Blueprint for Academic Excellence at USC College of Nursing

More documents

Recommendations

Info

eflect current practice expectations. The Institute of Medicine is calling for at least 80% of the RN population to be baccalaureate prepared by 2020. A concerted effort must be made to direct funding and resources to programs that produce nurses that satisfy this mandate. In addition to the nursing shortage, the projected shortage of physicians will also put a strain on the healthcare system and increase the demands placed on RNs and other providers. By 2020, the Association of American Medical Colleges projects a shortage of more than 90,000 physicians needed to provide primary care and specialty services. The healthcare system is transforming and, fortunately, the system is changing in a way that will increasingly reward providers for quality and prevention of avoidable complications, mortality, readmissions, etc. Nurses are vital to an organization’s ability to survive, let alone thrive in such an environment, and many more will be needed to implement quality and patient safety measures. (AACN)" With the Institute of Medicine's (IOM) report on The Future of Nursing, the demand for nurses with baccalaureate and higher degrees is well documented – necessitating an increased number of admissions and graduations within this College of Nursing to help meet the healthcare needs of the citizens of this state and beyond. The CON faculty has worked hard to address the shortage, doubling upper division enrollments and increasing the number of graduates across all nursing programs. With the focus remaining on quality and effectiveness, all program curricula are under review, reorganization of the PhD program is underway, and the faculty members are actively engaged in re-thinking the way nursing education is delivered. The goal is for the USC College of Nursing to become recognized as a national leader in innovative educational programs. Goal 1: Transform Nursing Education: Initiative 1-A – Implement a 3-year enrollment plan for all academic programs based on available resources. Action Plan: Strategy 1. A. Develop a defined, but flexible 3-year enrollment plan across all programs utilizing defined metrics. o Strategy 1.A. 1. Determine cap or growth for undergraduate upper division admissions (includes Columbia, Lancaster, and Salkehatchie campuses) o Strategy 1.A.1.1. Develop a transition plan to determine feasibility, budget requirements, and a proposed timeline for undergraduate upper division admissions twice per year o Strategy 1.A. 1.2. Increase enrollment at Salkehatchie and Lancaster as resources (numbers of faculty, sufficient physical space, adequate clinical facilities for students, availability of integrated learning technology/support, access to state-of-the-art patient simulation labs, and additional funding) allow o Strategy 1.A. 2. Align PhD recruitment with faculty in CON core research emphasis areas researchers o Strategy 1.A.3. Assure alignment of DNP program with current national criteria o Strategy 1.A.4. Continue to grow the DNP & PhD programs as available resources allow 8
Initiative 1 - B – Improve quality and effectiveness of academic programs while committing to innovative and nimble curricula. Action Plan: Strategy 1.B.1 Align curricula relevant with current and future health reform and workforce issues Strategy 1.B.2. Maintain success strategies to insure NCLEX pass rates on first write at or above 90% via ATI test analyses and targeted curricular changes Strategy 1.B.3. Continue to implement program evaluation plan with a particular focus on improving Freshmen-Sophomore retention rates, six-year graduation rates, and numbers of doctoral degrees awarded Strategy 1.B.4. Continue to assist faculty to excel in distributed learning pedagogy while expanding this technology, as appropriate, across all nursing program curriculums Strategy 1.B.5. Expand capacity for high fidelity simulation in the Center for Student Learning to accommodate increased numbers of students and enhanced use of simulation to insure that all students have practice with critical patient care scenarios not commonly seen in the clinical setting Strategy 1.B.6. Determine the feasibility and budget requirements for a revised MSN program based on the AACN Essentials for Master’s Education in Nursing Strategy 1.B.7. Determine SC current and future needs for advanced practice nurse education, and if appropriate, develop the transition plan from the NP- MSN program to an NP-DNP program Goal 2 – Sustain Research Excellence Research is a critical element in both health promotion and maintenance. Nurses bring a unique perspective to the research arena that combines both art and science in generating new knowledge to provide solutions for complex health care issues. In this era of increasing demand for interdisciplinary research, nurses make contributions from multiple perspectives especially in the area of translational research and evidence-based practice. The USC CON plays a critical role in contributing to the health care of South Carolinians through its progressive and visible research programs. The IOM Future of Nursing Report devotes an entire chapter to the need for nursing research. The web link is provided here for viewing the chapter. http://thefutureofnursing.org/sites/default/files/7%20Recommendations%20and%20Research%20Prioritie s%20(227-242).pdf To provide a quick overview of the research priorities set forth in this landmark IOM report, and to assist in defining the importance of supporting and developing the USC CON research office infrastructure, faculty, and PhD program, a few bullet points are included. Scope of Practice • Comparison of costs, quality outcomes and access associated with a range of primary care delivery models. • Examination of the impact of expanding the range of providers allowed to certify patients for home health services and for admission to hospice or a skilled nursing facility. 9
Page 2 and 3: Blueprint for Academic Excellence a
Page 4: USC College of Nursing Blueprint fo
Page 7: "Dr. Auerbach and colleagues also w
Page 11 and 12: Strategy 2.A.1.3. Continue to devel
Page 13 and 14: Action Plan: Strategy 4.A.1. Enro
Page 15 and 16: Strategy 5.B.2. Evaluate current pr
Page 17 and 18: 3. Sophomore retention rate for cla
Page 19 and 20: 7. Four-, Five- and Six- Year Gradu
Page 21 and 22: 11. Number of faculty by title (ten
Page 23 and 24: FY2011 NON-RESEARCH (7) Health Reso
Page 25 and 26: South Carolina Governor’s Office
Page 27 and 28: 5. Total sponsored research expendi
Page 30 and 31: Appendix A Unit Statistical Profile
Page 32 and 33: 2. Number of undergraduate and grad
Page 34 and 35: advisement sessions will be availab
Page 36 and 37: Appendix C Student Graduation and P
Page 38 and 39: Appendix D Distributed Learning (DL
Page 40 and 41: navigation and information retrieva
Page 42 and 43: Culley, JM. & Polyakova-Norwood, V.
Page 44 and 45: Appendix F Faculty Hiring/Retention
Page 46: Appendix G Funding Sources 46

Blueprint for Academic Excellence at USC College of Nursing

Create successful ePaper yourself

Delete template?

Save as template?