STRATEGIC PLAN OUTCOMES REPORT EXECUTIVE SUMMARY

Transcription

1 STRATEGIC PLAN OUTCOMES REPORT EXECUTIVE SUMMARY This executive summary reports on the School of Nursing and Dental Hygiene (SONDH) Strategic Plan (SP) activity. The plan is consistent with the UH Mānoa Defining our Destiny with seven Core Commitments. This eponym, RESPECT (Research, Educational Effectiveness, Social Justice, Place, Economic Development, Culture, Society and the Arts, and Technology), is the design for the updated strategic imperatives and benchmarks agreed upon by faculty & staff of SONDH in The SONDH SP was launched in January 2010 with progress assessments completed in May 2010, December 2010, December 2012, and May In addition, the Department of Nursing (DON) completed a comprehensive self-study in preparation for Commission on Collegiate Nursing Education accreditation in The DON Faculty Senate formed a Strategic Planning Workgroup in fall 2012 to assist in the final report of the SP. In 2013, the Working Group broadened membership to include the Department of Dental Hygiene and staff representatives. The work group completed documenting accomplishments, benchmark analysis, and an executive summary in December Within the seven core commitments, the group reported a total of 20 strategic imperatives and 56 benchmarks. Overall, the group found that 37 were met or exceeded. For those benchmarks that were not completely met, 14 were partially met and 5 not met. A summary table of the core commitments, imperatives, benchmarks and level of attainment for each is found on page 2. 1

2 Research Educational Effectiveness Strategic Imperative Benchmark Not Part (1) Provide the infrastructure to A. Evaluate and expand current infrastructure by: better meet the research needs of 1. Surveying faculty and students assessing the faculty and students infrastructure needs on an annual basis each fall semester 2. Analyzing survey data, disseminate result, and implement changes as necessary Part 3. Establishing a forum for recognizing and disseminating faculty and student scholarship 4. Implementing a Continuous Quality Improvement (CQI) program by fall 2010 B. Develop a plan to increase research capacity for Dental Hygiene (DH) Part 1. Seeks funds to support DH faculty involvement in research (i.e., workload equity across departments; additional faculty positions for release time, etc) (2) Promote scholarly endeavors and research by faculty and students (3) Engage in collaborative research partnerships (1) Engage faculty and students in a modern, dynamic, and multi-cultural curriculum supported by exceptional student-centered learning environments and state of the art technologies resulting in excellence in education (2) Expand innovative partnerships within the UH and with communities to provide a variety of enriching educational experiences (3) Support progression and successful graduation of all students, including those from underrepresented groups including Native Hawaiians and Pacific Islanders A. Baseline percent of faculty peer-reviewed publications, grants, student involvement research, and scholarly activities will increase by 20% each over baseline by the end of spring semester 2012 B. Develop, implement & evaluate a research development program for faculty A. Increase the number of research collaborations by 20% from 2009 baseline, with focus on communitybased settings and methods, health disparities, minority groups including Native Hawaiians and Pacific Islanders, and disadvantaged or vulnerable populations (including mental health) B. Increase interdisciplinary and/or international research by 20% A. Evaluate existing curriculum(s) for cultural relevance and identify any deficiencies B. Implement & evaluate a competency-based curriculum at the undergraduate nursing level C. Develop a plan (including resources and time allocation) for faculty support and mentoring systems to assure educational effectiveness D. Achieve and maintain national accreditation of programs E. Develop the plan and identify the resources for a permanent state-of-the-art facility for the Dept of Dental Hygiene, including space for clinical and classroom instruction, student lounge, and faculty office space Additional Initiatives for Educational Effectiveness A. Establish a minimum of two new extramural partnerships (e.g., MOUs with local, state, national and/or international partners) per year B. Establish a minimum of one new interdisciplinary collaboration annually (e.g., courses developed and utilized by various schools/departments [social work, law, JABSOM], collaborative student activities) within the UH system in addition to maintain existing interdisciplinary collaborations A. Student Experience Evaluations demonstrate high levels (>=90% responses meet >3.5 on 5-point scale) of satisfaction with SONDH services B. Program Completion 1. On time graduation rates (6 semesters) for nursing and dental hygiene remain at or above 85% 2. On time graduation rates for graduate students is at or above 85% C. Certification Rates: 1. The NCLEX pass rate will be at or exceed 90% Not Part Part Part Part Part Part Part 2

3 Social Justice Place Economic Development Strategic Imperative Benchmark Not Part 2. Masters Certification overall pass rates will be at or exceed 90% Part 3. The NBDHE and SBDHE pass rates will be at or exceed 95% Part D. Create a plan to accommodate international graduate student applicants (1) Create a positive, respectful, safe and productive working and learning environment free from harassment and discrimination, assuring the mutual respect and ethical behavior (2) Share an ethic of community service among faculty and students by partnering with the community in determining and addressing areas of specific and evolving needs of vulnerable and underserved populations, especially Native Hawaiians (3) To actively support representation and workforce diversity of Native Hawaiians and other under-represented students in all programs (1) Respect the aina (the land and all that nourishes) as a teacher and source of cultural knowledge with an emphasis on environmental protection and conservation, quality of physical surroundings, and sustainability of resources (2) Maintain state of the art and technology current facilities to service needs to students and faculty members (1) Educate highly skilled and diverse nurses and dental hygienists to meet the workforce needs for the 21st century (2) Increase public and private funding to support the school s contributions to research, education, and community service (3) Manage resources efficiently and effectively A. SONDH adopts a principle of respectful conduct, intention, practice and process respectful to all, unifying in spirit, and compassionate in nature tied to core values B. Annual improvements in faculty climate survey (Healthy work environment focus) C. Maintain involvement of administration, faculty, staff, students, and community in shared governance council and other school/departmental governance activities A. Increase percentage of faculty and student involvement in community by 5% A. Increase funding for under-represented student support (i.e., scholarships, stipends, conference travel) B. Secure funding for nursing & dental hygiene programs that benefit Native Hawaiians and other under-represented group as part of the core SONDH budget, beginning with IKE AO PONO C. Resume nursing COOP experiences for underrepresented students, including Native Hawaiians and Pacific Islanders Additional Initiatives for Social Justice Imperative 3 A. Development of a taskforce to create a sustainability plan for the SONDH B. Sustainability plan in action Fall Additional initiatives for Place Strategic A. Improve instructional and service capability of Hemenway and Webster Halls Additional initiatives for Place Strategic Imperative 2 Not Not Part Part Part Part A. Increase the number of non-compensated clinical faculty by 10% per year B. Align educational programs with workforce needs Additional initiatives for Econ Development Strategic A. Increase public and private funding to SONDH by 5% per year B. Establish a committee to develop strategies for increasing alumni involvement for the SONDH C. Increase alumni giving by 3% each year Not A. Increase non-resident graduate student enrollment and retention by 5% per year from 2010 baseline B. Develop feasibility and cost analysis plan for a Hawai I continuing education initiative Part C. Conduct a minimum of one quality management activity each year in education, research, and Not administration respectively 3

4 Cluture, Society & the Arts Technology (1) Showcase the multi-cultural, artistic and creative expression of students, faculty and staff at the SONDH (2) Increase the student and faculty awareness/ knowledge of the host culture, and the application of Hawaiian values to the well-being of all peoples in Hawaii (3) Foster alumni engagement and connection to the SONDH (1) Optimize the use of communication and information technologies to enhance education, administration, research and service at the SONDH (2) Improve access to nursing programs for rural, neighbor islands, Pacific Basin and affiliates thru innovative use of communication and information technologies (3) Plan, build and implement a state of the art nursing simulation center A. During each semester there will be three mail outs to alert SONDH students, faculty and staff of the many opportunities taking place on the UH campus for enriching their cultural background B. SONDH students will take part in the cultural activities of the many cultural groups on campus such Part as the Katipunan Club A. Develop collaboration with Hawai inuiakea, the School of Hawaiian Knowledge B. Implement pilot program to increase the number of service-learning experiences for undergraduate and graduate nursing and dental hygiene students A. Showcase alumni accomplishments at least once annually B. Implement one strategy per year C. Dovetail a fundraising objective/ event to support specific priority funding need(s) as identified by the committee for both the DON and DDH A. Develop and implement a comprehensive plan and budget for an infrastructure (i.e., hardware, software, training, technical support and space) that support competent use of communication and information technologies by faculty, staff, and students. 1. Perform a communication and information technology assessment of the current status and projected needs of the SONDH 2. Develop and implement a communication/technology orientation, training program for faculty, staff and students B. Integrate simulation technology in each appropriate core course in the SONDH 1. Develop a plan for increasing simulation within courses in the SON by 20% 2. Develop a plan to begin simulation in core Not courses within Dental Hygiene Additional initiatives for Technology Strategic A. Develop a plan to upgrade existing technology which will ensure that rural and neighbor island students will have access to nursing programs B. Secure funding for plan C Implement plan A. Simulation Center is self-sustaining through Part partnerships and creative funding mechanisms Additional Initiatives for Technology Strategic Imperative 3 4

5 MOVING FORWARD Nainoa Thompson, Native Hawaiian Navigator, talks about the necessity for having a sail plan to assist in the task of working towards the goal and notes the goal or destination should be articulated simply, in just a few sentences. A sail plan is an important concept conceived and put into practice by the non-instrument navigators of Hōkūle'a that they call a reference course. It is a strategy that is relatively simple in theory yet rigorously able to deal with problems and issues of ever changing weather and sea conditions as they occur on a journey progressing towards a desired landfall. Essentially, the idea is to plot a course aimed at the very center of as large a target as possible utilizing a strategy called expanded landfall. Our SP served as such a sail plan. This first SONDH SP designed to include clear measurable benchmarks and timelines provides us with several lessons. We arrived at our destination by keeping the target in our sights. We may have been overambitious is creating imperatives beyond our capacity to voyage. In particular, the imperatives related to place, society and the arts were difficult to achieve within a professional school required to be agile and responsive to changing winds. Nonetheless, we kept them in our sights while focusing on research, educational effectiveness, social justice, and technology. In summary, the SONDH community must be commended for the many and superb achievements of the past three years. Further, the release of the 2010 Institute of Medicine Future of Nursing report recommended educational transformation in a time of radical health care delivery transformation and increased use of technology in learning. The Department of Dental Hygiene transfer plan was sidelined by changes in UH leadership. The School was not daunted but rather inspired by the changing environment. The next plan will build on the lessons learned these past three years. 5