Strategic Plan
Goals and Objectives
 
Using our revised Mission and Vision Statements as guides, this strategic plan was developed in 2009-2010 to set a clear direction for the next 3-5 years. While the four main goals provide general statements about our priorities, the more detailed objectives give specific guidelines for how to achieve them.
  1. Ensure student access to quality, comprehensive, and cost-effective healthcare.

    • Perform a needs assessment utilizing and tailoring established assessment tools (e.g., UCLA Freshman Survey, ACHA-NCHA, focus groups).
    • Evaluate current services based on needs assessment and service utilization. Develop plan for refinement of services.
    • Review current policies for peer review, adjust as necessary based on industry best practices, and ensure compliance of all appropriate Ashe units.
    • Develop/identify programs and provide targeted training to improve customer service of Ashe staff.
    • Identify strategies to keep services affordable to students and to ensure long-term financial strength for Ashe. Streamline processes to reduce bureaucracy, brainstorm ideas for efficiencies, evaluate income flow and cost reduction, and develop new revenue streams.
    • Develop a 3-5 year financial strategic plan that carefully and transparently projects a variety of funding scenarios and priorities. Plan should provide direction for financial decision making for staff, technology, capital improvements, etc.

  2. Provide student-centered services to empower and promote the physical, mental, and social health of all UCLA students in order to aid them in achieving success.

    • Support current or investigate new program/service opportunities that Ashe might provide in areas of prevention and wellness (e.g., Student Health 101 online magazine).
    • Target advertising to expand awareness of Ashe services and UC SHIP benefits.
    • Further develop website as a means of delivering information and care.
    • Further define, evaluate, and develop primary care provider approach.
    • Improve communication and collaboration with other UCLA departments and units (e.g., CAPs, Health Education, Jules Stein, Med Center, contacts from H1N1 response) so as to provide a more coordinated delivery of care.
    • Develop a broad range of referrals and resources for students with an aim to promote a more balanced and comprehensive approach to care. Formalize list of resources and make available to students as handout or via web link.

  3. Provide a rewarding, supportive, and safe environment for our staff.

    • Support professional growth through identifying and making accommodations for continuing education.
    • Enhance use of the Personnel Management Process (PMP) through ongoing training and development of managers and supervisors. Review options for multi-directional feedback, to include vehicles for formal staff input on manager/supervisor performance.
    • Perform internal needs assessment via staff satisfaction survey and by utilizing other appropriate tools (e.g., brown bag discussion groups). Tailor processes and operations, where appropriate, in response to these inputs.
    • Provide clarity and transparency about priorities, roles, and responsibilities across whole organization, to include committee makeup and roles in decision making. Ensure that all job descriptions are current.
    • Further develop Ashe contingency plans so as to provide not only business continuity but also safety and emergency management processes to ensure a safe work environment.
    • Establish clear guidelines regarding allowable financial and other recognition of staff performance and contribution.

  4. Pursue technological innovation as a means toward greater efficiencies and improved quality of care.

    • Produce a strategic plan for technology, identifying trends, setting priorities, and establishing timelines to incorporate new or develop existing technologies that advance efficiencies while still “respecting individual needs and the value of human interaction” (Student Affairs Strategic Plan).
    • Standardize hardware and software configurations across The Ashe Center to take advantage of university-negotiated prices and to ease communication between units and individuals.
    • Identify and pursue opportunities for web and technology development that will both address care needs and provide income opportunities for The Ashe Center.
    • Incorporate environmentally-conscious efficiencies into all aspects of Ashe operations, including purchasing priorities, facility upgrades, recycling, and technology.