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

5

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

6

Vision Statement

Excellenthealthandwellnessforall inaworldwithouthealthdisparities.

2 ABOUT CDU

7

Mission Statement

CharlesR.DrewUniversityofMedicineandScienceisaprivatenon‐profitstudent‐centeredUniversitythatiscommittedtocultivatingdiversehealthprofessionalleaderswhoarededicatedtosocialjusticeandhealthequityforunderservedpopulationsthroughoutstandingeducation,research,clinicalservice,andcommunityengagement.

2 ABOUT CDU

8

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.

3 THE PLAN

9

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.

3 THE PLAN

10

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.

3 THE PLAN

11

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.

3 THE PLAN

12

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.

3 THE PLAN

13

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.

3 THE PLAN

14

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

15

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

16

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

18

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