Strategic Planning
Dean’s Council Meeting
February 19, 2007
THE COLLABORATIVE MODEL
Right Strategy
Right Capacity
Right People
Great Results
UM - St. Louis College of Nursing
Strategic Planning Process: Diagnostic
Envi
ron
Symposia men
Geraldine Carolyn Marilyn Sandra tal
Bendash Williams Sommers Edwardson Sca
National Clinical Research Institutional n
Education Education Assessment with
Trends and Practices Fac
ulty
Internal Committees
• BSN Committee
• MSN Program Committee Assimilate
• PhD Program Committee Data
Survey Interviews
Faculty Dr. George
Students Dr. Cope
External Constituents Dr. Felix
Dr. Graham
UM - St. Louis College of Nursing
Strategic Planning Process: First Planning Session
Pre-Planning Strategy First Planning Meeting
Meeting Team Pre- Date: March 2, 2007
Date: 2/19/2007 work •Faculty
Dean’s •Staff
Council •Adjuncts
• Develop first •Student Reps
Objectives draft Vision/
Mission/
•External Constituents
Prep for
Values
Planning Meeting
• Draft key Objectives
• Review Vision/
Mission/Values
strategic • Review Baseline Data
• Review Strategic
priorities • Input on Vision/Mission/ Values
Needs Assessment • Brainstorm on strategic priorities
• Identify Strategy and key initiatives
Team • Identify action team leaders and
• Confirm Agenda members
CQI Self Study Assessment
UM - St. Louis College of Nursing
Strategic Planning Process: Second Planning Session
Strategy Team Second Planning
Meeting
Objectives Date: May 4
• Finalize Objectives
Review with
Vision/Mission/
External
Advisory
Values • Confirm Strategic
• Refine Strategic Priorities / initiatives
Board
Priorities and • Review Action Plans
initiatives • Agree on structure to
• Incorporate CQI support the plan
findings
• Develop
recommendations
on structure
Validate During CQI Assessment
Begin with the End in Mind
• Mission
– Our purpose and reason for being
• Values
– Clear explanation of the guiding principles for the organization
• Vision of 2011
– Statements of the desired future
• Performance Scorecard with desired outcomes
• Strategic Priorities and Key Initiatives
• Action Plans with clear responsibilities
• Structural changes required to support the plan
– Key policies (Faculty Evaluation, Travel, Workload)
– Organization structure / people
– Business processes / systems
– Required Technology
Current Mission
The Mission of the College of Nursing at University of
Missouri – St. Louis is to improve the health of people
through the generation, dissemination and application of
knowledge. Through baccalaureate, masters, doctoral
studies and continuing education programs, we shape
the future of nursing practice by developing nurse
leaders who are dedicated to lifelong learning.
Comments:
• There is no mention of partnerships
• Engagements and economic development
• Should be some mention of research and clinical practice
• Need to refer to excellence
• Want nurses to take action to make things better
• Cultural diversity
• Regional focus
• “continuing education”? – should this be outreach? Alternative means
of education?
Current Core Values
• Person-Centered
• Intellectually Rigorous
• Accountable
• Collaborative
• Dynamic
Comments:
•Science is important
•Professionalism
•Visionary
•Abundance mentality
•Empathy – seeking to understand each other
•Respect / Caring / Collegiality
•Integrity
Environmental Scan
Constituents
• Students
• Health Providers
New Entrants Regulation
Competitors
Alliances
UMSL
College of
Nursing
Substitution Technology
Suppliers
• Secondary Education Providers
Environmental Scan
Constituents: Health Providers
• More opportunity to collaborate with local hospitals
– Nurse residency for training new grads.
– Health care providers are asking us to assist in research and review grants. Actively help with research.
– Clinical Partner Initiative: Partnering with local hospitals – provide student preceptors (pay part of the salary)
to get students get trained
– Externship – summer long intense clinical experience – this could be expanded.
– NIH roadmap is putting pressure on multi-disciplinary. (research, clinical translational science) – opportunity
to work collaboratively with local schools of medicine
• Cost of acute care is detracting from other types of health care – mental, public, elderly
healthcare, etc.
– Will health care providers accept DNP?
• Need for different type of nurse
– Manage more information
– Less care giving more managing the whole system
– Changes in healthcare – increase knowledge that nurses need to have
– Emerging trend on managing health data – nursing infomatics
• Changing role of nurse leaders
– CNL – Clinical nurse leader – more in touch with patient care – go between -administration management and
practical care
– Nurse administrators are trying to be multi-disciplinary and not lose the nursing part
• Average length of new nurse is only 6 months
– Externships can be a way to have nurse get experience
– Mentorship to help new nurses transition from student to clinician
• Magnet status creates certain requirements
– Need certain number of BSN
– Need evidence based practice
• Competition for clinical space for students
Environmental Scan
Constituents: Students
• Changing demographics
– Older students (only 2% right out of high school (check this data)
• Have the potential to improve this with new on campus residential
– 2ndcareer
– More male students
– More outside responsibility – less time to be a student
• Huge generation gap between faculty and new students
– More questioning
– Different attitude – less accountability and responsibility
– Want to do less and less and still get the grade – want to know what they have to know.
– Why chose nursing – “because it is a job”. (1/3 of students)
– More parental involvement – advisors get more phone calls from parents (primarily new freshman)
– More used to technology – need to be entertained
– More distractions to students in the form of new electronic devices
• Growing financial burden on students
• Growing trend for nurses who want to get more involved in research and teaching earlier in
their careers.
• Lack of understanding of code of behavior / ethics
• Have students adjusted to online learning? (some do well, some do not – dependent on
how it is set up –needs interaction)
• More funding for students from tuition reimbursement – (trend to include doctoral program
ie BJC)
Environmental Scan
Competitors
• Every place wants to have Doctoral education
– Will increase competition for students, faculty
– SLU is starting DNP 9/08
– SLU has several full ride scholarships for Doctoral students
– UMKC – DNP and PhD on line (started this fall)
• Increased number of online programs that we have to compete with.
– More post masters programs on line. Multiple entry and exit programs
• Adapting to new demographics
– Many offer weekend and evening classes that appeal to current demographics
– Need for more flexibility
• More / cheaper alternatives
– Community colleges will be offering 4 year degrees (already happening in Illinois)
– Can become a nurse at Devry now
– Medical assistants are a growing trend
• Eleven pre-licensor programs in the area. If shortage in nurses begins to
dissipate this will be a problem. Our tuition cost is high (4 semesters at
$27,000)
• Lack of scholarships and incentives at UMSL makes it difficult to compete with
“cheaper’ schools.
Environmental Scan
Supplier
• Most pre-licensor students enter from community college. If Community
College offers BS degree this will impact student coming to UMSL
• More returning students from 4 year institutions
• Accelerated: some have tried one or more careers before coming
• MSN program is very competitive
– Can recruit from our own BSN graduates.
• Educator track is improving – going on line
Regulation
• Board score minimum will increase
• DNP issue – by 2015 all practitioners will need to have DNP
– Potential to offer post masters approach to DNP
– Preparation of DNP is under discussion nationally.
– DNP programs will be accredited
Environmental Scan
Substitution
• Robot / remote automation
Technology
• Demand by students to have 24/7 technical help
• More use of hand held technology.
– Textbooks downloaded onto handhelds
• More use of technology in the nursing profession
– Increasing use of decision support technology,
– More use of simulation
• Consumers are much more knowledgeable – impacts how nursing
gets delivered.
• Quality assessment will become easier based on hard data
• Move to more genetically based treatments
Potential Strategic Priorities
1. School of the 21st Century
– Dealing with changing demographics
– Dealing with changing demands of the nursing profession
2. Expanding Advanced Education and Research
– DNP
– Research
3. Collaborating with Local Healthcare Providers
– Experiential learning
– Financial support
4. Enhancing the Culture of Cooperation
– Instilling values and professional ethic
– Working together to accomplish the mission of the college
5. Funding for Sustainability and Growth
SCHOOL OF THE 21ST CENTURY
Desired Outcomes Enrollment
BSN
MSN
by PhD
Pass Rates
Board Certification Exams / NP
NCLEX
Strategic Priority Job Placement
Graduate Survey Results
Participation in non-traditional learning
EXPANDING ADVANCED EDUCATION AND RESEARCH
Research
Presentations
Submissions
Publications
Grants
Publications
Students involved in grant related work
Benchmark Data - Academic Analytics
DNP
Number of Graduates
Job Placement - Types of Jobs
COLLABORATION WITH LOCAL HEALTHCARE PROVIDERS
Students involved in collaborative programs
Financial support associated with collaborative programs
ENHANCING THE CULTURE OF COOPERATION
Area healthcare survey on performance of UMSL graduates?
Faculty Satisfaction Survey ?
FUNDING FOR SUSTAINABILITY AND GROWTH
Funding
Grant Dollars
Endowment
Private Fund Raising
Strategy Team
• Dr. Julie Sebastian
• Dr. Bobbie Lee
• Dr. Judy Maserang
• Diane Saleska
• Debbie Kiel
• Christy Niles
Strategic Planning Meeting - Agenda
March 2, 2007
12:00 LUNCH
12:30 Introduction and Overview
12:45 Current Baseline
1:30 Confirm mission and values
2:15 BREAK
2:30 Key Strategic Priorities / Initiatives
» Break out Groups
» Report out
4:10 Action Team Leaders / Members
Next Steps
4:30 ADJOURN