20021-26 University Strategic Plan: Transformational Growth Part 2 of an Occasional Series( continued)
Strategic Theme 2 calls for promoting the mission through the CDU Advantage and student engagement.
• The five Pillars of the CDU Advantage are fundamental concepts that add up to producing students who possess the high-level clinical training infused with the knowledge, empathy, and leadership traits necessary to forge a medical training curriculum that reflects the realities of the contemporary world.
• As researchers, students will have the ability to grow into a crucial leadership role because of their direct field experience and their ability to elicit the proper information based on their sensitivity to the needs of persons in the most acute states of need.
• A significant percentage of the professionals trained using this methodology grew up in an underserved community and have a strong commitment of“ doing well by doing good.”
Strategic Theme 3 calls for securing and deploying resources commensurate with the pace of CDU’ s transformational growth.
• This theme acknowledges that as the University’ s unique, innovative approach to health care education becomes studied, modeled, and fostering greater interest within mainstream circles, growth opportunities must be prudently managed and must have a well thought out purpose.
• A sub element of this theme goes unspoken in the 2021-26 Plan document but must be stated aloud: from its inception, CDU leadership has had access to large amounts of funding resources. There was a time when, because of mismanagement and other complications, access to those resources was diminished. In this current environment, the message is clear that a prudent approach to resource allocation is a hallmark of the current Plan implementation strategy and timeframe.
Strategic Theme 4 calls for the need to structure and strengthen internal processes to optimize productivity and efficiency.
• The University is moving assiduously, and the primary goals ought to be economic viability fostered by the effective management of resources and ensure continued academic accreditation as the bridge to long-term, even permanent fiscal sustainability.
• CDU leadership does better than most top-level“ C” Suite management groups: Dr. Carlisle, Provost Michael, and their colleagues develop and vision regarding the important issues afoot at CDU in communication with the disparate sectors of the University and the community. That creates a sense of ownership, buy in, and the recognition that every sector’ s voice is important. And – the right people engaged in plan development are at the table.
Strategic Theme 5 calls for strengthening the institutional climate.
• Universities have many levels of its institutional climate and services that are intended to be friendly to the needs and interests of students, faculty, staff, and administration. An additional level of contact at CDU is the community members who take the“ community-founded” sentiment at face value and are active participants in campus life.
• Consequently, to quote the Plan,“ The University must remain committed to promoting an environment that appeals to the best in all of us by fostering a CLEDIC campus that honors Community, Leadership, Excellence, Diversity, Integrity, and Compassion. Our mission to serve the underserved requires a special understanding and appreciation of humanity, even as we hold each other to the highest performance possible.”
• The Plan is to“ invest in programs and practices that enhance a sense of belonging, embrace differences, improve reward systems and celebrate personal contributions as well as our mosaic”.
CDU College of Medicine | PG. 7