UNC School of Nursing Organization and Advisory Committee Meetings - - PowerPoint PPT Presentation
UNC School of Nursing Organization and Advisory Committee Meetings Phase II April 12, 2018 DRAFT & CONFIDENTIAL 1 Agenda Project Overview 1 Phase II Strategic Planning 2 Revised Phase I SWOT 3 4 Mission, Vision, Values,
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DRAFT & CONFIDENTIAL
Organization and Advisory Committee Meetings
Phase II April 12, 2018
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DRAFT & 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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DRAFT & 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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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
UNC School of Dentistry, UNC Online Education
Project Leader
Provost for Online Education
McKinsey & Company
Flagler
Paul Friga Lead Consultant Alejandra Chavez
Healthcare)
College
TJ Dolan Allie Savino
Consulting & Statistics), BA in Biology
UNC Online Education Team Member
Kate Carrington
Economics (PPE)
Summer 2017
Healthcare, & Entrepreneurship)
University Maryland
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UNC School of Nursing Task Force
Ruth Anderson Associate Dean for Research Karen Echols Manager, Info and Instr Technology (IIT) Louise Fleming Clinical Assistant Professor Kelly Kirby Director, Communication Rebecca Kitzmiller Clinical Assistant Professor Rhonda Lanning Clinical Assistant Professor Esita Patel Student, Hillman Scholar Nena Peragolla Montano Dean and Professor Gwen Sherwood Associate Dean for Global Initiatives Jia-Rong Wu Associate Professor Peggy Wilmoth Executive Dean / Associate Dean for Academic Affairs Mary H. Palmer Helen W. & Thomas L Umphlet Distinguished Professor
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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 Name First Name Organization Title Adcock Gale NC GA and SAS, Chief Health Officer Representative Bashford Robert SOM Associate 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 SON Student - 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 Center Director, Program on Health / Workforce Research and Policy Kosorok Michael SOPH Chair, Biostatistics and Kenan
Madigan Cathy UNCH Senior VP, Chief Nursing Officer Mark Barbara SON Distinguished Professor Miles Marge SON (retired) Professor Emeritus Last Name First Name Organization Title Miller Lisa SON Associate 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 SOD Associate 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 Brian Piedmont 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 Carolina Life Science Executive-In- Residence Webb Anne SON Assistant Dean for Advancement Williams Megan SON Clinical Assistant Professor
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Organizational Structures with Responsibilities
Responsibilities
creation, and updates to key constituents
concerns from the larger stakeholder perspective
Strategic Planning Organizations
UNC Consulting Team Task Force Advisory Committee
intermediary
Organization
feedback comments, process improvement
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Our goals and methodology
Strategic Planning Overall
making of the department to be consistent with the strategic direction of the
constituents of our plan to ensure buy in and support
UNC School of Nursing Strategic Planning Process
4 years (mission, values, vision, priorities, objectives, initiatives, and budgets)
to UNC SON leaders
constituents
Task Force Meetings
ideas (captured by consulting team) – ongoing at the end of each section
Advisory Meetings
steps
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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
Further explanation of the Strategic Planning Process with worked examples can be found on the SON Strategic Planning Website
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Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Master Schedule
Assessment
Phase 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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Visit the UNC School of Nursing Strategic Planning Website for updates on the Strategic Planning Process
UNC School of Nursing Strategic Planning Home Page URL: https://sonportal.unc.edu/strategic-planning/
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Provide Feedback regarding the SWOT Process via Survey Link
URL: https://tinyurl.com/uncsonstrategystatements
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
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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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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
Further explanation of the Strategic Planning Process with worked examples can be found on the SON Strategic Planning Website
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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
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
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The Strategy Content
The Strategy Process
Strategy Examples
Strategic Planning Overview
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Best practices for developing strategy External Analysis Internal Analysis Craft Strategy (the Black Box)
▪ Positioning ▪ Priorities Paul’s 4 Ps ▪ Payments ▪ Performance
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Different applications of strategy
Strategic Vision: sustainable competitive advantage
Strategic Planning Strategic Thinking Strategic Tactics
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Our starting point is the mission statement
Mission Statement Statement which specifies a firm’s purpose or “reason for being” and the primary
clear and understood. It makes you “proud.”
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Mission Statements Define a Company’s Core Purpose
around the world
by continually democratizing home ownership
contributions for the advancement and welfare
model and a tool for social change
people to flourish and to enhance the community
corporations and governments be more successful
competition, winning, and crushing competitors
applying technology for the benefit of the public
mental impairments realize their full potential
buy the same things as rich people
Building Your Company’s Vision
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We draft a vision to drive us forward
Vision Statement Statement describing what the organization strives to be at some future time. It should be specific and motivating. It makes you “belong.”
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Next, We Establish Core Values
Integrity, Compassion, Accountability, Respect, Excellence
Values It is what we believe in, our guiding principles, and how we interact. It makes you “excited.”
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Big, Hairy, Audacious Goals (BHAGs) aid long-term vision
[Wal-Mart, 1990)
early 1900s)
worldwide poor-quality image of Japanese products (Sony, early 1950s)
most far-reaching world financial institution that has ever seen (City Bank, predecessor to Citicorp, 1915)
and bring the world into the jet age (Boeing, 1950)
Goliath thinking
in the world (Philip Morris, 1950s)
(Honda, 1970s)
Design, 1986)
is today (Watkins-Johnson, 1996)
University, 1940s)
established organizations
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)
into the best diversified high-technology company in the world (Rockwell, 1995)
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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UNC College of Arts & Sciences – Mission Statement
Think
Cognition, connection, analysis, and reflection
Communicate
Written, oral, visual, and digital
Collaborate
Understanding of self, interacting with diverse groups and active listening
Create
Producing knowledge or its equivalent in performance and creative activity
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UNC College of Arts & Sciences – Vision Statement
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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UNC College of Arts & Sciences – Values
Student Focus Scholarly Excellence Strategically Bold
Student Focus
Act for the good of students
Scholarly Excellence
Aspire to lead the world in research, scholarship, and creative endeavors
Strategically Bold
Adopt a mindset that reflects our strategy in daily decisions and works for courageous change
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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
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Implementation plan nomenclature
mind; more important than other things; could be noun or verb statement
indicate significant progress on the priority ‒ Initiative – summary statement of actions; usually lead with a verb
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DRAFT
Reinvent General Education
A
6. Provide the curriculum blueprint for review and critique by major campus review groups and implement new curriculum by fall 2019 7. 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 inquiry
C
Generate interdisciplinary, experiential, and global learning opportunities
D
and an exploration of public engagement;
UNC College of Arts & Sciences Priority #1: Develop a contemporary, innovative, inclusive, and global curriculum
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UNC College of Arts & Sciences Priority #2: Expand high-impact and interdisciplinary research
DRAFT DRAFT
Strengthen basic and applied research portfolio
A
Harness interdisciplinary talent for addressing global issues
B
Build adaptive research facilities
C
Increase commercialization of research
D
4: Build better database of "expertise", "facilities", and "capabilities" to connect with entrepreneurial networks
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UNC College of Arts & Sciences Priority #3: Tell the story of the College of Arts & Sciences
DRAFT DRAFT DRAFT
Raise the national profile of the College of Arts & Sciences
A
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 innovation
B
Instill a culture of strategic planning and thinking that creates and shares the story of the College
C
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 outcomes 3. Create more effective external communications channels to collect and promote College successes
Raise $600M + for the college as part of the University’s capital campaign
D
1. Refine College campaign priorities 2. Engage volunteers and advisory boards 3. 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, students 2. 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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UNC College of Arts & Sciences Strategic Success Metrics
Element Description Metrics
Mission
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/alignment Annual 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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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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Strengths
NC
Hillman Scholars
profile
Weaknesses
needs
students has created a divide and culture of mistrust
Opportunities
improve overall health
Threats
INTEGRATED
Original 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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Strengths
which cultivate future nurses of impact in the community
Support Center, BBL, and Hillman Scholars
become competent and compassionate graduates
systems thinking
Weaknesses
modes/timing
needs
students has created a divide and culture of mistrust
Opportunities
demand for nurses
beyond
perspectives, open attitudes, and enhance inclusivity
world’s citizens
Threats
recruitment and retention of talent
REVISED AND INTEGRATED
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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Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps
Strengths
which cultivate future nurses of impact in the community
Support Center, BBL, and Hillman Scholars
become competent and compassionate graduates
systems thinking
Weaknesses
modes/timing
needs
students has created a divide and culture of mistrust
Opportunities
demand for nurses
beyond
perspectives, open attitudes, and enhance inclusivity
world’s citizens
Threats
recruitment and retention of talent
REVISED AND INTEGRATED
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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Strengths
Supporting research can be found in Appendix
Weaknesses
making processes
Supporting research can be found in Appendix
Opportunities
strategic partners
to meet the modern demand for nurses
Supporting research can be found in Appendix
Threats
programs and facilities
Supporting research can be found in Appendix
REVISED AND INTEGRATED
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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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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Current UNC Strategy Statements
Mission Values
Embrace Our Mission The 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:
lifelong learning;
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
community through honesty, responsibility and transparency
RESPECT
classes
INCLUSIVENESS
Nursing community
COMMUNICATION
DISCRETION
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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
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 55 38 60 23 1 2 3 4 5
A majority of respondents cannot recall the current SON strategy statements
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Current UNC Strategy Statement and Survey Responses
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
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 50 40 72 54 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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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 health
Carolina Nursing – Students, faculty, staff, and alumni 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
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 healthcare Diversity – Broaden perspectives, embrace open attitudes, and enhance inclusivity
Priorities
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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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
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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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)
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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
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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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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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 health
Carolina Nursing – Students, faculty, staff, and alumni 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
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 healthcare Diversity – Broaden perspectives, embrace open attitudes, and enhance inclusivity
Priorities
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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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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Next Steps
UNC SON Organization Meeting May 10, 2018 12:00 PM – 1:30 PM ET Location Details to be Provided
Fill out the feedback form to provide input on the today’s content:
URL: https://tinyurl.com/uncsonstrategystatements It will remain open until Monday, April 16, 2018 at 5 PM ET.
UNC SON Advisory Committee Meeting May 10, 2018 5:00 PM – 7:00 PM ET Location 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/
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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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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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Strengths
which cultivate future nurses of impact in the community
Support Center, BBL, and Hillman Scholars
become competent and compassionate graduates
systems thinking
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 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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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
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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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:
History was cited as a strength ten times by various respondents:
with an incredible history and an expanding future.”
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
Per year
In the US
Behavioral Lab Differentiation:
monitoring
Research Support Center
Source: UNC SON Website
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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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Weaknesses
modes/timing
needs
students has created a divide and culture of mistrust
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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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
avoid traveling multiple days in one week” “Lack of electives to allow students to zero in
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.
AACN 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.
Source: AACN, NCSBN
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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.
faculty/staff clearly identify the
leadership and organization, the SON should consider continuing to publicize the organization chart to encourage visibility into decision making.
that exists in terms of how information and changes are being communicated to students.
Source: UNC SON website
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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.
“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 on a $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
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Threats
recruitment and retention of talent
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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46% of respondents identified decreased funding among the top 3 threats to the UNC School of Nursing
State and Federal government.” – Alumni
with students' tuition.” – Staff
environment” – Faculty
staff and resources such as scantron machines” – Student Lack of funding encompassed 4 categories: federal, state, endowment, and research
Threat
Threat
.
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 funding
ORGANIZATION 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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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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Competition of online programs and quality faculty are exacerbated due to a growth of nursing school programs
faculty and students” – Faculty
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 securing clinical sites” – Faculty “Lack of internship
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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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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An aging of the academic workforce contributes to faculty shortage, which is worsen by decreasing enrollment
educators, to teach the next crop of nurses” – Student
Applicants Shortage Faculty shortage
going into nursing” – Student
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 977 800 686 405 343 792 351 376 756 753 448 329 356 357
287 823 879 589 672 586 112 443 389 241 346 238
500 1000 1500 2000 2500
2017 Peer Set Enrollments
Graduate Undergraduate
Not available Source: Respective School Websites
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Opportunities
beyond
perspectives, open attitudes, and enhance inclusivity
world’s citizens
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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Connecting with nearby healthcare organizations will benefit not just students, but also the community
mentioned the need for more clinical sites. Suggestions included:
“The capacity to partner with other public universities and schools of nursing to leverage collaboration in education, research, practice and service.”
“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
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
and very positive impact on practice in the future.”
79% of respondents who indicated “interprofessional education” as an
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
Trust National Institute for Evidence- based Practice in Nursing and Healthcare was launched
health professionals, researchers, and academic leaders from 31 states and 8 countries
limited to) disseminating best practices and how to best integrate them into academic curriculums
facilitates improvements in clinical care, education, and interprofessional communication
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: UVA Interdisciplinary partnerships Case study: Pitt Corporate & foundation 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
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
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Nurse shortages will drive future demand for the SON
Survey respondents specifically mentioned the need for nurses with:
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:
(nurses are Boomers too) To meet future demand, the number
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
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
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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
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
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%
students
47%
students
31%
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?
34% of the NC population identify themselves as “people of color”
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2018 UNC SON Phase I SWOT Feedback Results
Strategic Planning Overview Strengths Weaknesses Threats Opportunities
3.97 4.13 4.15 4.23 4.13
31 1 12 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
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
Frequency of Responses
4 5 6 33 21 1 2 3 4 5 3 2 8 32 24 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
understand without explanation. Big plus on focusing more on the important parts, which are the results of the survey/SWOT”
“Information was concise; yet
“ –Advisory Committee
“This meeting could have been so much better if the experts in the audience were invited in to the discussion right away and the setting was conducive to group discussion (e.g., large table). For faculty, this was highly redundant and not necessary to sit through again. Overall, lost
Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)
“I could not be at the strategic planning process meeting because of prior commitments but I have spent time reviewing the documents (slides, materials etc). What I am missing is how the work that has been previously completed at the SON (with consultants) coalesces with this
goals and strategic planning. Now we have two new individuals (Dean and Associate Dean) who have not fully acclimated to the SON and its previous thoughts and ideas. It appears that a small group of faculty who met with the Dean early on have greatly influenced the current climate of who is in charge. It was a very authoritarian process that excluded the faculty who are striving for excellence and have brought millions of dollars into the school. How can we possibly move forward in this process when the administration is making decisions without any input from ALL of the faculty? It would be very helpful to be able to provide feedback about the processes that recently took place (in the past year) that have significantly impacted the faculty and their level of excellence. Is there a possibility of providing an evaluation of the people who have assumed leadership roles in the new structure to see if faculty feel confident that this could even move forward? I am asking for an evaluation of the current leadership and a way of obtaining the faculty's sense of how things are going. In other words, could we evaluate the Dean, Associate Dean and the Assistant Deans that have been making decisions and impacting the SON? A survey that asks the faculty "How are we doing?" from the leadership.... I think that in order for this work (which I feel and believe is so important), the consultants in the Business School really need to pause for a minute to consider whether faculty are really being heard. The morale in the SON right now is so low and people are so unhappy that it really concerns me. I am constantly trying to boost faculty and staff to let them know that things will get better but I am not sure it is helping. Changes are difficult but there are some very excellent people who are being oppressed and not heard because of fear of being fired or marginalized. When I hear that I faculty member who I respect and admire is thinking of leaving or has been side-lined by leadership, it really worries me. How can we have a strategic plan if people are not committed to this process because they are not being heard
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Identification of Top 3 Strengths
Top 3 Strengths
Dedicated, dynamic faculty and staff Legacy of pioneering in nursing education and research Rigor of curriculum and quality of graduates 464 (118) 123 (26) 112 (15) Composite Score* (# of Top Rankings)
*Composite score includes compilation of multiple survey response categories Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Strengths feedback
Question Asked: In regards to the STRENGTHS presented, please answer with your level of agreement on a scale of 1 to 5 (1 = Strongly Disagree and 5 = Strongly Agree) in identifying the strengths of the UNC School of Nursing.
Dedicated, dynamic faculty and staff
Legacy of pioneering in nursing education and research
Rigor of curriculum and quality of graduates
Overall Average: 4.13
Frequency of Responses Frequency of Responses Frequency of Responses
1 4 27 37
1 2 3 4 5
1 6 9 35 18
1 2 3 4 5
1 4 7 37 20
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:
“Why have there been no conversations with the undergraduate classes about preparation for graduate school, or designing innovative programming that assists in the seamless transition of undergraduate students into grad programs at UNC? I am disappointed that there are not programs that can assist undergraduate students to become competent nurse educators.” “There needs to be more of a proactive effort to include
Curriculum 2019 student presentation meeting, town halls, meeting with the Dean) have occurred because of student effort. If students are not included now, you will miss a critical opportunity to make the problem what it could and needs to be.”
“I think we have innovative programs, but I'm not sure I would describe those as pioneering in nursing education and
education and research, I think of cutting edge educational programs and resources like simulation labs and creative modes/methods of teaching and integrating hands on relevant research into teaching. I also think the programs we do have such as Hillman and the biobehavioral lab are perhaps not being fully utilized and/or embraced by all faculty, staff, and students.”
“I appreciated the comments about how the "Legacy" item may need re-wording to more current language such as "Mindset of innovation in programming as evidenced by having the first BSN, MSN, Ph.D. and Lifelong Learning unit in North Carolina.”
Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)
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The strengths represent the majority but not the entirety
The strengths should not focus on history and legacy Both the Advisory Committee and Organization felt it was important to focus on the future rather than the past
Variability in faculty, staff, and curriculum is not a strength While the majority of faculty, staff, and classes are exceptional, respondents did not feel they are as a whole
Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)
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Identification of Top 3 Weaknesses
Top 3 Weaknesses
Ambiguity and lack of acceptance of decision making processes Aging infrastructure Composite Score* (# of Top Rankings) Lack of innovation in academic curriculum 218 (40) 325 (65) 142 (25)
*Composite score includes compilation of multiple survey response categories Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Weaknesses feedback
Question Asked: In regards to the WEAKNESSES presented, please answer with your level of agreement
UNC School of Nursing.
Lack of innovation in academic curriculum
Ambiguity and lack of acceptance of decision making processes Aging infrastructure
Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)
Overall Average: 4.15
Frequency of Responses Frequency of Responses Frequency of Responses
9 12 24 24
1 2 3 4 5
1 4 14 23 27
1 2 3 4 5
2 5 18 44
1 2 3 4 5
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Notable comments to the Task Force:
Regarding decision making, I think there is growing dissatisfaction among faculty with being asked to provide input on decisions that already have been made
about terminating or expanding programs or moving to an online format, tell us. It's a waste of faculty time to engage us in discussions of "done-deals" or if there is no commitment to taking faculty input seriously.
“I believe we lack agility and the ability to quickly adapt to the needs of our rapidly changing health care environment rather than lack of innovation in the academic curriculum”
“I do not think there is a transparency or ambiguity problem at the SON. I do think that there is general lack of acceptance about how and why decisions that are made, as well as resistance to change.”
Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)
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General takeaways from the feedback
Aging infrastructure is a major weakness An overwhelming number of stakeholders agree that aging infrastructure is a weakness that needs to be addressed
system that have new buildings and other renovations/new buildings for health science schools on campus Internal disagreement regarding transparency of decision-making There is internal disagreement regarding whether or not decision- making is clear and transparent
Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)
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Identification of Top 3 Threats
Top 3 Threats
Increasing competition Shortage of nursing faculty Composite Score* (# of Top Rankings) Decreased funding 283 (62) 210 (56) 99 (14)
*Composite score includes compilation of multiple survey response categories Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Threats feedback
Question Asked: In regards to the THREATS presented, please answer with your level of agreement on a scale of 1 to 5 (1 = Strongly Disagree and 5 = Strongly Agree) in identifying the threats of the UNC School
Frequency of Responses
Decreased funding
Frequency of Responses
Increasing competition
Frequency of Responses
Shortage of nursing faculty
Overall Average: 4.23
1 2 9 21 36
1 2 3 4 5
1 5 5 18 40
1 2 3 4 5
1 5 10 24 29
1 2 3 4 5
Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)
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Additional threats should include a specific focus on NC and unconventional ways to get funding
Threats should focus on NC Threats should be less generic and focus on the state of NC
internationally” ~ Faculty Unconventional ways to get funding Decreased funding should also look at untraditional ways
Innovation and ideas that have been presented to the leadership in previous years have been side-lined because the focus always was on traditional sources of funding (i.e. NIH)” ~ Faculty
for potential funding sources” ~ Alumni
Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)
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Identification of Top 3 Opportunities
Top 3 Opportunities
Increase the number of graduates to meet the modern demand for nurses Impact global health Composite Score* (# of Top Rankings) Intra- and inter-disciplinary collaboration with strategic partners 329 (64) 265 (52) 142 (30)
*Composite score includes compilation of multiple survey response categories Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Opportunities feedback
Question Asked: In regards to the OPPORTUNITIES presented, please answer with your level of agreement on a scale of 1 to 5 (1 = Strongly Disagree and 5 = Strongly Agree) in identifying the
Frequency of Responses
Intra- and inter- disciplinary collaboration with strategic partners
Frequency of Responses
Increase the number of graduates to meet the modern demand for nurses
Frequency of Responses
Impact global health
Overall Average: 4.13
1 6 21 41
1 2 3 4 5
2 2 9 29 27
1 2 3 4 5
7 17 29 16
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:
“I'd like to make a State impact; this poor state, from where we get our name and identity, has a massive amount of unhealthy people.” “I really like the emphasis of the ‘modern demand’ -- not just nurses, but those prepared to meet the demands of a new healthcare delivery model that emphasizes community, prevention, etc.” “I think that we need to focus on the state and its needs at this point rather than to try to make a global impact. If we follow the mission of the UNC system, we are meant to be developing education, practice and scholarship that benefits its
“Increasing the number of graduates is dependent upon a multitude of factors: clinical site placements, enough faculty and staff support, course delivery options,
Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)
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General takeaways from the feedback
UNC needs to focus on its impact close to home Many respondents think that global impact shouldn’t be prioritized
those within NC– leave global impact to private schools like Penn Diversity needs to be more strongly emphasized Racial, ethnic, and socioeconomic diversity are lacking within the SON, which can serve as an opportunity going forward
nation to better serve patients
Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)
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Additional comments section to the Task Force:
“It was noted that Faculty input is
determine a general way to survey reasons that some decided not to participate/provide input.” - Staff “In the future fewer slides and more discussion would be contribute to more effective faculty engagement in the process.” - Faculty
“I trust the process and appreciate that it is being led by a highly competent team from outside the SON. I hope/trust the results will not be buried or forgotten as has happened in the past with similar
“I believe it to be very important and I apologize for not recognizing it sooner. There is no representation on either the Strategic Planning Task Force or the Advisory Committee for NP education or practice. By this I mean there are no NPs except for Gale Adcock and I do not believe her area of expertise in advising in the strategic plan will be related to our current educational programs or practice issues faced by NP prepared faculty members. NP education are mentioned only 3 times in the SWOT analysis. First in reference to
Second, NPs are mentioned in reference to the competitive salary that can be earned in practice vs. as a faculty member. Despite this, it is listed as part of the #2
I am very concerned that there is no one representing the education of NPs (at both the MSN and DNP level) or the required practice component of the faculty role of NP prepared faculty in this strategic planning process” -Faculty
Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)
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Key Takeaways from Comments Following Organization and Advisory Committee Meetings
Involvement
We must find a way to increase engagement – student attendance at the meetings was low, faculty and staff are concerned that there isn’t full engagement. Full engagement will never be achieved, but we must find additional outlets to notify people of events.
Additional Research
Feedback was generally positive, even those who remarked changes mentioned that we were in the right direction. Exploration
trends, salaries, and diversity discussions.
More Open Dialogue
Future sessions need to include more open dialogue. Feedback forms indicate that the people had the content available ahead of time and read them. We must build in more open forum time for people to engage and stick to our timelines for meeting times.
We must react to the feedback given by the organization and Advisory Committee in a way that addresses their concerns
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Location matters; students, faculty and staff believe that SON’s proximity to healthcare institutions is a key differentiator
Faculty
▪ Commitment to the students and the Carolina Community ▪ Proximity to Healthcare Institutions and the RTP Area ▪ Broader belonging to the UNC University System
Staff
▪ Experiential Learning through the Education Innovation Simulation Learning Environment (EISLE Lab) ▪ Proximity to Healthcare Institutions and the RTP Area ▪ Quality of the Student Body
Students
▪ University Legacy and continuous academic excellence ▪ Committed Faculty and Caring Staff ▪ Proximity to Healthcare Institutions and the RTP Area
Question Asked: What do you believe makes the UNC School of Nursing unique?
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Current results are consistent with the 2016 SON Goals Survey; excellence and impact in NC remain top factors of uniqueness
Faculty Staff Former Faculty Excellence in education 1 2 3 Impact in NC 2 1 1 One of the top schools in the country 3 3 Simulation lab 2 Biobehavioral Lab 2 Strength of faculty 2 Question Asked: What do you believe makes the UNC School of Nursing unique?
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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While some faculty remains pessimistic, staff and students continue to believe in SON’s potential for excellence
Faculty
14%+ of Faculty believes that factors of uniqueness are whithering away
Staff
Staff holds a positive outlook for SON and its key differentiators
Students
Students remain aloof and sheltered from SON politics
▪ “UNC-CH SON has lost its sparkle
(SON) continue to lose respect and
inequities that have occurred with the tenured and non-tenured faculty." ▪ “Potential (but currently not realized) strength of the research mission/focus, along with PhD program strength.” ▪ “Highly intelligent, wise, experienced and well meaning professors who are distracted by research commitments, administrative duties and outside employment.” ▪ “Not much really. Other than there has seemed to be a lot of faculty drama and fighting through the years.” ▪ “I don't think we are unique. I think what we want is what every nursing school wants.” ▪ “Our uniqueness is not positive. We are known across campus as a negative place to work.”
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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SON should leverage its geographic location for partnerships, further engage faculty, and continue academic innovation
Factors of Uniqueness Areas of Improvement
Geographic Location Academic Excellence Faculty and Staff Committed to Students Materialize Partnerships Create Sense of Belonging for Faculty in UNC SON Continue Academic Innovation
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Phase II Research Mission
Vision
Values
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Public peer set mission statements:
Institution Mission Statement University of Pittsburgh
*Please see slide at the end of public peer set section
Ohio State University
We exist to dream, discover, and deliver a healthier world.
University of Washington
To advance nursing science and practice through generating knowledge and preparing future leaders to address health.
Penn State University
To improve the health of all people in the Commonwealth of Pennsylvania, the nation, and the world through the development
development of nursing science related to health and health care, and the provision of nursing care to individuals, families, and communities.
Rutgers University
To educate students; advance the discipline of nursing through research, scholarship and practice; provide service responsive to the health care needs of diverse populations; and demonstrate local, national and international leadership.
Source: Respective school websites
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Public peer set mission statements:
Institution Mission Statement University of Maryland, College Park
Shape the profession of nursing and the health care environment by developing leaders in education, research, and practice.
University of Michigan
We are committed to creating a rich scholarly community that supports the advancement of both nursing as a field and the community's individual members.
University of Alabama
Shapes patient-centered healthcare by preparing recognized nurse leaders who excel as clinicians, researchers, and educators in Alabama, nationally and internationally.
UCLA
Prepares nurses and scholars to lead nursing care in a rapidly changing, diverse and complex healthcare environment through academic excellence, innovative research, superior clinical practice, strong community partnerships, and global initiatives.
University of Virginia
The School of Nursing transforms lives by promoting health and the quality of health care.
Source: Respective school websites
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Private peer set mission statements:
Institution Mission Statement Duke University
Create a center of excellence for the advancement of nursing science, the promotion of clinical scholarship and the education
Emory University
Strive to educate visionary nurse leaders and scholars, generate and apply knowledge, and transform nursing, health, and systems of health care within the local and global community
University of Pennsylvania
Make a significant impact on health by advancing science, promoting equity, demonstrating practice excellence, and preparing leaders in the discipline of nursing.
Yale University
Better health for all people.
Johns Hopkins University
Improve the health of individuals and diverse communities locally and globally through leadership and excellence in nursing education, research, practice, and service.
Source: Respective school websites
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University of Pittsburgh Mission and Philosophy
Mission
nursing;
nursing that respond to the needs of health care in general and nursing in particular within Pennsylvania, the nation, and the world;
advance learning through the extension of the frontiers of knowledge in health care;
related institutions to transfer knowledge in health sciences and health care
professional upgrading and career advancement interests and needs of nurses in Pennsylvania; and
agencies the expertise of the School of Nursing in ways that are consistent with the primary teaching and research functions and contribute to the intellectual and economic development in health care within the commonwealth, the nation, and the world.
Philosophy
improves the health of individuals, families, communities, and populations within the commonwealth, the nation, and the world;
undergraduate studies, continuing through graduate studies, and encompassing continuing education for professional development;
conduct evidence-based practice, engage in scholarly activities, and translate knowledge in health sciences and health care to improve healthcare delivery to all human beings; and
raising the professional and social conscience of our students, they will become health care leaders.
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Notable survey response mission statements:
“To encourage a new generation of nurses who care for the mind as much as they do the body “ "We train exceptional individuals to make
professionals” “We are committed to excellence in nursing education, training, research, and care” “The School of Nursing is committed to preparing nursing leaders to: create, conduct and disseminate cutting-edge research; design and
programs; and provide practice expertise and service to individuals, communities and the profession.” “Cultivating the future healthcare provider.” “To provide the highest quality public education at the best value for the discipline of nursing, be a beacon of accessibility and inclusion in teaching, research and service to the school, university, state and beyond.” “We empower those who come through our doors to enhance nursing science and health through education, innovation, research, and interdisciplinary interaction.” “I like our mission statement now.” “Prevention when we can, curing when we can’t, and caring through it all “ Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Mission Analysis
Question Asked: In your own words, what do you think the mission of the UNC School of Nursing should be?
Top 3 Mission Words
1
#1 Nurses/Nursing
2
#2 Care
3
#3 Health/Healthcare
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
109 47 48 38 23 23 22 18 17 14
Word Frequency
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Word Cloud
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Phase II Research Mission
Vision
Values
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Public peer set vision statements:
Institution Vision Statement University of Pittsburgh
*Please see slide at the end of public peer set section
Ohio State University
The world’s leader in thinking and achieving the impossible to transform health and improve lives.
University of Washington
To pioneer improvements in health and health care through innovative nursing science, education and practice.
Penn State University
Create a dynamic and engaged community of scholars who integrate excellence in academics, nursing research and clinical scholarship, and outreach to the community with a commitment to improving the quality of life for all people.
Rutgers University
Will be a national and global leader in nursing education, research and scholarship, and clinical care contributing to the improvement of health.
Source: Respective school websites
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Public peer set vision statements:
Institution Vision Statement University of Maryland, College Park
Together, faculty, staff, and students create a rich and vibrant working and learning environment where knowledge is created and shared.
University of Michigan
None listed
University of Alabama
Innovative leaders transforming health
UCLA
The UCLA School of Nursing is a significant force in developing nurse leaders to inspire individuals across the lifespan to achieve health, wellness and quality of life.
University of Virginia
We will cultivate the SON’s multicultural community of scholars and researchers; create innovative models of education and practice; foster well-being and collegial spirit in a healthy work environment.
Source: Respective school websites
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Private peer set vision statements:
Institution Vision Statement Duke University
Together transforming the future of nursing, to advance health with individuals, families and communities
Emory University
To promote optimal health and wellness for all by creating, changing, and leading through innovative teaching, discovery, nursing practice, and social action in our local and global communities.
University of Pennsylvania
To be the preeminent intellectual and transformative force in improving health through nursing.
Yale University
N/A
Johns Hopkins University
Strategy Statement
Source: Respective school websites
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Notable survey response vision statements:
“We are a center for nursing education, research, and practice and we improve the lives
the mountains to the coast.” ”To impact the health and well- being of patients, families, and their communities in North Carolina and the greater world.” “Creating a diverse, collaborative, and resourceful workforce of nurse leaders.” “To continually advance our technology, curriculum and guidelines to meet the educational needs of nurses entering the workforce in order to make them most prepared to care for their patients with the resources they will have as nurses.” “To strive for excellence in nursing practice, patient
care through research, education
“UNC School of Nursing strives to create a new generation of nurses who are able to not only care for people with precision and efficiency, but who are able to change the way people are cared for.” “To be a leader in nursing education, producing the highest quality nurses - who not only provide patient care, but who are leaders, innovators, critical-thinkers, researchers, and teachers.” “To prepare nurses for healthcare needs of the 21st century.” “To become the #1 public school of nursing in the nation.” Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Vision Analysis
Question Asked: In your own words, what do you think the vision of the UNC School of Nursing should be?
Top 3 Vision Words
1
Nursing
2
School
3
Care
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
113 53 32 31 30 26 24 24 20 20
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Word Cloud
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Phase II Research Mission
Vision
Values
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Public peer set values statements:
Institution Values Statement University of Pittsburgh
N/A
Ohio State University
Excellence, Curiosity and intellectual rigor, Openness, trust, and respect, Empathy and compassion, Diversity in people and ideas Transformational and innovation leadership, Collaboration and authenticity, Integrity and personal accountability, Personal and professional wellness
University of Washington
Collaboration, Social responsibility, Integrity, Respect, Accountability, Diversity, Excellence
Penn State University
Integrity, civility and respect, community, collaboration, leadership, innovation, excellence, unity
Rutgers University
Social justice, respect, rigor, and resilience
Source: Respective school websites
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Public peer set values statements:
Institution Values Statement University of Maryland, College Park
Accountability, civility, collaboration, diversity, excellence, knowledge, and leadership.
University of Michigan
None listed
University of Alabama
Excellence, Caring, Innovation, Collaboration, Diversity, Integrity, and Communication
UCLA
Academics, Research, Practice, and Service
University of Virginia
Respect and Honor, Relationships and Collaboration, Recognition and Celebration, and Excellence
Source: Respective school websites
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Private peer set values statements:
Institution Values Statement Duke University
Excellence, Integrity, Collaboration, Respect, Innovation, Diversity and Inclusiveness
Emory University
Excellence, Collaboration, Social Responsibility, Innovation, Leadership
University of Pennsylvania
Integrity, Social Justice, Innovation, Inclusion, Impact
Yale University
Integrity, Dignity, Rigor, Curiosity, Excellence
Johns Hopkins University
Strategy Statement
Source: Respective school websites
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Notable survey response values statements:
“Collaboratively improving health” “Knowledgeable and competent in our care” “Educating culturally competent, compassionate nurses” “Excellence in education and scholarship” “Selfless service” “Building a more compassionate world” “We care for patients, for students, and for each
“Creating nurse leaders” “Serving the citizens
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
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Values Analysis
Question Asked: In your own words, what do you think the values of the UNC School of Nursing should be?
Top 3 Values Words
1
Care
2
Excellence
3
Compassion
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)
82 67 58 55 42 36 28 26 25 24
Word Frequency
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Word Cloud
Question Asked: What are the top three values for the UNC School of Nursing?
Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)