strategic plan priority i: student success & … strategic implementation plan and first...
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UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
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STRATEGICPLANPRIORITYI:STUDENTSUCCESS&ACADEMICEXCELLENCE
Firstyear:Baseline2017-2018Target2022:Fouryear:Baseline2017-2018Target2022:
Begintolookatfactorsaffectingretentionratesforpre-nursing,BSN,RNtoBSNprograms:2018-2019
a. Identifyfaculty,staff,IRresourcestofocusonthisarea:Summer,2018
• $$ Searchcommittee,faculty,
Dean,BusinessManager,DepartmentChairs
Pre-Nursing:
Addonenewnursingorientedoptionannuallybeginning2018-2019
1. Increasenursing-orientedoptionsforprograms,discussions,etc.(e.g.,firstaidclasses,STNA,faculty/gradstudentspeakersessionsheldonmaincampus,etc.)tohelppre-nursingstudentsfeelmoreinvolvedintheirmajor.
• $ ProgramDirector,faculty
2. Explorepossibilityoffreshman/sophomoreadmission
• $ AcademicDean,Academic
Advisors
3. Augmenttutoringtokeepstrugglingstudentsinthe •
$$
AcademicDean,AcademicAdvisors,ProgramDirectors
Outcomes Metrics ActionSteps,PrioritiesandTimeline(Immediate2017-18;Short-Term2018-20;Mid-Term2020-22)
ProgressKey• Complete• InProgress• Incomplete
Resources Responsibility
Goal1.1:Improvegraduateandprofessionalstudentsuccessthroughtimelydegreecompletion
IMMEDIATE2017-18
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AddtwoadditionalsectionsofN1000Fall2019-2020
program4. Explorewaystocontinually
improveacademicadvisinga. Moreactiveroleinearly
socializationandpre-requisitecourses
•
$$
AcademicDean
5. ExploredecreasingnumberofstudentsinFreshmanSeminar(N1000)
• $$ ProgramDirector,Academic
Dean
6. PromoteCNLProgramasasecondpathwayintonursing.
• $$ LeadershipTeam,
Recruitment,Marketing,CommunicationsSpecialist,Faculty
BSNProgram:
1. Re-evaluatepre-req.courserequirementstofacilitateprogression
• $ Faculty,ProgramDirector
TwiceyearlyadmissionbeginsSummer2019
2. Evaluatethreetimesayearadmissionintermsofresources,efficiency;possiblychangetotwiceayearadmissionforBSNwithnodecreaseinenrollment(possibleincreases).
• $$ Faculty,LeadershipTeam
3. Re-evaluateCONUGpolicytimetodegreecompletion •
Faculty,ProgramDirector,AcademicDean
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4. Reviseneededcurriculum
revisionstoreflectcurrentstandardsandcriteria.
•
Faculty,ProgramDirector
Conductfacultyretreateachsemester2018-2019
5. EngageconsultanttoworkwithfacultytofacilitateneededchangespriortoCCNEaccreditationvisit
• $$ Dean,ProgramDirector
Meetorexceednationalnormsfor1sttimeNCLEX
6. Continueto“formally”evaluateandupdateconcept-basedcurriculum.
a.EvaluateATIincurriculumb.FacultyWorkshops–ATI
• AcademicDean,Program
Director,Faculty
Teach-outplanannounced5-22-18;FinalcontractsignedbybothUniversities5-22-18
7. EvaluatecollaborationwithBGSUforjointUT/BGSUBSNconsortium
a.Re-negotiationofcontractb.Identifyandproblem-solveissuesassociatedwiththiscollaborationc.OngoingcommunicationwithCONDean,BGSUCHHSInterimDean,Provosts
• Dean,Pre-liencureprogam
directorProvost,President
8. Increasestudentoptionsforextracurricular/enrichmentopportunities
• $-$$$ LeadershipTeam,FAculty
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
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TriptoTaiwan,5%honorsstudents,May-2018
9. IncreaseenrollmentinHonorsProgram
10. Increasestudyabroadoptions-
•
•
HonorsDirector,facultyHonorsDirector,Faculty,LeadershipTeam
Increasebytwostudentsperyearbeginning2018-2019
11. PossibleexchangeprogramwithTaiwanesestudentsSummer,2019
• HonorsDirector,Faculty,
LeadershipTeam
3Whitecoatceremoniesheld,Fall,2017;Spring,Summer,2018
12. AdoptwhitecoatceremonyforBSNandCNLcurrentstudents2017-2018
• Dean,leadershipteam
Haveplantocontinuewitheachincomingpre-licensureclass
13. ContinueWhiteCoatCeremonyforincomingBSNandCNLstudents2018-2019
• Dean,Leadershipteam
Increaseby10%annuallybeginning2018-2019
14.Increasestudentinvolvementinresearchandscholarlyactivities
• Assoc.DeanforResearchand
Scholarship,Faculty
15. Supportstudenttravelwithincreasedfund-raising(Foundationfunding)
• Dean,DevelopmentOfficer
RN-BSN
NewprerequisitesarereadyforFacultySenateCurriculumCommitteeapproval–Fall2018
1. Re-evaluatepre-requisitecourseworkandadmissionrequirements
• Faculty
IncreaseenrollmentinRN-BSNProgramby50students/year
2. Increaseenrollmentinlinewithsettargets(TBD)
•
$ AcademicDean
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beginning2019-2020
Curricularrevisionsinprogresstomeetcurrenthealthcarestandards,newinformaticscourse&qualityandsafetyinnursingcourseaddedtoRN-BSNProgramcurriculum.
3. Reviewrelevanceof
curriculumandreviseinconsiderationofcurrenthealthcareenvironment,standards,studentpreferences
•
ProgramDirectors
RN-BSNachievesprogramcertification2018-2019OneRN-BSNfacultyachievesUTMasterOnlineInstructorstatus2018-2019
4. PursueQualityMattersCertificationforentireProgram(allcourses)a.AllprogramfacultytoparticipateinQMworkshopsb.AtleastonefacultymembercertifiedasaQMpeerreviewerc.AtleastonefacultymembertobeaUTMasterOnlineInstructor
•
•
•
•
$$$
ProgramDirectors/DepartmentChairAcademicDean
PilotonecourseintegrationofCBE2018-2019
5. Integratecompetency-basededucationcoursesascurricularoptions
• $ Faculty,ProgramDirector,
ADAA
MeetingsheldwithDepartmentofNursingandDeanatOwensCommunityCollegeregardingdualenrollmentandUTCollegeofNursing
6.FurtherdeveloprelationshipwithOwensCommunityCollege
a.Dualadmissionb.Onsiteadvisingc.Collegecreditplus
•
•
•
$ ProgramDirector,ADAA,Dean
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onsiteadvisingatOwens.Also,relationshipsestablishedwithProMedicatoprovideblended/hybridcourseson-sitefortheir2yearpreparednursetobeginourRN-BSNProgram.
7.Explorecommunitypartnerships
a.Communitycollegesintheareab.Healthcaresystems
•
•
•
AssociateDeanAA,Faculty,ProgramDirector
Conductfacultyretreateachsemester2018-2019
8.Developandimplementcomprehensivemarketingcampaign
a.Onlinetargetedadsb.On-sitehospitalcampaign
• $$$
CNL
Conductfacultyretreateachsemester2018-2019IntegrationofgraduatecorecoursesintoCNLcurriculum2019-2020
1. Conductreviewofprogramcurriculumtoensurecompliancewithaccreditationandprofessionalstandards.a. Makeanynecessary
curriculumrevisionb. Developgraduatecore.
IntegratedsharedcontentwithBSNprogramwherepossible,coursesharing,curricularefficiencies.
c. Reevaluateprerequisite
•
•
•
$$$$$
Faculty,ProgramDirectors,AssociateDeanforAcademicAffairs(ADAA)Faculty,ProgramDirectors,ADAA
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ByFebruary2019
courserequirementstofacilitateprogression.
d. Develop“seamlesstransition”pathway–CNLtoDNP.
e. EvaluateuseofATIwithregardtostudentsuccess
f. FacultydevelopmentwithregardtoATIutilization
g. IncreaseIPEopportunitiesandexperiences
•
•
•
•
•
$$
Faculty/ProgramDirectorAcademicDeanAcademicDeanProgramDirector/Faculty
2. Increasestudentenrollmenttocorrespondwithmarketanalysisandresourceavailability(clinicalsites,faculty,preceptors)
• ProgramDirector/Faculty
HostoneinformationalsessiononmaincampustointroducestudentstoalternatenursingpathwaythroughCNL2018-2019
3. MarketCNLprogramasanadditionalnursingpathwaya. Targetpre-nursing
studentsandothermajorsoncampus(ArtsandLetters,HealthandHumanServices)
b. Marketprogramnationally
•
•
•
$$$ Faculty/ProgramDirector
Increaseby5studentsthenumbertakingCNLcertificationexam2018-2019
4. ReviewcurrenttimingandpracticesaroundCNLcertificationexam.
• ProgramDirectors,faculty,
Leadershipteam
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APRNPrograms(MSN,DNP)
Conductfacultyretreateachsemester2018-2019IntegrationofgraduatecorecoursesintoMSNcurriculum2019-2020.Credithourreductionfromcurrent89creditsintheBSN-DNPto78-81in2018.Incorporationofatleastonesimulationineachclinicalcourse2018-2019.IncorporationofatleastoneIPlearningactivityinoneclinicalcourse2018-2019.
1. Conductcomprehensivecurriculumreviewandrevisiontoensurecompliancewithaccreditationandprofessionalstandards(AACN,NONPF,NTF)throughfacultyworkgroupsaccordingtotopicalclustersofexpertise:a.Currentteachingmodalitiesandpedagogiesb.Clinicalapplicationc.Reductionofcredithoursd.SeamlesstransitiontoDNPe.Increasesimulationexperiencesf.IncreaseIPEopportunitiesg.Increaseinterprofessionalsharedlearningactivities(example,PAprogram;implementjointcoursework,lab,clinicalcasestudyanalyses).
•
•
•
•
•
•
•
•
$$$$$
AcademicDean,ProgramDirectors,faculty,LeadershipteamProgramDirectors,faculty,Leadershipteam
Increasestudentenrollmentby_____
2. Analyzemarketabilityrelatedtopeerinstitutions.a.Totalprogramcredithoursb.Admissioncriteria(pre-requisites)c.Admissionprocesses(CAS,applicationdeadlines)
•
•
•
•
•
$$$$
ProgramDirectors,faculty,Leadershipteam
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TwocoursesnowQMcertified,oreinreview.AllprogramfacultywillparticipateinoneQMworkshopbySpring2019.On-lineteachingcertificateearnedbyallprogramfacultyteachingonlineby2020.
3. ObtainQualityMatters(QM)certificationforallonlinecourses.a.AllfacultyteachingonlinewillparticipateinQMcoursedesignworkshops.b.Allfacultyteachingonlinewillearnanonlineteachingcertificate
•
•
•
$ ProgramDirectors,faculty,Leadershipteam
Stateendorsementofgraduatecertificatesbyfall2018.
4. StateapprovalofAdultGero.PrimaryCareNPandPsychMentalHealthNPgraduatecertificates:a.SubmissioncertificatetoAssociateDeanofCOGSb.AssociateDeanofCOGSsubmissiontoCCGSOhioHigherEd.
•
•
•
ProgramDirectors
5. Explorenewgraduatecertificates(examples,CareofParkinsonPatients,VeteransHealth).
• ProgramDirectors,faculty,
Leadershipteam
AcutecarePNPonlinetrackwillbeaccreditedby2020-2021.
6. Explorethedevelopmentofnewprograms:a.AcuteCareNPAdult,AcuteCareNPPediatric
•
•
ProgramDirectors,faculty,Leadershipteam
7. Strengthenthecurrent • ProgramDirectors,faculty,
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PediatricNPprogram:a.Developspecificpediatriccourses(ie.ThreeP’s).b.DevelopandmarketanationalonlinePediatricNPprogram
•
•
Leadershipteam
8. Increaseenrollmentinalltracksandspecialties
•
ProgramDirectors,faculty,Leadershipteam
9. Increaseclinicalplacementsites
•
ProgramDirectors,faculty,Leadershipteam
OnemeetingofDean’sStudentAdvisoryBoardconvenedbyendofFallsemester2018.IncreaseCOFstudentsfundedtosix2018-2019.
10. Fosteracloserrelationshipbetweenadministrationandstudentsthroughopenavenuesofcommunicationa.Studentsatisfactionsurveyb.Dean’sadvisoryboard
• Dean,Leadershipteam
3studentsinChooseOhioFirst2017-2018Applyingfor2018-19fundingPreparingfundingforhioMeansJobsfuningforsubmissionsummer,2018XstudentsfundedbyNFLPfunds
11. Increasegraduatestudentscholarshipprogramsa. ChooseOhioFirst
b. OhioMeansJobs
c.NurseFacultyLoanProgram
•
•
•
APRN,DNPProgramDirectors,Dean,AcademicAssoc.Dean
DNP
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
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Jonasapplicationsubmitted,April,2018-inreview
1. Increasestudentscholarshipprogramsa. JONASscholarship
nominationofonestudent
• ProgramDirectors,faculty
LastsemesterwillbeSummer,2019
2. CollaboratewithUT/WSUfaculty/InterimDeantosuccessfullyandcordiallyclosejointDNPconsortiumprogram.
• Dean,DNPprogramDirecotr,AcademicDean
3. Conductasystematic
evaluationandrecommendationofrevisionoftheDNPfinalproject.
• APRN,DNPprogramdirectors,AcadmicDean,faculty
4. ExplorepartnershipwithOhioUniversityforfacultyexchangefordoctoraleducation
• ProgramDirectors,faculty,Leadershipteam
NurseEducator
1.Conductreviewofprogramcurriculumtoensurecompliancewithaccreditationandprofessionalstandards.
• ProgramDirector,faculty
2.Increasestudentenrollmenttocorrespondwithmarketanalysisandresourceavailability
• ProgramDirector,faculty
3.Developmarketingplan • ProgramDirector,faculty
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a.Conductmarketanalysisb.Benchmarkprogramwithpeerinstitutionsc.Makerecommendationsforvalidmarketingplan
Short-Term2018-2020 1. Developmentactivitesto
supportwhitecoatsforallstudentstobegivenattheWhiteCoatCeremonies
• $$$ Dean,DevelopmentOfficer
Developgraduatecoretofacilitateseamlesstransitionacrossprograms;Integratesharedcontentwithothergraduateprogramswherepossible,coursesharing,curricularefficiencies.
• ProgramDirectors,faculty,Leadershipteam
2. Developacutecarenursepractitionerspecialtyprogram-APRN,DNP
• ProgramDirectors,faculty,Leadershipteam
3. DevlopVeteran’sHealthInterprofessionalgraduatecertificate
• ProgramDirectors,faculty,Leadershipteam
4. Developtimeline,processestoaccomplishconversionofallAPRNprogramstoDNPby2025.
• ProgramDirectors,faculty,Leadershipteam
5. FacultydevelopmentworkshopaboutDNPadvising
• ProgramDirectors,faculty,Leadershipteam
6. Implementfacultyadvisors • ProgramDirector,faculty
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withsharedinterests/expertiseforeverydoctoralstudentbeginningatadmission.
Mid-Term2020-2022 1. ExplorePhDProgramin
Nursingby2022 • Dean,Assoc.Deans,LeadershipTeam
Outcomes Metrics ActionSteps,PrioritiesandTimeline
(Immediate2017-18;Short-Term2018-20;Mid-Term2020-22)
ProgressKey• Complete• InProgress• Incomplete
Resources Responsibility
Goal1.2:Improvegraduateandprofessionalstudentsuccessthroughtimelydegreecompletion
IMMEDIATE2017-18
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STRATEGICPLANPRIORITYII:RESEARCH,SCHOLARSHIP&CREATIVEACTIVITIESOutcomes Metrics ActionSteps,PrioritiesandTimeline
(Immediate2017-18;Short-Term2018-20;Mid-Term2020-22)
ProgressKey
• Complete• InProgress• Incomplete
Resources Responsibility
Goal2.1:Increaseandenhancefacultyscholarship
Immediate2017-2018 Fullapprovalby
Boardoftrustees2/18.
1. Complete Promotion and Tenure elaborations and gain all necessary approvals
2. Faculty will identify focus of
scholarship and align resources to increase support by Fall, 2018.
3. Associate Dean of Research and
Scholarship in collaboration with department chairs to facilitate implementation in 2018.
4. Implement ongoing publishing and grant writing workshops to assist faculty in meeting goal of at least one journal publication per year.
•
•
•
•
0%$$
Dean,facultyAssociate Dean of Research & Scholarship, Chairs, Faculty Associate Dean of Research & Scholarship, Chairs, Faculty Associate Dean of Research & Scholarship, Chairs, Faculty
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Short-Term2018-20
1. Implement ongoing publishing and
grant writing workshops to assist faculty in meeting goal of at least one journal publication per year through 2019-2022.
• $
Associate Dean of Research & Scholarship (ADRS), Chairs, Faculty
2. Working with University resource people/areas on mentoring faculty development programs
• $ ADRS, Dept. Chairs, Office of Research and Sponsored Programs
3 submissions /yr. 2017-2018, 5 submissions /yr. 2018-2020, 8 submissions /yr. 2020-2022
3. Increase number of grant submissions
• $
Associate Dean of Research & scholarship, Chairs, Faculty
Mid-Term2020-22 1. Developandimplementmethods
toassistfacultyinlocatingappropriategrantopportunities
• $
Associate Dean of Research & Scholarship, Dean, Faculty
2. Facilitate opportunities for faculty to increase interprofessional opportunities for scholarship, research, and grants
• $
Associate Dean of Research & Scholarship, Dean, Faculty
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Outcomes Metrics ActionSteps,PrioritiesandTimeline(Immediate2017-18;Short-Term2018-
20;Mid-Term2020-22)
ProgressKey
• Complete• InProgress• Incomplete
Resources Responsibility
Goal2.2:Achievenationalrecognitionforresearchandexcellence
Immediate2017-2018 1. Supportfacultyasresources
allowtoattendnational/internationalmeetingsatwhichtheyarepresenting.
2. Encourageandfacilitatefacultyparticipationonnationalandinternationalprofessionalorganizations,researchreviewpanels,abstractreviews,etc.
• Associate Dean of Research &
Scholarship, Dean, Chairs Associate Dean of Research & Scholarship, Dean, Chairs
Mid-Term2020-22 1. Increasenumberoffaculty
whoaremembersofnationalreviewpanels,nationallevelcommitteesandtaskforces
•
Associate Dean of Research & Scholarship, Dean, Faculty
2. Increaseuseofsocialmediaandothermarketing/communicationtoincreasevisibilityofUTCONfacultyandstudentaccomplishments.
3. Increasevisibilityforgrantfunding,resultsofscholarlyprojects.
•
•
$
Marketing, Associate Dean of Research & Scholarship, Dean Associate Dean of Research & Scholarship, Dean, Chairs
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Outcomes Metrics ActionSteps,PrioritiesandTimeline(Immediate2017-18;Short-Term2018-20;
Mid-Term2020-22)
ProgressKey
• Complete• InProgress• Incomplete
Resources Responsibility
Goal2.3:Increasethenationalprominenceoffacultyderivedfromtheirresearch,scholarshipandcreativeactivities
Immediate2017-2018
Surveyfacultytoestablishbaseline.Increaseby10%annually.
1. Increase faculty who hold national offices (professional service)
2. Empower faculty and staff to increase their national prominence through enhanced support services, training and policies that foster an enriched environment.
3. Increase emphasis on faculty
research, scholarship, productivity and excellence through the University, college and departmental merit, promotion and tenure guidelines and elaborations.
•
•
•
Faculty,LeadershipTeamFaculty,LeadershipTeamFaculty,LeadershipTeam
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Short-Term2018-20 90%faculty
useFaculty180by2019
1. Assist all faculty in using Faculty 180 for faculty activity reporting to collect information relating to the goals of the Strategic Plan.
•
Faculty,Leadershipteam
2. Promote and enhance recognition of faculty research, scholarship and creative activities.
• LeadershipTeam,Faculty,Dean,AssocDeanforresearch,Marketing,CommunicationDIrector
80%facultypublish1article/year
3. Increase the number of faculty publications in high-impact and high-profile journals, with program faculty identifying those journals relating to their areas of specialty.
• Faculty,ADRS,Chairs
40%facultypublish2articlesormore/yr.
1. Encourage faculty and staff to
pursue and accept prestigious fellowships and leadership positions in national and international professional organizations, and participate in national research and scholarship committees or work groups
• Faculty,ADRS,Chairs,Dean
Mid-Term2020-22
1. Foster community engagement in
research, EBP, scholarly activities Faculty,ADRS,Chairs
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through interprofessional collaborations and partnerships with community agencies and hospital systems
2. Identify areas of excellence for
the CON and increase programming and marketing in these areas.
3. Enhance and foster
interdisciplinary research by developing joint symposia, faculty development sessions.
•
•
•
LeadershipTeam,Faculty,ADRS,Chairs,MarketingLeadershipTeam,Faculty,ADRS,Chairs
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STRATEGICPLANPRIORITYIII:FACULTY,STAFF&ALUMNIOutcomes Metrics ActionSteps,PrioritiesandTimeline
(Immediate2017-18;Short-Term2018-20;Mid-Term2020-22)
ProgressKey
• Complete• InProgress• Incomplete
Resources Responsibility
Goal3.1:Fosteracultureofexcellencebysupportingretention,careerprogressionandhighjobsatisfactionforstaff
Immediate2017-2018 Baseline2016:75%?
Target2022:95%5. Fillvacantstaffpositions
a. RecruitmentandCommunicationspecialist
b. UndergraduateAdvisorc. Dean’sExecutiveAssistantd. AdministrativeSec1-Assoc.
Deanse. Secretary2-Dept.Chairs,
LRC,Simulationf. Secretary2-Student
Servicesg. Secretary2-Graduate
Programs
h. CLApositions
•
• • •
•
•
•
•
$$ Searchcommittee,faculty,Dean,BusinessManager,DepartmentChairs
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Short-Term2018-20 1. ReassessOrganizationalChart
• $ Faculty,administration,leadershipteam,facultysenate?,Provost
2. Achievestabilityinstaff • $$ Businessmanager,HRandtalentdevelopment
3. Elicitfeedbackfromstaffinregardtotheirjobsatisfaction
• $ BusinessManager,Dean
4. Createcultureofappreciationbyrecognizingoutstandingstaff
• $
Faculty,Dean,BusinessManager,DepartmentChairs,ProgramDirectors
5. Developmentoringprogramfornewstaffhires • $ BusinessManager,Dean
Mid-Term2020-22 1. Reassessstaffexpertisein
deliveryofprogrammaticneeds
• $
BusinessManager,ProgramDirectors,Dean
2. Continuetoelicitfeedbackfromstaffinregardtotheirjobsatisfaction
• $ BusinessManager,Dean
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Outcomes Metrics ActionSteps,PrioritiesandTimeline(Immediate2017-18;Short-Term2018-20;Mid-Term2020-22)
ProgressKey
• Complete• InProgress• Incomplete
Resources Responsibility
Goal3.2:Fosteracultureofexcellencebysupportingretention,promotionandhighjobsatisfactionforfaculty
Immediate2017-2018
1. Fosterexcellenceandprovidesupportforfaculty
• $
Faculty,AssociateDeans,DepartmentChairs,ProgramDirectors,Dean
2. Re-evaluateandreviseworkloadcriteriaforfairnessandequity
• $
DepartmentChairs,Dean
Completed3/18 3. ChangenameandrealignfacultytodepartmentsandappointpermanentDepartmentChairs
• $
Faculty,DepartmentChairs,Dean,FacultySenate,Provost,BoardofTrustees
4. RecruitAssociateDeanofAcademicAffairs
• $$$
Searchcommittee,academickeyssearchfirm,faculty,Dean,Provost,BusinessManager
5. RecruitAssociateDeanofResearchandScholarship
• $$
Searchcommittee,faculty,DepartmentChairs,Dean,Provost,BusinessManager
6. AppointPermanentProgramDirectors
• $ DepartmentChair,Dean
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7. Fillvacantfacultypositions • $ Searchcommittee,faculty,DepartmentChairs,Dean,provost,BusinessManager
Short-Term2018-20 1. Conductassessmentoffaculty
timeforvariousactivities:collectempiricaldata;reviseworkloadcalculations
•
$
Faculty,AssociateDeans,DepartmentChairs,Dean
2. Establishtaskforcelookingatself-care:healthyfood,walkinggroups,ergonomicworkenvironments
• $
Faculty,DepartmentChairs,Dean
3. Exploreavenuesforprovidingcompensationtomarketvalueandnationalbenchmarks
• $$$
DepartmentChairs,Dean,Provost,President,BoardofTrustees
4. EngagementwithUniversityinitiatestoadvancepromotionandtenureprogress
• $
Faculty,DepartmentChairs,AssociateDeans,Dean
5. Developstructured,realisticmentorshipprograms • $ Faculty,DepartmentChairs,
AssociateDeans,Dean 6. Re-developnewfaculty
orientationprogram • $ Faculty,DepartmentChairs,ProgramDirectors,AssociateDeans,Dean
Mid-Term2020-22 1. Continuetoreviseandupdate
orientationfornewfaculty
• $ Faculty,DepartmentChairs,Dean
2. Reassessfacultyexpertisein Faculty,AssociateDeans,
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deliveryoffuturecurricularneedscommensuratewithprofessionalandpracticeenvironments
• $
DepartmentChairs,Dean
Outcomes Metrics ActionSteps,PrioritiesandTimeline(Immediate2017-18;Short-Term2018-20;Mid-Term2020-22)
ProgressKey
• Complete• InProgress• Incomplete
Resources Responsibility
Goal3.3:Increasediversityamongallemployees
Immediate2017-2018
4. ImplementCONdiversityplaninalignmentwithUTdiversityplan
•
$
Faculty,CONdiversitycommittee,chairs,Dean
Short-Term2018-20
2. Creatediversityhiringandretentionplan
• $
Faculty,CONdiversitycommittee,chairs,Dean
3. Supportdiversityinitiatives • $$
4. Focusedhiringofdiversefaculty • $ Faculty,chairs,Dean
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Mid-Term2020-22 1. Assesseffectivenessofdiversity
plan
• $
Faculty,CONdiversitycommittee,chairs,Dean
Goal3.4:Strengthenemployeework-lifebalance,senseofcommunityandprideinwork
Immediate2017-2018 1. Increasethenumberof
celebrationsandsocialinteractionopportunities
• $$
Faculty,RecruitmentandCommunicationSpecialist,Dean
2. Holdfacultyretreatsthatincludetimeforcelebratingaccomplishments
• $$ Faculty,ProgramDirectors,
DepartmentChairs,AssociateDeans,Dean
CodeofProfessionalBehaviorendorsedbyFacultyCouncil,December,2017
3. Increasepositiveworkclimate;workplacecivility;Developandcommittofacultycodeofconduct
• $ Faculty,ProgramDirectors,
DepartmentChairs,AssociateDeans,Dean
BaselinesurveyconductedinSummer,2017;repeatinsummer2018andannually
4. Assessandcontinuetoevaluateworkplaceclimateandoverallfacultysatisfaction
• $ Dean,LeadershipTeam,faculty
Short-Term2018-20 1. Continuetoincreasepositive
workclimate;workplacecivility
• $
2. IncreasefunctionalityandaestheticsofCONspaces
$$$ Dean,LeadershipTeam,Faculty,Studentreps.
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• 3. Employprocessforfacultyto
useearnedtimeoff • $ DepartmentChairs,Dean
4. EncouragefacultytoparticipateinUTinitiatestopromotewellness
• $ Faculty,DepartmentChairs,Dean
5. Respectcommunicatedworklife/boundariesamongcolleagues
• $ Faculty,DepartmentChairs,Dean
Mid-Term2020-22 1. Evaluateoverallfaculty
satisfactionrateanddevelopplanforimprovements
•
DepartmentChairs,Dean
Goal3.5:Engagealumni,friendsandstakeholdersmeaningfullyinthelifeoftheUniversity
Immediate2017-2018 1. Identifyandimplement
opportunitiesforalumni,friendsandstakeholderstobecomeinvolvedinlifeatCONbasedontheirareasandlevelsofinterest
• $
Faculty,RecruitmentandCommunicationSpecialist,Dean
2. WorkwithCONAlumniAffiliatetobroadenscopetoallCONalumni(notjustlocal)andincreaseimpact,communication,levelof
• $ AlumniAffiliateleadership,AlumniRep.,Dean
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involvementShort-Term2018-2020
Baselineestablished
whenDean’sadvisoryboardisre-developedinAY2018-19
1. Re-developourDean’sAdvisory
Boardandpossibletargetedcommunityadvisoryboardsasawaytoengagealumniandfriends.
•
$$
RecruitmentandCommunicationSpecialist,Dean
2. Engagealumni,friendsandstakeholdersasmentorsandresourcesforcurrentstudentstolearnaboutcareeroptions,pathwaysandimportantjobskillsingivesareas
•
$ Faculty,ProgramDirectors,RecruitmentandCommunicationSpecialist,Dean
3. HighlightAlumnitoincreasetheirvisibilitytostudents
• $
Faculty,ProgramDirectors,RecruitmentandCommunicationSpecialist,Dean
PlanningCEeventforNov.,2018
4. IncreaseCEforallalumni-onlinetocapturethoseatadistance
• $ CNECoordinator,Dean
CONalumnisurveyunderwayApril/May,2018
5. WorkwithNursingAlumniAffiliatetosurveyalumnitogiveinput,feedback,andasenseofdesiredprogramming
• $ RecruitmentandCommunication
Specialist,Dean
Mid-Term2020-22 1. Evaluateeffectivenessof
Dean’sAdvisoryBoardandengagementofalumniandfriends
• $
RecruitmentandCommunicationSpecialist,Dean
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STRATEGICPLANPRIORITYIV:FISCALPOSITIONING&INFRASTRUCTUREOutcomes Metrics ActionSteps,PrioritiesandTimeline
(Immediate2017-18;Short-Term2018-20;Mid-Term2020-22)
ProgressKey
• Complete• InProgress• Incomplete
Resources Responsibility
Goal4.1:BuildastrongfinancialfoundationGoal4.3:IncreaserevenueandoperatingefficienciesImmediate2017-2018 1. Identifybudgetprocess,priorities,
needsforfuturegrowth,strategicspendingofeachfund.
2. ExplorecapacityforincreasedBSN
enrollment—settargetgoalsandinitialtimelineforincreases.
3. IdentifystrategiesandlaythegroundworkforincreasingenrollmentinRN/BSNprogram
4. Investigatecollaborationwith
communitycolleges.i. FinalizeOwens
CommunityCollegecollaboration.
ii. Identifyotherpossiblecommunitycollegesthatmightbeamenabletoamutuallybeneficial
•
•
•
•
•
Dean,BusinessManagerDean,ProgramDirectorDean,ProgramDirectorDean,ProgramDirectorDean,BusinessManager
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
29
partnership
5. Evaluatecost-benefitanalysisofUT-BGSUconsortiumprogramsinAY17-18.
6. Developandgainapprovalfor“Teachout”planforUT-BGSUconsortiumBSNprogram,issuepressrelease,implementplan
•
•
Deans-UT,BGSU(withPresidentandProvostapprovalfrombothUniversities),ProgramDirector
Short-Term2018-20 1.Developbudgetwithspecificlineitems
with$allottedundereachbudgetcategorytofacilitatebettertracking.
2. Calculateadditionalbudgetand
positionsneededtoenablecontinuedgrowthofenrollment.
3. Calculatemostfinanciallybeneficial
growthmodels;cost-benefitofincreasesinenrollmentofallprograms.
4. IncreaseBSNenrollmentto
96/semester,movetotwotimesayearadmission,Spring,Summerstartingin2020.
5. IncreaseenrollmentinRNtoBSN,
Master’s,andDNPprogramsbyatleast20%peryear.
•
•
•
•
•
•
Dean,BusinessManagerDean,BusinessManagerDean,BusinessManager,AcademicAffairsFinancestaffDean,ProgramDirectorDean,ProgramDirectorDean,ProgramDirectorDean,ProgramDirector
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
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6. DualenrollmentprogramforRNtoBSN
underwaywithOwensCommunityCollegebySpring,2019.
7. Collaborativeagreementwithatleast
oneadditionalcommunitycollegeunderwayby2020.
•
•
Mid-Term2020-22 1. Continuetoevolvebudget
planningtoencompassallpertinentcategoriesandfunds.
2. Continuetocalculateandimplementmostfinanciallybeneficialenrollmentgrowthmodels.
3. RNtoBSNenrollmentincreasedto400byFY2022.
4. Continuetoincrease
enrollmentinRNtoBSN,Master’s,andDNPprogramsbyatleast20%peryear.
•
•
•
•
Dean,ProgramDirectorDean,BusinessManager,AcademicAffairsFinancestaffDean,ProgramDirectorDean,ProgramDirector
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
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Goal4.4:ImproveCollegeofNursingfacilities,classrooms,studentandfacultyspaces
Immediate2017-2018 1. WorkwithJasonTothandstaff
toincorporateneededfacilitiesupgrades,enhancementsintoUniversitymasterplanandbuildingstrategicplan.
2. Identifyneededimprovements
forfaculty,staff,andstudentspacesintheCollierbuilding.
3. Developandimplementfaculty
-studenttaskforcetoidentifyneededupgradesandenhancementstoclassroomsandotherfunctionalspacesintheCollierBuilding.
4. Begintomakeimprovements
forfaculty,staff,andstudentspacesintheCollierbuilding.
5. Incorporatebuilding
improvementsintoCapitalcampaignandotherfundraisingefforts.
•
•
•
•
•
Dean,Dir.ofLRC,Simulation,ProgramDirectorsDean,LeadershipTeamDean,LeadershipTeamDean,LeadershipTeamDean,Developmentofficer
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
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Short-Term2018-20 1. Continuetoidentify
neededimprovementsforfaculty,staff,andstudentspacesintheCollierbuilding.
2. Continuefaculty-student
taskforcetoidentifyneededupgradesandenhancementstoclassroomsandotherfunctionalspacesintheCollierBuilding.
3. Continuetomake
improvementsforfaculty,staff,andstudentspacesintheCollierbuilding.
4. Continuetoincorporate
buildingimprovementsintoCapitalcampaignandotherfundraisingefforts.
•
•
•
•
Dean,Dir.ofLRC,Simulation,ProgramDirectorsDean,LeadershipTeamDean,LeadershipTeamDean,Developmentofficer
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
33
Mid-Term2020-22 1. Continuetoidentifyneeded
improvementsforfaculty,staff,andstudentspacesintheCollierbuilding.
2. Continuefaculty-studenttaskforcetoidentifyneededupgradesandenhancementstoclassroomsandotherfunctionalspacesintheCollierBuilding.
3. Continuetomakeimprovementsforfaculty,staff,andstudentspacesintheCollierbuilding.
4. ContinuetoincorporatebuildingimprovementsintoCapitalcampaignandotherfundraisingefforts.
•
•
•
•
Dean,Dir.ofLRC,Simulation,ProgramDirectorsDean,LeadershipTeamDean,LeadershipTeamDean,Developmentofficer
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
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STRATEGICPLANPRIORITYV:ReputationandEngagementOutcomes ActionSteps,Prioritiesand
Timeline(Immediate2017-18;Short-Term2018-20;Mid-Term2020-22)
ProgressKey• Complete• InProgress• Incomplete
Resources Responsibility
Goal5.1:Improveandstrengthenournationalandinternationalreputationandimprovetiesatthelocalandregionallevels
Immediate2017-2018 1. Begintoidentify
engagementandservicelearningopportunitiesandactivities.
2. Begintoidentifyhighneedprojectsincommunity,e.g.,Infantmortality,lead,opioidprojectsandpartnerwithhealthdepartmentandotheragenciestoworkonneededprojects.
3. Developmutuallybeneficialpartnershipsasalreadydescribedandworkwithclinicalpartnersonhighneedprojects.
•
•
•
LeadershipTeam,FacultyDean,Leadershipteam,facultyDean,Leadershipteam
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
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4. BegintodevelopandimplementplantopromoteCONreputationandvisibilityoncampus,locally,regionally.
5. ImplementplantoincreaseourU,S.News&WorldReportRankings—increasebyatleast10pointsperyearformaster’sandDNPprograms.
•
•
Dean,Leadershipteam,Recruitment/Marketing/CommunicationsSpecialist(whenpositionfilled).,MarCommstaffDean,Leadershipteam,faculty
Short-Term2018-20 1. Developcompilationof
engagementandservicelearningopportunitiesandactivities.
2. Continuetoidentifyhighneedprojectsincommunity,e.g.,Infantmortality,lead,opioidprojectsandpartnerwithhealthdepartmentandotheragenciestoworkonneededprojects.
3. Continuetodevelopmutuallybeneficialpartnershipsasalreadydescribedandworkwithclinicalpartnersonhighneedprojects.
•
•
•
LeadershipTeam,FacultyDean,Leadershipteam,facultyDean,LeadershipteamDean,Leadershipteam,
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
36
4. ContinuetorefineandimplementplantopromoteCONreputationandvisibilityoncampus,locally,regionally.
5. ImplementplantoincreaseourU,S.News&WorldReportRankings—increasebyatleast10pointsperyearformaster’sandDNPprograms.
6. ExplorecompletionofU,S.News&WorldReportrankingsforbaccalaureateandRNtoBSNprograms
•
•
•
Recruitment/Marketing/CommunicationsSpecialist(whenpositionfilled).,MarCommstaffDean,Leadershipteam,facultyDean,Leadershipteam
Mid-Term2020-22
1. Developcompilationofengagementandservicelearningopportunitiesandactivities.
2. Continuetoidentifyhighneedprojectsincommunity,e.g.,Infantmortality,lead,opioidprojectsandpartnerwithhealthdepartmentandotheragenciestoworkonneededprojects.
•
•
LeadershipTeam,FacultyDean,Leadershipteam,faculty
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
37
3. Continuetodevelopmutuallybeneficialpartnershipsasalreadydescribedandworkwithclinicalpartnersonhighneedprojects.
4. ContinuetorefineandimplementplantopromoteCONreputationandvisibilityoncampus,locally,regionally.
5. Implementplantoincreaseour
U,S.News&WorldReportRankings—increasebyatleast10pointsperyearformaster’sandDNPprograms.
6. CompletesurveyforU,S.News&WorldReportrankingsforbaccalaureateandRNtoBSNprograms
•
•
•
•
Dean,LeadershipteamDean,Leadershipteam,Recruitment/Marketing/CommunicationsSpecialist(whenpositionfilled).,MarCommstaffDean,Leadershipteam,facultyDean,Leadershipteam
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
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Outcomes Metrics ActionSteps,PrioritiesandTimeline(Immediate2017-18;Short-Term2018-20;Mid-Term2020-22)
ProgressKey
• Complete• InProgress• Incomplete
Resources Responsibility
Goal5.2:Improveandstrengthenournationalandinternationalreputationandimprovetiesatthelocalandregionallevels
Immediate2017-2018 1. Implementacommunications
andmarketingplantosupporttheStrategicPlanandotherCONplanningdocuments.
2. ReviseourCONwebsiteto
makeitmoreattractive,functional,userfriendlyincorporatingmoreembeddedvisuals,studentprofileshighlightingdiversestudents,etc.
3. Utilizeonline,socialmedia,etc.forpromotionofactivitiesandgoalsofthisStrategicPlan
4. Incorporate“RocketNursing,
#gorocketnursing,inourrecognitions,promotionalandmarketingefforts.
•
•
•
•
Dean,Leadershipteam,AssistantDeanforStudentServices,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)AssistantDeanforStudentServices,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)Dean,Leadershipteam,AssistantDeanforStudentServices,faculty,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)Dean,Leadershipteam,AssistantDeanforStudentServices,faculty,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
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UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
40
Short-Term2018-20 1. Continuetorefineand
implementacommunicationsandmarketingplantosupporttheStrategicPlanandotherCONplanningdocuments.
2. ContinuetoupdateourCON
websitetomakeitmoreattractive,functional,userfriendlyincorporatingmoreembeddedvisuals,studentprofileshighlightingdiversestudents,etc.
3. Utilizeonline,socialmedia,etc.forpromotionofactivitiesandgoalsofthisStrategicPlan;addadditionalsocialmedia
4. Continuetoincorporate
“RocketNursing,#gorocketnursing,inourrecognitions,promotionalandmarketingefforts.
•
•
•
•
Dean,Leadershipteam,AssistantDeanforStudentServices,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)AssistantDeanforStudentServices,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)Dean,Leadershipteam,AssistantDeanforStudentServices,faculty,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)Dean,Leadershipteam,AssistantDeanforStudentServices,faculty,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
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Mid-Term2020-22 1. Continuetorefineand
implementacommunicationsandmarketingplantosupporttheStrategicPlanandotherCONplanningdocuments.
2. ContinuetoupdateourCON
websitetomakeitmoreattractive,functional,userfriendlyincorporatingmoreembeddedvisuals,studentprofileshighlightingdiversestudents,etc.
3. Utilizeonline,socialmedia,etc.forpromotionofactivitiesandgoalsofthisStrategicPlan;addadditionalsocialmedia
4. Continuetoincorporate
“RocketNursing,#gorocketnursing,inourrecognitions,promotionalandmarketingefforts.
•
•
•
•
Dean,Leadershipteam,AssistantDeanforStudentServices,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)AssistantDeanforStudentServices,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)Dean,Leadershipteam,AssistantDeanforStudentServices,faculty,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)Dean,Leadershipteam,AssistantDeanforStudentServices,faculty,Recruitment/Marketing,/CommunicationsSpecialist(whenhired)
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
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Goal5.3:IncreasephilanthropyinsupportoftheUniversity’sstrategicgoals
Immediate2017-2018 1. Continuetoworkwithtemp
developmentofficerwhileparticipatinginrecruitmentofapermanenthalf-tikeDevelopmentofficerfortheCON.
2. Increase“friend-raising”activities,beginmakingcontactsandcultivatingpossibledonors;identifyalumni,whoandwheretheyare.
3. Identifyfund-raisingprioritiesandpublicizeinallfund-raisingefforts.
4. Developacomprehensivecapitalcampaign“wishlist”withappropriategoalsincorporatingfacultyinput
•
•
•
•
Dean,Temp.DevelopmentofficerDean,Temp.Developmentofficer,AlumniCoordinatorDean,Temp.Developmentofficer
Short-Term2018-20 1. Increase“friend-raising”activities,
continuemakingcontactsandcultivatingpossibledonors
2. Sendregularcontacts,newsletters
toalumni,“friends”,stakeholders
•
•
Dean,Leadershipteam,DevelopmentOfficer,Dean,Leadershipteam,DevelopmentOfficer,Recruitment/Marketing/CommunicationsSpecialist
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
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3. Setandwork-towardspecificgoals
forcontacts,travelvisits,fund-raising.
4. Continuetorefinefund-raising
prioritiesandpublicizeinallfund-raisingefforts.
5. ContinuetodevelopCONcomprehensivecapitalcampaign“wishlist”withappropriategoalsincorporatingfacultyinput.
•
•
•
Dean,Leadershipteam,DevelopmentOfficer,AdvancementleadershipDean,Leadershipteam,DevelopmentOfficerDean,Leadershipteam,DevelopmentOfficer,Advancementleadership
Mid-Term2020-22 1. Continuetoincrease“friend-
raising”activities,continuemakingcontactsandcultivatingpossibledonors
2. Continuetosendregularcontacts,newsletterstoalumni,“friends”,stakeholders
3. Determinespecificgoalsfor
contacts,travelvisits,fund-raisingandactivitiestomeetthesetargets.
•
•
•
Dean,Leadershipteam,DevelopmentOfficer,Dean,Leadershipteam,DevelopmentOfficer,Recruitment/Marketing/CommunicationsSpecialistDean,Leadershipteam,DevelopmentOfficer,Advancementleadership
UniversityofToledoStrategicPlan—CollegeofNursingImplementationPlan
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4. Continuetorefinefund-raisingprioritiesandpublicizeinallfund-raisingefforts.
5. ContinuetodevelopCONcomprehensivecapitalcampaign“wishlist”withappropriategoalsincorporatingfacultyinput.
6. Increasenewphilanthropic
givinginsupportofCONinitiativesasmeasuredbythetotalamountofnewgiftcommitmentsinafiscalyear.
•
•
•
Dean,Leadershipteam,DevelopmentOfficer,Dean,Leadershipteam,DevelopmentOfficer,AdvancementleadershipDean,Leadershipteam,DevelopmentOfficer,