UNC School of Nursing · O'Dell Susan Rex Hospital Director of Nursing Page Cristen SOM Chair,...

1DRAFT & CONFIDENTIAL

UNC School

of Nursing

Organization and Advisory

Committee MeetingsPhase II

April 12, 2018


Agenda

1 Project Overview

2 Phase II Strategic Planning

3 Revised Phase I SWOT

4 Mission, Vision, Values, Priorities

5 Next Steps

6 Appendix


Agenda

1 Project Overview




5 Next Steps

6 Appendix


Project Overview Strategic Planning Revised SWOT Strategy Statements Next Steps

UNC Consulting Team

Key responsibilities include secondary research, primary research, analysis of options, slide deck creation, and updates to key constituents

Team Members

Matt Witko

-MBA ’18 (Concentration: Consulting)-BA of Economics, Tufts University-Project Leader: UNC College of Arts & Sciences, UNC School of Dentistry, UNC Online Education-Manager, Corporate Strategy, Royal Caribbean -Deloitte Consulting Summer Intern 2017

Project Leader

-Strategy Professor and Special Advisor to the Provost for Online Education

-Previously worked for PwC and McKinsey & Company-Received his PhD and MBA from UNC Kenan-

Flagler

PaulFriga

Lead Consultant

Alejandra Chavez

-MBA’18 (Concentrations: Consulting & Healthcare) - BA of Economics & Sociology, Colorado College- Leadership Development Program, Amgen

TJ DolanAllie

Savino

-Kenan-Flagler BSBA ’19 (Concentration: Consulting & Statistics), BA in Biology-Consulting Intern, Clarkston Consulting-UNC School of Dentistry Team Member, UNC Online Education Team Member

Kate Carrington

-Kenan-Flagler BSBA ‘19-Minor in Politics, Philosophy, and Economics (PPE)-Merrill Lynch Wealth Management Intern Summer 2017

-MBA’19 (Concentrations: Consulting, Healthcare, & Entrepreneurship) - BBA in Information Systems, Loyola University Maryland- Senior Consultant, Deloitte



UNC School of Nursing Task Force

Ruth AndersonAssociate Dean for

Research

Karen EcholsManager, Info and Instr

Technology (IIT)

Louise FlemingClinical Assistant

Professor

Kelly KirbyDirector,

Communication

Rebecca KitzmillerClinical Assistant

Professor

Rhonda LanningClinical Assistant

Professor

Esita PatelStudent, Hillman

Scholar

Nena Peragolla MontanoDean and Professor

Gwen SherwoodAssociate Dean for Global Initiatives

Jia-Rong WuAssociate Professor

Peggy WilmothExecutive Dean / Associate Dean for Academic Affairs

Mary H. PalmerHelen W. & Thomas L Umphlet

Distinguished Professor



Advisory Committee

Key responsibilities include offering ideas and input related to strategy to task force, responding to draft strategy statements and support in scheduled meetings, and communicating progress to key constituents

Last NameFirst

Name Organization Title

Adcock GaleNC GA and SAS, Chief Health Officer Representative

Bashford Robert SOMAssociate Dean for Rural Initiatives

Bush Tom SON Assistant Dean for Practice

Coley Wanda Well Care President and COO

de Saxe Zerden Lisa SOSW

Senior Associate Dean for MSW Education

Dela Cruz Francis SONStudent - Undergraduate program

Disser Tony Kindred Healthcare

Dobbins Callie Carolinas Healthcare Vice President

Durham Carol SON Clinical Professor

Foy Rayna Wolters Kluwer Southeast Regional Director

Fraher Erin UNC - Sheps CenterDirector, Program on Health / Workforce Research and Policy

Kosorok Michael SOPHChair, Biostatistics and Kenan Dist. Professor

Madigan Cathy UNCH Senior VP, Chief Nursing Officer

Mark Barbara SON Distinguished Professor

Miles Marge SON (retired) Professor Emeritus

Last NameFirst

Name Organization Title

Miller Lisa SONAssociate Dean for Administration

O'Dell Susan Rex Hospital Director of Nursing

Page Cristen SOM Chair, Family Medicine

Pinkney Dwayne UNC-Chapel Hill Sr Associate Vice Chancellor, CFO

Powell Steve Synensys Chief Executive Officer

Roberts Michael SODAssociate Chair, Department of Pediatric Dentistry

Rodgers Shielda SON Asst Dean for Inclusive Excellence

Self Bill SON Foundation, Inc. President

Sheffield Karen SON Student - PhD program

Strickler Jeff UNC-Hillsborough Vice President

Thoyre Sue SON Distinguished Term Professor

Toles Mark SON Assistant Professor

Toomey BrianPiedmont Health Services Chief Executive Officer

Van Riper Marcia SON Professor

Waddell-Shultz Gwen

Durham VA Medical Center

Associate Chief Nurse for Education and Medicine

Wagoner Kay Innovate CarolinaLife Science Executive-In-Residence

Webb Anne SON Assistant Dean for Advancement

Williams Megan SON Clinical Assistant Professor



Organizational Structures with Responsibilities

Responsibilities

• Conduct secondary research, primary research, analysis of options, slide deck creation, and updates to key constituents

• Manage strategic planning process and weekly meetings

• Engage and attend weekly Task Force meetings• Iterate recommendations, provide guidance and input on the process• Provide updates to broader audience and serve as intermediary to raise

concerns from the larger stakeholder perspective

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UNC Consulting Team

Task Force

Advisory Committee

• Engage and attend Advisory Committee meetings• Provide feedback and guidance to the strategic planning outcomes• Provide updates to broader audience of stakeholders and serve as

intermediary

Organization• Engage and attend Organizational meetings• Provide feedback and guidance to the strategic planning outcomes• Voice opinions and engage in interactions with strategic committee – surveys,

feedback comments, process improvement



Our goals and methodology

Strategic Planning Overall

1. Internal: Guide decision making of the department to be consistent with the strategic direction of the organization

2. External: Inform key constituents of our plan to ensure buy in and support

UNC School of Nursing Strategic Planning Process

1. Strategic plan for the next 4 years (mission, values, vision, priorities, objectives, initiatives, and budgets)

2. Strategic thinking training to UNC SON leaders

3. Strategic input from key constituents

Task Force Meetings

1. Understand approach

2. Review assessment data

3. Generate insights and ideas (captured by consulting team) – ongoing at the end of each section

Advisory Meetings

1. Feedback on ideas

2. Agreement as to next steps

3. Buy in and Support

Dr. Paul Friga



Phase 1 –Assessment

Background Fact Pack

Internal & external surveys

Benchmark

Interviews

Summary SWOT

Feb 15 – Mar 22

Phase 2 –Visioning

Draft Strategy Statements:

Mission / Values

Vision

Priorities

Key Metrics

Mar 29 – Apr 12

Phase 3 –Implementation

Implementation Plan:

Objectives

Initiatives

Supporting Metrics

Apr 19 – May 10

The 3 phases of the strategy project

Dr. Paul Friga

Further explanation of the Strategic Planning Process with worked examples can be found on the SON Strategic Planning Website



Master Schedule

AssessmentPhase I Phase II Phase III

Visioning Implementation

Week Date Meeting

1 02/15 Task Force 1



3 03/05 Faculty and Staff Forum


5 03/19 Task Force Virtual Prep Meeting

5 03/22 Organization Meeting 1

5 03/22 Advisory Committee 1

Week Date Meeting






Week Date Meeting









Visit the UNC School of Nursing Strategic Planning Website for updates on the Strategic Planning Process

UNC School of Nursing Strategic Planning Home PageURL: https://sonportal.unc.edu/strategic-planning/

https://sonportal.unc.edu/strategic-planning/



Provide Feedback regarding the SWOT Process via Survey Link

UNC SON Phase II Strategy Statement Feedback FormURL: https://tinyurl.com/uncsonstrategystatements

Feedback Form

Provide feedback on the content presented over the entirety of this meeting to help drive the strategic planning process forward.

We will record your responses and analyze it to assess how well the strategic planning process is going.

It will remain open until Monday, April 16, 2018 at 5 PM ET.

Paper copies are available for notes during the meeting

https://kenan-flagler.az1.qualtrics.com/jfe/form/SV_5AyjoQniKmjVkG1


Agenda

1 Project Overview




5 Next Steps

6 Appendix






Benchmark

Interviews

Summary SWOT

Feb 15 – Mar 22



Mission / Values

Vision

Priorities

Key Metrics

Mar 29 – Apr 12



Objectives

Initiatives

Supporting Metrics

Apr 19 – May 10


Dr. Paul Friga

Further explanation of the Strategic Planning Process with worked examples can be found on the SON Strategic Planning Website



Strategy statements

Mission Statement

Statement which specifies a firm’s purpose or “reason for being” and the primary objective toward which the firm’s programs & plans should be aimed. Statement specifying the firm’s key constituents and how the organization will serve them. It must be clear and understood. It makes you “proud.”

Vision Statement

Statement describing what the organization strives to be at some future time. It should be specific and motivating. It makes you “excited.”

Mission

Vision

Values

Values

It is what we believe in, our guiding principles, and how we interact. It makes you “belong.”

Priorities

Objectives

Initiatives

Actions

Dr. Paul Friga



The Strategy Content1.

The Strategy Process2.

Strategy Examples3.

Strategic Planning Overview

Dr. Paul Friga



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



Different applications of strategy

Strategic Vision:sustainable

competitive advantage

Strategic Planning

Strategic Thinking

Strategic Tactics

XDr. Paul Friga



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



Mission Statements Define a Company’s Core Purpose

•3M: To solve unsolved problems innovatively

•Cargill: To improve the standard of living around the world

•Fannie Mae: To strengthen the social fabric by continually democratizing home ownership

•Hewlett-Packard: To make technical contributions for the advancement and welfare of humanity

•Lost Arrow Corporation: To be a role model and a tool for social change

•Pacific Theatres: To provide a place for people to flourish and to enhance the community

•Mary Kay Cosmetics: To give unlimited opportunity to women

•McKinsey & Company: To help leading corporations and governments be more successful

•Merck: To preserve and improve human life

•Nike: To experience the emotion of competition, winning, and crushing competitors

• Sony: To experience the joy of advancing and applying technology for the benefit of the public

• Telecare Corporation: To help people with mental impairments realize their full potential

•Wal-Mart: To give ordinary folk the chance to buy the same things as rich people

•Walt Disney: To make people happy

Building Your Company’s Vision



We draft a vision to drive us forward

To be #1 or #2 in market share in each sector we

serve.

Before this decade is out, this nation should land a

man on the moon and return him safely to Earth.

Vision Statement

Statement describing what the organization strives to be at some future time. It should be specific and motivating. It makes you “belong.”

Dr. Paul Friga



Next, We Establish Core Values

I CAREIntegrity, Compassion, Accountability, Respect, Excellence

Values

It is what we believe in, our guiding principles, and how we interact. It makes you “excited.”

Dr. Paul Friga



Big, Hairy, Audacious Goals (BHAGs) aid long-term vision

• Target BHAGs can be quantitative or qualitative• Become a $125 billion company by the year 2000

[Wal-Mart, 1990)• Democratize the automobile (Ford Motor Company,

early 1900s)• Become the company most known for changing the

worldwide poor-quality image of Japanese products (Sony, early 1950s)

• Become the most powerful, the most serviceable, the most far-reaching world financial institution that has ever seen (City Bank, predecessor to Citicorp, 1915)

• Become the dominant player in commercial aircraft and bring the world into the jet age (Boeing, 1950)

• Common-enemy BHAGs involve David-versus-Goliath thinking• Knock off RJR as the number one tobacco company

in the world (Philip Morris, 1950s)

• Crush Adidas (Nike, 1960s)

• Yamaha wo tsubusu! We will destroy Yamaha! (Honda, 1970s)

• Role-model BHAGs suit up-and-coming

organizations• Become the Nike of the cycling industry [Giro Sport

Design, 1986)

• Become as respected in 20 years as Hewlett-Packard is today (Watkins-Johnson, 1996)

• Become the Harvard of the West (Stanford University, 1940s)

• Internal-transformation BHAGs suit large, established organizations• Become number one or number two in every market

we serve and revolutionize this company to have the strengths of a big company combined with the leanness and agility of a small company (General Electric Company, 1980s)

• Transform this company from a defense contractor into the best diversified high-technology company in the world (Rockwell, 1995)

• Transform this division from a poorly respected internal products supplier to one of the most respected, exciting, and sought-after divisions in the company (Components Support Division of a computer products company, 1989)

Building Your Company’s Vision



UNC College of Arts & Sciences – Mission Statement

Think Cognition, connection, analysis, and reflection

Communicate Written, oral, visual, and digital

CollaborateUnderstanding of self, interacting with diverse groups

and active listening

Create Producing knowledge or its equivalent in performance and creative activity

Think. Communicate. Collaborate. Create.…for meaningful lives.



UNC College of Arts & Sciences – Vision Statement

Reimagining the Arts & Sciences for the public good

Arts & Sciences Strategically advancing the College and the value of a liberal arts education

Public

Good Benefiting everyone

Good

Reimagining Striving for changes that will positively disrupt how things are done

Fulfilling our destiny as the first public institution for NC and beyond



UNC College of Arts & Sciences – Values

Student Focus

Scholarly Excellence

Strategically Bold

Student Focus Act for the good of students

Scholarly ExcellenceAspire to lead the world in research, scholarship, and creative

endeavors

Strategically BoldAdopt a mindset that reflects our strategy in daily decisions and

works for courageous change






Benchmark

Interviews

Summary SWOT

Feb 15 – Mar 22



Mission / Values

Vision

Priorities

Key Metrics

Mar 29 – Apr 12



Objectives

Initiatives

Supporting Metrics

Apr 19 – May 10


Dr. Paul Friga



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

Reinvent General EducationA1. Develop a planning process and timeline for curriculum development and campus-wide review/approval2. Identify key guiding principles based on current literature, national models of excellence, and key stakeholder input3. Evaluate and prioritize knowledge areas and student outcomes for potential inclusion in the curriculum4. Consult with a wide range of user groups on inclusiveness, implementation, and feasibility (e.g., students, faculty, advisors, registrar)5. Develop an annual general education assessment plan for each included component 6. Provide the curriculum blueprint for review and critique by major campus review groups and implement new curriculum by fall 20197. Assess the functioning of the curriculum after one complete academic cycle

Reimagine the Humanities Ph.D.B

Expand and develop instructional methods based on evidence-based inquiryC1. Maintain student focus2. Increase instructor professional development about student learning3. Leverage and integrate new technologies4. Secure appropriate spaces 5. Introduce new ways of measuring student learning 6. Utilize predictive analytics

Generate interdisciplinary, experiential, and global learning opportunitiesD

1. Increase public and private partnerships for student learning2. Expand credit and non-credit bearing global learning opportunities for all students3. Provide interdisciplinary courses in hybrid (in-person-online) and other formats

1. Create new, innovative graduate courses that integrate an introduction to the discipline and its methods with professional development activities and an exploration of public engagement; 2. Explore alternative formats to the monograph-based humanities dissertation (e.g. digital, interdisciplinary collaboration/team-based, etc.)

UNC College of Arts & Sciences Priority #1: Develop a contemporary, innovative, inclusive, and global curriculum



UNC College of Arts & Sciences Priority #2: Expand high-impact and interdisciplinary research

DRAFTDRAFT

Strengthen basic and applied research portfolioA

1. Identify top priority research expansion areas based upon department and center input2. Leverage new strategic resource pools for key high-impact research

Harness interdisciplinary talent for addressing global issuesB

Build adaptive research facilitiesC

1. Build new APS/Tech development building for translational research

2. Renovate Wilson Hall to improve animal model research and support flexible laboratories for biology.3. Renovate Phillips Hall as a home for CoSMS Institute4. Encourage and expand makerspaces, including app development space for students

Increase commercialization of researchD

1. Notice and celebrate our successes 2. Build incubator space3. Create college-level incentive for translating research4: Build better database of "expertise", "facilities", and "capabilities" to connect with entrepreneurial networks

1. Encourage opportunities/new structures that go beyond single departments for research2. Measure and reward interdisciplinary grants, projects and major partnerships



UNC College of Arts & Sciences Priority #3: Tell the story of the College of Arts & Sciences

DRAFTDRAFTDRAFT

Raise the national profile of the College of Arts & SciencesA

1. Promote innovative College research and teaching 2. Identify key graduate programs to raise the profile of to improve U.S. News ranking

Create awareness at the local and State level of the role of the College as research entity, economic driver, and source of innovationB

Instill a culture of strategic planning and thinking that creates and shares the story of the CollegeC

1. Complete College and Department level strategic planning 2. Raise awareness among faculty—and the greater UNC-Chapel Hill campus community as a whole —of strategies and research and teaching innovations and outcomes3. Create more effective external communications channels to collect and promote College successes

Raise $600M + for the college as part of the University’s capital campaignD

1. Refine College campaign priorities2. Engage volunteers and advisory boards3. Prepare and launch mini-campaigns to highlight and secure support for key priorities

1. Promote awareness of companies, start-ups, patents, products, nonprofits created by College faculty, alumni, students2. Raise profiles of College institutes and centers working on “big problems”—environment, energy, water, racial/religious intolerance, social justice, and others



UNC College of Arts & Sciences Strategic Success Metrics

Element Description Metrics

Mission Think. Communicate. Collaborate. Create. For meaningful lives

Student satisfaction (net promotor)Faculty satisfaction (net promotor)Alumni satisfaction (net promotor)

Vision Reimagining the arts & sciences for the public good

External review assessment of performance/alignmentAnnual faculty and staff survey

Priority 1 Develop a modern, innovative, inclusive, and global curriculum

Learning outcomes% adoption of modern teaching% initiatives completed% students with global credit bearing experience% students with internship/work experience

% students with directed research% securing full time jobs/graduate school# cross listed/interdisciplinary courses% of students in cross listed/interdisciplinary courses

Priority 2 Expand high-impact and interdisciplinary research

$ total research grants awarded% faculty applying for grants# of new buildings% faculty in joint grants# publications# patents

# licenses# start-ups# IPOs# STTRs/SBIRs

Priority 3 Tell the story of the College of Arts & Sciences Rankings – national and international (e.g. US News, Kiplinger, etc.)$ raised from donors

$ raised from corporate partners (for research and operations)% of strategic objectives and initiatives completed


Agenda

1 Project Overview




5 Next Steps

6 Appendix



Strengths• Dedicated, dynamic faculty and staff

• In varying areas of expertise in research and practice• Nationally renowned faculty who collaborate with students• Committed to teaching and student success

• Legacy of pioneering in nursing education and research• Programs such as first BSN, MSN, Ph.D., and Lifelong Learning in

NC• Research such as chronic conditions, health systems, and

Hillman Scholars• Nursing simulation, QSEN, and clinical experiences in NC

• Rigor of curriculum and quality of graduates• Highly intellectually curious and talented incoming student

profile• Specific attention to real world application of nursing practice• Challenging curriculum with high expectations

Weaknesses• Lack of innovation in academic curriculum

• Minimal use of technology & alternative delivery modes/timing• Outdated curriculum that does not address current industry

needs• Lack of flexibility with capstone offerings

• Ambiguity and lack of acceptance of decision making processes• Unclear decision-making processes and roles• Lack of communication between administration/faculty and

students has created a divide and culture of mistrust• Lack of coherent and motivating strategy and vision

• Aging infrastructure• Classrooms and facilities, simulation labs• Technology

Opportunities• Intra- and Inter-disciplinary collaboration with strategic partners

• Grow existing relationships with UNC and other universities• Develop corporate partnerships• Interprofessional collaboration and practice

• Increase the number of graduates to meet the modern demand for nurses• New models of health care delivery (agility and focus) to

improve overall health• Engage and serve rural North Carolina• Offer new online and telehealth opportunities

• Impact global health• Increase visibility of nursing globally• Impact lives and economies• Global experiences

Threats• Decreased funding

• Federal and NIH opportunities• Declining state investment• More endowment funds at competition schools

• Increasing competition• Growth of nursing schools and new facilities• Online programs • Fewer clinical placement opportunities

• Shortage of nursing faculty• National trend of stagnant enrollment of Ph.D. students• Attractive alternative careers • Aging faculty

INTE

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DOriginal UNC School of Nursing Phase I SWOT (Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Competitive Benchmarking, 2016 Strategic Planning Survey, 2003 UNC SON Strategic Plan)





• 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


• 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


• Aging infrastructure• Classrooms, facilities, and simulation labs• Educational and operational technology• Flexible-use and meeting space


• Grow existing relationships with UNC and other universities• Develop partnerships with corporations and alumni• Interprofessional collaboration and practice

• Increase the number and diversity of graduates to meet the modern demand for nurses

• Create new models of health care education (agility and focus)• Align SON diversity to reflect those we serve • Engage and serve at-need populations in North Carolina and

beyond• Adopt a global mindset

• Integrate global education and experiences to broaden perspectives, open attitudes, and enhance inclusivity

• Expand “local focus, global impact” to advance the health of the world’s citizens

• Translate the value of nursing to the world



• 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

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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)





















• 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










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Strengths

• Dedicated, dynamic faculty and staff

• Pioneers in nursing education and research

• Rigor of curriculum and quality of graduates

Supporting research can be found in Appendix

Weaknesses

• Lack of innovation in academic curriculum

• Ambiguity and lack of acceptance of decision making processes

• Aging infrastructure


Opportunities

• Intra- and Inter-disciplinary collaboration with strategic partners


• Adopt a global mindsetSupporting research can be found in Appendix

Threats

• Decreased funding

• Advances by other nursing schools in programs and facilities

• Competition for nursing faculty


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Agenda

1 Project Overview




5 Next Steps

6 Appendix



Current UNC Strategy Statements

Mission Values

Embrace Our MissionThe School of Nursing is an integral part of the University of North Carolina and endorses its commitment to excellence in scholarship in Teaching, Research and Service.

The mission of the School of Nursing is to:•design and implement innovative educational programs for lifelong learning;•create, conduct and disseminate cutting-edge research; and•use our practice, expertise and service for the betterment of individuals, communities, health care systems, and the profession of nursing.

From our leadership in these areas, we will prepare the next generation of Carolina nurses to assume roles in interprofessional health care and interdisciplinary research environments.

Share Our Values: The School of Nursing has embraced the following Commitment to Community:INTEGRITY•Advancing the collective good of the Carolina Nursing community through honesty, responsibility and transparency•Examining issues and concerns from multiple perspectives

RESPECT•Treating others with kindness and compassion•Being punctual, attentive and constructive during meetings and classes•Honoring the roles and responsibilities of others•Operating within designated roles and responsibilities

INCLUSIVENESS•Honoring the intrinsic value of every member of the Carolina Nursing community•Hearing all opinions•Involving stakeholders in making critical decisions

COMMUNICATION•Listening with the intent to understand•Being direct, concise and constructive

DISCRETION•Honoring boundaries and trust•Promoting positive, effective relationships•Advocating for others



Current UNC Strategy Statement and Survey Responses

Question Asked: From memory, I can recall the current following statements for the UNC School of Nursing: Mission, Values (1 = Strongly Disagree and 5 = Strongly Agree).

*Question only available to: Faculty (full-time), Faculty (part-time), Staff (full-time), Staff (part-time), Adjunct Faculty, Student/Resident/Trainee, Alumni (not current faculty or staff)

Frequency of Responses

Mission Values

•2.73• Average


Source: 2018 UNC School of Nursing Strategic Planning Organization Survey (n=273)

61 63

33

58

18

1 2 3 4 5

57 5538

60

23

1 2 3 4 5

A majority of respondents cannot recall the current SON strategy statements

•2.61• Average



Current UNC Strategy Statement and Survey Responses

•2.67• Average

Question Asked: The following current UNC School of Nursing statements guide my day-to-day decision-making: Mission, Values (1 = Strongly Disagree and 5 = Strongly Agree).

*Question only available to: Faculty (full-time), Faculty (part-time), Staff (full-time), Staff (part-time), Adjunct Faculty, Student/Resident/Trainee, Alumni (not current faculty or staff)


Mission Values

•2.78• Average



51 48

76

43

15

1 2 3 4 5

5040

7254

17

1 2 3 4 5

The current strategy statements do not guide day-to-day decision making in the SON



Draft Strategy Statements – UNC School of Nursing(Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking)

Mission

Carolina Nursing improves lives for better healthCarolina Nursing – Students, faculty, staff, and alumni

Improves – Education, Research, Practice, and Service across the lifespanLives – All patients, families, providers, and communities in NC and beyond

Better health – Promote and optimize safe, high quality care for engaged wellness

Vision

“First in Nursing”The world’s leading public School of Nursing

Values

“I-LEAD”Integrity – Respect and advocacy for all people guides every interaction

Leadership – Pioneer initiatives for the 21st century Excellence – Make the impossible possible

Agility – Innovate for the changing demands in education and healthcareDiversity – Broaden perspectives, embrace open attitudes, and enhance inclusivity

Priorities

Culture – Create an inclusive environment of respect and civility and embrace decisions with a strategic mindsetInfrastructure – Upgrade facilities and integrate technologies to meet 21st century demandsInnovation – Transform curriculum, forge new pathways, and advance research and scholarship



UNC School of Nursing – Draft Mission Statement(Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking)

Carolina Nursing Students, faculty, staff, and alumni

Carolina Nursing improves lives for better health

Improves Education, Research, Practice, and Service across the lifespan

Lives All patients, families, providers, and communities in NC and beyond

Better Health Promote and optimize safe, high-quality care for engaged wellness



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)




UNC School of Nursing – Draft Values Statement(Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking)

Integrity

“I-LEAD”Integrity, Leadership, Excellence, Agility, Diversity

Leadership

Excellence

Agility

Diversity

Respect and advocacy for all people guides every interaction

Pioneer initiatives for the 21st century

Make the impossible possible

Innovate for the changing demands in education and healthcare

Broaden perspectives, embrace open attitudes, and enhance inclusivity



UNC School of Nursing – Draft Priorities(Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking)

Culture

Create an inclusive environment of respect and civility and embrace decisions with a strategic mindset

Infrastructure

Upgrade facilities and integrate technologies to meet 21st century demands

Innovation

Transform curriculum, forge new pathways, and advance research and scholarship



Draft Strategy Statements – UNC School of Nursing(Based on 273 respondents from UNC School of Nursing Strategic Planning Organization Survey, 10 respondents from UNC School of Nursing Strategic Planning Task Force Survey, Task Force Input, 69 respondents from UNC SON Phase I Feedback Forms, Competitive Benchmarking)

Mission

Carolina Nursing improves lives for better healthCarolina Nursing – Students, faculty, staff, and alumni

Improves – Education, Research, Practice, and Service across the lifespanLives – All patients, families, providers, and communities in NC and beyond

Better health – Promote and optimize safe, high quality care for engaged wellness

Vision


Values

“I-LEAD”Integrity – Respect and advocacy for all people guides every interaction

Leadership – Pioneer initiatives for the 21st century Excellence – Make the impossible possible

Agility – Innovate for the changing demands in education and healthcareDiversity – Broaden perspectives, embrace open attitudes, and enhance inclusivity

Priorities

Culture – Create an inclusive environment of respect and civility and embrace decisions with a strategic mindsetInfrastructure – Upgrade facilities and integrate technologies to meet 21st century demandsInnovation – Transform curriculum, forge new pathways, and advance research and scholarship


Agenda

1 Project Overview




5 Next Steps

6 Appendix



Next Steps

Feedback Form

UNC SON Organization MeetingMay 10, 2018

12:00 PM – 1:30 PM ETLocation Details to be Provided

Phase III

Fill out the feedback form to provide input on the today’s content:

UNC SON Phase II Strategy Statement Feedback FormURL: https://tinyurl.com/uncsonstrategystatements

It will remain open until Monday, April 16, 2018 at 5 PM ET.

UNC SON Advisory Committee MeetingMay 10, 2018

5:00 PM – 7:00 PM ETLocation Details to be Provided

Visit the Strategic Planning Website for more information and updates:UNC School of Nursing Strategic Planning Home Page

URL: https://sonportal.unc.edu/strategic-planning/

https://kenan-flagler.az1.qualtrics.com/jfe/form/SV_5AyjoQniKmjVkG1https://sonportal.unc.edu/strategic-planning/


Agenda

1 Project Overview




5 Next Steps

6 Appendix


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


REVISED SWOT SUPPORT










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)


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



Dedicated, dynamic faculty and staff


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



Faculty and staff excel in their varied research expertise

Each of the 88 full-time faculty members has their own areas of

research emphasis

28 Carolina Nursing research projects are currently being

funded

In 2017, 23 faculty and staff were honored with awards or

mentions

Source: UNC SON Website

All active research faculty in the School of Nursing have a primary, and sometimes

secondary, research consultant


Pioneers in nursing research and education


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.”



UNC has a history of pioneering programs in the state and US

History of NC Firsts

First four-year School of Nursing in NC to offer a baccalaureate degree

State’s first master’s degree in nursing

State’s first Nurse Practitioner program

State’s first accelerated nursing program

6 studentsPer year

3 schoolsIn the US

Behavioral Lab Differentiation:• Emphasis on non-invasive

monitoring• Utilizes portable instrumentation• Initiated to incorporate the

Research Support Center

Source: UNC SON Website


Rigor of curriculum and quality of graduates


Students tribute their preparation to the challenging program curriculum to excellent teaching

Students ranked their academic preparation and the rigorous curriculum as the 2nd largest strength – cited most as the 3rd strength

Faculty ranked preparation and rigor 5th; Staff ranked it 4th

UNC SON has a ”consistent quest for

improvement and management”

Small class sizes, especially in clinicals, allow students to be

“held to a higher standard.”

A curriculum that “immerses you in the

health field” incorporates

excellent clinical placement sites.



UNC diversifies itself through its student success and curriculum differentiation

School # Tested Pass Rate

ECU 229 95%

UNC-CH 166 96%

Duke 118 98%

Wake Tech 117 96%

Student Success and Curriculum Real World Application of Nursing

Developing Innovative Approaches to Enhance Science

and its Translation to Science

Researching effective research methods to translate into practice

Faculty Practice in Hillsborough

Collaboration with UNC School of Medicine and NC’s independent

pharmacies

Curriculum update includes:Transitions in Care Clinical Immersion Experience: combats nursing shortage

NCLEX Pass Rates

Source: UNC SON Website, NC Board of Nursing


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



Lack of innovation in academic curriculum


Curriculum reform is at the forefront of the school’s thoughts

“Undergraduate academic curriculum seems to be outdated and doesn't meet the needs of current healthcare system and specific needs of graduating nurses.”

“Lack of experiential learning outside of core curriculum”

“Lack of online only option for graduate level programs, few options for electives that are offered on the same day as other classes to avoid traveling multiple days in one week”

“Lack of electives to allow students to zero in on some specific areas of nursing”

Nearly 40% of all respondents indicated “lack of innovation in academic curriculum” as a weakness.

80% of respondents indicating “lack of innovation” as the #1 weakness were students and alumni

38 total faculty members (full-time, part-time, adjunct) indicated “lack of innovation” as a weakness



The SON has already identified this weakness and is prepared to address the needs of the student population.

Curriculum reform is already in process.The SON has already identified this as a need as in process of curriculum reform.

1AACN support nursing program innovation.The AACN offers curriculum improvement resources and encourages universities to share best practices.

NCSBN has adopted a model to foster innovation in nursing education. NCSBN has an innovation model focused on regulation and recommendations for nursing boards.

2 3

Source: AACN, NCSBN

http://www.aacnnursing.org/Population-Health-Nursing/Curriculum-Improvementhttps://www.ncsbn.org/669.htm


Ambiguity and lack of acceptance of decision making processes


A significant tension between administration and students as well as in the acceptance of decision-making processes

57% of respondents that indicated ambiguity was a weakness were faculty and staff members.

42% of respondents that indicated ambiguity a weakness considered it to be the #1 weakness.

Nearly 25% of all respondents indicated ambiguity as a weakness.

57%

42%

25%

“Governance and decision-making processes are unclear”

“Communication between administration and students about programmatic changes that have a significant impact of students.”

“Decision-making processes about how things are organized and done are not always transparent”

“Lack of communication between students and faculty. This creates a significant divide in terms of important decisions that directly affect students and fosters distrust.”

Source: 2018 UNC School of Nursing Strategic Planning Organization Survey


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


Aging infrastructure


The SON has aging infrastructure that limits the student experience and the faculty’s ability to teach

16% of all respondents indicated that aging infrastructure is a weakness.

38

16

50

“Lack of resources toward simulation/lab resources”

“The lab resources are quite lacking. I had access to better equipment in my undergrad.”

“Failing infrastructure, need to update to support electronics.”

“When your instructor jokes "EISLE is like a third world country" you have a problem.”

“There isn't enough space even if it were used optimally”

38% of respondents that indicated aging infrastructure is a weakness were faculty and staff.

50% of respondents that indicated aging infrastructure is a weakness students and alumni.



The SON’s aging infrastructure places the school behind some major competitors

Duke is building a brand new facility that will house the nursing school and is scheduled to open in 2019.

Duke University

Johns Hopkins University will soon be breaking ground ona $45 million renovation to their nursing school.

Johns Hopkins University

Yale recently broke ground on a renovation and expansion of their Simulation Lab.

Yale University

Columbia University recently debuted a brand new state of the art nursing school building.

Columbia University

]

Several other top nursing programs are renovating, building, or have recently built new nursing school buildings.

Source: Respective peer websites

https://today.duke.edu/2017/12/trustees-approve-new-nursing-building-graduate-degree-programshttp://magazine.nursing.jhu.edu/2017/08/building-change-world/https://news.yale.edu/2018/02/14/yale-school-nursing-breaks-ground-simulation-lab-expansionhttp://nursing.columbia.edu/columbia-university-school-nursing-dedicates-its-cutting-edge-new-building


Identification of Top 3 Threats

Top 3 Threats

Decreased funding

Advances by other nursing schools in programs and facilities

Competition for nursing faculty



Decreased funding


46% of respondents identified decreased funding among the top 3 threats to the UNC School of Nursing

• “Lack of funding especially from the State and Federal government.” – Alumni

• “Funding to run the school and to assist with students' tuition.” – Staff

• “Challenging research funding environment” – Faculty

• “Lack of funding/having to cut back on staff and resources such as scantron machines” – Student

Lack of funding encompassed 4 categories: federal, state, endowment, and research

1

2Threat

3Threat

.

12% of respondents consider decreased funding as # 2 threat

12% of respondents consider decreased funding as a # 3 threat

Threat

23% of respondents consider decreased funding as a # 1 threat

Survey Statistics

Source: 2018 UNC School of Nursing Strategic Planning Organization Survey


UNC School of Nursing ranks #29 in NIH fundingORGANIZATION AWARDS FUNDING

UNIVERSITY OF PENNSYLVANIA 31 $9,324,875

UNIVERSITY OF CALIFORNIA, SAN FRANCISCO 25 $8,835,590

UNIVERSITY OF WASHINGTON 26 $8,075,904

EMORY UNIVERSITY 20 $7,877,737

COLUMBIA UNIVERSITY HEALTH SCIENCES 21 $7,430,108

UNIVERSITY OF PITTSBURGH AT PITTSBURGH 22 $7,327,422

CASE WESTERN RESERVE UNIVERSITY 15 $5,555,062

UNIVERSITY OF MICHIGAN 16 $5,317,251

UNIVERSITY OF ILLINOIS AT CHICAGO 13 $5,060,445

DUKE UNIVERSITY 15 $4,933,823

NEW YORK UNIVERSITY 8 $4,874,497

JOHNS HOPKINS UNIVERSITY 19 $4,807,222

MEDICAL UNIVERSITY OF SOUTH CAROLINA 10 $4,371,195

UNIVERSITY OF ALABAMA AT BIRMINGHAM 6 $4,146,946

UNIVERSITY OF MARYLAND BALTIMORE 10 $4,120,631

UNIVERSITY OF TEXAS, AUSTIN 10 $3,989,906

YALE UNIVERSITY 14 $3,632,086

UNIVERSITY OF MINNESOTA 7 $3,300,137

ARIZONA STATE UNIVERSITY-TEMPE CAMPUS 8 $3,251,906

OHIO STATE UNIVERSITY 11 $3,053,516

INDIANA UNIV-PURDUE UNIV AT INDIANAPOLIS 10 $2,726,945

UNIVERSITY OF SOUTH FLORIDA 5 $2,662,292

UNIVERSITY OF UTAH 7 $2,513,295

UNIVERSITY OF CALIFORNIA LOS ANGELES 8 $2,440,612

UNIVERSITY OF MIAMI CORAL GABLES 3 $2,433,269

UNIVERSITY OF ROCHESTER 7 $2,296,468

UNIVERSITY OF KENTUCKY 5 $2,225,882

UNIVERSITY OF KANSAS MEDICAL CENTER 4 $1,785,547

UNIV OF NORTH CAROLINA CHAPEL HILL 11 $1,708,592

Source: NIH Funding Database


Overall, university endowments have increased in the last year

2016 2017

Michigan $9.70 $10.94

UVA $6.20 $7.60

Ohio State $3.70 $4.25

Pittsburgh $3.55 $3.97

Penn State $3.74 $3.74

Washington $2.97 $3.14

UCLA $2.67 $3.03

UNC $2.80 $3.00

Rutgers $1.08 $1.20

$1,236

$553

$424

($1)

$176

$361

$200

$117

Michigan

UVA

Ohio State

Pittsburgh

Penn State

Washington

UCLA

UNC

Rutgers

2016-2017 Change in Public Peer Set University System Endowment (in millions)

$1,400

2016 and 2017 Public Peer Set University System Endowments (in billions)

Source: Respective School Websites Excludes UAB and Maryland as 2016 Data was not available


Distributions do not reflect the size of the endowment

$435

$341$325

$245

$168

$127$113

UNC Maryland Michigan UCLA Pittsburgh Ohio State Washington

2017 Public Peer Set System Endowment Distributions of (in millions)

Source: Respective School Websites

The UNC Consulting Team is awaiting additional specific nursing school peer set distribution data after outreach to both public and private competitors


Advances by other nursing schools in programs and facilities


Competition of online programs and quality faculty are exacerbated due to a growth of nursing school programs

• “Schools that have online programs” – Faculty

• “More online programs across the state of NC” – Staff

• “The societal move towards online education” – Student

• “Large number of new nursing programs” – Staff

• “Competition from surrounding universities” – Student

• “Competition from schools offering more flexible options for attending classes - i.e., evening and afternoon - that better suit student needs.” – Alumni

• “Other schools of nursing have more financial resources to recruit high quality faculty and students” – Faculty

• “Loosing quality candidates to competing universities and programs.” – Staff

• “Other schools of nursing have more of a say in their capstone experience which may deter people from coming to UNC ” – Student



Survey respondents feel that they have limited choice of clinical placements and that quality varies among sites

“Lack of control over placement for clinicals, especially capstone experience.”

Student

“Willingness of hospital staff to include us and participate in our education during clinical.”

Student“Complexity of securingclinical sites” – Faculty

“Lack of internshipopportunities” – Alumni

The greatest challenge to enrollment capacity is lack of clinical sites for nursing

students (National League of Nursing)

68.9K qualified applicants turned

away (2014)

Survey Research

Simulations Up to 50% of simulated learning can be

effectively substituted for traditional clinical experience

(National Council of State Boards of Nursing)

Source: Wolters Kluwer, 2017


UNC salaries align with other competitive schools of nursing

$-

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000

$180,000

$200,000

UNC UVA Michigan Rutgers Penn State

Comparable Faculty Salaries

Professor Associate Professor Assistant Professor


Competition for nursing faculty


An aging of the academic workforce contributes to faculty shortage, which is worsen by decreasing enrollment

• “Lack of quality nursing educators in the country, or even less than great nursing educators, to teach the next crop of nurses” – Student

• “Potentially not having enough faculty if more students were admitted” – Student

Applicants Shortage

Faculty shortage

• “Crappy salary for new grads therefore not enough students will be interested in going into nursing” – Student

• “Lack of educating students from underserved areas on careers in nursing to peak their interest” – Student



Faculty shortage is part of a national vicious cycle, in which schools turn away applicants due to not enough professors

Contributing factors

Faculty age continues to climb

Average age of nursing faculty holding ranks of Professor, Associate Professor, and Assistant Professor were 62.2,

57.6, and 51.1 years, respectively.

A wave of faculty retirement

Between 200 and 280 master’s prepared faculty will be eligible for retirement each year from 2003 through 2018

Higher compensation in clinical and private-sector settings

Average salary of a Nurse Practitioner is $97K compared to an Assistant Professor’s salary of $77K

Small pool of potential nurse educators

In 2016, AACN found that 9,757 applicants were turned away from master’s program, and 2,102 from doctoral

programs due shortage of faculty and clinical sites

Faculty shortage

Aging faculty

Not enough faculty to teach

Students turned away

Shortage of clinical sites

The vicious cycle of faculty shortage

Source: American Association of Colleges of Nursing, 2017


UNC School of Nursing has the smallest undergraduate enrollments and is ranked #8 in graduate compared to its peers

Key Trends: Enrollments

1684

977800 686

405 343

792

351 376

756 753448 329 356 357

0

287

823879

589

672586

112

443 389 241 346 238

00

500

1000

1500

2000

2500

2017 Peer Set Enrollments

Graduate Undergraduate

Notavailable

Source: Respective School Websites




• 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







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



Intra- and Inter-disciplinary collaboration with strategic partners


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.”



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.



UNC can pursue a variety of strategic partnerships

Case study: Ohio State Intra-university partnerships

• In October 2017, the Helene Fuld Health Trust National Institute for Evidence-based Practice in Nursing and Healthcare was launched

• Inaugural national summit attracted health professionals, researchers, and academic leaders from 31 states and 8 countries

• Goals of the summit included (but not limited to) disseminating best practices and how to best integrate them into academic curriculums

• Center for Appreciative Practices facilitates improvements in clinical care, education, and interprofessional communication

• APSIRE: Academic Strategic Partnerships for Interdisciplinary Research: researches and supports the development, implementation, and evaluation of educational and clinical programs that train students, faculty, and clinicians to deliver safe, high-quality, and tea based primary care

Case study: UVAInterdisciplinary partnerships

Case study: PittCorporate & foundation partnerships

• Pitt’s Office of Community Partnerships (OCP) forges relationships to to create innovative models of clinical care, service learning, and community-based research to identify and address high priority healthcare needs

• Current funders include: National Institute of Nursing Research, National Cancer Institute, National Heart, Lung, and Blood Institute, Health Resources and Services Administration, Department of Education, American Cancer Society, American Nurses Foundation, Neuroscience Nursing Foundation

Source: School websites

https://ipe.virginia.edu/


Increase the number and diversity of graduates to meet the modern

demand for nurses


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)


Despite the growing hospitalization rates, there will be a shortage of both physicians and nurses

Shortage of nurses is due to:1. Increased demand for services2. Aging of the nursing workforce

(nurses are Boomers too)

To meet future demand, the number of new nursing graduates would have

to increase 90% every year

In 2005, there was a shortage of approximately 220,000 RNs in the US;

by 2020 that gap will be over 1 million

Source: AHA – When I’m 64


Value-based care payment models, including bundled payments and Accountable Care Organizations, provide an opportunity for nurses to differentiate themselves by focusing on patient satisfaction and providing high-quality care.

Payment Models

NCSBC provides a Scope of Practice Decision-Making Framework that can be leveraged in the classroom to help overcome the threat nursing currently faces.

Scope of Practice

Health systems are rapidly moving toward out-patient and post-acute care, so nurses must be trained in rehabilitative and palliative care, to be agile in the workplace, and to be willing to fill specific gaps in the nursing shortage.

Out-Patient and Post-Acute Care

Nurses become nurses to take care of people, but the role has evolved to require an understanding of advanced patient care, documentation, regulations, and technology and the SON has the opportunity to define what it means to be a modern nurse.

Evolving Landscape

Macro-Trends in the Nursing Field

https://www.cms.gov/Medicare/Medicare-Fee-for-Service-Payment/ACO/https://www.ncsbn.org/decision-making-framework.htmhttps://www.ncsbn.org/2016JNR_Decision-Making-Framework.pdfhttp://www.medpac.gov/-research-areas-/post-acute-care


Adopt a global mindset


Survey respondents identified opportunity for global impact through research, academics, and service

11% of alumni, 12% of students, and 19% of faculty identified global impact as an opportunity

Research can be an avenue to collaborate on an international scale “Partner with global entities doing global health research”

Students and faculty want to see a greater emphasis on global learning“Improving upon global initiatives, creating more study abroad options and allowing students to have opportunities outside of the SON”

UNC’s service-oriented culture can be expanded internationally“Global outreach to areas in need”



The launch of the Nursing Now initiative is an excellent opportunity for UNC to continue making a global impact

Greater investment in improving education,

professional development,

standards, regulation and employment

conditions for nurses.

Nursing Now aims to improve health globally by raising the profile and status of nurses worldwide – influencing policymakers and supporting

nurses themselves to lead, learn and build a global movement.

Increased and improved

dissemination of effective and

innovative practice in nursing.

Greater influence for nurses and

midwives on global and national health

policy, as part of broader efforts to

ensure health workforces are more involved in decision-

making.

More nurses in leadership positions

and more opportunities for

development at all levels.

More evidence for policy and decision

makers about: where nursing can have the greatest impact, what is stopping nurses

from reaching their full potential and how to address these obstacles.

Source: Nursing Now website


The UNC SON has the opportunity to improve its diversity in many areas to be more aligned with the people it serves

29%

of undergraduate students

47%

of graduate students

15%

of faculty

31%

of staff

Source: UNC SON website, Center for American Progress

What percentage of the UNC SON population is comprised of people of color?

What percentage of the UNC SON population is male?

14%

of undergraduate students

9%

of faculty

10%

of graduate students

20%

of staff34% of the NC population identify themselves as

“people of color”


PHASE I FEEDBACK FORMS ANALYSIS


2018 UNC SON Phase I SWOT Feedback Results

•69•Survey Responses

Strategic Planning Overview

Strengths Weaknesses Threats Opportunities

3.97 4.13 4.15 4.23 4.13

31

1

12

0

1

14

1

3

5

Faculty (full-time)

Faculty (part-time)

Staff (full-time)

Staff (part-time)

Adjunct Faculty

Student/Resident/Trainee

Alumni (not current faculty or staff)

UNC System and Hospital (excluding…

Other

Response Affiliation Frequency

Aggregate SWOT Averages

Issued: March 22, 2018

Ended: March 26, 2018

Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)


Strategic Planning Overview feedback

•3.90• Average

Question Asked: In regards to the Strategic Planning Process Overview, please answer the following statements on a scale of 1 to 5 (1 = Strongly Disagree and 5 = Strongly Agree).


I have a strong understanding of the strategic planning process at the

UNC School of Nursing

The content presented was helpful towards my understanding of the deliverables for the

strategic planning process

•4.04• Average


4 5 6

33

21

1 2 3 4 5

3 28

3224

1 2 3 4 5

Source: 2018 UNC School of Nursing Phase I Feedback Forms (n=69)


Notable comments to the Task Force:

“the Overall process is easy to understand. All parts of project were explained clearly and easy to understand without explanation. Big plus on

focus

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