Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps The 3 phases of the strategy project Phase 3 – Phase 1 – Phase 2 – Assessment Implementation Visioning Background Fact Pack Draft Strategy Implementation Plan: Statements: Internal & external surveys Objectives Mission / Values Benchmark Vision Initiatives Interviews Priorities Supporting Metrics Summary SWOT Key Metrics Feb 15 – Mar 22 Mar 29 – Apr 12 Apr 19 – May 10 Further explanation of the Strategic Planning Process with worked examples can be found on the SON Strategic Planning Website Dr. Paul Friga DRAFT & CONFIDENTIAL 14
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps Strategy statements Mission Statement Statement which specifies a firm’s purpose or “reason for being” and the primary objective toward which the firm’s programs & plans should be aimed. Statement specifying the firm’s key Mission constituents and how the organization will serve Vision them. It must be clear and understood. It makes you “proud.” Values Vision Statement Statement describing what the organization strives to be at some future time. It should be Priorities specific and motivating. It makes you “excited.” Objectives Values Initiatives It is what we believe in, our guiding principles, Actions and how we interact. It makes you “belong.” Dr. Paul Friga DRAFT & CONFIDENTIAL 15
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps Strategic Planning Overview 1. The Strategy Content 2. The Strategy Process 3. Strategy Examples Dr. Paul Friga DRAFT & CONFIDENTIAL 16
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps Best practices for developing strategy External Analysis Internal Analysis Craft Strategy (the Black Box) ▪ Positioning ▪ Priorities Paul’s 4 Ps ▪ Payments ▪ Performance Dr. Paul Friga DRAFT & CONFIDENTIAL 17
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps Different applications of strategy Strategic Vision: Strategic Planning sustainable competitive advantage X Strategic Thinking Strategic Tactics Dr. Paul Friga DRAFT & CONFIDENTIAL 18
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps Our starting point is the mission statement Mission Statement Statement which specifies a firm’s purpose or “reason for being” and the primary objective toward which the firm’s programs & plans should be aimed. It must be clear and understood. It makes you “proud.” We have fun. We cure cancer. Dr. Paul Friga DRAFT & CONFIDENTIAL 19
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps Mission Statements Define a Company’s Core Purpose • McKinsey & Company: To help leading • 3M: To solve unsolved problems innovatively corporations and governments be more • Cargill: To improve the standard of living successful around the world • Merck: To preserve and improve human life • Fannie Mae: To strengthen the social fabric • Nike: To experience the emotion of by continually democratizing home ownership competition, winning, and crushing • Hewlett-Packard: To make technical competitors contributions for the advancement and welfare • Sony: To experience the joy of advancing and of humanity applying technology for the benefit of the • Lost Arrow Corporation: To be a role public model and a tool for social change • Telecare Corporation: To help people with • Pacific Theatres: To provide a place for mental impairments realize their full potential • Wal-Mart: To give ordinary folk the chance to people to flourish and to enhance the community buy the same things as rich people • Mary Kay Cosmetics: To give unlimited • Walt Disney: To make people happy opportunity to women Building Your Company’s Vision DRAFT & CONFIDENTIAL 20
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps 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.” Before this decade is out, To be #1 or #2 in market share in each sector we this nation should land a man on the moon and serve. return him safely to Earth. Dr. Paul Friga DRAFT & CONFIDENTIAL 21
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps Next, We Establish Core Values Values It is what we believe in, our guiding principles, and how we interact. It makes you “excited.” I CARE Integrity, Compassion, Accountability, Respect, Excellence Dr. Paul Friga DRAFT & CONFIDENTIAL 22
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps Big, Hairy, Audacious Goals (BHAGs) aid long-term vision • Target BHAGs can be quantitative or qualitative organizations • Become a $125 billion company by the year 2000 • Become the Nike of the cycling industry [Giro Sport [Wal-Mart, 1990) Design, 1986) • Democratize the automobile (Ford Motor Company, • Become as respected in 20 years as Hewlett-Packard early 1900s) is today (Watkins-Johnson, 1996) • Become the company most known for changing the • Become the Harvard of the West (Stanford worldwide poor-quality image of Japanese products University, 1940s) (Sony, early 1950s) • Internal-transformation BHAGs suit large, • Become the most powerful, the most serviceable, the most far-reaching world financial institution that has established organizations ever seen (City Bank, predecessor to Citicorp, 1915) • Become number one or number two in every market • Become the dominant player in commercial aircraft we serve and revolutionize this company to have the and bring the world into the jet age (Boeing, 1950) strengths of a big company combined with the leanness and agility of a small company (General • Common-enemy BHAGs involve David-versus- Electric Company, 1980s) Goliath thinking • Transform this company from a defense contractor • Knock off RJR as the number one tobacco company into the best diversified high-technology company in in the world (Philip Morris, 1950s) the world (Rockwell, 1995) • • Crush Adidas (Nike, 1960s) Transform this division from a poorly respected internal products supplier to one of the most • Yamaha wo tsubusu! We will destroy Yamaha! respected, exciting, and sought-after divisions in the (Honda, 1970s) company (Components Support Division of a computer products company, 1989) • Role-model BHAGs suit up-and-coming Building Your Company’s Vision DRAFT & CONFIDENTIAL 23
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps UNC College of Arts & Sciences – Mission Statement Think. Communicate. Collaborate. Create. …for meaningful lives. Think Cognition, connection, analysis, and reflection Communicate Written, oral, visual, and digital Understanding of self, interacting with diverse groups Collaborate and active listening Producing knowledge or its equivalent in performance and creative Create activity DRAFT & CONFIDENTIAL 24
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps UNC College of Arts & Sciences – Vision Statement Reimagining the Arts & Sciences for the public good Reimagining Striving for changes that will positively disrupt how things are done Strategically advancing the College and the value of a liberal arts Arts & Sciences education Fulfilling our destiny as the first public institution for NC and beyond Public Good Benefiting everyone Good DRAFT & CONFIDENTIAL 25
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps UNC College of Arts & Sciences – Values Student Focus Scholarly Excellence Strategically Bold Act for the good of students Student Focus Aspire to lead the world in research, scholarship, and creative Scholarly Excellence endeavors Adopt a mindset that reflects our strategy in daily decisions and Strategically Bold works for courageous change DRAFT & CONFIDENTIAL 26
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps The 3 phases of the strategy project Phase 3 – Phase 1 – Phase 2 – Assessment Implementation Visioning Background Fact Pack Draft Strategy Implementation Plan: Statements: Internal & external surveys Objectives Mission / Values Benchmark Vision Initiatives Interviews Priorities Supporting Metrics Summary SWOT Key Metrics Feb 15 – Mar 22 Mar 29 – Apr 12 Apr 19 – May 10 Dr. Paul Friga DRAFT & CONFIDENTIAL 27
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps Implementation plan nomenclature • Priority – thing we do to live our mission and achieve our vision; first of mind; more important than other things; could be noun or verb statement • Objective – A thing aimed for; goal/target that if accomplished would indicate significant progress on the priority ‒ Initiative – summary statement of actions; usually lead with a verb DRAFT & CONFIDENTIAL 28
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps UNC College of Arts & Sciences Priority #1: Develop a contemporary, innovative, inclusive, and global curriculum Reinvent General Education A 1. Develop a planning process and timeline for curriculum development and campus-wide review/approval 2. Identify key guiding principles based on current literature, national models of excellence, and key stakeholder input 3. Evaluate and prioritize knowledge areas and student outcomes for potential inclusion in the curriculum 4. Consult with a wide range of user groups on inclusiveness, implementation, and feasibility (e.g., students, faculty, advisors, registrar) 5. Develop an annual general education assessment plan for each included component 6. Provide the curriculum blueprint for review and critique by major campus review groups and implement new curriculum by fall 2019 7. Assess the functioning of the curriculum after one complete academic cycle B Reimagine the Humanities Ph.D. 1. Create new, innovative graduate courses that integrate an introduction to the discipline and its methods with professional development activities and an exploration of public engagement; 2. Explore alternative formats to the monograph-based humanities dissertation (e.g. digital, interdisciplinary collaboration/team-based, etc.) C Expand and develop instructional methods based on evidence-based inquiry 1. Maintain student focus 2. Increase instructor professional development about student learning 3. Leverage and integrate new technologies 4. Secure appropriate spaces 5. Introduce new ways of measuring student learning 6. Utilize predictive analytics D Generate interdisciplinary, experiential, and global learning opportunities 1. Increase public and private partnerships for student learning 2. Expand credit and non-credit bearing global learning opportunities for all students 3. Provide interdisciplinary courses in hybrid (in-person-online) and other formats DRAFT & CONFIDENTIAL 29 DRAFT
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps UNC College of Arts & Sciences Priority #2: Expand high-impact and interdisciplinary research Strengthen basic and applied research portfolio A 1. Identify top priority research expansion areas based upon department and center input 2. Leverage new strategic resource pools for key high-impact research B Harness interdisciplinary talent for addressing global issues 1. Encourage opportunities/new structures that go beyond single departments for research 2. Measure and reward interdisciplinary grants, projects and major partnerships Build adaptive research facilities C 1. Build new APS/Tech development building for translational research 2. Renovate Wilson Hall to improve animal model research and support flexible laboratories for biology. 3. Renovate Phillips Hall as a home for CoSMS Institute 4. Encourage and expand makerspaces, including app development space for students D Increase commercialization of research 1. Notice and celebrate our successes 2. Build incubator space 3. Create college-level incentive for translating research 4: Build better database of "expertise", "facilities", and "capabilities" to connect with entrepreneurial networks DRAFT & CONFIDENTIAL 30 DRAFT DRAFT
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps UNC College of Arts & Sciences Priority #3: Tell the story of the College of Arts & Sciences 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 B Create awareness at the local and State level of the role of the College as research entity, economic driver, and source of innovation 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 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 D Raise $600M + for the college as part of the University’s capital campaign 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 DRAFT & CONFIDENTIAL 31 DRAFT DRAFT DRAFT
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps UNC College of Arts & Sciences Strategic Success Metrics Element Description Metrics Mission Think. Communicate. Collaborate. Create. For Student satisfaction (net promotor) meaningful lives Faculty satisfaction (net promotor) Alumni satisfaction (net promotor) Reimagining the arts & sciences for the public External review assessment of Vision good performance/alignment Annual faculty and staff survey Develop a modern, innovative, inclusive, and Learning outcomes % students with directed research Priority 1 global curriculum % adoption of modern teaching % securing full time jobs/graduate school % initiatives completed # cross listed/interdisciplinary courses % students with global credit bearing % of students in cross listed/interdisciplinary experience courses % students with internship/work experience Priority 2 Expand high-impact and interdisciplinary $ total research grants awarded # licenses research % faculty applying for grants # start-ups # of new buildings # IPOs % faculty in joint grants # STTRs/SBIRs # publications # patents Priority 3 Tell the story of the College of Arts & Sciences Rankings – national and international $ raised from corporate partners (for research (e.g. US News, Kiplinger, etc.) and operations) $ raised from donors % of strategic objectives and initiatives completed DRAFT & CONFIDENTIAL 32
Agenda Project Overview 1 Phase II Strategic Planning 2 Revised Phase I SWOT 3 4 Mission, Vision, Values, Priorities 5 Next Steps 6 Appendix DRAFT & CONFIDENTIAL 33
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps 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) Strengths Weaknesses • • Dedicated, dynamic faculty and staff Lack of innovation in academic curriculum • • In varying areas of expertise in research and practice Minimal use of technology & alternative delivery modes/timing • • Nationally renowned faculty who collaborate with students Outdated curriculum that does not address current industry • Committed to teaching and student success needs • • Legacy of pioneering in nursing education and research Lack of flexibility with capstone offerings • • Programs such as first BSN, MSN, Ph.D., and Lifelong Learning in Ambiguity and lack of acceptance of decision making processes • NC Unclear decision-making processes and roles • • Research such as chronic conditions, health systems, and Lack of communication between administration/faculty and Hillman Scholars students has created a divide and culture of mistrust • • Nursing simulation, QSEN, and clinical experiences in NC Lack of coherent and motivating strategy and vision • • Rigor of curriculum and quality of graduates Aging infrastructure • • Highly intellectually curious and talented incoming student Classrooms and facilities, simulation labs • profile Technology INTEGRATED • Specific attention to real world application of nursing practice • Challenging curriculum with high expectations Opportunities Threats • • Intra- and Inter-disciplinary collaboration with strategic partners Decreased funding • • Grow existing relationships with UNC and other universities Federal and NIH opportunities • • Develop corporate partnerships Declining state investment • • Interprofessional collaboration and practice More endowment funds at competition schools • • Increase the number of graduates to meet the modern demand for nurses Increasing competition • • New models of health care delivery (agility and focus) to Growth of nursing schools and new facilities • improve overall health Online programs • • Engage and serve rural North Carolina Fewer clinical placement opportunities • • Offer new online and telehealth opportunities Shortage of nursing faculty • • Impact global health National trend of stagnant enrollment of Ph.D. students • • Increase visibility of nursing globally Attractive alternative careers • • Impact lives and economies Aging faculty • Global experiences DRAFT & CONFIDENTIAL 34
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps 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) Strengths Weaknesses • • Dedicated, dynamic faculty and staff Lack of innovation in academic curriculum • • In varying areas of expertise in research and practice Minimal use of technology and alternative delivery • Nationally renowned faculty who collaborate with students modes/timing • • Committed to teaching and student success Outdated curriculum that does not address current industry • Pioneers in nursing education and research needs • • NC Programs firsts such as BSN, MSN, PhD, and Lifelong Learning Lack of flexibility with capstone offerings • which cultivate future nurses of impact in the community Ambiguity and lack of acceptance of decision making processes • • Research in chronic conditions and health systems Unclear decision-making processes and roles • • Nursing simulation, QSEN, clinical experiences, Research Lack of communication between administration/faculty and Support Center, BBL, and Hillman Scholars students has created a divide and culture of mistrust REVISED AND INTEGRATED • • Rigor of curriculum and quality of graduates Lack of coherent and motivating strategy and vision • • Intellectually curious and talented incoming students who Aging infrastructure • become competent and compassionate graduates Classrooms, facilities, and simulation labs • • Attention to real world application of nursing practice, including Educational and operational technology • systems thinking Flexible-use and meeting space • Challenging curriculum with high expectations Opportunities Threats • • Intra- and Inter-disciplinary collaboration with strategic partners Decreased funding • • Grow existing relationships with UNC and other universities Federal and NIH opportunities • • Develop partnerships with corporations and alumni Declining state investment • • Interprofessional collaboration and practice More endowment funds at competition schools • • Increase the number and diversity of graduates to meet the modern Advances by other nursing schools in programs and facilities • demand for nurses Growth of nursing schools and new facilities affecting • Create new models of health care education (agility and focus) recruitment and retention of talent • • Align SON diversity to reflect those we serve Online programs targeted to modern student segments • • Engage and serve at-need populations in North Carolina and Fewer clinical placement opportunities • beyond Competition for nursing faculty • • Adopt a global mindset National trend of stagnant enrollment of Ph.D. students • • Integrate global education and experiences to broaden Attractive alternative careers and compensation challenges • perspectives, open attitudes, and enhance inclusivity Aging faculty and impending retirements • Expand “local focus, global impact” to advance the health of the world’s citizens • Translate the value of nursing to the world DRAFT & CONFIDENTIAL 35
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps 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) Strengths Weaknesses • • Dedicated, dynamic faculty and staff Lack of innovation in academic curriculum • • In varying areas of expertise in research and practice Minimal use of technology and alternative delivery • Nationally renowned faculty who collaborate with students modes/timing • • Committed to teaching and student success Outdated curriculum that does not address current industry • Pioneers in nursing education and research needs • • NC Programs firsts such as BSN, MSN, PhD, and Lifelong Learning Lack of flexibility with capstone offerings • which cultivate future nurses of impact in the community Ambiguity and lack of acceptance of decision making processes • • Research in chronic conditions and health systems Unclear decision-making processes and roles • • Nursing simulation, QSEN, clinical experiences, Research Lack of communication between administration/faculty and Support Center, BBL, and Hillman Scholars students has created a divide and culture of mistrust REVISED AND INTEGRATED • • Rigor of curriculum and quality of graduates Lack of coherent and motivating strategy and vision • • Intellectually curious and talented incoming students who Aging infrastructure • become competent and compassionate graduates Classrooms, facilities, and simulation labs • • Attention to real world application of nursing practice, including Educational and operational technology • systems thinking Flexible-use and meeting space • Challenging curriculum with high expectations Opportunities Threats • • Intra- and Inter-disciplinary collaboration with strategic partners Decreased funding • • Grow existing relationships with UNC and other universities Federal and NIH opportunities • • Develop partnerships with corporations and alumni Declining state investment • • Interprofessional collaboration and practice More endowment funds at competition schools • • Increase the number and diversity of graduates to meet the modern Advances by other nursing schools in programs and facilities • demand for nurses Growth of nursing schools and new facilities affecting • Create new models of health care education (agility and focus) recruitment and retention of talent • • Align SON diversity to reflect those we serve Online programs targeted to modern student segments • • Engage and serve at-need populations in North Carolina and Fewer clinical placement opportunities • beyond Competition for nursing faculty • • Adopt a global mindset National trend of stagnant enrollment of Ph.D. students • • Integrate global education and experiences to broaden Attractive alternative careers and compensation challenges • perspectives, open attitudes, and enhance inclusivity Aging faculty and impending retirements • Expand “local focus, global impact” to advance the health of the world’s citizens • Translate the value of nursing to the world DRAFT & CONFIDENTIAL 36
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps 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) Strengths Weaknesses • • Dedicated, dynamic faculty and staff Lack of innovation in academic curriculum • • Pioneers in nursing education and research Ambiguity and lack of acceptance of decision making processes • Rigor of curriculum and quality of graduates REVISED AND INTEGRATED • Aging infrastructure Supporting research can be found in Appendix Supporting research can be found in Appendix Opportunities Threats • • Intra- and Inter-disciplinary collaboration with Decreased funding strategic partners • Advances by other nursing schools in • Increase the number and diversity of graduates programs and facilities to meet the modern demand for nurses • Competition for nursing faculty • Adopt a global mindset Supporting research can be found in Appendix Supporting research can be found in Appendix DRAFT & CONFIDENTIAL 37
Agenda Project Overview 1 Phase II Strategic Planning 2 Revised Phase I SWOT 3 4 Mission, Vision, Values, Priorities 5 Next Steps 6 Appendix DRAFT & CONFIDENTIAL 38
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps Current UNC Strategy Statements Mission Values Share Our Values: The School of Nursing has embraced the following Embrace Our Mission Commitment to Community : The School of Nursing is an integral part of the University of INTEGRITY North Carolina and endorses its commitment to excellence in • Advancing the collective good of the Carolina Nursing scholarship in Teaching, Research and Service. community through honesty, responsibility and transparency • Examining issues and concerns from multiple perspectives The mission of the School of Nursing is to: RESPECT • design and implement innovative educational programs for • Treating others with kindness and compassion lifelong learning; • Being punctual, attentive and constructive during meetings and • create, conduct and disseminate cutting-edge research; and classes • use our practice, expertise and service for the betterment of • Honoring the roles and responsibilities of others individuals, communities, health care systems, and the • Operating within designated roles and responsibilities profession of nursing. INCLUSIVENESS • Honoring the intrinsic value of every member of the Carolina From our leadership in these areas, we will prepare the next Nursing community generation of Carolina nurses to assume roles in interprofessional • Hearing all opinions health care and interdisciplinary research environments. • Involving stakeholders in making critical decisions COMMUNICATION • Listening with the intent to understand • Being direct, concise and constructive DISCRETION • Honoring boundaries and trust • Promoting positive, effective relationships • Advocating for others DRAFT & CONFIDENTIAL 39
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps Current UNC Strategy Statement and Survey Responses Question Asked: From memory, I can recall the current following statements for the UNC School of Nursing: Mission, Values (1 = Strongly Disagree and 5 = Strongly Agree). *Question only available to: Faculty (full-time), Faculty (part-time), Staff (full-time), Staff (part-time), Adjunct Faculty, Student/Resident/Trainee, Alumni (not current faculty or staff) Mission Values Frequency of Responses Frequency of Responses 63 61 60 58 57 55 38 33 23 18 1 2 3 4 5 1 2 3 4 5 • 2.61 • 2.73 • Average • Average A majority of respondents cannot recall the current SON strategy statements Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273) DRAFT & CONFIDENTIAL 40
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps 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) Mission Values Frequency of Responses Frequency of Responses 76 72 54 51 50 48 43 40 17 15 1 2 3 4 5 1 2 3 4 5 • 2.67 • 2.78 • Average • Average The current strategy statements do not guide day-to-day decision making in the SON Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273) DRAFT & CONFIDENTIAL 41
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 21 st 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 21 st century demands Innovation – Transform curriculum, forge new pathways, and advance research and scholarship DRAFT & CONFIDENTIAL 42
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps UNC School of Nursing – Draft Mission Statement (Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking) Carolina Nursing 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 DRAFT & CONFIDENTIAL 43
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps UNC School of Nursing – Draft Vision Statement (Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking) “First in Nursing” The world’s leading public School of Nursing DRAFT & CONFIDENTIAL 44
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps UNC School of Nursing – Draft Values Statement (Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking) “I - LEAD” Integrity, Leadership, Excellence, Agility, Diversity Integrity Respect and advocacy for all people guides every interaction Pioneer initiatives for the 21 st century Leadership Excellence Make the impossible possible Agility Innovate for the changing demands in education and healthcare Diversity Broaden perspectives, embrace open attitudes, and enhance inclusivity DRAFT & CONFIDENTIAL 45
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 21 st century demands Innovation Transform curriculum, forge new pathways, and advance research and scholarship DRAFT & CONFIDENTIAL 46
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 21 st 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 21 st century demands Innovation – Transform curriculum, forge new pathways, and advance research and scholarship DRAFT & CONFIDENTIAL 47
Agenda Project Overview 1 Phase II Strategic Planning 2 Revised Phase I SWOT 3 4 Mission, Vision, Values, Priorities 5 Next Steps 6 Appendix DRAFT & CONFIDENTIAL 48
Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps Next Steps Feedback Form Fill out the feedback form to provide input on the today’s content: UNC SON Phase II Strategy Statement Feedback Form URL: https://tinyurl.com/uncsonstrategystatements It will remain open until Monday, April 16, 2018 at 5 PM ET . Phase III UNC SON Organization Meeting UNC SON Advisory Committee Meeting May 10, 2018 May 10, 2018 12:00 PM – 1:30 PM ET 5:00 PM – 7:00 PM ET Location Details to be Provided 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/ DRAFT & CONFIDENTIAL 49
Agenda Project Overview 1 Phase II Strategic Planning 2 Revised Phase I SWOT 3 4 Mission, Vision, Values, Priorities 5 Next Steps 6 Appendix DRAFT & CONFIDENTIAL 50
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 DRAFT & CONFIDENTIAL 51
REVISED SWOT SUPPORT DRAFT & CONFIDENTIAL 52
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) Strengths • Dedicated, dynamic faculty and staff • In varying areas of expertise in research and practice • Nationally renowned faculty who collaborate with students • Committed to teaching and student success • Pioneers in nursing education and research • NC Programs firsts such as BSN, MSN, PhD, and Lifelong Learning which cultivate future nurses of impact in the community • Research in chronic conditions and health systems • Nursing simulation, QSEN, clinical experiences, Research Support Center, BBL, and Hillman Scholars • Rigor of curriculum and quality of graduates • Intellectually curious and talented incoming students who become competent and compassionate graduates • Attention to real world application of nursing practice, including systems thinking • Challenging curriculum with high expectations DRAFT & CONFIDENTIAL 53
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) DRAFT & CONFIDENTIAL 54
Dedicated, dynamic faculty and staff DRAFT & CONFIDENTIAL 55
UNC SON has renowned faculty and staff that go above and beyond to support students Every group surveyed responded faculty and staff to be the #1 strength of the School of Nursing: -Faculty: breadth of knowledge and expertise, dedication to students -Staff: cohesiveness of staff, respect among faculty and staff -Students: faculty availability and expertise, supportive staff Students ranked faculty and staff as a strength two times more than of the other strengths “Faculty that love their students, love their area of expertise, and love their job .” “The faculty and staff support is genuine and a huge part of our ability to succeed in our own unique ways.” When ranked as the #1 strength, faculty were mentioned most, and staff were mentioned most as the #2 strength, when faculty and staff were separated Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273) DRAFT & CONFIDENTIAL 56
Faculty and staff excel in their varied research expertise All active research faculty in the Each of the 88 full-time faculty School of Nursing have a members has their own areas of primary, and sometimes research emphasis secondary, research consultant 28 Carolina Nursing research In 2017, 23 faculty and staff projects are currently being were honored with awards or funded mentions Source: UNC SON Website DRAFT & CONFIDENTIAL 57
Pioneers in nursing research and education DRAFT & CONFIDENTIAL 58
The legacy of the SON’s top notch research and programs lead respondents to rank the reputation as the #2 strength Students and faculty did not rank the reputation as one of the top three strengths, but all respondents combined believe it to be the second greatest strength Students believe these programs are strengths for the UNC SON: • Global studies program • Hillman Scholars program • EISLE lab History was cited as a strength ten times by various respondents: • “Long, successful history as a school and an integral part of a university with an incredible history and an expanding future.” • “The history of our BSN program is very strong and it gives us a powerful image of our work and what it means to be a nurse.” Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273) DRAFT & CONFIDENTIAL 59
UNC has a history of pioneering programs in the state and US History of NC Firsts 6 students 3 schools First four-year School of Nursing in Per year In the US NC to offer a baccalaureate degree State’s first master’s degree in nursing State’s first Nurse Practitioner Behavioral Lab Differentiation: program • Emphasis on non-invasive monitoring State’s first accelerated nursing • Utilizes portable instrumentation program • Initiated to incorporate the Research Support Center Source: UNC SON Website DRAFT & CONFIDENTIAL 60
Rigor of curriculum and quality of graduates DRAFT & CONFIDENTIAL 61
Students tribute their preparation to the challenging program curriculum to excellent teaching A curriculum that UNC SON has a Small class sizes, “immerses you in the ”consistent quest for especially in clinicals, health field” improvement and allow students to be incorporates management” “held to a higher excellent clinical standard.” placement sites. Students ranked their academic preparation and the rigorous curriculum as the 2 nd largest strength – cited most as the 3 rd strength Faculty ranked preparation and rigor 5 th ; Staff ranked it 4 th Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273) DRAFT & CONFIDENTIAL 62
UNC diversifies itself through its student success and curriculum differentiation Student Success and Curriculum Real World Application of Nursing NCLEX Pass Rates Developing Innovative School # Tested Pass Rate Approaches to Enhance Science ECU 229 95% and its Translation to Science UNC-CH 166 96% Researching effective research methods to Duke 118 98% translate into practice Wake Tech 117 96% Faculty Practice in Hillsborough Curriculum update includes: Collaboration with UNC School of Transitions in Care Clinical Immersion Medicine and NC’s independent Experience: combats nursing pharmacies shortage Source: UNC SON Website, NC Board of Nursing DRAFT & CONFIDENTIAL 63
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) Weaknesses • Lack of innovation in academic curriculum • Minimal use of technology and alternative delivery modes/timing • Outdated curriculum that does not address current industry needs • Lack of flexibility with capstone offerings • Ambiguity and lack of acceptance of decision making processes • Unclear decision-making processes and roles • Lack of communication between administration/faculty and students has created a divide and culture of mistrust • Lack of coherent and motivating strategy and vision • Aging infrastructure • Classrooms, facilities, and simulation labs • Educational and operational technology • Flexible-use and meeting space DRAFT & CONFIDENTIAL 64
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) DRAFT & CONFIDENTIAL 65
Lack of innovation in academic curriculum DRAFT & CONFIDENTIAL 66
Curriculum reform is at the forefront of the school’s thoughts “Undergraduate academic curriculum seems to Nearly 40% of all respondents be outdated and doesn't meet the needs of indicated “lack of innovation current healthcare system and specific needs of in academic curriculum” as a weakness. graduating nurses.” “ Lack of experiential learning outside of core 80% of respondents curriculum” indicating “lack of innovation” as the #1 weakness were students and “Lack of online only option for graduate level alumni programs , few options for electives that are offered on the same day as other classes to avoid traveling multiple days in one week” 38 total faculty members (full-time, part-time, adjunct) indicated “lack of innovation” “Lack of electives to allow students to zero in as a weakness on some specific areas of nursing ” Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273) DRAFT & CONFIDENTIAL 67
The SON has already identified this weakness and is prepared to address the needs of the student population. 1 2 3 Curriculum reform is AACN support nursing NCSBN has adopted a already in process. program innovation. model to foster The SON has already The AACN offers innovation in nursing identified this as a curriculum education. need as in process of improvement NCSBN has an curriculum reform . resources and innovation model encourages focused on regulation universities to share and recommendations best practices. for nursing boards. Source: AACN, NCSBN DRAFT & CONFIDENTIAL 68
Ambiguity and lack of acceptance of decision making processes DRAFT & CONFIDENTIAL 69
A significant tension between administration and students as well as in the acceptance of decision-making processes “ Governance and decision-making 57% of respondents that processes are unclear” indicated ambiguity was a 57% weakness were faculty and “Communication between staff members. administration and students about programmatic changes that have a significant impact of students.” 42% of respondents that indicated ambiguity a weakness “ Decision-making processes about how 42% considered it to be the #1 things are organized and done are not weakness. always transparent” “Lack of communication between students and faculty. This creates a Nearly 25% of all respondents 25% significant divide in terms of important indicated ambiguity as a decisions that directly affect students weakness. and fosters distrust.” Source: 2018 UNC School of Nursing Strategic Planning Organization Survey DRAFT & CONFIDENTIAL 70
Recent leadership and organizational changes put the SON in position to address any prior ambiguity. • Resources provided to faculty/staff clearly identify the organization and those in charge of decision-making. • With recent changes in leadership and organization, the SON should consider continuing to publicize the organization chart to encourage visibility into decision making. • However, there is still ambiguity that exists in terms of how information and changes are being communicated to students. Source: UNC SON website DRAFT & CONFIDENTIAL 71
Aging infrastructure DRAFT & CONFIDENTIAL 72
The SON has aging infrastructure that limits the student experience and the faculty’s ability to teach 16 16% of all respondents “Lack of resources toward indicated that aging simulation/lab resources ” infrastructure is a “The lab resources are quite lacking . I weakness. had access to better equipment in my undergrad.” 38 38% of respondents that “ Failing infrastructure , need to update indicated aging infrastructure is a weakness to support electronics.” were faculty and staff. “When your instructor jokes "EISLE is like a third world country" you have a 50 50% of respondents that problem.” indicated aging “There isn't enough space even if it infrastructure is a weakness were used optimally” students and alumni. Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273) DRAFT & CONFIDENTIAL 73
The SON’s aging infrastructure places the school behind some major competitors Duke University Johns Hopkins University Duke is building a brand new Johns Hopkins University will facility that will house the soon be breaking ground on nursing school and is a $45 million renovation to scheduled to open in 2019. their nursing school. Several other top nursing programs are renovating, building, or have recently built new nursing school buildings. ] Columbia University Columbia University recently debuted a brand new state of Yale University the art nursing school Yale recently broke ground on a building. renovation and expansion of their Simulation Lab. Source: Respective peer websites DRAFT & CONFIDENTIAL 74
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) Threats • Decreased funding • Federal and NIH opportunities • Declining state investment • More endowment funds at competition schools • Advances by other nursing schools in programs and facilities • Growth of nursing schools and new facilities affecting recruitment and retention of talent • Online programs targeted to modern student segments • Fewer clinical placement opportunities • Competition for nursing faculty • National trend of stagnant enrollment of Ph.D. students • Attractive alternative careers and compensation challenges • Aging faculty and impending retirements DRAFT & CONFIDENTIAL 75
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) DRAFT & CONFIDENTIAL 76
Decreased funding DRAFT & CONFIDENTIAL 77
46% of respondents identified decreased funding among the top 3 threats to the UNC School of Nursing Survey Statistics • “Lack of funding especially from the State and Federal government.” – Alumni . 23% of respondents 1 consider decreased • funding as a # 1 threat “Funding to run the school and to assist Threat with students' tuition.” – Staff 12% of respondents 2 consider decreased funding as # 2 threat • “Challenging research funding Threat environment” – Faculty 12% of respondents 3 consider decreased funding as a # 3 threat • “Lack of funding/having to cut back on Threat staff and resources such as scantron machines ” – Student Lack of funding encompassed 4 categories: federal, state, endowment, and research Source: 2018 UNC School of Nursing Strategic Planning Organization Survey DRAFT & CONFIDENTIAL 78
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 DRAFT & CONFIDENTIAL 79
Overall, university endowments have increased in the last year 2016 and 2017 Public Peer Set University 2016-2017 Change in Public Peer Set University System Endowments (in billions) System Endowment (in millions) 2016 2017 Michigan $1,236 Michigan $9.70 $10.94 UVA $1,400 UVA $6.20 $7.60 Ohio State $553 Ohio State $3.70 $4.25 Pittsburgh $424 Pittsburgh $3.55 $3.97 Penn State ($1) Penn State $3.74 $3.74 Washington $176 Washington $2.97 $3.14 UCLA $2.67 $3.03 UCLA $361 UNC $2.80 $3.00 UNC $200 Rutgers $1.08 $1.20 Rutgers $117 Source: Respective School Websites Excludes UAB and Maryland as 2016 Data was not available DRAFT & CONFIDENTIAL 80
Distributions do not reflect the size of the endowment 2017 Public Peer Set System Endowment $435 Distributions of (in millions) $341 $325 $245 $168 $127 $113 UNC Maryland Michigan UCLA Pittsburgh Ohio State Washington The UNC Consulting Team is awaiting additional specific nursing school peer set distribution data after outreach to both public and private competitors Source: Respective School Websites DRAFT & CONFIDENTIAL 81
Advances by other nursing schools in programs and facilities DRAFT & CONFIDENTIAL 82
Competition of online programs and quality faculty are exacerbated due to a growth of nursing school programs • “Schools that have online programs” – Faculty • “More online programs across the state of NC” – Staff • “The societal move towards online education” – Student • “Other schools of nursing have more financial resources to recruit high quality faculty and students” – Faculty • “Loosing quality candidates to competing universities and programs.” – Staff • “Other schools of nursing have more of a say in their capstone experience which may deter people from coming to UNC ” – Student • “Large number of new nursing programs” – Staff • “Competition from surrounding universities” – Student • “Competition from schools offering more flexible options for attending classes - i.e., evening and afternoon - that better suit student needs.” – Alumni Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273) DRAFT & CONFIDENTIAL 83
Survey respondents feel that they have limited choice of clinical placements and that quality varies among sites Survey Research 68.9K “ Willingness of hospital staff to include us and qualified applicants turned participate in our away (2014) education during clinical.” The greatest challenge to enrollment Student “ Complexity of securing capacity is lack of clinical sites for nursing clinical sites ” – Faculty students (National League of Nursing) “Lack of control over “ Lack of internship placement for clinicals, opportunities ” – Alumni especially capstone experience.” Simulations Student 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 DRAFT & CONFIDENTIAL 84
UNC salaries align with other competitive schools of nursing Comparable Faculty Salaries $200,000 $180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $- UNC UVA Michigan Rutgers Penn State Professor Associate Professor Assistant Professor DRAFT & CONFIDENTIAL 85
Competition for nursing faculty DRAFT & CONFIDENTIAL 86
An aging of the academic workforce contributes to faculty shortage, which is worsen by decreasing enrollment Faculty shortage • “ Lack of quality nursing educators in the country, or even less than great nursing educators, to teach the next crop of nurses” – Student • “Potentially not having enough faculty if more students were admitted” – Student Applicants Shortage • “ Crappy salary for new grads therefore not enough students will be interested in going into nursing” – Student • “ Lack of educating students from underserved areas on careers in nursing to peak their interest” – Student Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273) DRAFT & CONFIDENTIAL 87
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 Aging Average age of nursing faculty holding ranks of Professor, faculty Associate Professor, and Assistant Professor were 62.2, 57.6, and 51.1 years, respectively. A wave of faculty retirement Not enough Faculty shortage faculty to teach 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 Students Shortage of Average salary of a Nurse Practitioner is $97K compared to turned away clinical sites an Assistant Professor’s salary of $77K Small pool of potential nurse educators The vicious cycle of In 2016, AACN found that 9,757 applicants were turned faculty shortage away from master’s program, and 2,102 from doctoral programs due shortage of faculty and clinical sites Source: American Association of Colleges of Nursing, 2017 DRAFT & CONFIDENTIAL 88
UNC School of Nursing has the smallest undergraduate enrollments and is ranked #8 in graduate compared to its peers Key Trends: Enrollments 2017 Peer Set Enrollments 2500 2000 287 1500 823 879 1000 589 112 1684 672 586 443 389 241 500 346 977 238 Not 800 792 756 753 686 available 448 405 376 351 356 357 343 329 0 0 0 Graduate Undergraduate Source: Respective School Websites DRAFT & CONFIDENTIAL 89
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) Opportunities • Intra- and Inter-disciplinary collaboration with strategic partners • Grow existing relationships with UNC and other universities • Develop partnerships with corporations and alumni • Interprofessional collaboration and practice • Increase the number of graduates to meet the modern demand for nurses • Create new models of health care education (agility and focus) • Align SON diversity to reflect those we serve • Engage and serve at-need populations in North Carolina and beyond • Adopt a global mindset • Integrate global education and experiences to broaden perspectives, open attitudes, and enhance inclusivity • Expand “local focus, global impact” to advance the health of the world’s citizens • Translate the value of nursing to the world DRAFT & CONFIDENTIAL 90
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) DRAFT & CONFIDENTIAL 91
Intra- and Inter-disciplinary collaboration with strategic partners DRAFT & CONFIDENTIAL 92
Connecting with nearby healthcare organizations will benefit not just students, but also the community • Of the respondents who identified collaboration as an opportunity, more than 50% mentioned the need for more clinical sites. Suggestions included: -More opportunities within the UNC system, such as in the Neonatal Critical Care Center -Continuing to offer placements at the VA Hospital -Using faculty networks to secure clinical sites at healthcare organizations in the Triangle -Offering more rural health clinical experiences • A common theme was the desire to partner with other nearby nursing schools “The capacity to partner with other public universities and schools of nursing to leverage collaboration in education, research, practice and service.” • Many respondents mentioned the opportunity for greater community outreach “We can reach, impact, and help people in every corner of this diverse state; let's make our presence felt.” Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273) DRAFT & CONFIDENTIAL 93
Collaborating with other professional schools at UNC will better prepare students to work in a team-based environment “Why do we rarely interact with physicians/NP/PA's in the clinical setting or during simulations? This NEEDS to be integrated into our education to actually improve team dynamics in the workplace.” “We work together collaboratively in practice - but much of our education is still done in silos .” “This would allow all students to better understand the role of each type of health care professional, and it has the power to make a meaningful and very positive impact on practice in the future .” 79% of respondents who indicated “interprofessional education” as an opportunity ranked it as the first or second priority. Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273) DRAFT & CONFIDENTIAL 94
UNC can pursue a variety of strategic partnerships Case study: Pitt Case study: Ohio State Case study: UVA Corporate & foundation partnerships Intra-university partnerships Interdisciplinary partnerships • Pitt’s Office of Community Partnerships • Center for Appreciative Practices • In October 2017, the Helene Fuld Health (OCP) forges relationships to to create facilitates improvements in clinical Trust National Institute for Evidence- innovative models of clinical care, service care, education, and interprofessional based Practice in Nursing and learning, and community-based research communication Healthcare was launched to identify and address high priority • APSIRE: Academic Strategic • Inaugural national summit attracted healthcare needs Partnerships for Interdisciplinary health professionals, researchers, and • Current funders include: National Research : researches and supports the academic leaders from 31 states and 8 Institute of Nursing Research, National development, implementation, and countries Cancer Institute, National Heart, Lung, and evaluation of educational and clinical • Goals of the summit included (but not Blood Institute, Health Resources and programs that train students, faculty, limited to) disseminating best practices Services Administration, Department of and clinicians to deliver safe, high- and how to best integrate them into Education, American Cancer Society, quality, and tea based primary care academic curriculums American Nurses Foundation, Neuroscience Nursing Foundation Source: School websites DRAFT & CONFIDENTIAL 95
Increase the number and diversity of graduates to meet the modern demand for nurses DRAFT & CONFIDENTIAL 96
Nurse shortages will drive future demand for the SON Survey respondents specifically mentioned the need for nurses with: • Geriatrics experience • Advanced practice certifications and advanced degrees (especially DNP) • Leadership skills and political savviness Of the respondents who identified nurse shortages as an opportunity, 25% specifically mentioned high need in rural areas Many respondents indicated that there will be high demand for graduates prepared for changing healthcare delivery strategies , such as a new focus on public health and increased prevalence of telemedicine “As the population of North Carolina continues to grow, we have the responsibility to provide quality education for future nurses, nursing faculty, and leaders in nursing.” Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273) DRAFT & CONFIDENTIAL 97
Despite the growing hospitalization rates, there will be a shortage of both physicians and nurses Shortage of nurses is due to: 1. Increased demand for services 2. Aging of the nursing workforce (nurses are Boomers too) To meet future demand, the number of new nursing graduates would have to increase 90% every year In 2005, there was a shortage of approximately 220,000 RNs in the US; by 2020 that gap will be over 1 million Source: AHA – When I’m 64 DRAFT & CONFIDENTIAL 98
Macro-Trends in the Nursing Field Payment Models Scope of Practice Value-based care payment models, including bundled NCSBC provides a Scope of payments and Accountable Practice Decision-Making Care Organizations, provide Framework that can be an opportunity for nurses to leveraged in the classroom differentiate themselves by to help overcome the threat focusing on patient nursing currently faces. satisfaction and providing high-quality care. Out-Patient and Post-Acute Care Evolving Landscape Health systems are Nurses become nurses to rapidly moving toward take care of people, but the out-patient and post- role has evolved to require acute care, so nurses an understanding of must be trained in advanced patient care, rehabilitative and documentation, regulations, palliative care, to be agile and technology and the in the workplace, and to SON has the opportunity to be willing to fill specific define what it means to be gaps in the nursing a modern nurse. shortage. DRAFT & CONFIDENTIAL 99
Adopt a global mindset DRAFT & CONFIDENTIAL 100
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