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 Clear Purpose/Explicit Decision Making Process Transparency Transparency Bidirectional Information Flow Bidirectional Information Flow Informed Discussion/Critical Analysis Informed Discussion/Critical Analysis Definitive Action Definitive Action

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

4. Stressed Educational Institution Academic Turnarounds: Restoring vitality Challenged Colleges and University Academic Turnarounds: Restoring vitality Challenged Colleges and University Terrance MacTaggart Terrance MacTaggart Turnaround: Leading Stressed Colleges and Universities to Excellence Turnaround: Leading Stressed Colleges and Universities to Excellence James Martin, James E. Samels 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 Revitalization 1 Restoring Financial Stability (Business Model) Restoring Financial Stability (Business Model) Marketing and Branding (Value Proposition) Marketing and Branding (Value Proposition) Strengthening Academic Programs and Culture Strengthening Academic Programs and Culture Source: Academic Turnarounds

7. Critical Success Factors Critical Success Factors 2 Leadership Leadership Accurate and Timely Financial Information Accurate and Timely Financial Information Actions Focused on Finances Actions Focused on Finances Transparency Transparency Faculty Involvement 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 !!! Critical Step for Institutional Turnaround !!!

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

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

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

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

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

14. Title III eligibility Title III eligibility UC Medical Education Funds UC Medical Education Funds SB1026 Funds SB1026 Funds RWJ (Nursing) RWJ (Nursing)

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

17. Core Financial Sustainable Non Sustainable Non Core

18. Financial Sustainability

19. Core Financially Sustainable GME/Postgraduate GME/Postgraduate CDU/UCLA MD CDU/UCLA MD MSN MSN MPH MPH (Physician Assistant) (Physician Assistant) Non Sustainable ? MSCR ? MSCR Non Core Rad Tech Rad Tech NMT NMT CCS/HIT CCS/HIT GE GE SAC/AODS SAC/AODS Pharm Tech Pharm Tech DMS DMS BMS BMS

20. Recommendations Non-core (discretionary), non sustainable programs recommended for immediate closure/suspension Non-core (discretionary), non sustainable programs recommended for immediate closure/suspension Implementation of MSCR (core program) delayed until definitive demonstration of viable business plan 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 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 Re-alignment of programs and reallocation of resources to strengthen remaining academic program array

21. Thank you…