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2021-2024 STRATEGIC PLAN

PREPARING THE NURSES OF TOMORROW


Contents Letter from the Dean

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College Overview

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Mission & Vision 7 Strategic Planning Process

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College of Nursing 2021-2024 Goals 9 Goal 1: Education 11 Goal 2: Research 12 Goal 3: Practice 13 Goal 4: Reputation 16

Appendix A – Organizational Chart

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Appendix B – FY 2021 Strategic Planning Committee 20

HEALTH.USF.EDU/NURSING

To learn more about the USF Health College of Nursing


2021 – 2024 Strategic Plan

Letter From The Dean

T

he USF Health College of Nursing, founded in 1973, now boasts 2,200 active students, 65 full-time faculty, 101 adjunct faculty, and 62 staff. Following what has surely been one of our most challenging years, we have committed to our new strategic plan while sustaining a culture of innovation, deep respect, and diversity and inclusion. During my tenure as interim dean of the college, and at the height of the pandemic, I was amazed at how our college community came together, whether it be pivoting to offer classes online, operating from home in a bewildering world of Teams and Zoom meetings, or ensuring that our students had the same excellent experience that we offered in previous years. Beginning in November, I was appointed dean and have continued to witness the same drive and camaraderie in our community. We have bold aspirations, and we have tremendous talent in-house to achieve these goals. The 2021 – 2024 strategic plan lays the framework for our path forward for the next three years. We chose this time frame for our strategic plan accounting for a dynamic professional nursing marketplace, the escalating changes in academia, and the evolving nature of our socio-political climate. Over the past year, we have come to realize we can do anything as a team that values compassion and adventure. The college has maintained a 95% NCLEXRN pass rate (well above the national and Florida rates for first-time test takers), a strong average pass rate for graduate certifications (96%) and 100% pass rate in the nurse anesthesia program. Responding to market trends, we have initiated new certificate and fellowship programs that are bringing revenue and recognition to the college. Faculty continue to shine in the national 4

Usha Menon, PhD, RN, FAAN Dean and Professor College of Nursing Senior Associate Vice President USF Health

spotlight with academy fellowships and prestigious committee memberships. We are ranked in the top 50 nursing schools by U.S. News & World Report for our master’s and Doctor of Nursing Practice programs, and ranked 34 in National Institutes of Health (NIH) funding in the Blue Ridge Institute for Medical Research ranking. Our commitment to interprofessional education remains strong with continuing dual degree graduate programs with the College of Public Health. Our dedication to community engagement was prominently evident during the pandemic where students and faculty served over 20,000 volunteer hours doing COVID-19 testing, follow-up care, and giving vaccines. In the summer of 2020, far reaching community projects provided educational resources for both children and elderly as well as food and clothing during the height of the pandemic. In 2020, the college of nursing was featured in over 50 news stories. As dean for the past year, I could not be more proud or more excited for our future. We have the talent and capability to become a transformative force in Florida, setting the stage and pace for innovation in education, advancing science, and engaging with and serving our communities. To that end, we will not pause but will look at and past each experience as a bridge to activities that further strengthen our impact. *See Appendix A for the College of Nursing Organizational Chart.


We have committed to our new strategic plan while sustaining a culture of innovation, deep respect, and diversity and inclusion. 5


2021 – 2024 Strategic Plan

COLLEGE OVERVIEW The College of Nursing is an integral part of USF Health and the University of South Florida (USF). We strive to live by our mission to employ innovation, diversity and inclusion to ensure our graduates are prepared to deliver world-class clinical care and research. Founded in 1973, the College is one of 14 colleges that comprise USF. USF is situated in the vibrant and diverse Tampa Bay region, with campuses in Tampa, St. Petersburg and Sarasota-Manatee. Together these campuses serve more than 50,000 students and offer undergraduate, graduate, specialist and doctoral degrees. The students are a diverse group, coming from every state, every U.S. territory, and more than 145 countries around the world. With 2,200 active students, 65 full-time faculty, 101 adjunct faculty, and 62 staff, the college is in an active growth phase. Student diversity is growing with 18% Hispanic students, 11% African American, and 7% Asian. Our newly appointed Chief Officer of Diversity, Inclusion, and Equity will continue to grow our diversity plan. Research initiatives are both cutting-edge and thriving while maintaining the college rank of 34 in NIH funding. Educational programs remain highly competitive with the master’s and Doctor of Nursing Practice ranked among the best nursing schools by U.S. News and World Report. In keeping with USF’s Carnegie Community Engagement Classification, the college maintains robust community engagement initiatives, and is developing a faculty practice plan.

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MISSION Employ the core values of excellence, innovation, inclusion, and respect to educate future nurses, advance nursing science, and implement evidence-based clinical practice to improve health and wellness.

VISION Be the aspirational leader in nursing education, research and practice.

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2021 – 2024 Strategic Plan

STRATEGIC PLANNING PROCESS To develop the strategic plan for 2021 – 2024, a Strategic Planning Committee (“the Committee”) of nine members representing various units was formed in November 2020 by the Dean, Usha Menon (see Appendix B for committee list). The charge to the committee was to consider past achievements while also objectively examining the state of the college and aspirations to identify the road map for the next three years. We anticipate this plan will play a pivotal role in our growth and success by providing an action plan for priorities while allowing us to be agile within an evolving academic and professional environment. Each committee member drafted an assigned section which was then reviewed and edited by other members. Committee members consulted with key stakeholders in the college to develop their sections. A penultimate version was shared with all faculty and staff with responses due back in eight days. Additionally, the committee met with Staff Council at their regular meeting and further solicited feedback, and with Faculty Council for the same purpose. Feedback from both groups was integrated, and the committee came to a consensus on differences or redundancies to finalize the strategic plan.

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GOALS INTRODUCTION Four core focus areas were identified to organize the 2021 – 2024 College of Nursing strategic goals. These focus areas include education, research, practice, and reputation.

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EDUCATION

2

RESEARCH

3

PRACTICE

4

REPUTATION

Educate nurses at the generalist, specialist, and scientist levels who are highly prepared to make a significant impact on local, national, and global health outcomes.

Enhance the conduct and dissemination of nationally recognized nursing science research and innovations that improve health and well-being.

Establish the college faculty practice to meet the needs of our community and to provide practice opportunities for nurse practitioner faculty.

Improve the regional and national reputation of the college through raising awareness, enhancing strategic engagement with stakeholders, developing sustainable community partnerships, and increasing rankings.


2021 – 2024 Strategic Plan

01

EDUCATION Educate nurses at the generalist, specialist, and scientist levels who are highly prepared to make a significant impact on local, national, and global health outcomes.

OBJECTIVES & INDICATORS

1

Ensure all academic programs meet applicable accreditation standards. Indicator I.1.1: Successful CCNE re-accreditation for all degree programs in FY22. Indicator I.1.2: Successful COA re-accreditation for the CRNA program in FY23.

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Achieve NCLEX and certification pass rates at the highest levels consistently. Indicator I.2.1: Increase annual NCLEX first-time pass rate and maintain at a minimum of 96% in FY22, FY23, & FY24. Indicator I.2.2: Increase the annual average first-time pass rate for all Nurse Practitioner certifications and maintain at a minimum of 95% in FY22, FY23, & FY24.

3

Create new pathways, concentrations, and/or certifications tailored to meet future work force needs. Indicator I.3.1: Implement a continuous best-in-class and market analysis of internal and external professional needs in FY22. Indicator I.3.2: Launch an Adult-Gerontology Acute Care Post-Graduate Certificate in FY22. Indicator I.3.3: Launch RN First Assist Certificate Program in FY22. Indicator I.3.4: Launch an interdisciplinary Integrative Advanced Pain Certificate program in FY22. Indicator I.3.5: Launch a Neonatal Nurse Practitioner program in FY23. Indicator I.3.6: Launch a graduate Palliative Care/Oncology Certificate in FY24.

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Increase student enrollment and student diversity to meet community needs. Indicator I.4.1: Review and revise the admission process to implement a holistic admission review in FY22. Indicator I.4.2: Increase recruitment of underrepresented minority students at the college by 10% by FY23. Indicator I.4.3: Demonstrate full execution of a holistic admission process across programs that yields a 10% and 15% increase of underrepresented minority students by FY23 and FY24, respectively.

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Strategically increase full-time, diverse, non-tenure earning faculty to align with program needs. Indicator I.5.1: Optimize the ratio of full-time faculty to adjunct faculty in graduate and undergraduate programs by FY22. Indicator I.5.2: Increase the number of underrepresented minority non-tenure earning faculty in graduate and undergraduate programs by 10% by FY24. Indicator I.5.3: Mentor at least 15% of the current non-tenure earning faculty for advancement in rank by FY24. 11


2021 – 2024 Strategic Plan

02

RESEARCH Enhance the conduct and dissemination of nationally recognized nursing science research and innovations that improve health and well-being.

OBJECTIVES & INDICATORS

1

Recruit talented NIH-funded research faculty focused on improving health equity through data systems science, health determinants science, implementation science, and precision science. Indicator II.1.1: Hire at least two tenured or tenure track faculty with strong developing or existing research programs in FY22. Indicator II.1.2: Hire at least two additional tenured or tenure track faculty with strong research programs by FY24. Indicator II.1.3: Increase the number of underrepresented minority tenure-earning faculty by 30% by FY24.

2

Increase peer-reviewed publications of faculty and students. Indicator II.2.1: Increase publications by tenure track faculty in peer-reviewed journals by 10% yearly in FY22, FY23, & FY24. Indicator II.2.2: Increase publications by tenure track faculty with student mentees in peer-reviewed journals by 5% yearly in FY22, FY23, & FY24. Indicator II.2.3: Increase NTE faculty publications in peer-reviewed journals by 10% annually in FY22, FY23, & FY24. Indicator II.2.4: Increase publications of NTE faculty with student mentees in peer-reviewed journals by 5% annually in FY22, FY23, & FY24.

3

Increase NIH-funded/federal grant awards. Indicator II.3.1: Increase number of NIH grants submitted by 15% in FY22. Indicator II.3.2: Increase number of NIH grants submitted by an additional 5% in FY23. Indicator II.3.3: Increase number of NIH grants submitted by an additional 5% in FY24. Indicator II.3.4: Increase number of minority supplements submitted to federal grants by at least one in FY22. Indicator II.3.5: Increase number of other federal or foundation grants submitted by 10% in FY23. Indicator II.3.6: Increase number of other federal or foundation grants submitted by an additional 5% in FY24.

4

Increase the faculty leadership influence regionally and nationally. Indicator II.4.1: Increase number of American Academy of Nursing fellowships by three by FY23. Indicator II.4.2: Increase current faculty cohort on regional and national professional organizations’ committees by 30% by FY24.

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5

Increase dissemination of peer-reviewed scholarly activities and innovations.

6

Increase training grants for pre-doctoral and post-doctoral students.

Indicator II.5.1: Increase number of innovations/inventions/patents by one by FY24.

Indicator II.6.1: Submit one T32 training grant by FY23. Indicator II.6.2: Submit one F31 training grant annually in FY22, FY23, and FY24.

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Increase endowed professorship and fellowships through private philanthropy. Indicator II.7.1: Establish at least one endowed research professorship by FY23. Indicator II.7.2: Increase number of private foundation proposals submitted by an additional 5% in FY23. Indicator II.7.3: Increase number of private foundation and corporate proposals for fellowships submitted by an additional 10% in FY24.

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Launch international health research to establish a global presence. Indicator II.8.1: Increase global research partner institutions by two by FY24. Indicator II.8.2: Increase global research grant awards by two by FY24. Indicator II.8.3: Implement research with one existing global partner institution by FY24

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2021 – 2024 Strategic Plan

03

PRACTICE Establish the college’s faculty practice to meet the needs of our community and to provide practice opportunities for nurse practitioner faculty.

OBJECTIVES & INDICATORS

1

Establish business agreements with practice partners. Indicator III.1.1: Obtain agreement for faculty practice models from UFF union and USF Health in FY22. Indicator III.1.2: Launch a practice agreement with the USF Health Practice Plan in FY22. Indicator III.1.3: Launch a practice agreement with the Port Tampa Bay clinic in FY23. Indicator III.1.4: Launch a practice agreement with USF Student Health Services by FY24. Indicator III.1.5: Establish practice positions for at least 10% of faculty in USF Health, Port Tampa Bay, Student Health or other clinical settings by FY24.

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2021 – 2024 Strategic Plan

04

REPUTATION Improve the regional and national reputation of the college through raising awareness, enhancing strategic engagement with stakeholders, developing sustainable community partnerships, and increasing rankings.

OBJECTIVES & INDICATORS

1

Use website and social media analytics to inform engagement of social media presence. Indicator IV.1.1: Develop measures per industry standards and evaluate website engagement annually in FY22, FY23, & FY24. Indicator IV.1.2: Develop measures per industry standards and evaluate social media engagement and impact annually in FY22, FY23, & FY24.

2

Increase nursing alumni engagement with college activities. Indicator IV.2.1: Hold at least six alumni engagement activities annually in FY22, FY23, & FY24. Indicator IV.2.2: Increase external traffic to the college’s alumni webpage by 10% annually in FY 22, FY23, & FY24. Indicator IV.2.3: Launch an online alumni magazine to engage alumni with the college in FY22.

3

Establish a Board of Visitors for the college comprised of key stakeholders to increase reputation, community presence, and development potential. Indicator IV.3.1: Seat the Board of Visitors with at least 12 members in FY22. Indicator IV.3.2: Establish faculty liaisons for each Board sub-committee by strategic area in FY22.

4

Maintain existing community partnerships with a focus to transition to sustainability of project activities. Indicator IV.4.1: Develop plans and implement sustainability activities with the Tampa Police Department’s Peds to Succeed/EnRiched Families and Hillsborough County Schools in FY22 and the Wimauma Project 7 in FY24.

5

Increase fellowships/appointments of faculty members in practice and educational academies.

6

Develop focused approach for staff professional advancement.

7

Increase initiatives with potential for international, national, and state recognition.

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Indicator IV.5.1: Increase the number of fellows in nurse practitioner and other specialty academies by 10% by FY24.

Indicator IV.6.1: Increase participation of staff in professional development training by 20% annually in FY22, FY23 & FY24.

Indicator IV.7.1: Increase number of national and international podium presentations by 10% annually in FY22, FY23, & FY24.


Indicator IV.7.2: Develop a nurse-faculty specific speaker’s bureau and increase awareness across organizations and media outlets in FY22. Indicator IV.7.3: Increase faculty participation in national and internal media opportunities to showcase the college by FY24.

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Improve national research rankings. Indicator IV.8.1: Increase Blue Ridge Institute of Medical Research college ranking from 34 to 28 by FY24. Improve rank of U.S. News & World Report rankings. Indicator IV.9.1: Increase the college’s U.S. News & World Report DNP ranking from 48 to 42 by FY24. Indicator IV.9.2: Increase the college’s U.S. News & World Report master’s ranking from 47 to 41 by FY24. Indicator IV.9.3: Increase the college’s U.S. News & World Report CRNA-DNP ranking from 94 (2016) to top 50 by FY24.

10

Maintain responsible stewardship of college resources. Indicator IV.10.1: Balance the college budget annually. Indicator IV.10.2: Allocate resources equitably and appropriately across college initiatives.

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APPENDIX A: Organizational Chart

Charles J. Lockw Senior Vice Presi External Advisory Board TBA

Student Advisory Board

Usha Menon, P Dean, Colleg Senior Associate Vice

Brittany Sheehy Executive Liaison to the Dean

Deleise S. Wilson Sr. Associate Dean, Faculty Affairs

Alicia Rossiter Chief Officer, Military & Veteran Affairs

Ann Joyce Associate Director, Certificates & Continuing Education

Ivonne Hernandez Chief Officer, Diversity & Equity

Denise Maguire Sr. Associate Dean, Alumni, Community & Global Engagement

TBA Associate Director, Development

TBA Sr. Associate Dean, Research

Carmen Mitchell Assistant Director, Research Administration

Tenure Track Faculty with Research Emphasis

Tracey Taylor Sr. Associate Dean, Academic Affairs & Educational Innovation Theresa Beckie Director, PhD Program

John Maye Director, Affiliated Fellowships Catherine Belden Assistant Dean, Undergraduate Program Christina Bricker Assistant Dean, Graduate Clinical Programs Alan Todd Assistant Dean, Simulation & Experiential Learning Marcia Johansson Director, Clinical Affairs

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Michelle Canale Director, Nurse Anesthesia


wood, MD, MHCM ident, USF Health

PhD, RN, FAAN ge of Nursing President, USF Health

Cassandra Garza Administration Specialist

Tanya Hodges Director, Student Affairs

Xavier Ramos (Interim) Assistant Director, Admissions Kirsten Manzi Assistant Director, Undergraduate Advising

Tasha Brown Associate Director, Educational Design & Technology Educational Design & Technology Team

Elizabeth Jordan Sr. Associate Dean, Assessment, Evaluation & Accreditation Sophia Ramesar Assistant Director, Information Stewardship

Jessica Gelabert Director, Finance, Administration & Operations

Jessica Samaniego Manager, Communications & Marketing

Hannah Mark-Serieux Assistant Director, Human Resources Jean Vaccaro Manager, Fiscal & Business Operations

Julia Myers Assistant Director, Student Programs & Academic Support

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APPENDIX B: FY2021 Strategic Planning Comm

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mittee

PURPOSE The College of Nursing Strategic Planning Committee serves as an advisory committee to oversee the strategic plan development, execution, and evaluation.

CHAIR Usha Menon, PhD, RN, FAAN Dean, College of Nursing Senior Associate Vice President, USF Health

MEMBERS 1. Theresa Beckie, PhD, FAHA, FAAN – Associate Dean, PhD Program 2. Jessica Gelabert – Director, Finance, Operations, and Administration 3. Ivonne Hernandez, PhD, RN, IBCLC – Chief Officer of Diversity, Inclusion, and Equity 4. Elizabeth Jordan, DNSc, RNC, FAAN – Senior Associate Dean, Assessment, Evaluation, and Accreditation 5. Denise Maguire, PhD, RN, FAAN – Senior Associate Dean, Alumni, Community, and Global Engagement 6. Julia Myers – Interim Director, Student Affairs 7. Susan Perry, PhD, CRNA, APRN, FAAN – Senior Associate Dean, Faculty Affairs 8. Tracey Taylor, DNP, APRN, ACNP-BC – Senior Associate Dean, Academics and Educational Innovation

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Strategic Plan FY 2021 - FY 2024

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USF Health College of Nursing Strategic Plan 2021-2024  

USF Health College of Nursing Strategic Plan 2021-2024  

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