Strategic Plan 2015-2020

Over the last five years, despite changes that have dramatically changed the landscape of healthcare including the passage of the Affordable Care Act and the continued reduction of funding from the NIH, the UCSF Department of Medicine has steadfastly maintained its leadership in academic medicine and continues to be at the forefront of providing exceptional patient care, medical education and research.

A central message of the 2009 Strategic Plan was to ensure that the leadership and resources of the Department work together to support our outstanding faculty and staff and that we continue to attract the best and brightest in the field. It was important to us to foster a culture of openness, multidisciplinary partnerships and collaborations and it is my belief that we have been successful in this endeavor.

Since 2009 we have strengthened the leadership capacity among senior leaders so they can successfully guide new initiatives in a fast changing environment. We have created a sense of being a unified Department by holding regular department-wide meetings, promoting telecommunication and redesigning our websites. We have held annual strategic planning retreats focusing upon the following topics:


Goals of the retreat were to raise awareness about the unsustainable growth of healthcare spending and to encourage disruptive thinking that will identify solutions that can be implemented by the UCSF health system.


Over 100 members of the department and distinguished guests discussed how the department could best adapt to significant changes in the research-funding environment and improve patient access, while also addressing the work experience for faculty and staff.


This retreat celebrated the ground-breaking work that is being done by our faculty and featured six personal and engaging “TED-like” talks by Susan Lynch, Carmen Peralta, Margo Kushel, Rebecca Shunk, Alex Smith and Ryan Greysen.


On October 30, 2015, about 100 DOM faculty attended the strategic planning retreat on this topic. Robert Wachter, MD, interim chair, noted that instead of using technology to merely convert analog data into digital, the work itself needs to be reimagined. “Things get



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To advance health, the Department of Medicine develops and supports innovators in patient-centered care, scientific discovery, medical education and public policy.

Our outstanding faculty and staff make all of the Department’s work possible. By supporting and developing these exceptional people in all their endeavors, we believe we can create the best Department of Medicine in the country. We are perhaps best known for research and medical education; however, we are equally committed to caring for patients both individually and through shaping public policy. We see patient-centered care as the heart of our mission; scientific discovery as the head; medical education as the hands; and public policy as the voice. Our innovators are dedicated to discovering new ways to improve health in all these arenas. Although their discoveries initially help many people regionally, these innovations often become national and international models.


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Transforming medicine through innovation and collaboration.

The Department of Medicine brings together a diverse community of innovators. We aim to transform the way that medicine is practiced – through discovering new therapies and technologies, applying these discoveries to provide our patients with the best care, training future generations of outstanding physicians, and using our knowledge to impact how health care is delivered in this country and beyond.

In addition to the excellence which each person brings to the Department, the collaborations between and among members create a climate of creativity and synergy. These connections include collaborations between doctors and patients, between faculty and staff, and between the Department of Medicine and partner organizations.

Our mission is four-fold:

    Provide the highest quality clinical service that is the first choice for patients and referring physicians.     
    Be the leading engine of scientific discovery to advance health and attract the world’s best investigators.
    Be recognized as innovators in education, attracting and developing the next generation of leaders in medicine.
    Be the most trusted and influential leaders in shaping public policy to advance health.


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Attracts extraordinary faculty and staff, and embodies a collaborative and creative environment.

In the Department of Medicine there is a widespread sense of community, connection and synergy among all faculty, staff and trainees of the Department of Medicine. All members of the Department see themselves as integral to the success of its mission, and the Department as integral to theirs. We foster this culture through a commitment to our values. Although there will probably always be opportunities to improve, these values represent the ideal standards to which we aspire:

  • Our climate fosters creativity, fairness, respect for diversity and innovation, and supports striving for excellence in all four aspects of our mission.

  • We promote a supportive and effective work environment. We encourage a high quality of life for faculty and staff, including work-life balance.
  • We encourage teamwork and a multidisciplinary approach to solving complex problems. By valuing team players, appreciating the contributions of each faculty and staff member and treating one another with respect, we support highly productive collaborations.
  • There is honest, open and truthful communication.
  • We operate with transparency, accountability, fiscal discipline and timeliness.
  • We seek to align incentives with the best interests of faculty, staff and the Department as a whole.
  • Our culture encourages lifelong learning, mentoring and advocacy.
  • We conform to the highest ethical standards.
  • We uphold the values of our partner organizations.
  • We give back to community though public service. We are caring, compassionate and committed to social justice and responsibility


The Department's seven strategic priorities are illustrated below.

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