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Strategic Plan 2016 - 2020
1INTRODUCTION 3-5 A Message from the President 3 ExecutiveSummary 4 Background 5
2ABOUT CHARLES R. DREW UNIVERSITY OF MEDICINE AND SCIENCE (CDU) 6-8 VisionStatement 6 MissionStatement 7 Values “CLEDIC” 8
3THE PLAN 9 - 16 Theme One:RebuildandRebrandasaComprehensive,
MidsizeHealthProfessionsandSciencesUniversityofExcellence 9 Theme Two: Expand and Enhance Resources and Campus Infrastructure
toSupportaMidsizeHealthProfessionsandSciencesUniversity 10
Theme Three:ExpandandEnhanceInstitutionalResourceGeneratingCapacity 11
Theme Four:RevampandRestructuretheInternalOperating, ManagementandGovernanceSystems 12
Theme Five:Expand,Enhance,andIntegratetheResearchEnterprise 13 Theme Six:RepositiontheUniversityasaStudent‐CenteredInstitution thatOffersaUniqueEducation,StudentLifeandResidentialExperience 14 Theme Seven: Regenerate and Refocus the Campus Climate and Culture
asaResponsive,Caring,andEnterprisingCommunity 15 Theme Eight:AdoptandExpandStrategicNetworking,Partnership,
andEngagementwiththeCommunity,Institutions,Organizations,andGovernments 16
4STRATEGIC PLANNING COMMITTEE 17
5 THE CDU ADVANTAGE 18
CONTENTS
1 INTRODUCTION
3
AsCharlesR.DrewUniversityofMedicineandScience(CDU)celebratesits50thanniversary,Iamveryexcitedtosharewithyouour2016‐2020StrategicPlan.ThisPlanprovidestheUniversitycommunity,itsstakeholdersanditspartnerswitharoadmapfortheUniversity’strajectoryforthenextfiveyears.ThattrajectoryisoneofgrowthinbothacademicprogramsandenrollmentwhileremainingtruetoCDU’sformativecommitmentofservicetounderservedandunderresourcedcommunities.
TheplanarticulatesarevisedVision,Mission,andValuesthatreaffirmandstrengthenCDU’slongstandingfoundationalprinciplesandsetsforthaboldstatementforthefutureofourUniversity.ItutilizeseightStrategicThemesandaccompanyingObjectivesthatclearlyarticulatehowtheUniversitywillproceedtowardachievingthisfuture,ensuringthatCharlesR.DrewUniversityofMedicineandSciencewillbeaninstitutionofexcellenceandaccomplishment.TheoverallthemeandthrustbehindthisiterationofstrategicplanningistolaythefoundationsforrepositioningCDUasagrowing,researchintensive,comprehensivemedicalandhealthprofessionsUniversitycommittedtobuildinguponitshistoriclegacyof:
1. Training health professionals to serve underserved, underresourced communities2. Enhancing the diversity of the health professions3. Expanding undergraduate and graduate enrollment 4. Increasing access to outpatient health care in South Los Angeles and similar communities
TheseUniversityrolesareparticularlyimportantinthecontextoftrainingahealthprofessionsworkforcethatisrelevanttotherapidlydevelopinghealthandhealthcareprioritiesof21stCentury.
ThestrategicplanningprocessbeganinJune2015andcontinuedforsevenmonthsundertheaegisofsharedgovernance.TheprocesswascompletedinJanuaryof2016andapprovedbytheUniversity’sBoardofTrusteesinFebruaryof2016.IthankthemembersoftheStrategicPlanningCommitteefortheirardentparticipationinthedevelopmentphasesofthisPlan.AdebtofgratitudeisalsoextendedtotheCDUcommunity:communitypartners,leaders,andresidents,CDUBoardofCouncilors,President’sCommunityAdvisoryCouncil(CDU),ExecutiveServiceCorps(ESC),businesspartners,CDUfaculty,staff,students,andalumniallofwhomcomprisetheCharlesR.DrewUniversityofMedicineandSciencefamily.ThankyouforwillinglygivingofyourtimetohelpadvanceandgrowtheUniversity.
Inthecomingyears,CDUwillbefocusedongrowthwhileensuringqualityeducationandservices.ThetaskbeforeusnowistofollowthroughwiththisPlanandimplementitsobjectives.IamconfidentthatwiththededicationofUniversitystaff,faculty,alumni,students,andstrategicpartners,CDUwillcontinuetofulfillitsuniqueandcompellingMissionoftrainingfuturegenerationsofhealthprofessionalsdedicatedtoservingunderservedandunderresourcedcommunities–withexcellenceandcompassion–aswestrivetoachieveourVisionofaworldwithouthealthdisparities.
Thankyou.
DavidM.Carlisle,MD,PhDPresidentandCEO
A Message from the President
1 INTRODUCTION
4
ThisStrategicPlanisdevelopedandadoptedatacriticaltimeasCharlesR.DrewUniversityofMedicineandSciencecelebratesits50thyearofserviceandstandsataninflexionpointforsignificantfuturegrowthandexpansion.ThePlanrepresentsaboldagendaforthefuture,astrategicdeparturefromitsstrugglingpast,andan audacious recommitment to its mission. President David M. Carlisle began the strategic planning process in June2015withtheformationoftheStrategicPlanningCommitteeandtheappointmentoftheco‐chairs,Dr. Steve O. Michael,ExecutiveVicePresidentforAcademicAffairsandProvost,andDr. Mohsen Bazargan,AcademicSenatePresident.Theplanningprocesswasdesignedtobeinclusive,ensuringrepresentationofallthemajorstakeholdersandopportunitiesforcommunityinputatdifferentstagesofdevelopment.
TheStrategicPlanningCommitteereviewedandrevisedthemissionandvisionstatementswhileretainingthecentralmessageofhealthandwellnessforall.Anewsetofvalueswasdevelopedandusingbothprimaryandsecondarysourcesofdata,theCommitteegeneratedeightStrategicThemes:
Eachofthethemeswerefurtherdefinedbythefollowingcomprehensivesetofgoals:
•BeknownasacomprehensiveUniversitythatisproducinghighqualityhealthprofessionalsandresearchfortheunderservedcommunities.
•Ensuretheprovisionofthehuman,physical,andfinancialresources and infrastructure needed for a midsize campus population.
•Exploreandmaximizeallsourcesoffundingavailabletoaprivateuniversityofhealthprofessionsandsciences.
•Adoptprogramsthatwillensuregreaterefficiencyandeffectivenessofcampusoperationsandsystems.
•Bealeaderinhealthdisparitiesresearchbytranslatingscientificdiscoveriesintoeducation,training,clinicalcare,treatmentandcommunityservice.
•Provideexcellentanduniqueeducationalprogramsandservicesthatsupportstudentacademic,professional,andpersonaldevelopment.
• BerecognizedasaUniversitythatexemplifiesaclimate ofcollegiality;promotinganatmosphereoftrust,respect,anddignity.
•Beknownasacommunity‐servingUniversitythroughCDUcollaborations,partnerships,andintegrationwith keystakeholders.
TheimplementationofthesestrategicgoalsistheresponsibilityofeachmemberandunitoftheUniversityforthenextfiveyears.Toensurecontinuingprogress,theannualbudgetexercisewillbeintegratedwiththeannualplanningexercisethatwillbeprefacedwithanannualprogressreport.
Executive Summary
• STRATEGIC THEME 1: Rebuild and Rebrand as a Comprehensive,MidsizeHealthProfessionsandSciencesUniversityofExcellence
• STRATEGIC THEME 2: Expand and Enhance Resources andCampusInfrastructuretoSupportaMidsizeHealthProfessionsandSciencesUniversity
• STRATEGIC THEME 3:ExpandandEnhanceInstitutionalResourceGeneratingCapacity
• STRATEGIC THEME 4:RevampandRestructuretheInternalOperating,ManagementandGovernanceSystems
• STRATEGIC THEME 5:Expand,Enhance,andIntegratethe Research Enterprise
• STRATEGIC THEME 6:RepositiontheUniversityasaStudent‐CenteredInstitutionthatOffersaUniqueEducation,StudentLifeandResidentialExperience
• STRATEGIC THEME 7: Regenerate and Refocus the CampusClimateandCultureasaResponsive,Caring,andEnterprisingCommunity
• STRATEGIC THEME 8:AdoptandExpandStrategicNetworking,Partnership,andEngagementwiththeCommunity,Institutions,Organizations,andGovernments
1 INTRODUCTION
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CharlesR.DrewUniversityofMedicineandScience(CDU)isaprivate,non‐profit,non‐sectarian,minority‐servingmedicalandhealthsciencesinstitutionlocatedinSouthLosAngeles,California.TheUniversitywasfoundedin1966afterareportbytheMcConeCommission(“ViolenceintheCity:AnEndoraBeginning”–GovernorEdmundG.Brown)citedpoorhealthstatusanddiminishedaccesstoqualityeducation,healthcare,employment,andsafetyaskeyfactorssparkingthe1965civilrevoltinthelocalcommunity.CDUistheonlydesignatedminority‐servinghealthsciencesUniversityinacountywithapopulationofmorethan10millionresidents,70%ofwhomarefromminoritycommunities.TheUniversityearneddesignationasaminority‐servinginstitutionbytheU.S.OfficeforCivilRights,andisrecognizedbytheDepartmentofEducationunderTitleIII,PartBasaHistoricallyBlackGraduateInstitution.CDUisalsoachartermemberoftheHispanic‐ServingHealthProfessionsSchools,anationalnot‐for‐profitorganizationdedicatedtoimprovingthehealthofHispanicpeoplethroughresearchinitiatives,trainingopportunities,andacademicdevelopment.TheUniversityservesastheonlyacademic health sciences center for the 1.5 million residents of SouthLosAngeles.
TheUniversityhascontributedsignificantlytothediversityofthenation’shealthcareworkforcefornearly50yearsbygraduatingmorethan550physicians,1,200physicianassistants(PAs),andhundredsofotherhealthprofessionals.Additionally,CDUhastrainedover2,700physicianspecialiststhroughitssponsoredresidencyprograms.TheUniversity’smostrecentdegreeprogram,theMervynM.DymallySchoolofNursing(MMDSON),hasgraduatedover560nursingprofessionals,includingover400familynursepractitioners,sinceitsopeningin2010.Morethan70%oftheUniversitygraduatessince2000areethnicminorities,andmorethan80%ofalumnireportservingunderservedcommunitiesfollowinggraduation.Inadditiontodirectpatientcare,CDUgraduatesworkinresearchcenters,universities,andgovernmentsettingstoredresshealthdisparitiesandpromotehealthequity.Alumni,faculty,andresearchandclinicalfellows
havebecomenationalleadersinhighereducation,governmentservice,researchinstitutions,andclinicalenterprises.
Academicqualityisfurthervalidatedbyprestigiousregionalandnationalprogrammaticaccreditations.CDUwasfirstaccreditedin1995bytheWASCSeniorCollegeandUniversityCommission.TheMDdegreefortheDrew/UCLAMedicalEducationProgramisgrantedbytheUniversityofCalifornia,throughUCLA,andisaccreditedbytheLiaisonCommitteeonMedicalEducation.TheassociatedegreeoftheRadiologicTechnologyProgramisaccreditedbytheJointReviewCommitteeonEducationinRadiologicTechnology,andalsomustbecertifiedbytheCaliforniaDepartmentofPublicHealth.TheMasterofPublicHealth(MPH)PrograminUrbanHealthDisparitiesisaccreditedbytheCouncilonEducationforPublicHealth,andtheMPHprogramalsooffersaGraduateCertificateinPublicHealthConcepts.TheMasterofScienceinNursing(MSN)ProgramisaccreditedbytheCommissiononCollegiateNursingEducationandapprovedbytheCaliforniaBoardofRegisteredNursing.TheMMDSONalsoofferspost‐mastercertificatesinFamilyNursePractitionerandAdvancedNursingEducation.AllofthedegreeprogramsattheUniversityhaveearnedthemaximumdurationofnationalprogrammaticaccreditation.
Background
TheUniversityhascontributedsignificantlytothediversityofthe nation’shealthcareworkforcefornearly50yearsbygraduatingmorethan550physicians,1,200physicianassistants(PAs),andhundredsofotherhealth professionals.
2 ABOUT CDU
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Vision Statement
Excellenthealthandwellnessforall inaworldwithouthealthdisparities.
2 ABOUT CDU
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Mission Statement
CharlesR.DrewUniversityofMedicineandScienceisaprivatenon‐profitstudent‐centeredUniversitythatiscommittedtocultivatingdiversehealthprofessionalleaderswhoarededicatedtosocialjusticeandhealthequityforunderservedpopulationsthroughoutstandingeducation,research,clinicalservice,andcommunityengagement.
2 ABOUT CDU
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CLEDIC=AsetofCDUvaluesthatguidesdailyoperations
Values
CommunityAtCDU,communityencompasseshistoricallyunderserved,underresourced,andunderrepresentedgroupssuchasthoseinSouthLosAngelesandaroundtheworldthatareimpactedbyhealthdisparities.Asavalue,“community”isthebindingspiritthatinspiresanddrivesouruniqueapproachinpreparinghealthprofessionalsdedicatedtosocialjusticeandhealthequity.
LeadershipAtCDU,weholdourselvesaccountableanddefineourcollectiveandindividualresponsibilityasacatalystforchangenecessarytoreduceandeliminatehealthdisparities.Asavalue,“leadership”meansweembraceourroleasapioneerinhealtheducationandresearch.
ExcellenceAtCDU,excellenceisthehighestqualityperformanceinouroperations,interactions,activities,andservicetoourcommunity.Excellenceinvokesthedesiretochallengeandtranscendthestatusquo.Asavalue,“excellence”representsthetransformationweseekinourselvesandinourstudents,faculty,andstaff.
DiversityAtCDU,diversityisdefinedbythemultipleperspectivesandideas,pluralityofcultures,varietyofethnicities,anddifferencesinindividualswithinourcommunities.Asavalue,“diversity”representsaquintessentialelementofhumanityandsocialjusticeforall.
IntegrityAtCDU,integrityisthestrengthofcharacternecessarytoremaintruetoourvalueseveninthefaceofadversity.Asavalue,“integrity”isconductingtrustworthy,ethical,andrespectfuleducation,research,clinical,andotherservicesinourcommittedengagementwithunderservedcommunities.
CompassionAtCDU,compassionisempathyfortheplightsandpredicamentsofdisadvantagedpopulations.Asavalue,“compassion”propelsustohearthevoiceless,compelsustoadvocatefortheoppressed,andobligesustoseekreliefforthedeprived.
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STRATEGIC THEME 1 RebuildandRebrandasaComprehensive,MidsizeHealth ProfessionsandSciencesUniversityofExcellence
Rationale
Universities,likealllivingorganisms,taketheirowndevelopmentalpaths,gothroughtheirownevolutionarypaths.Themissionthatcreatesaninstitutionisalmostalwaysnarrowerthanthecurrentmission.Mostuniversitiesstartedsmall–smallerinsize,narrowerinfocus,andsmallerinscopethanwhattheyeventuallyevolvetobecome.Manyuniversitiesstartedasasmallnormalschoolwiththemissiontoproduceteachers.Somesectarianinstitutionsstartedsmallwiththemissiontoproducepriestsandclergies.Buttoday,theseinstitutionshavebecomelargerwithamorecomprehensivemissioninresponsetothegrowingneedswithintheirenvironments.Also,institutionsexpandtheiroperationsovertimetotakeadvantageoftheeconomiesofscale.Fewinstitutionscanaffordthehugeoverheadnecessarytorunasuccessfulmodernuniversity.Mostinstitutionsthatremainsmallintentionallydosoprimarilybecauseoftheirhugeendowmentsthatprovidethenecessaryfinancialcushionandtheirrelativetuitioninelasticitythatenablesthemtobecomepriceleaders.Inaddition,whiletherearemanysuccessfulspecializedinstitutionsinthenation,manyoftheseinstitutionsevolvetobecomecomprehensiveevenwithintheirspecializedofferings.Lastly,manyinstitutionswithadifficultpastevolveoutoftheirdifficultiesbylearningfromtheirpast,rebrandingthemselvestoembraceafuturethatisrobustwithopportunitiesandpossibilities.
Established50yearsago,CharlesR.DrewUniversityofMedicineandScience(CDU)hasbeenonitsownevolutionarypath.Whilesomemightsaytheevolutionhasnotfullycapitalizedgrowthopportunities,theevolutionisnonethelessastepintherightdirection.Atitscreation,CDUwasconceivedasapostgraduatemedicalschoolandlateramedicaleducationpartnershipprogramwithUCLAwasestablished—anarrangementthatremainstoday.OnlyrecentlyhastheUniversitytakentheinitiativetoestablishtheSchoolofNursingandinvestintheCollegeofScienceandHealth,whichremainsaverysmallcollectionoflooselycoupledacademicmajors.Consequently,CDUhasbeenunabletotakeadvantageoftheeconomiesofscalebecauseoftheverysmallstudentenrollmentandonlyveryrecentlyhastheUniversityturnedacornerfromitsverydifficultpast.
GiventherecentsuccesswithWASCSeniorCollegeandUniversityCommission(WSCUC)reaccreditation,financialstability,andstableexecutiveleadership;itisnowimperativeforCDUtoembracealargermission,adoptamoreoptimisticvision,embarkonimagerebranding,andtakealeapinassumingitsrightfulplaceamongthenation’sleadingmedical,science,andhealthinstitutions.Theurgentandgrowinghealthcareneedsoftheunderservedpopulationscompelthischangeandtheincreasinglycomplexhistorical,socio‐economicpoliticalenvironmentofCDUdemandsastrategicgrowth.Consequently,rebuildingandrebrandingCDUasacomprehensive,midsizehealthprofessionsscience,andhealthUniversityofexcellenceisastrategicvisionanddirection.
STRATEGIC GOAL:Beknownasacomprehensiveuniversitythatisproducinghighqualityhealthprofessionals and research for the underservedcommunities.
Strategic Objective 1: Increase the number of undergraduate majors and graduate degrees leading to most of thehealthprofessionscriticallylackinginunderservedcommunities.
Strategic Objective 2: Increase undergraduate and graduate student enrollments to at least 2000 students in thenext5years.
Strategic Objective 3: Restore and expandGraduateMedicalEducation(GME)programs.
Strategic Objective 4: Enhance thequalityassuranceofacademicprograms to promote program excellence and surpass all external examinationoraccreditationrequirements.
Strategic Objective 5: Create a media presenceasacomprehensivehealthprofessionsandsciencesuniversitywithafocusonhealthdisparities.
Strategic Objective 6: Introduce doctoral programsthatwillresultinmeetingcriteriaforaCarnegieclassificationasaDoctoralIIresearchintensive,healthprofessionalinstitution.
Strategic Objective 7: Rebrand the reputationofCDUasaresearch‐intensivecomprehensivehealthprofessionsandsciencesuniversitywithexcellenceinMed‐STEMandwithafocusonunderservedpopulations.
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STRATEGIC THEME 2 Expand and Enhance Resources and Campus Infrastructure toSupportaMidsizeHealthProfessionsandSciencesUniversity
Rationale
Thereareinevitabletensionsbetweentheacademicandbusinessimperativesofhighereducationinstitutionsthatbecomemagnifiedduringperiodsofrapidgrowth.Thebenefitsofpurposefulwell‐managedgrowthincludeadvantagesofeconomiesofscaleandreductionofgrowthassociatedtensions.Toaccomplishtheacademicmissioneffectively,growthmustbestagedandresourcesmustbemadeavailableincommensuratewitheverystageofthegrowth.Amidsizeuniversityrequirescertainlevelsofinfrastructuretosupportitsoperations.Maintainingalignmentwithinstitutionalvisionandmission,livingwithinfinancialmeans,andensuringappropriatequalityassurancecontrolsareintegraltosuccessfultransitionsofrapidlygrowinghighereducationorganizations.
AlthoughCharlesR.DrewUniversityofMedicineandScience(CDU)wasonthebrinkoffinancialinsolvencyafewyearsago,afinanciallifelinewasfurnishedinpartbyagrowingresearchinfrastructureendowmentfundedbyNationalInstituteofHealth,andbysubstantialacademicaffairsinfrastructurefundingfromTitleIIIprogramsofDepartmentofEducation.By2011,CDUhadre‐structuredwithnewleadershipandre‐balanceditsfinancialbookstoworkwithinitstuition/fees,researchoverhead,andendowmentreturnmeans.TheturnaroundoftheUniversitywasvalidatedexternallybyprogressivelyimprovingfinancialauditsandre‐affirmationofregionalaccreditationforaneight‐yearcycle(through2018).Whileatthemoment,campusresourcesandinfrastructureadequatelysupportthecurrentenrollmentofabout700studentsandcanreasonablybeexpectedtosupportupto1000full‐timestudents,growthbeyondthisnumberwillundoubtedlyrequireinfusionofadditionalresources.
Therefore,inordertogrowdramaticallyandthriveasaninstitutionwithoutcompromisingthequalityofitsmission‐drivenservicetostudentsandunderservedcommunities,CDUmustfocusfirstoninfrastructurecapacitypreparedness.Forthenextfiveyears,CDUwillfocusonresourceexpansion:recruitingandhiringwell‐qualifiedfacultyandstafftomeetenrollmentincrease,expandinganITsystemthatcansupportamuchlargercampus,expandingthecampusfootprintasnecessary,andprovidinginfrastructurebefittingacomprehensive,midsizeuniversity.
STRATEGIC GOAL:Ensuretheprovisionofthehuman,physical,andfinancialresources and infrastructure needed foramidsizecampuspopulation.
Strategic Objective 1: Recruit and retaintalentedandcommittedpersonneltomeetdemandsforgrowthinthescopeandqualityofacademicprogramsandadministrativeservices.
Strategic Objective 2:Buildoperationalbridgeswithinandacrossdifferentacademic and business units for crosscuttinginitiativesunderaone‐universitymodelforCDUadministration.
Strategic Objective 3: Introduce and promote programs that expand human resourcecapacityandcreatesuccession‐planningprogramsthatidentifyandfosterthenextgenerationofleaders,managers,andsupportpersonnelfromwithintheinstitution.
Strategic Objective 4:Stagedeploymentofinfrastructurecapacityandresourcestocoincidewiththepaceandtimingofgrowthinacademicprogramsandstudent enrollments.
Strategic Objective 5: Expand campus physicalcapacitywithnewrealestate,buildings,andsatelliteoraffiliatefacilitiesandredesignthecampuslandscapethatprovidesanattractivecampuspersonalitytolearnersandservesasabeaconofhopeandpridetothesurroundingcommunity.
Strategic Objective 6: Increase unrestricted funding for student scholarships,instructionalprograms,andacademicandstudentsupportservices.
Strategic Objective 7:Createfinancialreservesandcashflowcontingencyplansformitigationofriskfromunexpectedliquidityconstraintsordisruptions.
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STRATEGIC THEME 3 ExpandandEnhanceInstitutionalResource GeneratingCapacity
Rationale
Maintainingadiversifiedportfolioofrevenuestreamsprovidesalevelofstabilitysimilartothatofadiversifiedinvestmentportfolio.Anegativeimpactononestreammaybecounterbalancedbyapositiveimpactonanotherstream;thus,reducingtheoveralleffectonthetotalyield.Similarly,contingencyfunds(eitherintheshapeofunrestrictedendowmentsorcashinvestments)playanimportantroleinallowinguniversitiestopursuenewopportunities,ortoweatherdisruptionsinoneormorerevenuestream.Bothdiversificationandcontingencyplanningarecrucialtolong‐terminstitutionalstrength.Therefore,institutionsstrivetooptimizefundingfromsourcessuchastuition,researchgrants/contracts,clinicalservicerevenue,gifts/fundraising,public/governmentfunding,andauxiliaryenterprises.
CDUwasfoundedwithabroadandimportantmission,butwithanarrowrangeofsourcesoffunding.AsaPost‐GraduateMedicalSchool,CDUfocusedonsupportinggraduatemedicaleducationattheKing/DrewMedicalCenter(KDMC),andvirtuallyallitsrevenueatthattimewasderivedfromareliablestreamofpublicfundingfromcountyandstatesources.WiththeclosureofKDMC,theUniversitywasforcedtoreconsideritsrevenuesourcesandexpenses.Currently,majorsourcesoffundingincludestatefunds(~20%)tuition(~20%),andresearchgrants(~45%).Indeed,thecurrentrevenuestructuredoesnotmirrortherevenuestructureofatypicalprivateuniversity.
ThecurrentfinancialstructureprovidesopportunityforfurtherdiversificationandgrowthandthefutureofCDUliesintheabilitytomaximizethesesourcesoffunding.CDUhastoconsiderprogramsnotonlyintermsofthevaluetothemission,butalsointermsoftheirfiscalsustainability.Tocontinuetogrowandthriveasaninstitution,CDUmustfocusonexpandingitscapacitytogeneraterevenueinsupportoftheinstitutionalmission—amajorpriorityfortheAdministrationinthecomingfiveyears.
STRATEGIC GOAL: Explore and maximize all sources of funding availabletoaprivateuniversityofhealth professions and sciences.
Strategic Objective 1:Diversifyfundingsourcestoimproveinstitutionalfinancialsustainability.
Strategic Objective 2: Maximize revenuegenerationfromtuition,majorgifts,grants,auxiliaryenterprise,governmentsupport andinvestments.
Strategic Objective 3:Continuetoenhancefinancialreservesand creditworthiness.
Strategic Objective 4:Developandimplementmarketingstrategiestoincreaseuniversityvisibilityandattractstudentsandresources.
Strategic Objective 5:Developfacultypracticeplanandexploreopportunitiestooperatehealthclinics.
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STRATEGIC THEME 4 RevampandRestructuretheInternalOperating, Management,andGovernanceSystems
Rationale
Themodernuniversityisacomplexorganizationandthelargerthescaleofoperations,thelargerthecomplexity.Thisissobecauseofthetypicallybroadinstitutionalmission,multipleandconflictinginstitutionalagenda,largenumberofdiverseinstitutionalstakeholders,diverseexpertiseoftheinternalconstituents,andtheincreasingregulatoryenvironmentwithinwhichuniversitiesoperate.Thechangingdemographyofstudentsaswellastheeverchangingtechnologydemandrequireanever‐endingattentiontooperationalandsystemefficiencyandeffectiveness.Thus,progressiveinstitutionsareadeptatinstitutingacultureofcontinuousimprovementincompliancewiththechangingregulatoryenvironmentandinpursuitofbetter,moreefficientandeffectiveinternaloperations.
CharlesR.DrewUniversityofMedicineandScience(CDU)hasauniquemissionwithahistorythatreflectsengagementwithadiversecommunity.Whileexternalfundingprovidesopportunitiesforgrowth,thedifferentagendasofthesefundingagencieshavehadalessthanunifiedandintegratedapproachtointernalplanningandoperations.Asasmallschool,CDUreliesonlimitedstaffingwithalltheproblemsassociatedwithsystempersonalization,lackofcontinuity,andlossofinstitutionalmemoryincriticalareas.AstheUniversitystandsatthethresholdofmajorgrowth,thecommunityisacutelyawarethatthestatusquowithrespecttopolicies,processes,andproceduresofoperationsisinadequatetorespondefficientlyandeffectivelytoitsmission.
Therefore,CDUleadershipwillfocusattentiononsystemreview,upgrade,andrenewalinthenextfiveyears.Thedrivetowardaone‐universityconceptnecessitatesamoreintegratedapproachandtheneedtomakeacademicaffairstheheartofCDU’soperationsandactivities.TheUniversitywillbecommittedtorecruitingthebesttalentsandensuringthatallfacultyandstaffreceiveappropriateprofessionaldevelopmentnecessaryforeffectiveperformanceoftheirrolesandresponsibilities.
STRATEGIC GOAL: Adopt programs thatwillensuregreaterefficiencyandeffectivenessofcampusoperationsandsystems.
Strategic Objective 1: Implement aUniversityenterpriseresourceplanning(ERP)platformanddevelopanITsteeringcommitteewiththeroleofmonitoringimplementationoftechnologyprojects.
Strategic Objective 2:Continuetoexpandontheprocessofsharedgovernancebetweenthemultiplestakeholders.
Strategic Objective 3:DevelopacultureofcontinuousimprovementandqualityassuranceusingUniversitydashboarddata to monitor progress.
Strategic Objective 4:Developaprocessforreviewofalltheinstitutionalunitsandcommittees;andevaluateandupdatethepolicyandproceduresbasedonthechanging landscape of compliance.
Strategic Objective 5:Developacomprehensivebusinesscontinuityanddisasterrecoveryplan.
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STRATEGIC THEME 5 Expand,Enhance,andIntegratetheResearchMission
Rationale
TheCharlesR.DrewUniversityofMedicineandScience(CDU)ResearchEnterprisehasemergedasaleadingplayerinthenationalefforttoeliminatehealthdisparities,specificallythroughthreeareasoffocuswhichdisproportionallyaffectthesurroundingLosAngelesServicePlanningArea6:Cancer,Cardiometabolicdisease,andHIV/AIDS.
Overmanyyearsofsignificanteffortfromtalentedfaculty,dedicatedstaff,aspiringstudents,andincrediblecommunitychampions,CDU’sResearchEnterprisehasgrowntoaddresstheseareasofhealthdisparitiesthroughamulti‐prongedtranslationalresearchapproach.Theeffortsofourresearchhavegarnerednumerousnationalandinternationalrecognition,awards,andcompetitivegrantfundingfromtheNationalInstitutesofHealth,theDepartmentofDefense,andothernationalsources.TheexcellenceinresearchatCDUhasresultedinCDUconsistentlybeingrankedinthetop10%ofallUSinstitutionsreceivingfederalfunding,andtop3%ofHistoricallyBlackCollegesandUniversitiesreceivingfederalfunding.Inadditiontotheexcellentrecordofextramuralfunding,CDU’sresearchhasbuiltan$80Mendowment,whichcontinuestocomplementtheresourcesfromextramuralfundingandsustainresearcheffortsatCDU.
TheexcellentresearchatCDUisacriticalcomponentforsustainingthevisibilityandcredibilityofCDUasanacademicinstitution.However,thereismoreopportunityandneedforgrowth.Inthecomingyears,CDUwillembarkoneffortstoreorganizeresearchadministrationinfurtheranceoftheresearchmission.Extendingtheresearchpillarstohealthareasthatchronicallyaffecttheunderservedcommunitiesisparticularlyadvisable.GiventhattheresearchstrengthsatCDUcurrentlylieinareassuchasCancer,Cardiometabolicdisease,andHIV/AIDS—whichhaveanestablishedrecordofsuccessintraining,andcommunityoutreachactivities—itislogicaltofurtherdevelopacademicprogramsintegratedandbuiltupontheseresearchareasaswellasmentalhealthandhealthservicesandpolicy.Tofurtherstrengthentheresearchfoundation,CDU’scurriculaatalllevelsofeducationwillincludeattainingresearchoutcomes.
STRATEGIC GOAL: Be a leader inhealthdisparitiesresearchbytranslatingscientificdiscoveriesintoeducation,training,clinicalcare,treatmentandcommunityservice.
Strategic Objective 1:BeanationalandinternationalleaderinresearchinCancer,Cardiometabolicdiseases,andstrengthenourHIV/AIDS,MentalHealth,andHealthServicesandPolicy.
Strategic Objective 2: Enhance recruitmentandretentionofresearchfacultyandstaff.
Strategic Objective 3:Strengthenundergraduate and graduate student research,educationandtrainingexperienceinhealthdisparitiesacrossalldepartments,collegesandschools.
Strategic Objective 4:Strengthencoreinfrastructurebyprovidingexcellentservicesfortheadministrationandsupport of all sources of research grants,includingfederal,foundation,andbiotech/industry.
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STRATEGIC THEME 6 RepositiontheUniversityasaStudent‐CenteredInstitution thatOffersaUniqueEducational,StudentLifeand ResidentialExperience
Rationale
Astudent‐centeredinstitutionplacestheneedsandgoalsofitsstudentsattheheartofitsoperationsandactivities.Tobeeffectiveindoingso,astudent‐centeredinstitutioninvitesstudentsaspartnersinco‐creatingtheirenvironmentandco‐designingtheiracademicandextra‐curricularactivities.Aspre‐professionals,studentsareprovidedwithopportunitiestolearnanddevelopskillsnecessarytofunctioneffectivelyupongraduation.Also,student‐centeredinstitutionsadoptaholisticapproachinanticipatingandrespondingtotheneedsfortotalgrowthofallof their students. TheexpansionofundergraduateandgraduatestudentsintheCollegeofScienceandHealth,SchoolofNursing,andpipelineprogramshassignificantlyincreasedthenumberofstudentswhospendconsiderableamountoftimeoncampus,whodesireresidentialaccommodation,andwhodesirearicherstudentlifeexperience.
Giventherecentchangesinstudentneedsandanticipatedchangesasinternationalstudentsarerecruitedtothecampus,CDUiscommittedtoredesigningthecampuslandscape,developingcurricularandextra‐curricularactivities,andre‐orientingcampus culture for the sole purpose of ensuring student success. In the coming years,CDUisdeterminedtoadoptacomprehensiveplantoattractmorestudentsandimprovetheirretentionandgraduation.
STRATEGIC GOAL:Provideexcellentanduniqueeducationalprogramsandservicesthatsupportstudentacademic,professional,and personaldevelopment.
Strategic Objective 1: Establish student supportservicesandprogramstomeetthedemandsofagrowingmidsizehealthprofessionsandsciencesuniversity.
Strategic Objective 2:Improvestudentengagement,satisfaction,andsuccessacrosstheUniversity.
Strategic Objective 3: Enrich the studentexperiencebyenhancingco‐curricularactivities,bridgeprograms,careeradvisingandfacultymentoringaswellasbyincreasingfundingtosupportscholarships,graduatestipends,teaching/researchassistantships,andinternships.
Strategic Objective 4: Increase experientialeducationalopportunitiesforstudentstoactivelyengageinlocalandglobalcommunityhealththroughresearch,healthpolicy,andsocialjusticeinitiatives.
3 THE PLAN
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STRATEGIC THEME 7 Regenerate and Refocus the Campus Climate and Culture asaResponsive,Caring,andEnterprisingCommunity
Rationale
Ahealthyuniversityrequiresacampusclimateandculturewhereallarerespectedandvaluedfortheirtalents,diversityofideasandbackgrounds.Asaninstitutioncommittedtoexcellence,auniversitymustembracethehighestidealsforhumancooperation,cohabitation,andcommunity.Universitiesarenotmerelythemarketplaceofideasandscholarlypursuit,butaplacewherestudents,faculty,andstaffoughttofeelsafetounleashtheircreativityinfurtheranceoftheuniversitymission.
CharlesR.DrewUniversityofMedicineandScience(CDU)hasemergedfromtheturmoilprecipitatedbytheclosureofthecountyhospitalandtheattendantlossofGraduateMedicalEducationprogramsandassociatedfunding.Duringthisperiod,thesurvivaloftheUniversitywasatstake.Theresultingchallengessignificantlyimpactedrelationshipsamongcriticalstakeholders.TherecentexpansionoftheUniversity(especiallytheadditionoftheMervynM.DymallySchoolofNursing),underthecurrentadministration,haspromptedtheUniversitytoreviewandimplementnewpolicies,processes,andproceduresanddevelopnewrelationships.
Therefore,CDUwillbeintentionalinrebuildingitscampusclimateandinpromotingacampusculturethatwelcomesandcelebratesdiversity.TheUniversityiscommittedtopromotinganenvironmentthatappealstothebestinallofus.Ourmissiontoservetheunderservedrequiresaspecialunderstandingandappreciationofourhumannessevenasweholdeachothertothehighestperformancepossible.Consequently,inthenextfiveyears,theUniversitywillfocusattentiononprogramsandactivitiesthatwillmakeinstitutionalvalues(CLEDIC)palpableindailyoperationsandinteractions.
STRATEGIC GOAL: Be recognized as a Universitythatexemplifiesaclimateofcollegiality;promotinganatmosphereoftrust,respect,anddignity.
Strategic Objective 1: Conduct and reviewperiodicauditsofCDUcampusclimateandactuponthefindings.
Strategic Objective 2: Recognize and celebrateachievementsthatfurthertheUniversity’smission.
Strategic Objective 3: Create programs that enhance campus spirit and pride.
Strategic Objective 4:Provideprofessionaldevelopmentopportunitiestoimprovefacultyandstaffperformance.
Strategic Objective 5: Promote programsthatintegrateCDUvaluesintodailyoperations.
3 THE PLAN
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STRATEGIC THEME 8 AdoptandExpandStrategicNetworking,Partnership, andEngagementwiththeCommunity,Institutions, Organizations,andGovernments
Rationale
Modernuniversitieshaveenteredanewera—aneraofcommunityengagement,acompletereversaloftheirformerivorytowercharacter.Thetwenty‐firstcenturyenvironmentisthatofanengagedandintegrateduniversity.Anengageduniversityinteractswiththecommunitypurposefully,strivingtoberelevantandresponsivetotherealneedsofsociety.Anengageduniversityalsofulfillsitsmissionbyformingstrategicpartnershipswithexternalentitiessuchasotherhighereducationinstitutions,businessandgovernmentorganizations.Strongandsustainablecommunity‐academicpartnerships(inclusiveofcommunity‐basedorganizations,schools,governmentagencies,andhealthclinics)cultivateintegrityandtrustthatenablenew,innovative,andinsightfulopportunitiesforstudentlearning,facultydevelopment,andcommunityengagement.Asaplaceoflearningandknowledgeproduction,theuniversitybenefitsfromthesepartnershipsinordertoeffectivelyaddressreal‐timeconditionsfacedbythecommunity.
Asaninstitutionthatrosefromtheashesofthe1965WattsRevolt,CharlesR.DrewUniversityofMedicineandScience(CDU)missionistoworkcloselywiththecommunitytoaddresshealthdisparities.Inaddition,CDUengagesintranslationalresearch,therebyensuringthatthebenefitsofresearcharefeltinthedailylifeofthecommunity.TherelationshipbetweenCDUandthecommunityisnotamereexpert‐clientone,butthatofaco‐creatoroftheirmutualfuture.Hence,CDUgraduateshealthprofessionalswholearnfromthecommunitydirectlyandwithanorientationtowardmeetingtheneedsofunderservedpopulations.Asacommunity‐foundedinstitution,CDUisembarkingonanintentionalcommunity‐integratedplantoensurethatthecommunitiesitservesaredirectlyconnectedtothecampus.
ThefutureofCDU,however,entailsgreaterengagementandpartnershipwiththecommunity.Expandingopportunitiesforstudents,faculty,andstafftobesignificantlyimmersedincommunityengagedmethods,promotesCDU’smission.Classroomactivitiesmustbedevelopedwiththeviewofimpactingthecommunityandempiricalresearchmustcontinuetobedesignedwiththegoaloftransformingthelivesofunderservedpopulations.CDUwillextendpartnershipstotheneighboringhealthfacilitiesanddevelopcollaborationswithneighboringcommunitycollegesforthesolepurposeofadvancingopportunitiesforstudents,faculty,andstaff,respondingtothemissionsofthepartneringorganizationsandrespondingtotheneedsofthecommunity.TheintentionalenhancementofcommunityengagementstrategiesandprogramsforthemutualbenefitofCDUandthecommunitiesitserves,willensureacommitmenttoandactualizationoftheUniversity’smission.Thiswillsetthestandardtogrowandbroadenourscopeaswebecomeastrongerandmorevisible“privateuniversitywithapublicmission.”
STRATEGIC GOAL:Beknownasacommunity‐servinguniversitythroughCDUcollaborations,partnerships,andintegrationwithkeystakeholders.
Strategic Objective 1:IdentifyanOfficeofCommunityandCivicEngagementtoalignanddevelopcommunitypartnershipsandcollaborations,whilealsofacilitatingcommunityprogramsandresearchinterventionsthatsupportthesurroundingcommunities.
Strategic Objective 2: Increase and leveragepartnershipswithlocalcommunity‐basedorganizations,governmentagencies,healthclinicsandtheirrespectiveconstituentsforimprovedcommunityhealthandwellness.
Strategic Objective 3:Developprogramsandpartnershipswithlocalhighschools,communitycolleges,anduniversitiestoexpandandstrengthenCDU’sacademicpipeline for the increase in student outreach and admission.
Strategic Objective 4: Promote opportunitiesforCDUstudentsandalumnitotrainin,connectto,andremainengagedwithunderservedandunder‐resourcedcommunities.
4 COMMITTEE
17
Strategic Planning Committee
EX-OFFICIO
DavidM.Carlisle,MD,PhD(PresidentandCEO)
CO-CHAIRS
SteveO.Michael,PhD(ExecutiveVicePresidentforAcademicAffairsandProvost)
MohsenBazargan,PhD(AcademicSenatePresident)
ShanikaBoyce,MD Faculty,CollegeofMedicine
JackieBrown ChiefofStafftothePresident
DaphneP.Calmes,MD InterimDean,CollegeofMedicine
VictorV.Chaban,PhD,MSCR VicePresident,AcademicSenate
NathanielClark,CIA UniversityAuditor
SylviaDrewIvie,JD SpecialAssistanttothePresident
RonaldEdelstein,EdD InterimDean,CollegeofScienceandHealth; SeniorAssociateDean,CollegeofMedicine
Marie Espinal Student,CollegeofScienceandHealth; President,CharlesDrewStudentGovernment
SheldonD.Fields,PhD,RN Dean,MervynM.DymallySchoolofNursing
JohnGeraghty,CPA ChiefFinancialOfficer
CynthiaGonzalez,PhD,MPH Faculty,CollegeofScienceandHealth; AssistantDirector,Divisionof CommunityEngagement
SondosIslam,PhD Faculty,CollegeofScienceandHealth; Director,UrbanPublicHealth
CherylKemp,MS DirectorofStudentAffairs, MervynM.DymallySchoolofNursing
RichardW.Lindstrom,MA Faculty,CollegeofMedicine; DirectorofInstitutionalResearch andEffectiveness
AngelJ.Martinez Alumni,CollegeofScienceandHealth; AdministrativeCoordinator, LifeSciencesInstitute
CarlMcLaney,MPA VicePresidentofFinanceand ChiefBusinessOfficer
AngelaL.Minniefield,MPA VicePresidentofAdvancement,StrategicDevelopment,andExternalAffairs
EliasMunoz,JD InterimChiefHumanResourcesOfficer
DarleneParker‐Kelly,MSLS Director,Library/LearningResourceCenter
KeoshaPartlow,PhD,MPH Faculty,CollegeofScienceandHealth; Director,LifeSciencesInstitute
Espie B. Pasigan AcademicAffairsManager
JohnW.Patton,Jr.,Esq. GeneralCounsel
ChristopherReid,MD,PhD Faculty,CollegeofScienceandHealth; ExecutiveDirector,PipelinePrograms
RitaGloriaSawyer,PhD AssistantProvostforStudentServices
WilliamL.Shay,PhD AssistantProvostand AccreditationLiaisonOfficer
StellaTurkson Student,MervynM.DymallySchoolofNursing
EbereUme,PhD,RN Faculty,MervynM.DymallySchoolofNursing
JayduttVadgama,PhD VicePresidentforResearchandHealthAffairs
GaryI.Verón,JD,MPA ComplianceandDiversityOfficer
AnthonyC.Williams,MBA ChiefTechnologyOfficer
MEMBERS
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5 THE CDU ADVANTAGE
Health Informatics
HealthPolicy
Research
Cardio-metabolicResearch
MentalHealth
Research
HIV -SexualityResearch
CancerResearch
IDPSYCHEMED
NEPHROENDOANES
GASTRONEUROENTIMED
OMFSDERMPEDS
OB GynORTHO
SURGFMEDPrimary Care
BioMed Sci
Nutrition
Infomatics Post-Bacc
BioMed
Urban Health
Certificate
Sports Medicine
Vision Sci
PMC
ELMFNP
MD
PhD
MSc – BioMed SciMPHMSc
MSN
BSc Nutrition Sc
BSc Sports Med
BA Health Policy
BSc BioMed
BSc Athletic Training
BA PreMental Counseling
BSc PrePT/PT Asst.
BSc-Pre PharmacyBSc-
PrePABSc-
PreMed
BSc-RadBSc
BSc-DentalHygiene
BSc-PrePTBSN
BSc-PreOptometry
4-YEAR
2-Year TransferStudents
Health Policy: Socio-political-economic Dynamics of Health
Experiential Education: Underserved Community Engagement
Global-International Experience: Comparative Health Disparities
Social Justice/Cultural Diversity Education
Research Experience/Undergraduate Thesis
The CDU Unique Advantage: Core Curricular Experience
The CDU Advantage: Core Curricular Experience
Buildingonaproudlegacy,theStrategicPlan2016‐2020unfoldsanewvisionofexpandingandintegratingresearch.TheacademicenterpriseoftheUniversityisestablishedfirmlyuponthefivepillarsofourresearchcenters.TheCDUUniqueAdvantageisadefiningsetofcharacteristicsofoureducation,whichisapromiseofspecializededucationthatcultivatesmedicalandhealthleadersabletoconductandtranslateempiricalworksintheirnever‐endingquestsforhealthequity.
ANES:Anesthesiology BioMed: Biomedicine BSc:BachelorofScience BSN:BachelorofScienceinNursing DERM:Dermatology ELM:EntryLevelMaster’sTrack EMED:EmergencyMedicine ENDO:Endocrinology ENT:Ear,Nose,andThroat
FMED:FamilyMedicine FNP:FamilyNursePractitioner GASTRO:Gastroenterology ID:InfectiousDisease IMED:InternationalMedicine MD: Medical Doctor MPH:Master’sofPublicHealth MSc:Master’sofScience MSN:Master’sofScienceinNursing
NEPHRO:Nephrology NEURO:Neurology NutritionSc:NutritionScience OB‐Gyn:ObstetricsandGynecology OMFS:OralMaxillofacialSurgery ORTHO:OrthropedicSurgery PEDS:Pediatrics PMC:PostMaster’sCertificate PreMed: Pre-Medical
PrePA:Pre‐PhysicianAssistant PrePT:Pre‐PhysicalTherapy PSYCHID:Psychiatry PTAsst.:PhysicalTherapyAssistant Rad:RadiologicScience SportsMed:SportsMedicine SURG:Surgery VisionSci:VisionScience
“Excellence of performance will transcend artificial barriers created by man” - Charles R. Drew
Charles R. Drew University of Medicine and Science 1731 East 120th Street, Los Angeles, CA 90059
tel 323-563-4800 web www.cdrewu.edu
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