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As an example of how partnerships can further the University’s work, the chancellor highlighted UCSF’s work toward becoming an Anchor Institution, exploring how to leverage its resources as a $7.5 billion enterprise and a major Bay Area employer to improve the well-being of our community.

“The goal is to broaden our impact as an economic catalyst and increase our ability to mitigate and counter the region’s growing inequalities,” he said.

Since last year, when the chancellor’s State of the University address focused on the work UCSF is doing in the community, the University has received a gift from Marc and Lynne Benioff that will allow Margot Kushel, MD, and her colleagues in the Center for Vulnerable Populations at Zuckerberg San Francisco General Hospital and Trauma Center to greatly expand their work studying the root causes and consequences of homelessness.

In addition, Hawgood noted that last month ,  MD, PhD, chair of the Department of Psychiatry, joined San Francisco Mayor London Breed in releasing a report commissioned by UCSF and the Tipping Point Community that addresses the needs and opportunities for the most vulnerable of the homeless population – those with behavioral health, mental health or substance abuse problems.

“I'm proud of all our faculty, staff, and students who make social justice in our own community a priority,” Hawgood said.

Financial Resiliency

To make all of the goals possible, UCSF needs to remain financially strong and resilient, especially as forecasts suggest changes in the economic outlook. The University’s Ten-Year Business and Financial Plan projects solid, sustainable growth through 2029. However, Hawgood said, maintaining fiscal health will require discipline in controlling expenses and a willingness to be proactive.

crowd in auditorium watches chancellor speak
The crowd in Cole Hall at the Parnassus Heights campus listens as Chancellor Sam Hawgood delivers his 2019 State of the University address. Photo by Susan Merrell

“In order to achieve our growth projection and maintain fiscal health, we will need to make sure that our costs do not outpace our revenue,” he said.

To do so, the University has started pilot projects for the campus that build upon UCSF Health’s great progress in using Lean management and operating tools. Further expansion of that work across campus will be a goal for the next five years.

UCSF also will need to build on the success of , which has received gifts from nearly 113,000 donors to date, of which 70,000 are first-time donors to UCSF. “Stewarding these supporters, growing our base, and getting even better in telling the story of UCSF are critical goals for building resiliency over the next five years,” said Hawgood.

People and Culture

Each of the four professional schools and UCSF Health have five-year strategic plans – all of which are key to UCSF’s  future – “but these strategies will only succeed if the people working on them are fully engaged and empowered and our culture remains strong,” the chancellor said.

To ensure that UCSF is supporting everyone – regardless of role or background – he said UCSF must continue to foster diversity, equity, and inclusion to ensure that all members of the community feel respected and supported to do their best.

“We are rightly proud of our culture, our very way of being here at UCSF, but any institution’s culture is fragile. This is especially true during periods of rapid growth, geographical dispersion, and national rancor,” he said.

He urged everyone to stay committed to our shared values – Professionalism, Respect, Integrity, Diversity, and Excellence – which are key to maintaining UCSF’s exceptional culture.

‘A Period of Remarkable Growth’

Since Hawgood took the helm of UCSF as its 10th chancellor in 2014, the University has seen considerable growth: “growth in the number of people who call UCSF home, growth in our budget, growth in our facilities, but most importantly, growth in our impact.”

people clap in an audience
From left, Mark Laret, UCSF Health president and chief executive officer; B. Joseph Guglielmo, dean of the School of Pharmacy; Executive Vice Chancellor and Provost Daniel Lowenstein; and School of Medicine Dean Talmadge E. King, Jr. were among the audience for the 2019 State of the University address. Photo by Susan Merrell

UCSF’s population of faculty, staff, and learners has grown nearly 25 percent over the past five years to more than 36,000. And to support the growing health needs of the region, UCSF Health has expanded through partnerships into a robust health care system throughout the greater Bay Area.

“With these partnerships we are able to serve many, many more patients than we did just five years ago,” Hawgood said. “With these partnerships, our clinical services are also now better aligned across the care continuum, giving us the capability to take care of entire populations.”

Looking forward, UCSF’s growth in patient care will include:

Turning to research, Hawgood noted that the University continues to rank as the No. 1 public university in funding from the National Institutes of Health. That achievement has drawn strength from building new programs, recruiting faculty from diverse scientific backgrounds, and establishing partnerships with other academic partners and companies in our region.

These are all increasingly important as research converges across different disciplines such as computer and data science, engineering, mathematics, physics, economics, law, business, and the environmental sciences.

一道本不卡免费高清This convergence has led to several interdisciplinary projects and partnerships:

In education, Hawgood outlined curriculum innovation across UCSF’s five professional programs – dentistry, medicine, nursing, pharmacy, and physical therapy – and the Graduate Division over the last five years. This forward-thinking approach to education has resulted in many reforms:

Other initiatives during the chancellor’s tenure to support students’ wellbeing include the Brilliant Minds pillar of the University’s fundraising campaign to help reduce professional student debt through scholarships, the opening of the Student Success Center on Parnassus to bring together key student services, and the start of construction of new multi-cultural centers on both the Parnassus and Mission Bay campuses.

一道本不卡免费高清The University also has faced significant challenges, foremost among them the problem of growing inequality, in terms of health access and outcomes, and incomes and opportunity, Hawgood said.

一道本不卡免费高清For the UCSF community, the rising cost of living in the Bay Area, already 60 percent higher than the U.S. average, further exacerbates these inequalities. He said UCSF is working to chip away at these inequalities, striving for competitive local market-based salaries and benefits for all and expanding access to below-market housing and child care.

“Equally important, we are committed to expanding our initiatives to reduce unconscious bias, micro-aggressions, and address the differential experience of those who are underrepresented in our community,” Hawgood said.

Exponential Age

In closing, Hawgood returned to his evolution analogy, reflecting that the acceleration of today’s scientific advances may not merely be a “punctuation” but the emergence of an “exponential age” in which the rapid technological advances allow for no period of recovery and stabilization between punctuations.

一道本不卡免费高清“To me, it means two things. It means we must develop the institutional will to recognize future forces early and then embrace innovation. It also means that we must have the courage to transform our naturally cautious university, yes thoughtfully and strategically, but we must continue to position us well for the future, not for today” he said. “I am confident that UCSF will not only survive in this exponential age but will thrive and provide national leadership at this time of unprecedented opportunity.”

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