Basic Organization Information
University of California, San Francisco
- Also Known As:
Regents of the University of California, San Francisco
- Physical Address:
San Francisco, CA
- Web URL:
- NTEE Category:
B Educational Institutions
B50 Graduate, Professional(Separate Entities)
H Medical Research
E Health—General & Rehabilitative
E24 Hospital (Specialty)
- Ruling Year:
The University of California, San Francisco (UCSF) is a leading university dedicated to promoting health worldwide through advanced biomedical research, graduate-level education in the life sciences and health professions, and excellence in patient care. It is the only UC campus in the 10-campus system dedicated exclusively to the health sciences.
Forms 990 documents are not available for this organization.
Forms 990 Provided by the Nonprofit
Audited Financial Statement is not available for this organization.
Letter of Determination is not available for this organization.
The importance of establishing priorities is self-evident, and the priorities I outlined soon after I became chancellor last year – Patients and Health(http://ucsfchancellor.ucsf.edu/priorities/patientshealth) , Discovery(http://ucsfchancellor.ucsf.edu/priorities/discovery) , Education(http://ucsfchancellor.ucsf.edu/priorities/education) , People(http://ucsfchancellor.ucsf.edu/priorities/people) and Business(http://ucsfchancellor.ucsf.edu/priorities/business) – are at once obvious and imperative. They’re obvious, given the mission of higher education in general and UCSF in particular. They’re imperative because they are the lifeblood of UCSF, an institution I have known and loved for nearly three decades.
My job is to breathe life into those priorities, to make them more than just words, to connect the dots and to show how they relate to one another. My job is also to inspire people to attain goals attached to those priorities in ways that are innovative and of global importance. It’s also the role of the chancellor to provide coherence for what we’re doing, along with a roadmap for where we’re going.
The five priorities reflect in very real ways who we are and what we do. And they are intrinsically interconnected. Excellent, patient-centric health care can’t exist without UCSF’s outstanding people. Discovery is, to my mind, inextricably linked to clinical outcomes. Business may seem outside the mainstream, but we simply have to learn how to manage ourselves more efficiently if we are to achieve all our aims with limited resources. And education hardly stands in isolation; it is at the core of everything we do.
The priorities are also a blueprint we can use to maintain our position as a world leader in biomedical research and outstanding health care. As a community and as individuals, we strive to make a difference by cultivating good health and well-being in the United States and beyond. And in making differences both small and profound, we’re changing the world for the better.
Officers for Fiscal Year (IRS Form 990)
Officers information is not available for this organization.
Highest Paid Employees & Their Compensation (IRS Form 990)
Highest Paid Employee data is not available for this organization.
Impact Summary from the Nonprofit
As one of the most prominent institutions in the San Francisco Bay Area, UCSF has a total paid workforce of 22,800 and is a major economic engine for the entire region. UCSF generates more that 39,000 jobs (including those at UCSF) and produces an estimated impact of $6.2 billion that includes operations, construction, salaries, and local purchases by employees, students and visitors, according to a 2010 economic impact report(http://www.ucsf.edu/eir) .
Expert Reviews and Comments
Evidence of Impact
The UCSF Bixby Center for Global Reproductive Health was heralded for the efforts to increase access to contraceptive services and to expand the spectrum of practitioners. Their backing by UCSF and their cultivation of new leadership are cited as key drivers of this success.
A variety of dimensions received praise, but the quality of their leadership and staff were cited most often.
Areas for Improvement
Experts seemed to focus their improvements around ways in which the organization could do even more good. More collaboration, more staff, and leaner operations were proposed as methods of expanding programming.