unc school of nursing · o'dell susan rex hospital director of nursing page cristen som chair,...
TRANSCRIPT
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1DRAFT & CONFIDENTIAL
UNC School
of Nursing
Organization and Advisory
Committee MeetingsPhase II
April 12, 2018
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2DRAFT & CONFIDENTIAL
Agenda
1 Project Overview
2 Phase II Strategic Planning
3 Revised Phase I SWOT
4 Mission, Vision, Values, Priorities
5 Next Steps
6 Appendix
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3DRAFT & CONFIDENTIAL
Agenda
1 Project Overview
2 Phase II Strategic Planning
3 Revised Phase I SWOT
4 Mission, Vision, Values, Priorities
5 Next Steps
6 Appendix
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4DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
UNC Consulting Team
Key responsibilities include secondary research, primary research, analysis of options, slide deck creation, and updates to key constituents
Team Members
Matt Witko
-MBA ’18 (Concentration: Consulting)-BA of Economics, Tufts University-Project Leader: UNC College of Arts & Sciences, UNC School of Dentistry, UNC Online Education-Manager, Corporate Strategy, Royal Caribbean -Deloitte Consulting Summer Intern 2017
Project Leader
-Strategy Professor and Special Advisor to the Provost for Online Education
-Previously worked for PwC and McKinsey & Company-Received his PhD and MBA from UNC Kenan-
Flagler
PaulFriga
Lead Consultant
Alejandra Chavez
-MBA’18 (Concentrations: Consulting & Healthcare) - BA of Economics & Sociology, Colorado College- Leadership Development Program, Amgen
TJ DolanAllie
Savino
-Kenan-Flagler BSBA ’19 (Concentration: Consulting & Statistics), BA in Biology-Consulting Intern, Clarkston Consulting-UNC School of Dentistry Team Member, UNC Online Education Team Member
Kate Carrington
-Kenan-Flagler BSBA ‘19-Minor in Politics, Philosophy, and Economics (PPE)-Merrill Lynch Wealth Management Intern Summer 2017
-MBA’19 (Concentrations: Consulting, Healthcare, & Entrepreneurship) - BBA in Information Systems, Loyola University Maryland- Senior Consultant, Deloitte
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5DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
UNC School of Nursing Task Force
Ruth AndersonAssociate Dean for
Research
Karen EcholsManager, Info and Instr
Technology (IIT)
Louise FlemingClinical Assistant
Professor
Kelly KirbyDirector,
Communication
Rebecca KitzmillerClinical Assistant
Professor
Rhonda LanningClinical Assistant
Professor
Esita PatelStudent, Hillman
Scholar
Nena Peragolla MontanoDean and Professor
Gwen SherwoodAssociate Dean for Global Initiatives
Jia-Rong WuAssociate Professor
Peggy WilmothExecutive Dean / Associate Dean for Academic Affairs
Mary H. PalmerHelen W. & Thomas L Umphlet
Distinguished Professor
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6DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Advisory Committee
Key responsibilities include offering ideas and input related to strategy to task force, responding to draft strategy statements and support in scheduled meetings, and communicating progress to key constituents
Last NameFirst
Name Organization Title
Adcock GaleNC GA and SAS, Chief Health Officer Representative
Bashford Robert SOMAssociate Dean for Rural Initiatives
Bush Tom SON Assistant Dean for Practice
Coley Wanda Well Care President and COO
de Saxe Zerden Lisa SOSW
Senior Associate Dean for MSW Education
Dela Cruz Francis SONStudent - Undergraduate program
Disser Tony Kindred Healthcare
Dobbins Callie Carolinas Healthcare Vice President
Durham Carol SON Clinical Professor
Foy Rayna Wolters Kluwer Southeast Regional Director
Fraher Erin UNC - Sheps CenterDirector, Program on Health / Workforce Research and Policy
Kosorok Michael SOPHChair, Biostatistics and Kenan Dist. Professor
Madigan Cathy UNCH Senior VP, Chief Nursing Officer
Mark Barbara SON Distinguished Professor
Miles Marge SON (retired) Professor Emeritus
Last NameFirst
Name Organization Title
Miller Lisa SONAssociate Dean for Administration
O'Dell Susan Rex Hospital Director of Nursing
Page Cristen SOM Chair, Family Medicine
Pinkney Dwayne UNC-Chapel Hill Sr Associate Vice Chancellor, CFO
Powell Steve Synensys Chief Executive Officer
Roberts Michael SODAssociate Chair, Department of Pediatric Dentistry
Rodgers Shielda SON Asst Dean for Inclusive Excellence
Self Bill SON Foundation, Inc. President
Sheffield Karen SON Student - PhD program
Strickler Jeff UNC-Hillsborough Vice President
Thoyre Sue SON Distinguished Term Professor
Toles Mark SON Assistant Professor
Toomey BrianPiedmont Health Services Chief Executive Officer
Van Riper Marcia SON Professor
Waddell-Shultz Gwen
Durham VA Medical Center
Associate Chief Nurse for Education and Medicine
Wagoner Kay Innovate CarolinaLife Science Executive-In-Residence
Webb Anne SON Assistant Dean for Advancement
Williams Megan SON Clinical Assistant Professor
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7DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Organizational Structures with Responsibilities
Responsibilities
• Conduct secondary research, primary research, analysis of options, slide deck creation, and updates to key constituents
• Manage strategic planning process and weekly meetings
• Engage and attend weekly Task Force meetings• Iterate recommendations, provide guidance and input on the process• Provide updates to broader audience and serve as intermediary to raise
concerns from the larger stakeholder perspective
Stra
tegi
c P
lan
nin
g O
rgan
izat
ion
s
UNC Consulting Team
Task Force
Advisory Committee
• Engage and attend Advisory Committee meetings• Provide feedback and guidance to the strategic planning outcomes• Provide updates to broader audience of stakeholders and serve as
intermediary
Organization• Engage and attend Organizational meetings• Provide feedback and guidance to the strategic planning outcomes• Voice opinions and engage in interactions with strategic committee – surveys,
feedback comments, process improvement
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8DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Our goals and methodology
Strategic Planning Overall
1. Internal: Guide decision making of the department to be consistent with the strategic direction of the organization
2. External: Inform key constituents of our plan to ensure buy in and support
UNC School of Nursing Strategic Planning Process
1. Strategic plan for the next 4 years (mission, values, vision, priorities, objectives, initiatives, and budgets)
2. Strategic thinking training to UNC SON leaders
3. Strategic input from key constituents
Task Force Meetings
1. Understand approach
2. Review assessment data
3. Generate insights and ideas (captured by consulting team) – ongoing at the end of each section
Advisory Meetings
1. Feedback on ideas
2. Agreement as to next steps
3. Buy in and Support
Dr. Paul Friga
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9DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Phase 1 –Assessment
Background Fact Pack
Internal & external surveys
Benchmark
Interviews
Summary SWOT
Feb 15 – Mar 22
Phase 2 –Visioning
Draft Strategy Statements:
Mission / Values
Vision
Priorities
Key Metrics
Mar 29 – Apr 12
Phase 3 –Implementation
Implementation Plan:
Objectives
Initiatives
Supporting Metrics
Apr 19 – May 10
The 3 phases of the strategy project
Dr. Paul Friga
Further explanation of the Strategic Planning Process with worked examples can be found on the SON Strategic Planning Website
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10DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Master Schedule
AssessmentPhase I Phase II Phase III
Visioning Implementation
Week Date Meeting
1 02/15 Task Force 1
2 02/22 Task Force 2
3 03/01 Task Force 3
3 03/05 Faculty and Staff Forum
4 03/08 Task Force 4
5 03/19 Task Force Virtual Prep Meeting
5 03/22 Organization Meeting 1
5 03/22 Advisory Committee 1
Week Date Meeting
6 03/29 Task Force 5
7 04/05 Task Force 6
9 04/09 Task Force 7
9 04/12 Organization Meeting 2
9 04/12 Advisory Committee 2
Week Date Meeting
10 04/19 Task Force 8
11 04/26 Task Force 9
12 05/03 Task Force 10
13 05/07 Task Force 11
13 05/10 Organization Meeting 3
13 05/10 Advisory Committee 3
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11DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Visit the UNC School of Nursing Strategic Planning Website for updates on the Strategic Planning Process
UNC School of Nursing Strategic Planning Home PageURL: https://sonportal.unc.edu/strategic-planning/
https://sonportal.unc.edu/strategic-planning/
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12DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Provide Feedback regarding the SWOT Process via Survey Link
UNC SON Phase II Strategy Statement Feedback FormURL: https://tinyurl.com/uncsonstrategystatements
Feedback Form
Provide feedback on the content presented over the entirety of this meeting to help drive the strategic planning process forward.
We will record your responses and analyze it to assess how well the strategic planning process is going.
It will remain open until Monday, April 16, 2018 at 5 PM ET.
Paper copies are available for notes during the meeting
https://kenan-flagler.az1.qualtrics.com/jfe/form/SV_5AyjoQniKmjVkG1
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13DRAFT & CONFIDENTIAL
Agenda
1 Project Overview
2 Phase II Strategic Planning
3 Revised Phase I SWOT
4 Mission, Vision, Values, Priorities
5 Next Steps
6 Appendix
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14DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Phase 1 –Assessment
Background Fact Pack
Internal & external surveys
Benchmark
Interviews
Summary SWOT
Feb 15 – Mar 22
Phase 2 –Visioning
Draft Strategy Statements:
Mission / Values
Vision
Priorities
Key Metrics
Mar 29 – Apr 12
Phase 3 –Implementation
Implementation Plan:
Objectives
Initiatives
Supporting Metrics
Apr 19 – May 10
The 3 phases of the strategy project
Dr. Paul Friga
Further explanation of the Strategic Planning Process with worked examples can be found on the SON Strategic Planning Website
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15DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Strategy statements
Mission Statement
Statement which specifies a firm’s purpose or “reason for being” and the primary objective toward which the firm’s programs & plans should be aimed. Statement specifying the firm’s key constituents and how the organization will serve them. It must be clear and understood. It makes you “proud.”
Vision Statement
Statement describing what the organization strives to be at some future time. It should be specific and motivating. It makes you “excited.”
Mission
Vision
Values
Values
It is what we believe in, our guiding principles, and how we interact. It makes you “belong.”
Priorities
Objectives
Initiatives
Actions
Dr. Paul Friga
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16DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
The Strategy Content1.
The Strategy Process2.
Strategy Examples3.
Strategic Planning Overview
Dr. Paul Friga
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17DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Best practices for developing strategy
External Analysis Internal Analysis
Craft Strategy (the Black Box)
▪ Positioning▪ Priorities Paul’s 4 Ps▪ Payments▪ Performance
Dr. Paul Friga
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18DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Different applications of strategy
Strategic Vision:sustainable
competitive advantage
Strategic Planning
Strategic Thinking
Strategic Tactics
XDr. Paul Friga
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19DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Our starting point is the mission statement
Mission Statement
Statement which specifies a firm’s purpose or “reason for being” and the primary objective toward which the firm’s programs & plans should be aimed. It must be clear and understood. It makes you “proud.”
We have fun. We cure cancer.
Dr. Paul Friga
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20DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Mission Statements Define a Company’s Core Purpose
•3M: To solve unsolved problems innovatively
•Cargill: To improve the standard of living around the world
•Fannie Mae: To strengthen the social fabric by continually democratizing home ownership
•Hewlett-Packard: To make technical contributions for the advancement and welfare of humanity
•Lost Arrow Corporation: To be a role model and a tool for social change
•Pacific Theatres: To provide a place for people to flourish and to enhance the community
•Mary Kay Cosmetics: To give unlimited opportunity to women
•McKinsey & Company: To help leading corporations and governments be more successful
•Merck: To preserve and improve human life
•Nike: To experience the emotion of competition, winning, and crushing competitors
• Sony: To experience the joy of advancing and applying technology for the benefit of the public
• Telecare Corporation: To help people with mental impairments realize their full potential
•Wal-Mart: To give ordinary folk the chance to buy the same things as rich people
•Walt Disney: To make people happy
Building Your Company’s Vision
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21DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
We draft a vision to drive us forward
To be #1 or #2 in market share in each sector we
serve.
Before this decade is out, this nation should land a
man on the moon and return him safely to Earth.
Vision Statement
Statement describing what the organization strives to be at some future time. It should be specific and motivating. It makes you “belong.”
Dr. Paul Friga
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22DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Next, We Establish Core Values
I CAREIntegrity, Compassion, Accountability, Respect, Excellence
Values
It is what we believe in, our guiding principles, and how we interact. It makes you “excited.”
Dr. Paul Friga
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23DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Big, Hairy, Audacious Goals (BHAGs) aid long-term vision
• Target BHAGs can be quantitative or qualitative• Become a $125 billion company by the year 2000
[Wal-Mart, 1990)• Democratize the automobile (Ford Motor Company,
early 1900s)• Become the company most known for changing the
worldwide poor-quality image of Japanese products (Sony, early 1950s)
• Become the most powerful, the most serviceable, the most far-reaching world financial institution that has ever seen (City Bank, predecessor to Citicorp, 1915)
• Become the dominant player in commercial aircraft and bring the world into the jet age (Boeing, 1950)
• Common-enemy BHAGs involve David-versus-Goliath thinking• Knock off RJR as the number one tobacco company
in the world (Philip Morris, 1950s)
• Crush Adidas (Nike, 1960s)
• Yamaha wo tsubusu! We will destroy Yamaha! (Honda, 1970s)
• Role-model BHAGs suit up-and-coming
organizations• Become the Nike of the cycling industry [Giro Sport
Design, 1986)
• Become as respected in 20 years as Hewlett-Packard is today (Watkins-Johnson, 1996)
• Become the Harvard of the West (Stanford University, 1940s)
• Internal-transformation BHAGs suit large, established organizations• Become number one or number two in every market
we serve and revolutionize this company to have the strengths of a big company combined with the leanness and agility of a small company (General Electric Company, 1980s)
• Transform this company from a defense contractor into the best diversified high-technology company in the world (Rockwell, 1995)
• Transform this division from a poorly respected internal products supplier to one of the most respected, exciting, and sought-after divisions in the company (Components Support Division of a computer products company, 1989)
Building Your Company’s Vision
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24DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
UNC College of Arts & Sciences – Mission Statement
Think Cognition, connection, analysis, and reflection
Communicate Written, oral, visual, and digital
CollaborateUnderstanding of self, interacting with diverse groups
and active listening
Create Producing knowledge or its equivalent in performance and creative activity
Think. Communicate. Collaborate. Create.…for meaningful lives.
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25DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
UNC College of Arts & Sciences – Vision Statement
Reimagining the Arts & Sciences for the public good
Arts & Sciences Strategically advancing the College and the value of a liberal arts education
Public
Good Benefiting everyone
Good
Reimagining Striving for changes that will positively disrupt how things are done
Fulfilling our destiny as the first public institution for NC and beyond
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26DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
UNC College of Arts & Sciences – Values
Student Focus
Scholarly Excellence
Strategically Bold
Student Focus Act for the good of students
Scholarly ExcellenceAspire to lead the world in research, scholarship, and creative
endeavors
Strategically BoldAdopt a mindset that reflects our strategy in daily decisions and
works for courageous change
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27DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Phase 1 –Assessment
Background Fact Pack
Internal & external surveys
Benchmark
Interviews
Summary SWOT
Feb 15 – Mar 22
Phase 2 –Visioning
Draft Strategy Statements:
Mission / Values
Vision
Priorities
Key Metrics
Mar 29 – Apr 12
Phase 3 –Implementation
Implementation Plan:
Objectives
Initiatives
Supporting Metrics
Apr 19 – May 10
The 3 phases of the strategy project
Dr. Paul Friga
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28DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Implementation plan nomenclature
•Priority – thing we do to live our mission and achieve our vision; first of mind; more important than other things; could be noun or verb statement
• Objective – A thing aimed for; goal/target that if accomplished would indicate significant progress on the priority
‒ Initiative – summary statement of actions; usually lead with a verb
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29DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
DRAFT
Reinvent General EducationA1. Develop a planning process and timeline for curriculum development and campus-wide review/approval2. Identify key guiding principles based on current literature, national models of excellence, and key stakeholder input3. Evaluate and prioritize knowledge areas and student outcomes for potential inclusion in the curriculum4. Consult with a wide range of user groups on inclusiveness, implementation, and feasibility (e.g., students, faculty, advisors, registrar)5. Develop an annual general education assessment plan for each included component 6. Provide the curriculum blueprint for review and critique by major campus review groups and implement new curriculum by fall 20197. Assess the functioning of the curriculum after one complete academic cycle
Reimagine the Humanities Ph.D.B
Expand and develop instructional methods based on evidence-based inquiryC1. Maintain student focus2. Increase instructor professional development about student learning3. Leverage and integrate new technologies4. Secure appropriate spaces 5. Introduce new ways of measuring student learning 6. Utilize predictive analytics
Generate interdisciplinary, experiential, and global learning opportunitiesD
1. Increase public and private partnerships for student learning2. Expand credit and non-credit bearing global learning opportunities for all students3. Provide interdisciplinary courses in hybrid (in-person-online) and other formats
1. Create new, innovative graduate courses that integrate an introduction to the discipline and its methods with professional development activities and an exploration of public engagement; 2. Explore alternative formats to the monograph-based humanities dissertation (e.g. digital, interdisciplinary collaboration/team-based, etc.)
UNC College of Arts & Sciences Priority #1: Develop a contemporary, innovative, inclusive, and global curriculum
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30DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
UNC College of Arts & Sciences Priority #2: Expand high-impact and interdisciplinary research
DRAFTDRAFT
Strengthen basic and applied research portfolioA
1. Identify top priority research expansion areas based upon department and center input2. Leverage new strategic resource pools for key high-impact research
Harness interdisciplinary talent for addressing global issuesB
Build adaptive research facilitiesC
1. Build new APS/Tech development building for translational research
2. Renovate Wilson Hall to improve animal model research and support flexible laboratories for biology.3. Renovate Phillips Hall as a home for CoSMS Institute4. Encourage and expand makerspaces, including app development space for students
Increase commercialization of researchD
1. Notice and celebrate our successes 2. Build incubator space3. Create college-level incentive for translating research4: Build better database of "expertise", "facilities", and "capabilities" to connect with entrepreneurial networks
1. Encourage opportunities/new structures that go beyond single departments for research2. Measure and reward interdisciplinary grants, projects and major partnerships
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31DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
UNC College of Arts & Sciences Priority #3: Tell the story of the College of Arts & Sciences
DRAFTDRAFTDRAFT
Raise the national profile of the College of Arts & SciencesA
1. Promote innovative College research and teaching 2. Identify key graduate programs to raise the profile of to improve U.S. News ranking
Create awareness at the local and State level of the role of the College as research entity, economic driver, and source of innovationB
Instill a culture of strategic planning and thinking that creates and shares the story of the CollegeC
1. Complete College and Department level strategic planning 2. Raise awareness among faculty—and the greater UNC-Chapel Hill campus community as a whole —of strategies and research and teaching innovations and outcomes3. Create more effective external communications channels to collect and promote College successes
Raise $600M + for the college as part of the University’s capital campaignD
1. Refine College campaign priorities2. Engage volunteers and advisory boards3. Prepare and launch mini-campaigns to highlight and secure support for key priorities
1. Promote awareness of companies, start-ups, patents, products, nonprofits created by College faculty, alumni, students2. Raise profiles of College institutes and centers working on “big problems”—environment, energy, water, racial/religious intolerance, social justice, and others
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32DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
UNC College of Arts & Sciences Strategic Success Metrics
Element Description Metrics
Mission Think. Communicate. Collaborate. Create. For meaningful lives
Student satisfaction (net promotor)Faculty satisfaction (net promotor)Alumni satisfaction (net promotor)
Vision Reimagining the arts & sciences for the public good
External review assessment of performance/alignmentAnnual faculty and staff survey
Priority 1 Develop a modern, innovative, inclusive, and global curriculum
Learning outcomes% adoption of modern teaching% initiatives completed% students with global credit bearing experience% students with internship/work experience
% students with directed research% securing full time jobs/graduate school# cross listed/interdisciplinary courses% of students in cross listed/interdisciplinary courses
Priority 2 Expand high-impact and interdisciplinary research
$ total research grants awarded% faculty applying for grants# of new buildings% faculty in joint grants# publications# patents
# licenses# start-ups# IPOs# STTRs/SBIRs
Priority 3 Tell the story of the College of Arts & Sciences Rankings – national and international (e.g. US News, Kiplinger, etc.)$ raised from donors
$ raised from corporate partners (for research and operations)% of strategic objectives and initiatives completed
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33DRAFT & CONFIDENTIAL
Agenda
1 Project Overview
2 Phase II Strategic Planning
3 Revised Phase I SWOT
4 Mission, Vision, Values, Priorities
5 Next Steps
6 Appendix
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34DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Strengths• Dedicated, dynamic faculty and staff
• In varying areas of expertise in research and practice• Nationally renowned faculty who collaborate with students• Committed to teaching and student success
• Legacy of pioneering in nursing education and research• Programs such as first BSN, MSN, Ph.D., and Lifelong Learning in
NC• Research such as chronic conditions, health systems, and
Hillman Scholars• Nursing simulation, QSEN, and clinical experiences in NC
• Rigor of curriculum and quality of graduates• Highly intellectually curious and talented incoming student
profile• Specific attention to real world application of nursing practice• Challenging curriculum with high expectations
Weaknesses• Lack of innovation in academic curriculum
• Minimal use of technology & alternative delivery modes/timing• Outdated curriculum that does not address current industry
needs• Lack of flexibility with capstone offerings
• Ambiguity and lack of acceptance of decision making processes• Unclear decision-making processes and roles• Lack of communication between administration/faculty and
students has created a divide and culture of mistrust• Lack of coherent and motivating strategy and vision
• Aging infrastructure• Classrooms and facilities, simulation labs• Technology
Opportunities• Intra- and Inter-disciplinary collaboration with strategic partners
• Grow existing relationships with UNC and other universities• Develop corporate partnerships• Interprofessional collaboration and practice
• Increase the number of graduates to meet the modern demand for nurses• New models of health care delivery (agility and focus) to
improve overall health• Engage and serve rural North Carolina• Offer new online and telehealth opportunities
• Impact global health• Increase visibility of nursing globally• Impact lives and economies• Global experiences
Threats• Decreased funding
• Federal and NIH opportunities• Declining state investment• More endowment funds at competition schools
• Increasing competition• Growth of nursing schools and new facilities• Online programs • Fewer clinical placement opportunities
• Shortage of nursing faculty• National trend of stagnant enrollment of Ph.D. students• Attractive alternative careers • Aging faculty
INTE
GR
ATE
DOriginal UNC School of Nursing Phase I SWOT (Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Competitive Benchmarking, 2016 Strategic Planning Survey, 2003 UNC SON Strategic Plan)
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35DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Strengths• Dedicated, dynamic faculty and staff
• In varying areas of expertise in research and practice• Nationally renowned faculty who collaborate with students• Committed to teaching and student success
• Pioneers in nursing education and research• NC Programs firsts such as BSN, MSN, PhD, and Lifelong Learning
which cultivate future nurses of impact in the community• Research in chronic conditions and health systems• Nursing simulation, QSEN, clinical experiences, Research
Support Center, BBL, and Hillman Scholars• Rigor of curriculum and quality of graduates
• Intellectually curious and talented incoming students who become competent and compassionate graduates
• Attention to real world application of nursing practice, including systems thinking
• Challenging curriculum with high expectations
Weaknesses• Lack of innovation in academic curriculum
• Minimal use of technology and alternative delivery modes/timing
• Outdated curriculum that does not address current industry needs
• Lack of flexibility with capstone offerings• Ambiguity and lack of acceptance of decision making processes
• Unclear decision-making processes and roles• Lack of communication between administration/faculty and
students has created a divide and culture of mistrust• Lack of coherent and motivating strategy and vision
• Aging infrastructure• Classrooms, facilities, and simulation labs• Educational and operational technology• Flexible-use and meeting space
Opportunities• Intra- and Inter-disciplinary collaboration with strategic partners
• Grow existing relationships with UNC and other universities• Develop partnerships with corporations and alumni• Interprofessional collaboration and practice
• Increase the number and diversity of graduates to meet the modern demand for nurses
• Create new models of health care education (agility and focus)• Align SON diversity to reflect those we serve • Engage and serve at-need populations in North Carolina and
beyond• Adopt a global mindset
• Integrate global education and experiences to broaden perspectives, open attitudes, and enhance inclusivity
• Expand “local focus, global impact” to advance the health of the world’s citizens
• Translate the value of nursing to the world
Threats• Decreased funding
• Federal and NIH opportunities• Declining state investment• More endowment funds at competition schools
• Advances by other nursing schools in programs and facilities• Growth of nursing schools and new facilities affecting
recruitment and retention of talent• Online programs targeted to modern student segments• Fewer clinical placement opportunities
• Competition for nursing faculty• National trend of stagnant enrollment of Ph.D. students• Attractive alternative careers and compensation challenges• Aging faculty and impending retirements
REV
ISED
AN
D IN
TEG
RA
TED
Revised UNC School of Nursing Phase I SWOT (Based on 273 respondents from UNC SON Strategic Planning Organization Survey, 10 respondents from UNC SON Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking, 2016 Strategic Planning Survey, 2003 UNC SON Strategic Plan)
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36DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Strengths• Dedicated, dynamic faculty and staff
• In varying areas of expertise in research and practice• Nationally renowned faculty who collaborate with students• Committed to teaching and student success
• Pioneers in nursing education and research• NC Programs firsts such as BSN, MSN, PhD, and Lifelong Learning
which cultivate future nurses of impact in the community• Research in chronic conditions and health systems• Nursing simulation, QSEN, clinical experiences, Research
Support Center, BBL, and Hillman Scholars• Rigor of curriculum and quality of graduates
• Intellectually curious and talented incoming students who become competent and compassionate graduates
• Attention to real world application of nursing practice, including systems thinking
• Challenging curriculum with high expectations
Weaknesses• Lack of innovation in academic curriculum
• Minimal use of technology and alternative delivery modes/timing
• Outdated curriculum that does not address current industry needs
• Lack of flexibility with capstone offerings• Ambiguity and lack of acceptance of decision making processes
• Unclear decision-making processes and roles• Lack of communication between administration/faculty and
students has created a divide and culture of mistrust• Lack of coherent and motivating strategy and vision
• Aging infrastructure• Classrooms, facilities, and simulation labs• Educational and operational technology• Flexible-use and meeting space
Opportunities• Intra- and Inter-disciplinary collaboration with strategic partners
• Grow existing relationships with UNC and other universities• Develop partnerships with corporations and alumni• Interprofessional collaboration and practice
• Increase the number and diversity of graduates to meet the modern demand for nurses
• Create new models of health care education (agility and focus)• Align SON diversity to reflect those we serve • Engage and serve at-need populations in North Carolina and
beyond• Adopt a global mindset
• Integrate global education and experiences to broaden perspectives, open attitudes, and enhance inclusivity
• Expand “local focus, global impact” to advance the health of the world’s citizens
• Translate the value of nursing to the world
Threats• Decreased funding
• Federal and NIH opportunities• Declining state investment• More endowment funds at competition schools
• Advances by other nursing schools in programs and facilities• Growth of nursing schools and new facilities affecting
recruitment and retention of talent• Online programs targeted to modern student segments• Fewer clinical placement opportunities
• Competition for nursing faculty• National trend of stagnant enrollment of Ph.D. students• Attractive alternative careers and compensation challenges• Aging faculty and impending retirements
REV
ISED
AN
D IN
TEG
RA
TED
Revised UNC School of Nursing Phase I SWOT (Based on 273 respondents from UNC SON Strategic Planning Organization Survey, 10 respondents from UNC SON Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking, 2016 Strategic Planning Survey, 2003 UNC SON Strategic Plan)
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37DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Strengths
• Dedicated, dynamic faculty and staff
• Pioneers in nursing education and research
• Rigor of curriculum and quality of graduates
Supporting research can be found in Appendix
Weaknesses
• Lack of innovation in academic curriculum
• Ambiguity and lack of acceptance of decision making processes
• Aging infrastructure
Supporting research can be found in Appendix
Opportunities
• Intra- and Inter-disciplinary collaboration with strategic partners
• Increase the number and diversity of graduates to meet the modern demand for nurses
• Adopt a global mindsetSupporting research can be found in Appendix
Threats
• Decreased funding
• Advances by other nursing schools in programs and facilities
• Competition for nursing faculty
Supporting research can be found in Appendix
REV
ISED
AN
D IN
TEG
RA
TED
Revised UNC School of Nursing Phase I SWOT (Based on 273 respondents from UNC SON Strategic Planning Organization Survey, 10 respondents from UNC SON Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking, 2016 Strategic Planning Survey, 2003 UNC SON Strategic Plan)
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38DRAFT & CONFIDENTIAL
Agenda
1 Project Overview
2 Phase II Strategic Planning
3 Revised Phase I SWOT
4 Mission, Vision, Values, Priorities
5 Next Steps
6 Appendix
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39DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Current UNC Strategy Statements
Mission Values
Embrace Our MissionThe School of Nursing is an integral part of the University of North Carolina and endorses its commitment to excellence in scholarship in Teaching, Research and Service.
The mission of the School of Nursing is to:•design and implement innovative educational programs for lifelong learning;•create, conduct and disseminate cutting-edge research; and•use our practice, expertise and service for the betterment of individuals, communities, health care systems, and the profession of nursing.
From our leadership in these areas, we will prepare the next generation of Carolina nurses to assume roles in interprofessional health care and interdisciplinary research environments.
Share Our Values: The School of Nursing has embraced the following Commitment to Community:INTEGRITY•Advancing the collective good of the Carolina Nursing community through honesty, responsibility and transparency•Examining issues and concerns from multiple perspectives
RESPECT•Treating others with kindness and compassion•Being punctual, attentive and constructive during meetings and classes•Honoring the roles and responsibilities of others•Operating within designated roles and responsibilities
INCLUSIVENESS•Honoring the intrinsic value of every member of the Carolina Nursing community•Hearing all opinions•Involving stakeholders in making critical decisions
COMMUNICATION•Listening with the intent to understand•Being direct, concise and constructive
DISCRETION•Honoring boundaries and trust•Promoting positive, effective relationships•Advocating for others
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40DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Current UNC Strategy Statement and Survey Responses
Question Asked: From memory, I can recall the current following statements for the UNC School of Nursing: Mission, Values (1 = Strongly Disagree and 5 = Strongly Agree).
*Question only available to: Faculty (full-time), Faculty (part-time), Staff (full-time), Staff (part-time), Adjunct Faculty, Student/Resident/Trainee, Alumni (not current faculty or staff)
Frequency of Responses
Mission Values
•2.73• Average
Frequency of Responses
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
61 63
33
58
18
1 2 3 4 5
57 5538
60
23
1 2 3 4 5
A majority of respondents cannot recall the current SON strategy statements
•2.61• Average
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41DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Current UNC Strategy Statement and Survey Responses
•2.67• Average
Question Asked: The following current UNC School of Nursing statements guide my day-to-day decision-making: Mission, Values (1 = Strongly Disagree and 5 = Strongly Agree).
*Question only available to: Faculty (full-time), Faculty (part-time), Staff (full-time), Staff (part-time), Adjunct Faculty, Student/Resident/Trainee, Alumni (not current faculty or staff)
Frequency of Responses
Mission Values
•2.78• Average
Frequency of Responses
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
51 48
76
43
15
1 2 3 4 5
5040
7254
17
1 2 3 4 5
The current strategy statements do not guide day-to-day decision making in the SON
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42DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Draft Strategy Statements – UNC School of Nursing(Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking)
Mission
Carolina Nursing improves lives for better healthCarolina Nursing – Students, faculty, staff, and alumni
Improves – Education, Research, Practice, and Service across the lifespanLives – All patients, families, providers, and communities in NC and beyond
Better health – Promote and optimize safe, high quality care for engaged wellness
Vision
“First in Nursing”The world’s leading public School of Nursing
Values
“I-LEAD”Integrity – Respect and advocacy for all people guides every interaction
Leadership – Pioneer initiatives for the 21st century Excellence – Make the impossible possible
Agility – Innovate for the changing demands in education and healthcareDiversity – Broaden perspectives, embrace open attitudes, and enhance inclusivity
Priorities
Culture – Create an inclusive environment of respect and civility and embrace decisions with a strategic mindsetInfrastructure – Upgrade facilities and integrate technologies to meet 21st century demandsInnovation – Transform curriculum, forge new pathways, and advance research and scholarship
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43DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
UNC School of Nursing – Draft Mission Statement(Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking)
Carolina Nursing Students, faculty, staff, and alumni
Carolina Nursing improves lives for better health
Improves Education, Research, Practice, and Service across the lifespan
Lives All patients, families, providers, and communities in NC and beyond
Better Health Promote and optimize safe, high-quality care for engaged wellness
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44DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
UNC School of Nursing – Draft Vision Statement(Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking)
“First in Nursing”The world’s leading public School of Nursing
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45DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
UNC School of Nursing – Draft Values Statement(Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking)
Integrity
“I-LEAD”Integrity, Leadership, Excellence, Agility, Diversity
Leadership
Excellence
Agility
Diversity
Respect and advocacy for all people guides every interaction
Pioneer initiatives for the 21st century
Make the impossible possible
Innovate for the changing demands in education and healthcare
Broaden perspectives, embrace open attitudes, and enhance inclusivity
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46DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
UNC School of Nursing – Draft Priorities(Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking)
Culture
Create an inclusive environment of respect and civility and embrace decisions with a strategic mindset
Infrastructure
Upgrade facilities and integrate technologies to meet 21st century demands
Innovation
Transform curriculum, forge new pathways, and advance research and scholarship
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47DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Draft Strategy Statements – UNC School of Nursing(Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking)
Mission
Carolina Nursing improves lives for better healthCarolina Nursing – Students, faculty, staff, and alumni
Improves – Education, Research, Practice, and Service across the lifespanLives – All patients, families, providers, and communities in NC and beyond
Better health – Promote and optimize safe, high quality care for engaged wellness
Vision
“First in Nursing”The world’s leading public School of Nursing
Values
“I-LEAD”Integrity – Respect and advocacy for all people guides every interaction
Leadership – Pioneer initiatives for the 21st century Excellence – Make the impossible possible
Agility – Innovate for the changing demands in education and healthcareDiversity – Broaden perspectives, embrace open attitudes, and enhance inclusivity
Priorities
Culture – Create an inclusive environment of respect and civility and embrace decisions with a strategic mindsetInfrastructure – Upgrade facilities and integrate technologies to meet 21st century demandsInnovation – Transform curriculum, forge new pathways, and advance research and scholarship
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48DRAFT & CONFIDENTIAL
Agenda
1 Project Overview
2 Phase II Strategic Planning
3 Revised Phase I SWOT
4 Mission, Vision, Values, Priorities
5 Next Steps
6 Appendix
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49DRAFT & CONFIDENTIAL
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Next Steps
Feedback Form
UNC SON Organization MeetingMay 10, 2018
12:00 PM – 1:30 PM ETLocation Details to be Provided
Phase III
Fill out the feedback form to provide input on the today’s content:
UNC SON Phase II Strategy Statement Feedback FormURL: https://tinyurl.com/uncsonstrategystatements
It will remain open until Monday, April 16, 2018 at 5 PM ET.
UNC SON Advisory Committee MeetingMay 10, 2018
5:00 PM – 7:00 PM ETLocation Details to be Provided
Visit the Strategic Planning Website for more information and updates:UNC School of Nursing Strategic Planning Home Page
URL: https://sonportal.unc.edu/strategic-planning/
https://kenan-flagler.az1.qualtrics.com/jfe/form/SV_5AyjoQniKmjVkG1https://sonportal.unc.edu/strategic-planning/
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50DRAFT & CONFIDENTIAL
Agenda
1 Project Overview
2 Phase II Strategic Planning
3 Revised Phase I SWOT
4 Mission, Vision, Values, Priorities
5 Next Steps
6 Appendix
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51DRAFT & CONFIDENTIAL
Table of Contents
I. Revised SWOT Support
I. Strengths
II. Weaknesses
III. Threats
IV. Opportunities
II. Phase I Feedback Forms Analysis
I. Strategic Overview
II. Strengths
III. Weaknesses
IV. Threats
V. Opportunities
VI. General Feedback
III. Mission, Vision, Values, Priorities Research
I. UNC SON Uniqueness
II. Mission
III. Vision
IV. Values
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REVISED SWOT SUPPORT
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53DRAFT & CONFIDENTIAL
Strengths• Dedicated, dynamic faculty and staff
• In varying areas of expertise in research and practice• Nationally renowned faculty who collaborate with students• Committed to teaching and student success
• Pioneers in nursing education and research• NC Programs firsts such as BSN, MSN, PhD, and Lifelong Learning
which cultivate future nurses of impact in the community• Research in chronic conditions and health systems• Nursing simulation, QSEN, clinical experiences, Research
Support Center, BBL, and Hillman Scholars• Rigor of curriculum and quality of graduates
• Intellectually curious and talented incoming students who become competent and compassionate graduates
• Attention to real world application of nursing practice, including systems thinking
• Challenging curriculum with high expectations
Revised UNC School of Nursing Phase I SWOT (Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Competitive Benchmarking, 2016 Strategic Planning Survey, 2003 UNC SON Strategic Plan)
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54DRAFT & CONFIDENTIAL
Identification of Top 3 Strengths
Top 3 Strengths
Dedicated, dynamic faculty and staff
Pioneers in nursing education and research
Rigor of curriculum and quality of graduates
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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55DRAFT & CONFIDENTIAL
Dedicated, dynamic faculty and staff
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UNC SON has renowned faculty and staff that go above and beyond to support students
Every group surveyed responded faculty and staff to be the #1 strength of the School of Nursing:
-Faculty: breadth of knowledge and expertise, dedication to students
-Staff: cohesiveness of staff, respect among faculty and staff
-Students: faculty availability and expertise, supportive staff
Students ranked faculty and staff as a strength two times more than of the other strengths
“Faculty that love their students, love their area of expertise, and love their job.”
“The faculty and staff support is genuine and a huge part of our ability to succeed in our own unique ways.”
When ranked as the #1 strength, faculty were mentioned most, and staff were mentioned most as the #2 strength, when faculty and staff were separated
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Faculty and staff excel in their varied research expertise
Each of the 88 full-time faculty members has their own areas of
research emphasis
28 Carolina Nursing research projects are currently being
funded
In 2017, 23 faculty and staff were honored with awards or
mentions
Source: UNC SON Website
All active research faculty in the School of Nursing have a primary, and sometimes
secondary, research consultant
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Pioneers in nursing research and education
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The legacy of the SON’s top notch research and programs lead respondents to rank the reputation as the #2 strength
Students and faculty did not rank the reputation as one of the top three strengths, but all respondents combined believe it to
be the second greatest strength
Students believe these programs are strengths for the UNC SON:• Global studies program• Hillman Scholars program• EISLE lab
History was cited as a strength ten times by various respondents:• “Long, successful history as a school and an integral part of a university
with an incredible history and an expanding future.”• “The history of our BSN program is very strong and it gives us a powerful
image of our work and what it means to be a nurse.”
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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UNC has a history of pioneering programs in the state and US
History of NC Firsts
First four-year School of Nursing in NC to offer a baccalaureate degree
State’s first master’s degree in nursing
State’s first Nurse Practitioner program
State’s first accelerated nursing program
6 studentsPer year
3 schoolsIn the US
Behavioral Lab Differentiation:• Emphasis on non-invasive
monitoring• Utilizes portable instrumentation• Initiated to incorporate the
Research Support Center
Source: UNC SON Website
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Rigor of curriculum and quality of graduates
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Students tribute their preparation to the challenging program curriculum to excellent teaching
Students ranked their academic preparation and the rigorous curriculum as the 2nd largest strength – cited most as the 3rd strength
Faculty ranked preparation and rigor 5th; Staff ranked it 4th
UNC SON has a ”consistent quest for
improvement and management”
Small class sizes, especially in clinicals, allow students to be
“held to a higher standard.”
A curriculum that “immerses you in the
health field” incorporates
excellent clinical placement sites.
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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UNC diversifies itself through its student success and curriculum differentiation
School # Tested Pass Rate
ECU 229 95%
UNC-CH 166 96%
Duke 118 98%
Wake Tech 117 96%
Student Success and Curriculum Real World Application of Nursing
Developing Innovative Approaches to Enhance Science
and its Translation to Science
Researching effective research methods to translate into practice
Faculty Practice in Hillsborough
Collaboration with UNC School of Medicine and NC’s independent
pharmacies
Curriculum update includes:Transitions in Care Clinical Immersion Experience: combats nursing shortage
NCLEX Pass Rates
Source: UNC SON Website, NC Board of Nursing
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64DRAFT & CONFIDENTIAL
Weaknesses• Lack of innovation in academic curriculum
• Minimal use of technology and alternative delivery modes/timing
• Outdated curriculum that does not address current industry needs
• Lack of flexibility with capstone offerings• Ambiguity and lack of acceptance of decision making processes
• Unclear decision-making processes and roles• Lack of communication between administration/faculty and
students has created a divide and culture of mistrust• Lack of coherent and motivating strategy and vision
• Aging infrastructure• Classrooms, facilities, and simulation labs• Educational and operational technology• Flexible-use and meeting space
Revised UNC School of Nursing Phase I SWOT (Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Competitive Benchmarking, 2016 Strategic Planning Survey, 2003 UNC SON Strategic Plan)
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Identification of Top 3 Weaknesses
Top 3 Weaknesses
Lack of innovation in academic curriculum
Ambiguity and lack of acceptance of decision making processes
Aging infrastructure
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Lack of innovation in academic curriculum
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Curriculum reform is at the forefront of the school’s thoughts
“Undergraduate academic curriculum seems to be outdated and doesn't meet the needs of current healthcare system and specific needs of graduating nurses.”
“Lack of experiential learning outside of core curriculum”
“Lack of online only option for graduate level programs, few options for electives that are offered on the same day as other classes to avoid traveling multiple days in one week”
“Lack of electives to allow students to zero in on some specific areas of nursing”
Nearly 40% of all respondents indicated “lack of innovation in academic curriculum” as a weakness.
80% of respondents indicating “lack of innovation” as the #1 weakness were students and alumni
38 total faculty members (full-time, part-time, adjunct) indicated “lack of innovation” as a weakness
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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The SON has already identified this weakness and is prepared to address the needs of the student population.
Curriculum reform is already in process.The SON has already identified this as a need as in process of curriculum reform.
1AACN support nursing program innovation.The AACN offers curriculum improvement resources and encourages universities to share best practices.
NCSBN has adopted a model to foster innovation in nursing education. NCSBN has an innovation model focused on regulation and recommendations for nursing boards.
2 3
Source: AACN, NCSBN
http://www.aacnnursing.org/Population-Health-Nursing/Curriculum-Improvementhttps://www.ncsbn.org/669.htm
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Ambiguity and lack of acceptance of decision making processes
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A significant tension between administration and students as well as in the acceptance of decision-making processes
57% of respondents that indicated ambiguity was a weakness were faculty and staff members.
42% of respondents that indicated ambiguity a weakness considered it to be the #1 weakness.
Nearly 25% of all respondents indicated ambiguity as a weakness.
57%
42%
25%
“Governance and decision-making processes are unclear”
“Communication between administration and students about programmatic changes that have a significant impact of students.”
“Decision-making processes about how things are organized and done are not always transparent”
“Lack of communication between students and faculty. This creates a significant divide in terms of important decisions that directly affect students and fosters distrust.”
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey
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Recent leadership and organizational changes put the SON in position to address any prior ambiguity.
• Resources provided to faculty/staff clearly identify the organization and those in charge of decision-making.
• With recent changes in leadership and organization, the SON should consider continuing to publicize the organization chart to encourage visibility into decision making.
• However, there is still ambiguity that exists in terms of how information and changes are being communicated to students.
Source: UNC SON website
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Aging infrastructure
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The SON has aging infrastructure that limits the student experience and the faculty’s ability to teach
16% of all respondents indicated that aging infrastructure is a weakness.
38
16
50
“Lack of resources toward simulation/lab resources”
“The lab resources are quite lacking. I had access to better equipment in my undergrad.”
“Failing infrastructure, need to update to support electronics.”
“When your instructor jokes "EISLE is like a third world country" you have a problem.”
“There isn't enough space even if it were used optimally”
38% of respondents that indicated aging infrastructure is a weakness were faculty and staff.
50% of respondents that indicated aging infrastructure is a weakness students and alumni.
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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The SON’s aging infrastructure places the school behind some major competitors
Duke is building a brand new facility that will house the nursing school and is scheduled to open in 2019.
Duke University
Johns Hopkins University will soon be breaking ground ona $45 million renovation to their nursing school.
Johns Hopkins University
Yale recently broke ground on a renovation and expansion of their Simulation Lab.
Yale University
Columbia University recently debuted a brand new state of the art nursing school building.
Columbia University
]
Several other top nursing programs are renovating, building, or have recently built new nursing school buildings.
Source: Respective peer websites
https://today.duke.edu/2017/12/trustees-approve-new-nursing-building-graduate-degree-programshttp://magazine.nursing.jhu.edu/2017/08/building-change-world/https://news.yale.edu/2018/02/14/yale-school-nursing-breaks-ground-simulation-lab-expansionhttp://nursing.columbia.edu/columbia-university-school-nursing-dedicates-its-cutting-edge-new-building
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Threats• Decreased funding
• Federal and NIH opportunities• Declining state investment• More endowment funds at competition schools
• Advances by other nursing schools in programs and facilities• Growth of nursing schools and new facilities affecting
recruitment and retention of talent• Online programs targeted to modern student segments• Fewer clinical placement opportunities
• Competition for nursing faculty• National trend of stagnant enrollment of Ph.D. students• Attractive alternative careers and compensation challenges• Aging faculty and impending retirements
Revised UNC School of Nursing Phase I SWOT (Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Competitive Benchmarking, 2016 Strategic Planning Survey, 2003 UNC SON Strategic Plan)
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Identification of Top 3 Threats
Top 3 Threats
Decreased funding
Advances by other nursing schools in programs and facilities
Competition for nursing faculty
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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77DRAFT & CONFIDENTIAL
Decreased funding
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46% of respondents identified decreased funding among the top 3 threats to the UNC School of Nursing
• “Lack of funding especially from the State and Federal government.” – Alumni
• “Funding to run the school and to assist with students' tuition.” – Staff
• “Challenging research funding environment” – Faculty
• “Lack of funding/having to cut back on staff and resources such as scantron machines” – Student
Lack of funding encompassed 4 categories: federal, state, endowment, and research
1
2Threat
3Threat
.
12% of respondents consider decreased funding as # 2 threat
12% of respondents consider decreased funding as a # 3 threat
Threat
23% of respondents consider decreased funding as a # 1 threat
Survey Statistics
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey
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UNC School of Nursing ranks #29 in NIH fundingORGANIZATION AWARDS FUNDING
UNIVERSITY OF PENNSYLVANIA 31 $9,324,875
UNIVERSITY OF CALIFORNIA, SAN FRANCISCO 25 $8,835,590
UNIVERSITY OF WASHINGTON 26 $8,075,904
EMORY UNIVERSITY 20 $7,877,737
COLUMBIA UNIVERSITY HEALTH SCIENCES 21 $7,430,108
UNIVERSITY OF PITTSBURGH AT PITTSBURGH 22 $7,327,422
CASE WESTERN RESERVE UNIVERSITY 15 $5,555,062
UNIVERSITY OF MICHIGAN 16 $5,317,251
UNIVERSITY OF ILLINOIS AT CHICAGO 13 $5,060,445
DUKE UNIVERSITY 15 $4,933,823
NEW YORK UNIVERSITY 8 $4,874,497
JOHNS HOPKINS UNIVERSITY 19 $4,807,222
MEDICAL UNIVERSITY OF SOUTH CAROLINA 10 $4,371,195
UNIVERSITY OF ALABAMA AT BIRMINGHAM 6 $4,146,946
UNIVERSITY OF MARYLAND BALTIMORE 10 $4,120,631
UNIVERSITY OF TEXAS, AUSTIN 10 $3,989,906
YALE UNIVERSITY 14 $3,632,086
UNIVERSITY OF MINNESOTA 7 $3,300,137
ARIZONA STATE UNIVERSITY-TEMPE CAMPUS 8 $3,251,906
OHIO STATE UNIVERSITY 11 $3,053,516
INDIANA UNIV-PURDUE UNIV AT INDIANAPOLIS 10 $2,726,945
UNIVERSITY OF SOUTH FLORIDA 5 $2,662,292
UNIVERSITY OF UTAH 7 $2,513,295
UNIVERSITY OF CALIFORNIA LOS ANGELES 8 $2,440,612
UNIVERSITY OF MIAMI CORAL GABLES 3 $2,433,269
UNIVERSITY OF ROCHESTER 7 $2,296,468
UNIVERSITY OF KENTUCKY 5 $2,225,882
UNIVERSITY OF KANSAS MEDICAL CENTER 4 $1,785,547
UNIV OF NORTH CAROLINA CHAPEL HILL 11 $1,708,592
Source: NIH Funding Database
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Overall, university endowments have increased in the last year
2016 2017
Michigan $9.70 $10.94
UVA $6.20 $7.60
Ohio State $3.70 $4.25
Pittsburgh $3.55 $3.97
Penn State $3.74 $3.74
Washington $2.97 $3.14
UCLA $2.67 $3.03
UNC $2.80 $3.00
Rutgers $1.08 $1.20
$1,236
$553
$424
($1)
$176
$361
$200
$117
Michigan
UVA
Ohio State
Pittsburgh
Penn State
Washington
UCLA
UNC
Rutgers
2016-2017 Change in Public Peer Set University System Endowment (in millions)
$1,400
2016 and 2017 Public Peer Set University System Endowments (in billions)
Source: Respective School Websites Excludes UAB and Maryland as 2016 Data was not available
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81DRAFT & CONFIDENTIAL
Distributions do not reflect the size of the endowment
$435
$341$325
$245
$168
$127$113
UNC Maryland Michigan UCLA Pittsburgh Ohio State Washington
2017 Public Peer Set System Endowment Distributions of (in millions)
Source: Respective School Websites
The UNC Consulting Team is awaiting additional specific nursing school peer set distribution data after outreach to both public and private competitors
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Advances by other nursing schools in programs and facilities
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Competition of online programs and quality faculty are exacerbated due to a growth of nursing school programs
• “Schools that have online programs” – Faculty
• “More online programs across the state of NC” – Staff
• “The societal move towards online education” – Student
• “Large number of new nursing programs” – Staff
• “Competition from surrounding universities” – Student
• “Competition from schools offering more flexible options for attending classes - i.e., evening and afternoon - that better suit student needs.” – Alumni
• “Other schools of nursing have more financial resources to recruit high quality faculty and students” – Faculty
• “Loosing quality candidates to competing universities and programs.” – Staff
• “Other schools of nursing have more of a say in their capstone experience which may deter people from coming to UNC ” – Student
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Survey respondents feel that they have limited choice of clinical placements and that quality varies among sites
“Lack of control over placement for clinicals, especially capstone experience.”
Student
“Willingness of hospital staff to include us and participate in our education during clinical.”
Student“Complexity of securingclinical sites” – Faculty
“Lack of internshipopportunities” – Alumni
The greatest challenge to enrollment capacity is lack of clinical sites for nursing
students (National League of Nursing)
68.9K qualified applicants turned
away (2014)
Survey Research
Simulations Up to 50% of simulated learning can be
effectively substituted for traditional clinical experience
(National Council of State Boards of Nursing)
Source: Wolters Kluwer, 2017
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85DRAFT & CONFIDENTIAL
UNC salaries align with other competitive schools of nursing
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
$200,000
UNC UVA Michigan Rutgers Penn State
Comparable Faculty Salaries
Professor Associate Professor Assistant Professor
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86DRAFT & CONFIDENTIAL
Competition for nursing faculty
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87DRAFT & CONFIDENTIAL
An aging of the academic workforce contributes to faculty shortage, which is worsen by decreasing enrollment
• “Lack of quality nursing educators in the country, or even less than great nursing educators, to teach the next crop of nurses” – Student
• “Potentially not having enough faculty if more students were admitted” – Student
Applicants Shortage
Faculty shortage
• “Crappy salary for new grads therefore not enough students will be interested in going into nursing” – Student
• “Lack of educating students from underserved areas on careers in nursing to peak their interest” – Student
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Faculty shortage is part of a national vicious cycle, in which schools turn away applicants due to not enough professors
Contributing factors
Faculty age continues to climb
Average age of nursing faculty holding ranks of Professor, Associate Professor, and Assistant Professor were 62.2,
57.6, and 51.1 years, respectively.
A wave of faculty retirement
Between 200 and 280 master’s prepared faculty will be eligible for retirement each year from 2003 through 2018
Higher compensation in clinical and private-sector settings
Average salary of a Nurse Practitioner is $97K compared to an Assistant Professor’s salary of $77K
Small pool of potential nurse educators
In 2016, AACN found that 9,757 applicants were turned away from master’s program, and 2,102 from doctoral
programs due shortage of faculty and clinical sites
Faculty shortage
Aging faculty
Not enough faculty to teach
Students turned away
Shortage of clinical sites
The vicious cycle of faculty shortage
Source: American Association of Colleges of Nursing, 2017
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UNC School of Nursing has the smallest undergraduate enrollments and is ranked #8 in graduate compared to its peers
Key Trends: Enrollments
1684
977800 686
405 343
792
351 376
756 753448 329 356 357
0
287
823879
589
672586
112
443 389 241 346 238
00
500
1000
1500
2000
2500
2017 Peer Set Enrollments
Graduate Undergraduate
Notavailable
Source: Respective School Websites
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Opportunities• Intra- and Inter-disciplinary collaboration with strategic partners
• Grow existing relationships with UNC and other universities• Develop partnerships with corporations and alumni• Interprofessional collaboration and practice
• Increase the number of graduates to meet the modern demand for nurses• Create new models of health care education (agility and focus)• Align SON diversity to reflect those we serve • Engage and serve at-need populations in North Carolina and
beyond• Adopt a global mindset
• Integrate global education and experiences to broaden perspectives, open attitudes, and enhance inclusivity
• Expand “local focus, global impact” to advance the health of the world’s citizens
• Translate the value of nursing to the world
Revised UNC School of Nursing Phase I SWOT (Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Competitive Benchmarking, 2016 Strategic Planning Survey, 2003 UNC SON Strategic Plan)
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Identification of Top 3 Opportunities
Top 3 Opportunities
Intra- and Inter-disciplinary collaboration with strategic partners
Increase the number of graduates to meet the modern demand for nurses
Adopt a global mindset
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Intra- and Inter-disciplinary collaboration with strategic partners
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Connecting with nearby healthcare organizations will benefit not just students, but also the community
•Of the respondents who identified collaboration as an opportunity, more than 50% mentioned the need for more clinical sites. Suggestions included:
-More opportunities within the UNC system, such as in the Neonatal Critical Care Center
-Continuing to offer placements at the VA Hospital
-Using faculty networks to secure clinical sites at healthcare organizations in the Triangle
-Offering more rural health clinical experiences
•A common theme was the desire to partner with other nearby nursing schools“The capacity to partner with other public universities and schools of nursing to leverage collaboration in education, research, practice and service.”
•Many respondents mentioned the opportunity for greater community outreach“We can reach, impact, and help people in every corner of this diverse state; let's make our presence felt.”
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Collaborating with other professional schools at UNC will better prepare students to work in a team-based environment
“Why do we rarely interact with physicians/NP/PA's in the clinical setting or during simulations? This NEEDS to be integrated into our education to
actually improve team dynamics in the workplace.”
“We work together collaboratively in practice - but much of our education is still done in silos.”
“This would allow all students to better understand the role of each type of health care professional, and it has the power to make a meaningful
and very positive impact on practice in the future.”
79% of respondents who indicated “interprofessional education” as an opportunity ranked it as the first or second priority.
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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UNC can pursue a variety of strategic partnerships
Case study: Ohio State Intra-university partnerships
• In October 2017, the Helene Fuld Health Trust National Institute for Evidence-based Practice in Nursing and Healthcare was launched
• Inaugural national summit attracted health professionals, researchers, and academic leaders from 31 states and 8 countries
• Goals of the summit included (but not limited to) disseminating best practices and how to best integrate them into academic curriculums
• Center for Appreciative Practices facilitates improvements in clinical care, education, and interprofessional communication
• APSIRE: Academic Strategic Partnerships for Interdisciplinary Research: researches and supports the development, implementation, and evaluation of educational and clinical programs that train students, faculty, and clinicians to deliver safe, high-quality, and tea based primary care
Case study: UVAInterdisciplinary partnerships
Case study: PittCorporate & foundation partnerships
• Pitt’s Office of Community Partnerships (OCP) forges relationships to to create innovative models of clinical care, service learning, and community-based research to identify and address high priority healthcare needs
• Current funders include: National Institute of Nursing Research, National Cancer Institute, National Heart, Lung, and Blood Institute, Health Resources and Services Administration, Department of Education, American Cancer Society, American Nurses Foundation, Neuroscience Nursing Foundation
Source: School websites
https://ipe.virginia.edu/
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Increase the number and diversity of graduates to meet the modern
demand for nurses
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Nurse shortages will drive future demand for the SON
Survey respondents specifically mentioned the need for nurses with:
• Geriatrics experience• Advanced practice certifications and advanced degrees (especially DNP)• Leadership skills and political savviness
Of the respondents who identified nurse shortages as an opportunity, 25% specifically mentioned high need in rural areas
Many respondents indicated that there will be high demand for graduates prepared for
changing healthcare delivery strategies, such as a new focus on public health and increased prevalence of telemedicine
“As the population of North Carolina continues to grow, we have the responsibility to provide quality education for future nurses, nursing
faculty, and leaders in nursing.”Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Despite the growing hospitalization rates, there will be a shortage of both physicians and nurses
Shortage of nurses is due to:1. Increased demand for services2. Aging of the nursing workforce
(nurses are Boomers too)
To meet future demand, the number of new nursing graduates would have
to increase 90% every year
In 2005, there was a shortage of approximately 220,000 RNs in the US;
by 2020 that gap will be over 1 million
Source: AHA – When I’m 64
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Value-based care payment models, including bundled payments and Accountable Care Organizations, provide an opportunity for nurses to differentiate themselves by focusing on patient satisfaction and providing high-quality care.
Payment Models
NCSBC provides a Scope of Practice Decision-Making Framework that can be leveraged in the classroom to help overcome the threat nursing currently faces.
Scope of Practice
Health systems are rapidly moving toward out-patient and post-acute care, so nurses must be trained in rehabilitative and palliative care, to be agile in the workplace, and to be willing to fill specific gaps in the nursing shortage.
Out-Patient and Post-Acute Care
Nurses become nurses to take care of people, but the role has evolved to require an understanding of advanced patient care, documentation, regulations, and technology and the SON has the opportunity to define what it means to be a modern nurse.
Evolving Landscape
Macro-Trends in the Nursing Field
https://www.cms.gov/Medicare/Medicare-Fee-for-Service-Payment/ACO/https://www.ncsbn.org/decision-making-framework.htmhttps://www.ncsbn.org/2016JNR_Decision-Making-Framework.pdfhttp://www.medpac.gov/-research-areas-/post-acute-care
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Adopt a global mindset
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Survey respondents identified opportunity for global impact through research, academics, and service
11% of alumni, 12% of students, and 19% of faculty identified global impact as an opportunity
Research can be an avenue to collaborate on an international scale “Partner with global entities doing global health research”
Students and faculty want to see a greater emphasis on global learning“Improving upon global initiatives, creating more study abroad options and allowing students to have opportunities outside of the SON”
UNC’s service-oriented culture can be expanded internationally“Global outreach to areas in need”
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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The launch of the Nursing Now initiative is an excellent opportunity for UNC to continue making a global impact
Greater investment in improving education,
professional development,
standards, regulation and employment
conditions for nurses.
Nursing Now aims to improve health globally by raising the profile and status of nurses worldwide – influencing policymakers and supporting
nurses themselves to lead, learn and build a global movement.
Increased and improved
dissemination of effective and
innovative practice in nursing.
Greater influence for nurses and
midwives on global and national health
policy, as part of broader efforts to
ensure health workforces are more involved in decision-
making.
More nurses in leadership positions
and more opportunities for
development at all levels.
More evidence for policy and decision
makers about: where nursing can have the greatest impact, what is stopping nurses
from reaching their full potential and how to address these obstacles.
Source: Nursing Now website
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The UNC SON has the opportunity to improve its diversity in many areas to be more aligned with the people it serves
29%
of undergraduate students
47%
of graduate students
15%
of faculty
31%
of staff
Source: UNC SON website, Center for American Progress
What percentage of the UNC SON population is comprised of people of color?
What percentage of the UNC SON population is male?
14%
of undergraduate students
9%
of faculty
10%
of graduate students
20%
of staff34% of the NC population identify themselves as
“people of color”
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PHASE I FEEDBACK FORMS ANALYSIS
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2018 UNC SON Phase I SWOT Feedback Results
•69•Survey Responses
Strategic Planning Overview
Strengths Weaknesses Threats Opportunities
3.97 4.13 4.15 4.23 4.13
31
1
12
0
1
14
1
3
5
Faculty (full-time)
Faculty (part-time)
Staff (full-time)
Staff (part-time)
Adjunct Faculty
Student/Resident/Trainee
Alumni (not current faculty or staff)
UNC System and Hospital (excluding…
Other
Response Affiliation Frequency
Aggregate SWOT Averages
Issued: March 22, 2018
Ended: March 26, 2018
Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)
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Strategic Planning Overview feedback
•3.90• Average
Question Asked: In regards to the Strategic Planning Process Overview, please answer the following statements on a scale of 1 to 5 (1 = Strongly Disagree and 5 = Strongly Agree).
Frequency of Responses
I have a strong understanding of the strategic planning process at the
UNC School of Nursing
The content presented was helpful towards my understanding of the deliverables for the
strategic planning process
•4.04• Average
Frequency of Responses
4 5 6
33
21
1 2 3 4 5
3 28
3224
1 2 3 4 5
Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)
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Notable comments to the Task Force:
“the Overall process is easy to understand. All parts of project were explained clearly and easy to understand without explanation. Big plus on
focus