strategic plan priority i: student success & academic ... strategic implementation plan...

UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan

STRATEGICPLANPRIORITYI:STUDENTSUCCESS&ACADEMICEXCELLENCE

Firstyear:Baseline2017-2018Target2022:Fouryear:Baseline2017-2018Target2022:

Begintolookatfactorsaffectingretentionratesforpre-nursing,BSN,RNtoBSNprograms:2018-2019

a. Identifyfaculty,staff,IRresourcestofocusonthisarea:Summer,2018

• $$ Searchcommittee,faculty,

Dean,BusinessManager,DepartmentChairs

Pre-Nursing:

Addonenewnursingorientedoptionannuallybeginning2018-2019

1. Increasenursing-orientedoptionsforprograms,discussions,etc.(e.g.,firstaidclasses,STNA,faculty/gradstudentspeakersessionsheldonmaincampus,etc.)tohelppre-nursingstudentsfeelmoreinvolvedintheirmajor.

• $ ProgramDirector,faculty

2. Explorepossibilityoffreshman/sophomoreadmission

• $ AcademicDean,Academic

Advisors

3. Augmenttutoringtokeepstrugglingstudentsinthe •

AcademicDean,AcademicAdvisors,ProgramDirectors

Outcomes Metrics ActionSteps,PrioritiesandTimeline(Immediate2017-18;Short-Term2018-20;Mid-Term2020-22)

ProgressKey• Complete• InProgress• Incomplete

Resources Responsibility

Goal1.1:Improvegraduateandprofessionalstudentsuccessthroughtimelydegreecompletion

IMMEDIATE2017-18

AddtwoadditionalsectionsofN1000Fall2019-2020

program4. Explorewaystocontinually

improveacademicadvisinga. Moreactiveroleinearly

socializationandpre-requisitecourses

AcademicDean

5. ExploredecreasingnumberofstudentsinFreshmanSeminar(N1000)

• $$ ProgramDirector,Academic

6. PromoteCNLProgramasasecondpathwayintonursing.

• $$ LeadershipTeam,

Recruitment,Marketing,CommunicationsSpecialist,Faculty

BSNProgram:

1. Re-evaluatepre-req.courserequirementstofacilitateprogression

• $ Faculty,ProgramDirector

TwiceyearlyadmissionbeginsSummer2019

2. Evaluatethreetimesayearadmissionintermsofresources,efficiency;possiblychangetotwiceayearadmissionforBSNwithnodecreaseinenrollment(possibleincreases).

• $$ Faculty,LeadershipTeam

3. Re-evaluateCONUGpolicytimetodegreecompletion •

Faculty,ProgramDirector,AcademicDean

4. Reviseneededcurriculum

revisionstoreflectcurrentstandardsandcriteria.

Faculty,ProgramDirector

Conductfacultyretreateachsemester2018-2019

5. EngageconsultanttoworkwithfacultytofacilitateneededchangespriortoCCNEaccreditationvisit

• $$ Dean,ProgramDirector

Meetorexceednationalnormsfor1sttimeNCLEX

6. Continueto“formally”evaluateandupdateconcept-basedcurriculum.

a.EvaluateATIincurriculumb.FacultyWorkshops–ATI

• AcademicDean,Program

Director,Faculty

Teach-outplanannounced5-22-18;FinalcontractsignedbybothUniversities5-22-18

7. EvaluatecollaborationwithBGSUforjointUT/BGSUBSNconsortium

a.Re-negotiationofcontractb.Identifyandproblem-solveissuesassociatedwiththiscollaborationc.OngoingcommunicationwithCONDean,BGSUCHHSInterimDean,Provosts

• Dean,Pre-liencureprogam

directorProvost,President

8. Increasestudentoptionsforextracurricular/enrichmentopportunities

• $-$$$ LeadershipTeam,FAculty

TriptoTaiwan,5%honorsstudents,May-2018

9. IncreaseenrollmentinHonorsProgram

10. Increasestudyabroadoptions-

HonorsDirector,facultyHonorsDirector,Faculty,LeadershipTeam

Increasebytwostudentsperyearbeginning2018-2019

11. PossibleexchangeprogramwithTaiwanesestudentsSummer,2019

• HonorsDirector,Faculty,

LeadershipTeam

3Whitecoatceremoniesheld,Fall,2017;Spring,Summer,2018

12. AdoptwhitecoatceremonyforBSNandCNLcurrentstudents2017-2018

• Dean,leadershipteam

Haveplantocontinuewitheachincomingpre-licensureclass

13. ContinueWhiteCoatCeremonyforincomingBSNandCNLstudents2018-2019

• Dean,Leadershipteam

Increaseby10%annuallybeginning2018-2019

14.Increasestudentinvolvementinresearchandscholarlyactivities

• Assoc.DeanforResearchand

Scholarship,Faculty

15. Supportstudenttravelwithincreasedfund-raising(Foundationfunding)

• Dean,DevelopmentOfficer

RN-BSN

NewprerequisitesarereadyforFacultySenateCurriculumCommitteeapproval–Fall2018

1. Re-evaluatepre-requisitecourseworkandadmissionrequirements

• Faculty

IncreaseenrollmentinRN-BSNProgramby50students/year

2. Increaseenrollmentinlinewithsettargets(TBD)

$ AcademicDean

beginning2019-2020

Curricularrevisionsinprogresstomeetcurrenthealthcarestandards,newinformaticscourse&qualityandsafetyinnursingcourseaddedtoRN-BSNProgramcurriculum.

3. Reviewrelevanceof

curriculumandreviseinconsiderationofcurrenthealthcareenvironment,standards,studentpreferences

ProgramDirectors

RN-BSNachievesprogramcertification2018-2019OneRN-BSNfacultyachievesUTMasterOnlineInstructorstatus2018-2019

4. PursueQualityMattersCertificationforentireProgram(allcourses)a.AllprogramfacultytoparticipateinQMworkshopsb.AtleastonefacultymembercertifiedasaQMpeerreviewerc.AtleastonefacultymembertobeaUTMasterOnlineInstructor

ProgramDirectors/DepartmentChairAcademicDean

PilotonecourseintegrationofCBE2018-2019

5. Integratecompetency-basededucationcoursesascurricularoptions

• $ Faculty,ProgramDirector,

MeetingsheldwithDepartmentofNursingandDeanatOwensCommunityCollegeregardingdualenrollmentandUTCollegeofNursing

6.FurtherdeveloprelationshipwithOwensCommunityCollege

a.Dualadmissionb.Onsiteadvisingc.Collegecreditplus

$ ProgramDirector,ADAA,Dean

onsiteadvisingatOwens.Also,relationshipsestablishedwithProMedicatoprovideblended/hybridcourseson-sitefortheir2yearpreparednursetobeginourRN-BSNProgram.

7.Explorecommunitypartnerships

a.Communitycollegesintheareab.Healthcaresystems

AssociateDeanAA,Faculty,ProgramDirector

Conductfacultyretreateachsemester2018-2019

8.Developandimplementcomprehensivemarketingcampaign

a.Onlinetargetedadsb.On-sitehospitalcampaign

• $$$

Conductfacultyretreateachsemester2018-2019IntegrationofgraduatecorecoursesintoCNLcurriculum2019-2020

1. Conductreviewofprogramcurriculumtoensurecompliancewithaccreditationandprofessionalstandards.a. Makeanynecessary

curriculumrevisionb. Developgraduatecore.

IntegratedsharedcontentwithBSNprogramwherepossible,coursesharing,curricularefficiencies.

c. Reevaluateprerequisite

Faculty,ProgramDirectors,AssociateDeanforAcademicAffairs(ADAA)Faculty,ProgramDirectors,ADAA

ByFebruary2019

courserequirementstofacilitateprogression.

d. Develop“seamlesstransition”pathway–CNLtoDNP.

e. EvaluateuseofATIwithregardtostudentsuccess

f. FacultydevelopmentwithregardtoATIutilization

g. IncreaseIPEopportunitiesandexperiences

Faculty/ProgramDirectorAcademicDeanAcademicDeanProgramDirector/Faculty

2. Increasestudentenrollmenttocorrespondwithmarketanalysisandresourceavailability(clinicalsites,faculty,preceptors)

• ProgramDirector/Faculty

HostoneinformationalsessiononmaincampustointroducestudentstoalternatenursingpathwaythroughCNL2018-2019

3. MarketCNLprogramasanadditionalnursingpathwaya. Targetpre-nursing

studentsandothermajorsoncampus(ArtsandLetters,HealthandHumanServices)

b. Marketprogramnationally

$$$ Faculty/ProgramDirector

Increaseby5studentsthenumbertakingCNLcertificationexam2018-2019

4. ReviewcurrenttimingandpracticesaroundCNLcertificationexam.

• ProgramDirectors,faculty,

Leadershipteam

APRNPrograms(MSN,DNP)

Conductfacultyretreateachsemester2018-2019IntegrationofgraduatecorecoursesintoMSNcurriculum2019-2020.Credithourreductionfromcurrent89creditsintheBSN-DNPto78-81in2018.Incorporationofatleastonesimulationineachclinicalcourse2018-2019.IncorporationofatleastoneIPlearningactivityinoneclinicalcourse2018-2019.

1. Conductcomprehensivecurriculumreviewandrevisiontoensurecompliancewithaccreditationandprofessionalstandards(AACN,NONPF,NTF)throughfacultyworkgroupsaccordingtotopicalclustersofexpertise:a.Currentteachingmodalitiesandpedagogiesb.Clinicalapplicationc.Reductionofcredithoursd.SeamlesstransitiontoDNPe.Increasesimulationexperiencesf.IncreaseIPEopportunitiesg.Increaseinterprofessionalsharedlearningactivities(example,PAprogram;implementjointcoursework,lab,clinicalcasestudyanalyses).

AcademicDean,ProgramDirectors,faculty,LeadershipteamProgramDirectors,faculty,Leadershipteam

Increasestudentenrollmentby_____

2. Analyzemarketabilityrelatedtopeerinstitutions.a.Totalprogramcredithoursb.Admissioncriteria(pre-requisites)c.Admissionprocesses(CAS,applicationdeadlines)

ProgramDirectors,faculty,Leadershipteam

TwocoursesnowQMcertified,oreinreview.AllprogramfacultywillparticipateinoneQMworkshopbySpring2019.On-lineteachingcertificateearnedbyallprogramfacultyteachingonlineby2020.

3. ObtainQualityMatters(QM)certificationforallonlinecourses.a.AllfacultyteachingonlinewillparticipateinQMcoursedesignworkshops.b.Allfacultyteachingonlinewillearnanonlineteachingcertificate

$ ProgramDirectors,faculty,Leadershipteam

Stateendorsementofgraduatecertificatesbyfall2018.

4. StateapprovalofAdultGero.PrimaryCareNPandPsychMentalHealthNPgraduatecertificates:a.SubmissioncertificatetoAssociateDeanofCOGSb.AssociateDeanofCOGSsubmissiontoCCGSOhioHigherEd.

ProgramDirectors

5. Explorenewgraduatecertificates(examples,CareofParkinsonPatients,VeteransHealth).

• ProgramDirectors,faculty,

Leadershipteam

AcutecarePNPonlinetrackwillbeaccreditedby2020-2021.

6. Explorethedevelopmentofnewprograms:a.AcuteCareNPAdult,AcuteCareNPPediatric

7. Strengthenthecurrent • ProgramDirectors,faculty,

PediatricNPprogram:a.Developspecificpediatriccourses(ie.ThreeP’s).b.DevelopandmarketanationalonlinePediatricNPprogram

Leadershipteam

8. Increaseenrollmentinalltracksandspecialties

9. Increaseclinicalplacementsites

OnemeetingofDean’sStudentAdvisoryBoardconvenedbyendofFallsemester2018.IncreaseCOFstudentsfundedtosix2018-2019.

10. Fosteracloserrelationshipbetweenadministrationandstudentsthroughopenavenuesofcommunicationa.Studentsatisfactionsurveyb.Dean’sadvisoryboard

• Dean,Leadershipteam

3studentsinChooseOhioFirst2017-2018Applyingfor2018-19fundingPreparingfundingforhioMeansJobsfuningforsubmissionsummer,2018XstudentsfundedbyNFLPfunds

11. Increasegraduatestudentscholarshipprogramsa. ChooseOhioFirst

b. OhioMeansJobs

c.NurseFacultyLoanProgram

APRN,DNPProgramDirectors,Dean,AcademicAssoc.Dean

Jonasapplicationsubmitted,April,2018-inreview

1. Increasestudentscholarshipprogramsa. JONASscholarship

nominationofonestudent

• ProgramDirectors,faculty

LastsemesterwillbeSummer,2019

2. CollaboratewithUT/WSUfaculty/InterimDeantosuccessfullyandcordiallyclosejointDNPconsortiumprogram.

• Dean,DNPprogramDirecotr,AcademicDean

3. Conductasystematic

evaluationandrecommendationofrevisionoftheDNPfinalproject.

• APRN,DNPprogramdirectors,AcadmicDean,faculty

4. ExplorepartnershipwithOhioUniversityforfacultyexchangefordoctoraleducation

• ProgramDirectors,faculty,Leadershipteam

NurseEducator

1.Conductreviewofprogramcurriculumtoensurecompliancewithaccreditationandprofessionalstandards.

• ProgramDirector,faculty

2.Increasestudentenrollmenttocorrespondwithmarketanalysisandresourceavailability

• ProgramDirector,faculty

3.Developmarketingplan • ProgramDirector,faculty

a.Conductmarketanalysisb.Benchmarkprogramwithpeerinstitutionsc.Makerecommendationsforvalidmarketingplan

Short-Term2018-2020 1. Developmentactivitesto

supportwhitecoatsforallstudentstobegivenattheWhiteCoatCeremonies

• $$$ Dean,DevelopmentOfficer

Developgraduatecoretofacilitateseamlesstransitionacrossprograms;Integratesharedcontentwithothergraduateprogramswherepossible,coursesharing,curricularefficiencies.

2. Developacutecarenursepractitionerspecialtyprogram-APRN,DNP

3. DevlopVeteran’sHealthInterprofessionalgraduatecertificate

4. Developtimeline,processestoaccomplishconversionofallAPRNprogramstoDNPby2025.

5. FacultydevelopmentworkshopaboutDNPadvising

6. Implementfacultyadvisors • ProgramDirector,faculty

withsharedinterests/expertiseforeverydoctoralstudentbeginningatadmission.

Mid-Term2020-2022 1. ExplorePhDProgramin

Nursingby2022 • Dean,Assoc.Deans,LeadershipTeam

Outcomes Metrics ActionSteps,PrioritiesandTimeline

(Immediate2017-18;Short-Term2018-20;Mid-Term2020-22)

Goal1.2:Improvegraduateandprofessionalstudentsuccessthroughtimelydegreecompletion

IMMEDIATE2017-18

STRATEGICPLANPRIORITYII:RESEARCH,SCHOLARSHIP&CREATIVEACTIVITIESOutcomes Metrics ActionSteps,PrioritiesandTimeline

ProgressKey

• Complete• InProgress• Incomplete

Goal2.1:Increaseandenhancefacultyscholarship

Immediate2017-2018 Fullapprovalby

Boardoftrustees2/18.

1. Complete Promotion and Tenure elaborations and gain all necessary approvals

2. Faculty will identify focus of

scholarship and align resources to increase support by Fall, 2018.

3. Associate Dean of Research and

Scholarship in collaboration with department chairs to facilitate implementation in 2018.

4. Implement ongoing publishing and grant writing workshops to assist faculty in meeting goal of at least one journal publication per year.

Dean,facultyAssociate Dean of Research & Scholarship, Chairs, Faculty Associate Dean of Research & Scholarship, Chairs, Faculty Associate Dean of Research & Scholarship, Chairs, Faculty

Short-Term2018-20

1. Implement ongoing publishing and

grant writing workshops to assist faculty in meeting goal of at least one journal publication per year through 2019-2022.

Associate Dean of Research & Scholarship (ADRS), Chairs, Faculty

2. Working with University resource people/areas on mentoring faculty development programs

• $ ADRS, Dept. Chairs, Office of Research and Sponsored Programs

3 submissions /yr. 2017-2018, 5 submissions /yr. 2018-2020, 8 submissions /yr. 2020-2022

3. Increase number of grant submissions

Associate Dean of Research & scholarship, Chairs, Faculty

Mid-Term2020-22 1. Developandimplementmethods

toassistfacultyinlocatingappropriategrantopportunities

Associate Dean of Research & Scholarship, Dean, Faculty

2. Facilitate opportunities for faculty to increase interprofessional opportunities for scholarship, research, and grants

Outcomes Metrics ActionSteps,PrioritiesandTimeline(Immediate2017-18;Short-Term2018-

20;Mid-Term2020-22)

ProgressKey

Goal2.2:Achievenationalrecognitionforresearchandexcellence

Immediate2017-2018 1. Supportfacultyasresources

allowtoattendnational/internationalmeetingsatwhichtheyarepresenting.

2. Encourageandfacilitatefacultyparticipationonnationalandinternationalprofessionalorganizations,researchreviewpanels,abstractreviews,etc.

• Associate Dean of Research &

Scholarship, Dean, Chairs Associate Dean of Research & Scholarship, Dean, Chairs

Mid-Term2020-22 1. Increasenumberoffaculty

whoaremembersofnationalreviewpanels,nationallevelcommitteesandtaskforces

2. Increaseuseofsocialmediaandothermarketing/communicationtoincreasevisibilityofUTCONfacultyandstudentaccomplishments.

3. Increasevisibilityforgrantfunding,resultsofscholarlyprojects.

Marketing, Associate Dean of Research & Scholarship, Dean Associate Dean of Research & Scholarship, Dean, Chairs

Outcomes Metrics ActionSteps,PrioritiesandTimeline(Immediate2017-18;Short-Term2018-20;

Mid-Term2020-22)

ProgressKey

Goal2.3:Increasethenationalprominenceoffacultyderivedfromtheirresearch,scholarshipandcreativeactivities

Immediate2017-2018

Surveyfacultytoestablishbaseline.Increaseby10%annually.

1. Increase faculty who hold national offices (professional service)

2. Empower faculty and staff to increase their national prominence through enhanced support services, training and policies that foster an enriched environment.

3. Increase emphasis on faculty

research, scholarship, productivity and excellence through the University, college and departmental merit, promotion and tenure guidelines and elaborations.

Faculty,LeadershipTeamFaculty,LeadershipTeamFaculty,LeadershipTeam

Short-Term2018-20 90%faculty

useFaculty180by2019

1. Assist all faculty in using Faculty 180 for faculty activity reporting to collect information relating to the goals of the Strategic Plan.

Faculty,Leadershipteam

2. Promote and enhance recognition of faculty research, scholarship and creative activities.

• LeadershipTeam,Faculty,Dean,AssocDeanforresearch,Marketing,CommunicationDIrector

80%facultypublish1article/year

3. Increase the number of faculty publications in high-impact and high-profile journals, with program faculty identifying those journals relating to their areas of specialty.

• Faculty,ADRS,Chairs

40%facultypublish2articlesormore/yr.

1. Encourage faculty and staff to

pursue and accept prestigious fellowships and leadership positions in national and international professional organizations, and participate in national research and scholarship committees or work groups

• Faculty,ADRS,Chairs,Dean

Mid-Term2020-22

1. Foster community engagement in

research, EBP, scholarly activities Faculty,ADRS,Chairs

through interprofessional collaborations and partnerships with community agencies and hospital systems

2. Identify areas of excellence for

the CON and increase programming and marketing in these areas.

3. Enhance and foster

interdisciplinary research by developing joint symposia, faculty development sessions.

LeadershipTeam,Faculty,ADRS,Chairs,MarketingLeadershipTeam,Faculty,ADRS,Chairs

STRATEGICPLANPRIORITYIII:FACULTY,STAFF&ALUMNIOutcomes Metrics ActionSteps,PrioritiesandTimeline

ProgressKey

Goal3.1:Fosteracultureofexcellencebysupportingretention,careerprogressionandhighjobsatisfactionforstaff

Immediate2017-2018 Baseline2016:75%?

Target2022:95%5. Fillvacantstaffpositions

a. RecruitmentandCommunicationspecialist

b. UndergraduateAdvisorc. Dean’sExecutiveAssistantd. AdministrativeSec1-Assoc.

Deanse. Secretary2-Dept.Chairs,

LRC,Simulationf. Secretary2-Student

Servicesg. Secretary2-Graduate

Programs

h. CLApositions

• • •

$$ Searchcommittee,faculty,Dean,BusinessManager,DepartmentChairs

Short-Term2018-20 1. ReassessOrganizationalChart

• $ Faculty,administration,leadershipteam,facultysenate?,Provost

2. Achievestabilityinstaff • $$ Businessmanager,HRandtalentdevelopment

3. Elicitfeedbackfromstaffinregardtotheirjobsatisfaction

• $ BusinessManager,Dean

4. Createcultureofappreciationbyrecognizingoutstandingstaff

Faculty,Dean,BusinessManager,DepartmentChairs,ProgramDirectors

5. Developmentoringprogramfornewstaffhires • $ BusinessManager,Dean

Mid-Term2020-22 1. Reassessstaffexpertisein

deliveryofprogrammaticneeds

BusinessManager,ProgramDirectors,Dean

2. Continuetoelicitfeedbackfromstaffinregardtotheirjobsatisfaction

• $ BusinessManager,Dean

ProgressKey

Goal3.2:Fosteracultureofexcellencebysupportingretention,promotionandhighjobsatisfactionforfaculty

Immediate2017-2018

1. Fosterexcellenceandprovidesupportforfaculty

Faculty,AssociateDeans,DepartmentChairs,ProgramDirectors,Dean

2. Re-evaluateandreviseworkloadcriteriaforfairnessandequity

DepartmentChairs,Dean

Completed3/18 3. ChangenameandrealignfacultytodepartmentsandappointpermanentDepartmentChairs

Faculty,DepartmentChairs,Dean,FacultySenate,Provost,BoardofTrustees

4. RecruitAssociateDeanofAcademicAffairs

• $$$

Searchcommittee,academickeyssearchfirm,faculty,Dean,Provost,BusinessManager

5. RecruitAssociateDeanofResearchandScholarship

• $$

Searchcommittee,faculty,DepartmentChairs,Dean,Provost,BusinessManager

6. AppointPermanentProgramDirectors

• $ DepartmentChair,Dean

7. Fillvacantfacultypositions • $ Searchcommittee,faculty,DepartmentChairs,Dean,provost,BusinessManager

Short-Term2018-20 1. Conductassessmentoffaculty

timeforvariousactivities:collectempiricaldata;reviseworkloadcalculations

Faculty,AssociateDeans,DepartmentChairs,Dean

2. Establishtaskforcelookingatself-care:healthyfood,walkinggroups,ergonomicworkenvironments

Faculty,DepartmentChairs,Dean

3. Exploreavenuesforprovidingcompensationtomarketvalueandnationalbenchmarks

• $$$

DepartmentChairs,Dean,Provost,President,BoardofTrustees

4. EngagementwithUniversityinitiatestoadvancepromotionandtenureprogress

Faculty,DepartmentChairs,AssociateDeans,Dean

5. Developstructured,realisticmentorshipprograms • $ Faculty,DepartmentChairs,

AssociateDeans,Dean 6. Re-developnewfaculty

orientationprogram • $ Faculty,DepartmentChairs,ProgramDirectors,AssociateDeans,Dean

Mid-Term2020-22 1. Continuetoreviseandupdate

orientationfornewfaculty

• $ Faculty,DepartmentChairs,Dean

2. Reassessfacultyexpertisein Faculty,AssociateDeans,

deliveryoffuturecurricularneedscommensuratewithprofessionalandpracticeenvironments

ProgressKey

Goal3.3:Increasediversityamongallemployees

Immediate2017-2018

4. ImplementCONdiversityplaninalignmentwithUTdiversityplan

Faculty,CONdiversitycommittee,chairs,Dean

Short-Term2018-20

2. Creatediversityhiringandretentionplan

3. Supportdiversityinitiatives • $$

4. Focusedhiringofdiversefaculty • $ Faculty,chairs,Dean

Mid-Term2020-22 1. Assesseffectivenessofdiversity

Goal3.4:Strengthenemployeework-lifebalance,senseofcommunityandprideinwork

Immediate2017-2018 1. Increasethenumberof

celebrationsandsocialinteractionopportunities

• $$

Faculty,RecruitmentandCommunicationSpecialist,Dean

2. Holdfacultyretreatsthatincludetimeforcelebratingaccomplishments

• $$ Faculty,ProgramDirectors,

DepartmentChairs,AssociateDeans,Dean

CodeofProfessionalBehaviorendorsedbyFacultyCouncil,December,2017

3. Increasepositiveworkclimate;workplacecivility;Developandcommittofacultycodeofconduct

• $ Faculty,ProgramDirectors,

DepartmentChairs,AssociateDeans,Dean

BaselinesurveyconductedinSummer,2017;repeatinsummer2018andannually

4. Assessandcontinuetoevaluateworkplaceclimateandoverallfacultysatisfaction

• $ Dean,LeadershipTeam,faculty

Short-Term2018-20 1. Continuetoincreasepositive

workclimate;workplacecivility

2. IncreasefunctionalityandaestheticsofCONspaces

$$$ Dean,LeadershipTeam,Faculty,Studentreps.

• 3. Employprocessforfacultyto

useearnedtimeoff • $ DepartmentChairs,Dean

4. EncouragefacultytoparticipateinUTinitiatestopromotewellness

5. Respectcommunicatedworklife/boundariesamongcolleagues

Mid-Term2020-22 1. Evaluateoverallfaculty

satisfactionrateanddevelopplanforimprovements

Goal3.5:Engagealumni,friendsandstakeholdersmeaningfullyinthelifeoftheUniversity

Immediate2017-2018 1. Identifyandimplement

opportunitiesforalumni,friendsandstakeholderstobecomeinvolvedinlifeatCONbasedontheirareasandlevelsofinterest

Faculty,RecruitmentandCommunicationSpecialist,Dean

2. WorkwithCONAlumniAffiliatetobroadenscopetoallCONalumni(notjustlocal)andincreaseimpact,communication,levelof

• $ AlumniAffiliateleadership,AlumniRep.,Dean

involvementShort-Term2018-2020

Baselineestablished

whenDean’sadvisoryboardisre-developedinAY2018-19

1. Re-developourDean’sAdvisory

Boardandpossibletargetedcommunityadvisoryboardsasawaytoengagealumniandfriends.

RecruitmentandCommunicationSpecialist,Dean

2. Engagealumni,friendsandstakeholdersasmentorsandresourcesforcurrentstudentstolearnaboutcareeroptions,pathwaysandimportantjobskillsingivesareas

$ Faculty,ProgramDirectors,RecruitmentandCommunicationSpecialist,Dean

3. HighlightAlumnitoincreasetheirvisibilitytostudents

Faculty,ProgramDirectors,RecruitmentandCommunicationSpecialist,Dean

PlanningCEeventforNov.,2018

4. IncreaseCEforallalumni-onlinetocapturethoseatadistance

• $ CNECoordinator,Dean

CONalumnisurveyunderwayApril/May,2018

5. WorkwithNursingAlumniAffiliatetosurveyalumnitogiveinput,feedback,andasenseofdesiredprogramming

• $ RecruitmentandCommunication

Specialist,Dean

Mid-Term2020-22 1. Evaluateeffectivenessof

Dean’sAdvisoryBoardandengagementofalumniandfriends

RecruitmentandCommunicationSpecialist,Dean

STRATEGICPLANPRIORITYIV:FISCALPOSITIONING&INFRASTRUCTUREOutcomes Metrics ActionSteps,PrioritiesandTimeline

ProgressKey

Goal4.1:BuildastrongfinancialfoundationGoal4.3:IncreaserevenueandoperatingefficienciesImmediate2017-2018 1. Identifybudgetprocess,priorities,

needsforfuturegrowth,strategicspendingofeachfund.

2. ExplorecapacityforincreasedBSN

enrollment—settargetgoalsandinitialtimelineforincreases.

3. IdentifystrategiesandlaythegroundworkforincreasingenrollmentinRN/BSNprogram

4. Investigatecollaborationwith

communitycolleges.i. FinalizeOwens

CommunityCollegecollaboration.

ii. Identifyotherpossiblecommunitycollegesthatmightbeamenabletoamutuallybeneficial

Dean,BusinessManagerDean,ProgramDirectorDean,ProgramDirectorDean,ProgramDirectorDean,BusinessManager

partnership

5. Evaluatecost-benefitanalysisofUT-BGSUconsortiumprogramsinAY17-18.

6. Developandgainapprovalfor“Teachout”planforUT-BGSUconsortiumBSNprogram,issuepressrelease,implementplan

Deans-UT,BGSU(withPresidentandProvostapprovalfrombothUniversities),ProgramDirector

Short-Term2018-20 1.Developbudgetwithspecificlineitems

with$allottedundereachbudgetcategorytofacilitatebettertracking.

2. Calculateadditionalbudgetand

positionsneededtoenablecontinuedgrowthofenrollment.

3. Calculatemostfinanciallybeneficial

growthmodels;cost-benefitofincreasesinenrollmentofallprograms.

4. IncreaseBSNenrollmentto

96/semester,movetotwotimesayearadmission,Spring,Summerstartingin2020.

5. IncreaseenrollmentinRNtoBSN,

Master’s,andDNPprogramsbyatleast20%peryear.

Dean,BusinessManagerDean,BusinessManagerDean,BusinessManager,AcademicAffairsFinancestaffDean,ProgramDirectorDean,ProgramDirectorDean,ProgramDirectorDean,ProgramDirector

6. DualenrollmentprogramforRNtoBSN

underwaywithOwensCommunityCollegebySpring,2019.

7. Collaborativeagreementwithatleast

oneadditionalcommunitycollegeunderwayby2020.

Mid-Term2020-22 1. Continuetoevolvebudget

planningtoencompassallpertinentcategoriesandfunds.

2. Continuetocalculateandimplementmostfinanciallybeneficialenrollmentgrowthmodels.

3. RNtoBSNenrollmentincreasedto400byFY2022.

4. Continuetoincrease

enrollmentinRNtoBSN,Master’s,andDNPprogramsbyatleast20%peryear.

Dean,ProgramDirectorDean,BusinessManager,AcademicAffairsFinancestaffDean,ProgramDirectorDean,ProgramDirector

Goal4.4:ImproveCollegeofNursingfacilities,classrooms,studentandfacultyspaces

Immediate2017-2018 1. WorkwithJasonTothandstaff

toincorporateneededfacilitiesupgrades,enhancementsintoUniversitymasterplanandbuildingstrategicplan.

2. Identifyneededimprovements

forfaculty,staff,andstudentspacesintheCollierbuilding.

3. Developandimplementfaculty

-studenttaskforcetoidentifyneededupgradesandenhancementstoclassroomsandotherfunctionalspacesintheCollierBuilding.

4. Begintomakeimprovements

forfaculty,staff,andstudentspacesintheCollierbuilding.

5. Incorporatebuilding

improvementsintoCapitalcampaignandotherfundraisingefforts.

Dean,Dir.ofLRC,Simulation,ProgramDirectorsDean,LeadershipTeamDean,LeadershipTeamDean,LeadershipTeamDean,Developmentofficer

Short-Term2018-20 1. Continuetoidentify

neededimprovementsforfaculty,staff,andstudentspacesintheCollierbuilding.

2. Continuefaculty-student

taskforcetoidentifyneededupgradesandenhancementstoclassroomsandotherfunctionalspacesintheCollierBuilding.

3. Continuetomake

improvementsforfaculty,staff,andstudentspacesintheCollierbuilding.

4. Continuetoincorporate

buildingimprovementsintoCapitalcampaignandotherfundraisingefforts.

Dean,Dir.ofLRC,Simulation,ProgramDirectorsDean,LeadershipTeamDean,LeadershipTeamDean,Developmentofficer

Mid-Term2020-22 1. Continuetoidentifyneeded

improvementsforfaculty,staff,andstudentspacesintheCollierbuilding.

2. Continuefaculty-studenttaskforcetoidentifyneededupgradesandenhancementstoclassroomsandotherfunctionalspacesintheCollierBuilding.

3. Continuetomakeimprovementsforfaculty,staff,andstudentspacesintheCollierbuilding.

4. ContinuetoincorporatebuildingimprovementsintoCapitalcampaignandotherfundraisingefforts.

Dean,Dir.ofLRC,Simulation,ProgramDirectorsDean,LeadershipTeamDean,LeadershipTeamDean,Developmentofficer

STRATEGICPLANPRIORITYV:ReputationandEngagementOutcomes ActionSteps,Prioritiesand

Timeline(Immediate2017-18;Short-Term2018-20;Mid-Term2020-22)

Goal5.1:Improveandstrengthenournationalandinternationalreputationandimprovetiesatthelocalandregionallevels

Immediate2017-2018 1. Begintoidentify

engagementandservicelearningopportunitiesandactivities.

2. Begintoidentifyhighneedprojectsincommunity,e.g.,Infantmortality,lead,opioidprojectsandpartnerwithhealthdepartmentandotheragenciestoworkonneededprojects.

3. Developmutuallybeneficialpartnershipsasalreadydescribedandworkwithclinicalpartnersonhighneedprojects.

LeadershipTeam,FacultyDean,Leadershipteam,facultyDean,Leadershipteam

4. BegintodevelopandimplementplantopromoteCONreputationandvisibilityoncampus,locally,regionally.

5. ImplementplantoincreaseourU,S.News&WorldReportRankings—increasebyatleast10pointsperyearformaster’sandDNPprograms.

Dean,Leadershipteam,Recruitment/Marketing/CommunicationsSpecialist(whenpositionfilled).,MarCommstaffDean,Leadershipteam,faculty

Short-Term2018-20 1. Developcompilationof

engagementandservicelearningopportunitiesandactivities.

2. Continuetoidentifyhighneedprojectsincommunity,e.g.,Infantmortality,lead,opioidprojectsandpartnerwithhealthdepartmentandotheragenciestoworkonneededprojects.

3. Continuetodevelopmutuallybeneficialpartnershipsasalreadydescribedandworkwithclinicalpartnersonhighneedprojects.

LeadershipTeam,FacultyDean,Leadershipteam,facultyDean,LeadershipteamDean,Leadershipteam,

4. ContinuetorefineandimplementplantopromoteCONreputationandvisibilityoncampus,locally,regionally.

5. ImplementplantoincreaseourU,S.News&WorldReportRankings—increasebyatleast10pointsperyearformaster’sandDNPprograms.

6. ExplorecompletionofU,S.News&WorldReportrankingsforbaccalaureateandRNtoBSNprograms

Recruitment/Marketing/CommunicationsSpecialist(whenpositionfilled).,MarCommstaffDean,Leadershipteam,facultyDean,Leadershipteam

Mid-Term2020-22

1. Developcompilationofengagementandservicelearningopportunitiesandactivities.

2. Continuetoidentifyhighneedprojectsincommunity,e.g.,Infantmortality,lead,opioidprojectsandpartnerwithhealthdepartmentandotheragenciestoworkonneededprojects.

LeadershipTeam,FacultyDean,Leadershipteam,faculty

3. Continuetodevelopmutuallybeneficialpartnershipsasalreadydescribedandworkwithclinicalpartnersonhighneedprojects.

4. ContinuetorefineandimplementplantopromoteCONreputationandvisibilityoncampus,locally,regionally.

5. Implementplantoincreaseour

U,S.News&WorldReportRankings—increasebyatleast10pointsperyearformaster’sandDNPprograms.

6. CompletesurveyforU,S.News&WorldReportrankingsforbaccalaureateandRNtoBSNprograms

Dean,LeadershipteamDean,Leadershipteam,Recruitment/Marketing/CommunicationsSpecialist(whenpositionfilled).,MarCommstaffDean,Leadershipteam,facultyDean,Leadershipteam

ProgressKey

Goal5.2:Improveandstrengthenournationalandinternationalreputationandimprovetiesatthelocalandregionallevels

Immediate2017-2018 1. Implementacommunications

andmarketingplantosupporttheStrategicPlanandotherCONplanningdocuments.

2. ReviseourCONwebsiteto

makeitmoreattractive,functional,userfriendlyincorporatingmoreembeddedvisuals,studentprofileshighlightingdiversestudents,etc.

3. Utilizeonline,socialmedia,etc.forpromotionofactivitiesandgoalsofthisStrategicPlan

4. Incorporate“RocketNursing,

#gorocketnursing,inourrecognitions,promotionalandmarketingefforts.

Dean,Leadershipteam,AssistantDeanforStudentServices,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)AssistantDeanforStudentServices,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)Dean,Leadershipteam,AssistantDeanforStudentServices,faculty,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)Dean,Leadershipteam,AssistantDeanforStudentServices,faculty,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)

Short-Term2018-20 1. Continuetorefineand

implementacommunicationsandmarketingplantosupporttheStrategicPlanandotherCONplanningdocuments.

2. ContinuetoupdateourCON

websitetomakeitmoreattractive,functional,userfriendlyincorporatingmoreembeddedvisuals,studentprofileshighlightingdiversestudents,etc.

3. Utilizeonline,socialmedia,etc.forpromotionofactivitiesandgoalsofthisStrategicPlan;addadditionalsocialmedia

“RocketNursing,#gorocketnursing,inourrecognitions,promotionalandmarketingefforts.

Mid-Term2020-22 1. Continuetorefineand

implementacommunicationsandmarketingplantosupporttheStrategicPlanandotherCONplanningdocuments.

2. ContinuetoupdateourCON

websitetomakeitmoreattractive,functional,userfriendlyincorporatingmoreembeddedvisuals,studentprofileshighlightingdiversestudents,etc.

3. Utilizeonline,socialmedia,etc.forpromotionofactivitiesandgoalsofthisStrategicPlan;addadditionalsocialmedia

“RocketNursing,#gorocketnursing,inourrecognitions,promotionalandmarketingefforts.

Goal5.3:IncreasephilanthropyinsupportoftheUniversity’sstrategicgoals

Immediate2017-2018 1. Continuetoworkwithtemp

developmentofficerwhileparticipatinginrecruitmentofapermanenthalf-tikeDevelopmentofficerfortheCON.

2. Increase“friend-raising”activities,beginmakingcontactsandcultivatingpossibledonors;identifyalumni,whoandwheretheyare.

3. Identifyfund-raisingprioritiesandpublicizeinallfund-raisingefforts.

4. Developacomprehensivecapitalcampaign“wishlist”withappropriategoalsincorporatingfacultyinput

Dean,Temp.DevelopmentofficerDean,Temp.Developmentofficer,AlumniCoordinatorDean,Temp.Developmentofficer

Short-Term2018-20 1. Increase“friend-raising”activities,

continuemakingcontactsandcultivatingpossibledonors

2. Sendregularcontacts,newsletters

toalumni,“friends”,stakeholders

Dean,Leadershipteam,DevelopmentOfficer,Dean,Leadershipteam,DevelopmentOfficer,Recruitment/Marketing/CommunicationsSpecialist

3. Setandwork-towardspecificgoals

forcontacts,travelvisits,fund-raising.

4. Continuetorefinefund-raising

prioritiesandpublicizeinallfund-raisingefforts.

5. ContinuetodevelopCONcomprehensivecapitalcampaign“wishlist”withappropriategoalsincorporatingfacultyinput.

Dean,Leadershipteam,DevelopmentOfficer,AdvancementleadershipDean,Leadershipteam,DevelopmentOfficerDean,Leadershipteam,DevelopmentOfficer,Advancementleadership

Mid-Term2020-22 1. Continuetoincrease“friend-

raising”activities,continuemakingcontactsandcultivatingpossibledonors

2. Continuetosendregularcontacts,newsletterstoalumni,“friends”,stakeholders

3. Determinespecificgoalsfor

contacts,travelvisits,fund-raisingandactivitiestomeetthesetargets.

Dean,Leadershipteam,DevelopmentOfficer,Dean,Leadershipteam,DevelopmentOfficer,Recruitment/Marketing/CommunicationsSpecialistDean,Leadershipteam,DevelopmentOfficer,Advancementleadership

4. Continuetorefinefund-raisingprioritiesandpublicizeinallfund-raisingefforts.

5. ContinuetodevelopCONcomprehensivecapitalcampaign“wishlist”withappropriategoalsincorporatingfacultyinput.

6. Increasenewphilanthropic

givinginsupportofCONinitiativesasmeasuredbythetotalamountofnewgiftcommitmentsinafiscalyear.

Dean,Leadershipteam,DevelopmentOfficer,Dean,Leadershipteam,DevelopmentOfficer,AdvancementleadershipDean,Leadershipteam,DevelopmentOfficer,

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