People Strategies Goals for FY 06-07 & Beyond

1. People StrategiesGoals for FY 06-07 & Beyond UCLA Board of Advisors Thursday, September 7, 2006

2. 2006 Employee Opinion Survey • Entire Hospital System surveyed in March-April (N = 7817) • First survey since 1997 • Overall response rate 64.5% (5041 responses) • First survey in 10 years – we would expect lower scores but not a bad start: • Remarkably better than 1997 EOS results • 35th percentile compared to national benchmark • 47th percentile of University – Affiliated cohort

3. UCLA Healthcare Results - Domains

4. Top EOS Themes What do you like best about working for UCLA? • The people • Benefits • Pride in UCLA • My job • Opportunities for learning

5. Top EOS Themes If you could offer one suggestion on how to make UCLA a better provider of service to our customers/clients, what would it be? • Address staffing issues • Update the facility, equipment and technology • Focus on quality patient care and customer service

6. Top EOS Themes If you could offer one suggestion on how to make UCLA a better place to work, what would it be? • Improve pay and benefits • Update the facility and technology • Address staffing issues • Encourage teamwork and training

7. People StrategiesGoals for FY 06-07 and Beyond • Improve Communication To Better Connect & Partner with Staff • Develop People to Create Culture of Excellence • Develop Systems that Support our People • Enhance Rewards & Recognition • Enable Work Life Balance

8. Improve Communication To Better Connect & Partner with Staff • Offer coaching and support to department leaders to better connect with staff • Support monthly department staff meetings • Listen to the concerns of the department leaders • Coaching/team building facilitation for departments • Department communication evaluated on ongoing basis

9. Improve Communication To Better Connect & Partner with Staff • Build on existing internal communications effortsExecutive rounds • Monthly newsletter • Electronic & printed • Translated into Spanish • CEO “Up Close” meetings • Electronic CEO “Townhall” messages • Middle management “talking points” for staff • Promote key staff initiatives through “branded” e-mails and websites • e.g., Wellness

10. Improve Communication to Better Connect & Partner with Staff • EOS Follow-Up • Keep front and center as leadership agenda item • Quarterly staff forums • EOS staff advisory groups • Hold leadership accountable for EOS follow-up • 229 department-based action plans • 130 authors • Visibly and actively communicate our progress

11. Develop Systems that Support Our People • Executive Rounds action follow-up • Improve care setting and workplace • Performance “dashboards” to ensure operations responsiveness across entire Hospital System • Systematic operations improvement through “Lean” & related PI initiatives • To improve customer-centered operations across silos • Improve patient experience & customer focus • Behavorial standards across entire Hospital System • Hiring talent-based key attributes & qualities (“Talent Plus”)

12. Develop People to Create Culture of Excellence • Promote common leadership language • Value-based principles to lead, inspire and value people • Start with department directors (N = 100) • Leadership development & succession planning • Map leadership competencies • Identify competency gaps • Create “Leadership Academy” with learning opportunities to address gaps

13. Develop People to Create Culture of Excellence • EOS leader/staff team development • Team building process facilitation • Promote “culture of safety” as part of “National Patient Safety” Joint Commission initiative • “Lean” or related PI training • 20-30 PI team facilitators/trainers • To train both leaders/staff • Learning Management System (LMS) • Track competency development • Online content offerings

14. Enhance Rewards & Recognition • Actively promote “market-based” compensation that is among the best available offered by other health providers who compete for our talent • Visible open approach, well communicated • Solicit feedback & offer ongoing, meaningful dialogue with staff • Promote both philosophy and approach on website and in periodic e-mails to staff • SALT leadership to work with department heads to aggressively pursue lags and salary equities

15. Rewards & Recognition • Align middle management incentive plan to drive UCLAHS performance • Tie incentives to achievement of broader UCLAHS goals • Focus on department leadership (N = 100) • Enhance funding of plan from 2.4% of eligible payroll to 5% • Add to bonus pool if financial goals exceeded • 10% maximum

16. Enhance Rewards & Recognition • Visibly celebrate staff, especially at the unit level • Support managers with tools and training to provide workplace recognition • Include celebration/recognition as part of executive rounds • Schedule frequent, ad hoc house-wide celebrations throughout Hospital System • Enhance recognition budget • Cover staff celebrations as good “news” for the entire Hospital System

17. Enable Work-Life Balance • Build on new “Wellness” initiative with visible programs/offerings that serve to improve health and well-being • Classes/offerings/equipment to improve nutrition, fitness and stress reduction • Lift teams and ergonomic interventions to make a safe workplace • Explore health self-assessments through UC health plans enabling staff to manage their health through assigned coaches and website interventions

18. Enable Work Life Balance • Work with UCLA Transportation Services to identify and respond to demand for 12-hour shift van pools • Consider flexible work schedule alternatives • Explore concierge services to run errands for patients, faculty and staff • Visibly promote and “brand” all WLB offerings through newsletter, website, e-mails and media • Interactive website resource: • http//hr.healthcare/ucla.edu/wellness/index.html