A-Z Index

Strategic Plan

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MISSION STATEMENT

DISCUSSION

ASSUMPTIONS

GOAL I:

Deliver Exceptional Academic Programs

GOAL II:

Intensify the Quality and Quantity of Research and Scholarship to Achieve Top 10 Ranking by NIH

GOAL III:

Foster an Environment with Sound Resources to Attract and Retain Outstanding Faculty, Staff and Students

GOAL IV:

Enhance Outreach, Engagement and Strategic Communications

GOAL V:

Develop an All-Inclusive Approach to Diversity

 

MISSION STATEMENT

The mission of the College of Nursing is to prepare the next generation of nursing leaders and to be a leader in the discovery, dissemination and application of nursing knowledge. As the only state supported higher degree program in nursing, the college has a mandate to supply the next generation of nurses for the state of Iowa. As one of 11 colleges in a Research Extensive university, the College of Nursing has a responsibility to support its research mission through national leadership in both innovative educational programs and generation of new knowledge.

The College of Nursing endorses the mission, vision and goals set forth in the university's strategic plan as full participants in the initiatives that will define the direction of the university in both the short and long range.

DISCUSSION

While the mission of the college to prepare the next generation of nursing leaders and be a leader in the discovery, dissemination and application of nursing knowledge is plain, the competing demands on resources make strategic planning challenging, at the very least. As the only state supported higher degree program in nursing, the college has a mandate to supply the next generation of nurses for the state of Iowa. As a vital participant in a Research One University, the college has a responsibility to be a national leader in both education and research. If resources were unlimited, there would be no issues. Given that resources are finite, however, strategic planning must walk the fine line, embracing both of these often competing mandates but not to the exclusion of either.

In the short term, there are two major issues that will warrant strategic decision very soon. The first has to do with the management of enrollment and the distribution of students among the pre- and post-licensure programs of study offered in the College of Nursing. The second has to do with the extent to which courses and programs are offered on-line as opposed to on-site. Given the unlikelihood that there will be state support for increasing the size of the faculty and offering more programs, the decision guiding the enrollment of students and the use of distance technology must be guided by (1) consonance with national directions, (2) the capacity to attract diverse students, (3) the return on investment of resources (e.g. cost per graduate), and (4) the extent to which the college's mission and mandate are served.

ASSUMPTIONS

To guide the strategic planning process, the faculty endorsed the following assumptions at the Faculty Organization meeting of February 28, 2006.

1. As a Research Extensive institution, the College of Nursing's primary responsibility to the State of Iowa and the nation is to prepare nurse scholars and academics at the PhD level.

2. A companion responsibility of the College of Nursing is preparation of advanced practice nurses prepared to assume leadership roles.

3. The College of Nursing is the primary institution in the State of Iowa with the faculty and clinical resources needed to prepare advanced practice nurses and nurse scholars and educators.

4. While preparing a nursing workforce is a part of the college's mission, a major obligation is to ensure that other nursing programs in the State have adequately prepared faculty to educate sufficient numbers of front line providers.

5. As a Research Extensive institution, the College of Nursing is positioned to attract "the best and the brightest" into its applicant pool.

6. The major focus of academic programs in the College of Nursing should be post-baccalaureate education.

7. Since fiscal and human resources to deliver academic programs in the College of Nursing will not decrease substantially in the future, faculty resources will need to be redirected to preparation of advanced practice clinicians and nurse scholars.

GOAL I:

Deliver Exceptional Academic Programs

Strategies:

  • Recruit high quality students (Undergraduate and Graduate), including students from under-represented groups
  • Refine student advising to provide intensive academic and career guidance, and include retention strategies for students from underrepresented groups
  • Foster and reward excellence in teaching
  • Improve financial assistance for students
  • Continue evolution of curriculum to meet demands of practice and research
  • Enhance learning through the innovative use of simulation and web based technology
  • Implement interdisciplinary learning experiences
  • Create a systematic program for development and evaluation of clinical preceptors as teachers
  • Develop dedicated educational units at clinical sites
  • Improve access to academic programs through expansion of distance education options
  • Track and improve outcomes for students while enrolled and post-graduation

 

GOAL II:

Intensify the Quality and Quantity of Research and Scholarship to Achieve Top 10 Ranking by NIH

Strategies:

  • Increase the number of externally funded grants
  • Identify areas of nursing research with strong potential for external funding and recruit and develop faculty in those fields of inquiry
  • Cultivate the development of high quality, high reward interdisciplinary scientific programs
  • Expand training programs for predocs, postdocs and faculty
  • Expand collaboration with UIHC Department of Nursing and other partners to support clinical and translational research priorities

GOAL III:

Foster an Environment with Sound Resources to Attract and Retain Outstanding Faculty, Staff and Students

Strategies:

  • Assure a sustainable financial position for the College built on non-GEF operational revenue sources
  • Grow the faculty practice
  • Expand philanthropy to the college
  • Recruit promising tenure track and clinical track faculty, including faculty from under-represented groups
  • Implement programs to retain faculty
  • Promote faculty and staff development
  • Continue improvement of facilities and equipment to meet the demands of academic programs and research
  • Develop and execute a strategic communication plan for the college

GOAL IV:

Enhance Outreach, Engagement and Strategic Communications

Strategies:

  • Systematically identify and track outreach activities of the college
  • Develop collaborative relationships with educational and practice settings in local communities
  • Expand engagement with alumni beginning with graduation
  • Expand scope of engagement with philanthropic foundations to promote fund raising
  • Collaborate with Iowa stakeholders to implement recommendations from the Institute of Medicine’s Future of Nursing report
  • Provide opportunities for nurses to engage in lifelong career development

GOAL V:

Develop an All-Inclusive Approach to Diversity

Strategies:

  • Provide a broad range of educational and cultural enrichment programs to all segments of the college
  • Implement recruiting and retention initiatives geared toward under-represented groups of faculty, staff and students
  • Incorporate cultural competency and related diversity initiatives into all academic programs
  • Develop targeted partnerships to expand global learning experiences