (2008).
Irwin Jacobs (1994).
National Medal of Technology
and Innovation
Pulitzer Prize
Bernard Rands, music (1984).
Balzan Prize
Tony Award
Emmy Award
Presidential Medal of Freedom
Fields Medal
MacArthur Fellows
Nebula Award
Roger Driscoll, political science (1986); Roger Revelle, oceanography (1986); James
Freeman Gilbert, geophysics (1990); Wolfgang Berger, geosciences (1993); and Harmon
Craig, geophysics (1998).
Jefferson Mays, ’91, (2004); and Paloma Young, ’06, (2012).
Larry Groupe, musical composition (1999, 2008).
Sally Ride (2013).
Michael Freedman, mathematics (1986); and Shing-Tung Yau, mathematics (1982).
Elizabeth Bates, cognitive science (1983); Ramon Arturo Gutierrez, ethnic studies (1983);
Richard Schoen, mathematics (1983); Michael Freedman, mathematics (1984); Arnold
Mandell, psychiatry (1984); Shing-Tung Yau, mathematics (1985); David Rumelhart,
psychology (1987); Michael Schudson, communication (1990); Patricia Smith Churchland,
philosophy (1991); Russell Lande, biology (1997); George Lewis, music (2002); Emily Ann
Thompson, history (2005); and Carrie Mae Weems, photography and video art (2013).
Greg Benford, ’67 (Best Novelette, If the Stars Are Gods, 1975; Best Novel, Timescape,
1980); Kim Stanley Robinson, ’74 and ’82 (Best Novella,The Blind Geometer, 1987; Best
Novel, Red Mars, 1993); and David Brin, ’78 and ’81 (Best Novel, Startide Rising, 1984).
Read more at:
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