Staff highlights

• Scaled up the “shared workspace” ticket system to quickly address supply, facilities, and workspace issues identified by Anesthesia staff.
• Collaborated with the Communications Team on the installation of a new screen in the Parnassus Heights Town Center, redefining how the space is used and creating new channels for team news and community gathering.
• Scaled and standardized the administrative support service model to ensure senior faculty members receive the same quality support experience.
• Ideated and implemented an employee flex desk request system.
• Provided onsite administrative support that enabled the successful delivery of 8+ cross-site activations, in partnership with Events and Culture & Belonging.
• Researched and implemented standardized data collection tools for event management adopted by all department planners.
• Held 17 events across 5 campus sites (and multiple off campus venues) during the academic year that reached an audience of 750+ Anesthesia and UCSF staff, faculty, and learners.
• Prepared physical space onboarding for 20+ faculty members new to the department.
• Planned/coordinated 10+ faculty and staff space moves.
• Upgraded access and security for 8+ spaces across Anesthesia sites (project timelines stacked sequentially would be more than 18 months!)
• In response to a research leadership needs assessment, submitted 4+ in-depth design proposals for modification and modernization of laboratory facilities.

• Onboarded 26 faculty, plus more than 15 per diems and locums
• Compensation implementations
  • 12 new shifts
  • > 9 compensation changes to existing structures
• Collaborated with AIT on over 80 tickets
  • Scheduling ~ 12 new shifts: scheduling, crediting, reporting
  • Overtime compensation changes for existing and new shifts ~ 40
  • Reporting enhancements, Snapboard Setups
  • New Reporting Tools
• Payment deadlines met (clinical data audits, schedule reconciliations, vacation/leave reconciliations, clinical commitment tracking, credit computations audits)
  • Bi-weekly Per Diems ($1.4M)
  • Staff Physicians Quarterly Overtime ($470K)
  • Monthly Days Over ($10M): Faculty and PMC Faculty (one month lag)
  • Quarterly Overtime and Incentives ($23M): Faculty and PMC Faculty (one month lag)
• Quarterly Physician Time Study: > 85% collection rate
• Started initial set up of POPC (Burlingame) in late 2024 with successful launch at the beginning of 2025. This included setting up shifts in both QGenda & Filemaker, compensation plan, setting up specialty faculty team and lead, working with IT to set up shifts and calendars.
• In partnership with department leadership, compiled regional team competencies in a streamlined, easy-to-read graph to better navigate proctoring protocols and advancement areas.
• Successfully launched Bayfront and the expansion of ICU service. This included setting up shifts in both QGenda and Filemaker, compensation plan, setting up a specialty faculty team and lead, and working with IT to set up shifts and calendars.
• Managed room expansions at MB, OI, and MZ while ensuring there were enough faculty at Parnassus. Worked with CRNAs and residents to make sure number calculations work accordingly.
• Ensured all adult subspecialties were adequately staffed 95% of the time.
• During the creation of the monthly schedule, granted non-clinical days and vacation requests for faculty 95% of the time.
• Expanded the peel-off system to the Parnassus/Moffitt Campus to promote faculty well-being and provide additional schedule predictability.

• Partnered with Anesthesia IT and an outside design team, Y3TI, to build a new department website, launched in July of 2024. As of November of 2024, we had:
  • more than 538,650 page views on the site;
  • more than 92/100 accessibility score.
• Developed and produced a welcome video for new department members.
• Created a new department brand.
• Worked with department stakeholders to create new department mission and vision statements.
• Collaborated with the Events team to hold the inaugural State of the Department address and inaugural George Gregroy Annual Lecture.
• Worked with the Admin Support and Operations team to implement digital signage in the department’s Town Hall location.
• Implemented a new All Staff meeting format.
• Produced the 2023 department annual report and annual culture and belonging report, using a new format and new department branding.
• Produced the department’s monthly Anesthesia Insider newsletter, which in 2024 had a:
  • 60% open rate, 24% higher than industry average;
• Produced more than 150 department email communications, with a total open rate 14% higher than industry average.
• Managed the department’s social media accounts, with a:
  • 9% increase in Twitter/X followers;
  • 84% increase in LinkedIn followers;
  • 67% increase in Instagram followers.

• “Work Together Wednesdays”: Initiated a monthly collaboration initiative where the education team rotates between clinical sites to work together, fostering teamwork and improving communication among members across locations. Partnered with other GME Groups at UCSF and other Anesthesia teams to have them join.
• Introduced additional Smartsheet automation to optimize workflows for tasks like student advising, reimbursements, and appointment scheduling, freeing up time for education coordinators to focus on strategic priorities.
• Voalte-Based Trainee Support Service: Implemented a new service using the Voalte phone system to enhance communication and support for trainees. The system is staffed by the education team from 6 a.m. to 6 p.m. daily, providing a centralized resource for addressing trainee needs.

• Revamped the Finance webpage(s).
• Began contributing a Finance Tip of the Month at monthly staff meetings.
• Implemented Finance office hours.
• Began groundwork for the Finance restructuring (ongoing project).
• Created a collaboration/knowledge share with the Research Team during monthly Finance/Research meetings.
• Negotiated additional $2.5 million in affiliation agreement revenue at ZSFG.
• Successfully transitioned Oakland per diem payments from monthly to weekly payment schedule. Developed a consistent process ensuring accuracy and timeliness of payment submissions.

• Successfully hired and on-boarded 32 staff, 28 faculty, 7 staff physicians, and 13 researchers, for a total of 80 new department members in 2024.
• Welcomed 2 new outstanding Human Resources team members:
  • Lily Chao, Recruitment Coordinator;
  • Polly Tran, Staff HR Liaison.
• Developed an automated system to notify supervisors and send probationary performance evaluations.

• Multicenter Perioperative Outcomes Group (MPOG): Continued daily support of nationwide anesthesia consortium in furtherance of quality improvement and research projects. 
  Did you know that we administer anesthesia for about 5,000 cases a month (excluding BCH Oakland)?
• Transplant Outcomes Anesthesia Database (TOAD): Continued systems administration support of specialized kidney/liver database for a host of research projects by Anesthesia PIs. 
  Did you know that we do a liver or kidney transplant every day of the year?
• Clarity Reporting: Produced a record number of extracts in support of quality improvement and research projects. Automated recurring reports for weekly and monthly distributions to key stakeholders. 
  Did you know that the department turn-around time for delivering reports from Clarity is 2-3x faster than central IT?
• Respiratory Care Services at ZSFG: Completed a major overhaul of the RCS shift staffing database, including hosting on the server, automating monthly extraction for the Tableau dashboard, and adjusting RVUs to represent productivity more accurately. 
  Did you know that RCS tracks all the work they do to ensure appropriate staffing levels and funding support?
• Anesthesia Techs at ZSFG: Developed a dynamic, web-based dashboard to visualize daily staffing levels and productivity for optimization and funding. 
  Did you know that they provide 24/7 support to our anesthesiologists?
• Clinical Operations: Continued support and development of an intricate suite of scheduling and compensation databases. Expanded programming to include new sites, such as Bayfront and Peninsula Outpatient Surgery Center. Broadened integrations with QGenda, Clarity, and the APeX Snapboard. 
  Did you know that the basis for these databases was created 20 years ago, and that Anesthesia IT has been supporting them?
• Onboarding: Partnered with Anesthesia HR to streamline onboarding processes and participated in more new hire orientations, with a growing set of applications and accounts to configure. 
  Did you know that we hired 80 people in 2024?
• Laptop Deployments: Led an initiative to provide department-paid laptops for eligible faculty and staff physicians, bringing them in line with the staff population. Of the estimated 200 deployments, 75% were completed in 2024, and phase one of the project is on target for 2025. 
  Did you know that Anesthesia IT manages around 500 UCSF-imaged machines?
• Event Support: Provided comprehensive, personalized Zoom and A/V support for recurring and special department events. 
  Did you know that we had over 100 people present at grand rounds, M&M, research lectures, faculty meetings, and staff meetings in 2024?

Research Administration

• Research-related transactions processed:
  • 3,754 BearBuy requisitions;
  • 546 Human Subject payments;
  • 610 MyExpense reimbursements.
• Implemented recurring meetings across internal units and external depts to improve workflow to provide better service to faculty.
• Collaborated regularly with:
  • Anesthesia Finance team;
  • Anesthesia Clinical Research Core;
  • Supply Chain Management and Contracts and Grants teams.
• Staffing:
  • Successfully reclassed and trained two team members to Admin Officer II.
• Engagement:
  • Positive Gallup survey results;
  • Successfully planned and held two in-person team morale activities per Gallup action plan;
  • Received several recognitions from faculty.

Clinical Research Core

• 21 funded projects supported by Core CRCs and statisticians.
• The core grew from three to five CRCs.
• The core grew from one to two statisticians.
• The team created:
  • General clinical trial SOPs;
  • Clinical trial related checklists;
  • A handbook for new incoming CRCs;
  • Core policies and requirements;
  • An FDA action plan;
  • A PI expectations and CRC expectations outline.

Research Training and Development

• 12th Annual Anesthesia Research Day (110+ attendees).
• 1st Anesthesia Research Strategic Planning Retreat.
• 27 research lectures:
  • five visiting speakers;
  • four grant writing panels.
• Presented three Research Grand Rounds.
• Hosted three Foundation for Anesthesia Education and Research Summer Medical Students.
• Received four T32 trainee appointments.
• Reviewed 25 grant proposals.
• Processed 20 MOUs for faculty research time.
• Produced monthly Anesthesia Research Digest newsletters with a 42% open rate, 5% higher than industry average.

• The department successfully completed two The Joint Commission (TJC) hospital surveys, ensuring compliance and maintaining ambitious standards.  
• Developed a staff milestone appreciation program to recognize and celebrate employees’ years of service and other achievements.  
• Updated the team’s website pages to enhance user experience and accessibility.  
• Improved productivity tools to better track vital statistical and analytical information and placed them on the Anesthesia server for streamlined maintenance and accessibility.  
• Collaborated with multiple colleges and organizations to provide respiratory and high school students with an overview of respiratory care management at ZSFG. Participating institutions include respiratory programs at Skyline College, Ohlone College, and Foothill College, and the FACES program for High School students. In 2024, our staff educated 17 respiratory students and five high school students, all of whom expressed gratitude for the experience.
• To meet the needs/volume of outpatient clinics involving respiratory care, we trained additional staff members to support the outpatient clinic coordinator, thereby reducing burnout.
• We conducted the inaugural Hybrid Respiratory Care Conference – H. Barrie Fairley Selected Topics in Intensive Respiratory Care. The event was a resounding success, attracting over 300 participants and setting a new standard for future gatherings.
• Logan Carothers and Jenny Hsieh received SPOT awards for their outstanding contributions to the department and organization. Their exceptional work across multiple departments has been instrumental in driving our success.
• On average, staffing levels were maintained above the core of eight per shift for 355 out of 365 days, never dropping below the minimum staffing level of seven.
• We met or exceeded productivity targets (80-100%) for 39 out of 52 weeks, with eight of those weeks exceeding 100%.
• Expanded and updated spinal cord injury (SCI) protocol.  
• Implemented numerous Epic flowsheets and order changes to enhance staff documentation efficiency.
• Initiated ventilator associated pneumonia (VAP) countermeasures to maintain and reduce VAP rates at ZSFG, including compliance with circuit changes, oral care, and cuff pressure.
• Developed Epic reporting tools to track Ventilator Associated Pneumonia rates and Spontaneous Awakening Trial data for trending Spontaneous Breathing Trial (SBT) protocol compliance.
• Conducted a series of adult, pediatric, and neonatal skill days, along with a yearly symposium and vendor presentations during Respiratory Care Week.
• RCS is a revenue-generating department, with 61,476 charges amounting to $73,945,655. 

• Over 17,300 OR Room Setups and Turnovers: In 2024, the anesthesia techs expertly managed the setup and turnover volume of 17,300 operating rooms and Anesthesia workstations. This includes preparing anesthesia equipment, ensuring the sterility of instruments, and facilitating smooth transitions between cases. Their meticulous work ensures that each operating room is ready for subsequent procedures promptly, minimizing downtime and optimizing surgical schedules.
• Over 2,100 Regional Blocks: By assisting with regional blocks, the anesthesia techs have played a crucial role in pain management and patient comfort. Their support includes setting up necessary equipment and ensuring that anesthesia providers have everything they need for successful block procedures. This contribution helps reduce pain and improve patient outcomes.
• Over 2,000 Trauma Activations: The anesthesia techs have been integral during trauma activations, providing critical support in high-pressure situations. Their quick response and readiness to assist with anesthesia equipment and patient preparation are vital in managing these emergencies efficiently. Their involvement ensures that anesthesia providers can deliver timely and effective care in life-threatening scenarios.
• Anesthesia Tech Staffing and Coverage Improvement: We significantly improved and sustained core staffing levels for Anesthesia Technicians without increasing any budgeted FTEs and maintained uninterrupted service operations. Our shift coverage ability for absenteeism increased significantly from 30% in FY22 and FY23 to 79% in FY24. This was achieved while managing challenging situations where 40% of the staff were still out on intermittent Leave of Absence. We were able to hire a full roster of qualified Anesthesia Technicians: 2.0 FTE career positions and 2.0 Per Diem positions, and optimized the onboarding process for new hires.
• Recruiting: Optimized interview panels for job candidates. Provided development opportunities to the Anesthesia techs by equipping them with recruiting training and skills and opened the interview panel to volunteer Anesthesia techs to participate in a part of the recruiting process.
• Website Content Creation: Created updated content for the new Anesthesia website to highlight the Anesthesia Tech Team’s presence and contributions, using it also as a recruiting tool.
• Policy Updates: Updated 12 administrative and clinical workroom policies and procedures and implemented PolicyStat as a tool for managing policies.
• TJC Accreditation: Successfully navigated through the Triennial TJC hospital accreditation survey.
• Automatization Device Procurement: Collaborated with several ZSFG departments to acquire an automatization device for TEE transducer reprocessing to enhance patient and staff safety by minimizing the risk of healthcare-associated infections, improve efficiency, and reduce potential damage to the delicate probes, and streamlining workflows with automated systems.
• Workflow Improvements: Improved clinical and administrative workflows, including night shift assignments and checklists; moved track day shift assignments documentation to fully digital via Qualtrics system; and created a new Vacation Request Workflow. These changes have enhanced efficiency, equity, and transparency in workload distribution, and driving engagement through visible individual contributions.
• Leadership Transition: Navigated workroom leadership team transitions within the Clinical Workroom Director and the Director Clinical Staff Services positions.
• Culture and Belonging: Created a ZSFG Anesthesia Workroom Leadership office; celebrated Anesthesia Tech Day with recognitions, swag, and catering; participated and presented/contributed valuable content during ZSFG Anesthesia All Staff quarterly meetings; resumed lunch catering for monthly Anesthesia Techs staff meetings.