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FULL FACULTY MEETING

FULL FACULTY MEETING. CDU Council of Deans Richard S. Baker, MD Dean, College of Medicine Gloria McNeal, PhD, MSN, ACNS-BC, FAAN Dean, School of Nursing Gail Orum-Alexander, PharmD Dean, College of Science and Health July 22, 2010 12:00 pm – 2:00 pm. Doing Business Differently.

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FULL FACULTY MEETING

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  1. FULL FACULTY MEETING CDU Council of Deans Richard S. Baker, MD Dean, College of Medicine Gloria McNeal, PhD, MSN, ACNS-BC, FAAN Dean, School of Nursing Gail Orum-Alexander, PharmD Dean, College of Science and Health July 22, 2010 12:00 pm – 2:00 pm

  2. Doing Business Differently • Clear Purpose/Explicit Decision Making Process • Transparency • Bidirectional Information Flow • Informed Discussion/Critical Analysis • Definitive Action

  3. Decision Making Process • Recommendations from each Dean for respective School/College • Recommendation from Chair of Dean’s Council (Institutional perspective) • Recommendations from Faculty • Decision from President (based upon recommendations/input) • Definitive Action

  4. Stressed Educational Institution • Academic Turnarounds: Restoring vitality Challenged Colleges and University • Terrance MacTaggart • Turnaround: Leading Stressed Colleges and Universities to Excellence • James Martin, James E. Samels

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

  6. Three Stages of Revitalization1 • Restoring Financial Stability (Business Model) • Marketing and Branding (Value Proposition) • Strengthening Academic Programs and Culture Source: Academic Turnarounds

  7. Critical Success Factors2 • Leadership • Accurate and Timely Financial Information • Actions Focused on Finances • Transparency • Faculty Involvement Source: Turnaround-Leading Stressed Colleges and Universities to Excellence

  8. Mission Critical Process Prioritization/re-alignment of Academic Programs and services for the purpose of (re) allocating resources to optimize Institutional performance and financial sustainability. Critical Step for Institutional Turnaround !!!

  9. Prioritization Process • Define and delineate Core Academic programs vs. non-Core (discretionary) programs • Define, compile, and analyze data of prioritization evidence base • Evaluate financial status/sustainability relative to core vs. non-core status • Evaluate and rank remaining sustainable programs relative to program alignment, market position, and program quality/ educational outcomes • Provide recommendations for definitive action

  10. Program Evaluation Evidence Base • Program Alignment • Market Analysis • Financial Sustainability • Program Quality/Educational Outcomes

  11. Data Sources • Office of Finance • Enrollment Services/Institutional Effectiveness • Program Reviews • Healthcare Workforce Reference Documents • Primary Research

  12. Institutional Focus/Academic Priorities • Core Programs • Graduate health professions degrees (Doctorate or graduate health professional) • Graduate health sciences degrees (PhD, MS) • Desirable/Non Essential • CDU pipeline baccalaureate/post baccalaureate programs • Executive professional degree/certification/continuing education • Discretionary/Non Essential • All other programs

  13. Support for Graduate and Advanced Professional Degree Focus • History/Mission • Position in educational and Healthcare Marketplace • Minority Institution Designation (HBGI) • NCRR/NIH Eligibility

  14. Support for Graduate and Advanced Professional Degree Focus • Title III eligibility • UC Medical Education Funds • SB1026 Funds • RWJ (Nursing)

  15. Core Programs • Graduate Medical Education/Physician Postgraduate • MD Program (CDU/UCLA Medical Education) • MSN (Nurse Clinical Leader) • Master Science Clinical Research • Master Public Health • (Physician Assistant Program)

  16. Financial Sustainability

  17. Recommendations • Non-core (discretionary), non sustainable programs recommended for immediate closure/suspension • Implementation of MSCR (core program) delayed until definitive demonstration of viable business plan • Non-core (discretionary), sustainable programs to be evaluated/prioritized based upon program alignment, market position and program quality/ educational outcomes • Re-alignment of programs and reallocation of resources to strengthen remaining academic program array

  18. Thank you…

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