Investments Overall enrollment was reviewed and extensive discussions were held about reducing admissions, particularly in the BSN program, as other schools around the country were doing. However such reductions also would result in the need for fewer faculty and this reality mitigated against this course of action. In fact, the faculty took a strategic risk and decided upon a very bold investment. Instead of declining or retrenching, we decided to grow in capacity. National nursing trends made it clear that the Doctor of Nursing Practice (DNP) degree should be added to the educational portfolio at MUSC.
Thus, in spite of declining dollars, faculty voted to open a new academic program, the DNP (Stuart, Erkel, & Shull, 2010). This decision meant that faculty and staff would increase their workloads at a time of fewer resources. Impressively, everyone stepped up to the challenge. Staff assumed additional responsibilities. Faculty work assignments were adjusted to maximize teaching workloads, using cutting edge online teaching strategies as well as curriculum revision to accommodate the new DNP students. The result was that CON enrollments and tuition revenue grew at the very time that state appropriations were falling.
The research and practice programs in the College also continued to rise to the pressing financial challenges. A Center for Community Health Partnerships was formed to support and consolidate the infrastructure for the growth in community-based research and practice. Investigators matched their work with funding agencies that maximize financial recoveries for their program. The result was that grant submissions and grant funding increased, again at the very time that state appropriations were falling and teaching workloads were heavier than ever before.
College of nursing Revenue $6 million state appropriations tuition & fees grants & contracts
0 FY 2008
Spring | summer 2012
MUSC College of Nursing magazine - Spring/Summer 2012