FULL FACULTY FULL FACULTY MEETINGMEETING

CDU Council of DeansCDU Council of Deans

Richard S. Baker, MDRichard S. Baker, MDDean, College of MedicineDean, College of Medicine

Gloria McNeal, PhD, MSN, ACNS-BC, FAANGloria McNeal, PhD, MSN, ACNS-BC, FAANDean, School of NursingDean, School of Nursing

Gail Orum-Alexander, PharmDGail Orum-Alexander, PharmDDean, College of Science and Health Dean, College of Science and Health

July 22, 2010July 22, 201012:00 pm – 2:00 pm12:00 pm – 2:00 pm

Doing Business Doing Business DifferentlyDifferently

Clear Purpose/Explicit Decision Making ProcessClear Purpose/Explicit Decision Making Process

TransparencyTransparency

Bidirectional Information FlowBidirectional Information Flow

Informed Discussion/Critical AnalysisInformed Discussion/Critical Analysis

Definitive ActionDefinitive Action

Decision Making Decision Making ProcessProcess

Recommendations from each Dean for respective Recommendations from each Dean for respective School/CollegeSchool/College

Recommendation from Chair of Dean’s Council (Institutional Recommendation from Chair of Dean’s Council (Institutional perspective)perspective)

Recommendations from FacultyRecommendations from Faculty

Decision from President (based upon Decision from President (based upon recommendations/input)recommendations/input)

Definitive ActionDefinitive Action

Stressed Educational InstitutionStressed Educational Institution

Academic Turnarounds: Restoring vitality Academic Turnarounds: Restoring vitality Challenged Colleges and UniversityChallenged Colleges and University Terrance MacTaggartTerrance MacTaggart

Turnaround: Leading Stressed Colleges Turnaround: Leading Stressed Colleges and Universities to Excellenceand Universities to Excellence James Martin, James E. SamelsJames Martin, James E. Samels

Stressed (Vulnerable) Stressed (Vulnerable) Educational InstitutionEducational Institution

““Institution dependent on state appropriations or Institution dependent on state appropriations or tuition, smaller than it should be and needs to be, tuition, smaller than it should be and needs to be, and lacking in name, brand recognition. The and lacking in name, brand recognition. The schools enrollment, endowment, gifts and grants schools enrollment, endowment, gifts and grants have been flat, at best for several years, and most, have been flat, at best for several years, and most, if not all long range planning efforts address if not all long range planning efforts address subsistence rather than sustained growth.”subsistence rather than sustained growth.”

- Turnaround- Turnaround

Three Stages of Three Stages of RevitalizationRevitalization11

Restoring Financial Stability (Business Model)Restoring Financial Stability (Business Model)

Marketing and Branding (Value Proposition)Marketing and Branding (Value Proposition)

Strengthening Academic Programs and CultureStrengthening Academic Programs and Culture

Source: Academic TurnaroundsSource: Academic Turnarounds

Critical Success FactorsCritical Success Factors2

LeadershipLeadership

Accurate and Timely Financial InformationAccurate and Timely Financial Information

Actions Focused on FinancesActions Focused on Finances

TransparencyTransparency

Faculty InvolvementFaculty Involvement

Source: Turnaround-Leading Stressed Colleges and Universities to Excellence

Mission Critical Mission Critical ProcessProcess

Prioritization/re-alignment of Academic Prioritization/re-alignment of Academic Programs and services for the purpose of Programs and services for the purpose of (re) allocating resources to optimize (re) allocating resources to optimize Institutional performance and financial Institutional performance and financial sustainability.sustainability.

Critical Step for Institutional Turnaround !!!Critical Step for Institutional Turnaround !!!

Prioritization Process Prioritization Process Define and delineate Core Academic programs vs. non-Core Define and delineate Core Academic programs vs. non-Core

(discretionary) programs(discretionary) programs

Define, compile, and analyze data of prioritization evidence Define, compile, and analyze data of prioritization evidence basebase

Evaluate financial status/sustainability relative to core vs. non-Evaluate financial status/sustainability relative to core vs. non-core statuscore status

Evaluate and rank remaining sustainable programs relative to Evaluate and rank remaining sustainable programs relative to program alignment, market position, and program quality/ program alignment, market position, and program quality/ educational outcomeseducational outcomes

Provide recommendations for definitive actionProvide recommendations for definitive action

Program Evaluation Program Evaluation Evidence BaseEvidence Base

Program AlignmentProgram Alignment

Market AnalysisMarket Analysis

Financial SustainabilityFinancial Sustainability

Program Quality/Educational OutcomesProgram Quality/Educational Outcomes

Data SourcesData Sources Office of FinanceOffice of Finance

Enrollment Services/Institutional EffectivenessEnrollment Services/Institutional Effectiveness

Program ReviewsProgram Reviews

Healthcare Workforce Reference DocumentsHealthcare Workforce Reference Documents

Primary ResearchPrimary Research

Institutional Focus/Academic Institutional Focus/Academic PrioritiesPriorities

Core ProgramsCore Programs Graduate health professions degrees (Doctorate or Graduate health professions degrees (Doctorate or

graduate health professional)graduate health professional) Graduate health sciences degrees (PhD, MS)Graduate health sciences degrees (PhD, MS)

Desirable/Non Essential Desirable/Non Essential CDU pipeline baccalaureate/post baccalaureate programsCDU pipeline baccalaureate/post baccalaureate programs Executive professional degree/certification/continuing Executive professional degree/certification/continuing

educationeducation Discretionary/Non EssentialDiscretionary/Non Essential

All other programsAll other programs

History/MissionHistory/Mission

Position in educational and Healthcare Position in educational and Healthcare MarketplaceMarketplace

Minority Institution Designation (HBGI)Minority Institution Designation (HBGI)

NCRR/NIH EligibilityNCRR/NIH Eligibility

Support for Graduate and Support for Graduate and Advanced Advanced

Professional Degree FocusProfessional Degree Focus

Support for Graduate and Support for Graduate and Advanced Advanced

Professional Degree FocusProfessional Degree Focus Title III eligibilityTitle III eligibility

UC Medical Education FundsUC Medical Education Funds

SB1026 FundsSB1026 Funds

RWJ (Nursing)RWJ (Nursing)

Core ProgramsCore Programs

Graduate Medical Education/Physician Graduate Medical Education/Physician PostgraduatePostgraduate

MD Program (CDU/UCLA Medical MD Program (CDU/UCLA Medical Education)Education)

MSN (Nurse Clinical Leader)MSN (Nurse Clinical Leader) Master Science Clinical ResearchMaster Science Clinical Research Master Public HealthMaster Public Health (Physician Assistant Program)(Physician Assistant Program)

CoreCore

Financial Financial SustainableSustainable

Non SustainableNon Sustainable

Non Non CoreCore

Financial Financial SustainabilitySustainability

CoreCore

Financially Financially SustainableSustainable

GME/PostgraduateGME/PostgraduateCDU/UCLA MDCDU/UCLA MDMSNMSNMPHMPH(Physician Assistant)(Physician Assistant)

Non Non SustainableSustainable

? MSCR? MSCR

Non Non CoreCore

Rad TechRad TechNMTNMTCCS/HITCCS/HITGEGE

SAC/AODSSAC/AODSPharm TechPharm TechDMSDMSBMSBMS

RecommendationsRecommendations Non-core (discretionary), non sustainable programs Non-core (discretionary), non sustainable programs

recommended for immediate closure/suspensionrecommended for immediate closure/suspension

Implementation of MSCR (core program) delayed until Implementation of MSCR (core program) delayed until definitive demonstration of viable business plandefinitive demonstration of viable business plan

Non-core (discretionary), sustainable programs to be Non-core (discretionary), sustainable programs to be evaluated/prioritized based upon program alignment, evaluated/prioritized based upon program alignment, market position and program quality/ educational market position and program quality/ educational outcomesoutcomes

Re-alignment of programs and reallocation of resources Re-alignment of programs and reallocation of resources to strengthen remaining academic program arrayto strengthen remaining academic program array

Thank you…Thank you…