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Strategic Plan for Kirkhof College of Nursing

Context For Planning

Grand Valley State University
Kirkhof College of Nursing

2016-2021 Strategic Plan

PREAMBLE

As part of the strategic positioning process to create the 2016-2021 Grand Valley State University (GVSU) Strategic Plan, the GVSU Board of Trustees (BOT) reviewed and affirmed GVSUs mission statement and the creation of a new vision statement and values statement. To advise and guide the 2 year development phase of the strategic positioning process, a 25-member, institution-wide Strategic Positioning Committee (SPC) was formed.  The SPC sought feedback from many representative groups to inform the creation of the 2016-2021 GVSU Strategic Plan. More specifically, the SPC studied the findings from an extensive environmental scan of current and anticipated demographic, economic, social, cultural, and technical forces most likely to impact GVSUs ability to fulfill its mission and vision over the upcoming six year period. This scan included strategic conversations with key stakeholders, review of GVSU 2010-2015 performance data, accreditation information from various sources, and survey feedback from donors. The 2016-2021 GVSU Strategic Plan was approved by the universitys BOT in 2015.

The 2016-2021 Grand Valley State University (GVSU) Strategic Plan and the complementing 2016-2021 Kirkhof College of Nursing (KCON) Strategic Plan are conceptual, living documents that should be continually updated as new internal and external opportunities and challenges emerge. This responsive, proactive stance will require constant review, regular monitoring, and ongoing modification to remain optimally relevant and useful for resource allocation, budgeting and the assessment of institutional progress (GVSU, 2015, p.5). [1]

GVSU will continue its commitment to maintaining momentum in achieving additional outcomes integral to its vision, mission and values. For example, some of these fundamental outcomes include: enrollment diversification and management; reduction of time to graduation; increase in graduation rates; management of costs; enhanced affordability; and the launch of innovative, entrepreneurial initiatives (GVSU, 2015, p. 12). Similarly, KCON will continue its commitment to continually accomplish previously identified outcomes foundational to KCONs vision and mission. Many of those fundamental outcomes align with standards of accreditation for baccalaureate and graduate nursing programs and focus on mission and governance; institutional commitment and resources; curriculum and teaching-learning practices; as well as assessment and achievement of program outcomes (Commission on Collegiate Nursing Education, 2013, p. 1). [2]

The 2016-2021 KCON Strategic Plan was developed KCONs Strategic Planning Committee (KCON SPC) over an approximate one year period beginning in the spring of 2015. Members on the KCON SPC represented the following constituencies: Professional Support Staff, Office of Student Services, Family Health Center personnel, KCON Faculty, and Administration. In the early stages of forming the 2016-2021 KCON Strategic Plan, KCON SPC members reviewed GVSU and KCON vision, mission, and value statements (current and revised) and participated in a facilitated SWOT analysis on each of the four GVSU strategic priorities. In addition KCON SPC members and the KCON Advisory Board identified things KCON did well and areas where the college could excel. Updates were provided to the KCON Faculty Organization Committee (FOC) at regular intervals as a mechanism to incorporate additional perspectives. In December 2015, the FOC approved the revision of the KCON vision statement to further align with the revised GVSU vision statement. The 2016-2021 KCON Strategic Plan is therefore comprised of aspirational objectives under strategic priorities that seek to achieve institutional outcomes in alignment with GVSU.


4 STRATEGIC PRIORITIES

SP#1: Actively engage learners at all levels

SP#2: Further develop exceptional personnel

SP#3: Ensure alignment of institutional structures and functions

SP#4: Enhance the institutions image and reputation


5 INSTITUTIONAL OUTCOMES

  1. Grand Valleys learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities;

  2. Grand Valley is diverse and inclusive.

  3. Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities;

  4. Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies;

  5. Grand Valley strategically allocates its fiscal, human, and other institutional resources.


GVSU VISION

Grand Valley State University demonstrates its commitment to providing an inclusive learning environment where all students can explore new directions, find their niches, and develop skills for life and productive careers. Grand Valley is known for increasingly innovative and outstanding teaching, recognized scholarship, significant community engagement, and excellent stewardship of its resources. Our university inspires and equips students to be active lifelong learners and global citizens. Grand Valley strives to be a model public university shaping leaders for success.


GVSU MISSION

Grand Valley State University educates students to shape their lives, their professions, and their societies. The university contributes to the enrichment of society through excellent teaching, active scholarship, and public service.


7 GVSU CORE VALUES

EXCELLENCE-
Grand Valley State University values excellence in all aspects of its enterprise. Our students levels of performance in learning, scholarship, and community service; our stewardship of resources; our regular assessment and refinement of instructional and operational processes; and our shared dedication to excellence compel us to strive for exemplary and responsible outcomes in all that we do. Within our academic community, we individually and collectively celebrate our successes and the difference our commitment to excellence makes to individuals and communities in West Michigan, the state, the nation, and the world.

INTEGRITY-
Grand Valley State University values honesty, fairness, and openness in its actions, transactions, and communications. Our emphasis on integrity compels us to respect and teach the fundamental tenets of a liberal education that remain central to our identity and reputation. We moreover value the incorporation of ethics into critical thinking and decision making institution-wide. The value we place on integrity underscores our intention to be trustworthy, dependable, and adhere to legal and regulatory requirements; we aspire to set an example for others in our words and actions. Our stakeholders and the public can count on Grand Valley to make wise decisions and carry them out transparently and with fidelity to the universitys mission and vision for its future. As members of the Grand Valley community we hold ourselves accountable to each other, the institution, and the broader public that we serve.

INQUIRY-
Grand Valley State University values inquiry, which encourages the lifelong pursuit of knowledge to improve the human condition and expand our understanding of the world. Consistent with our historical commitment to liberal education, we invest our resources to promote intellectual growth, creativity, scholarship, and critical thinking in our students, our faculty and staff, and the communities we serve. We promote global education and an internationalization of our curriculum that celebrates and encourages intellectual exploration, open discourse, and the unfettered expression that characterizes the academy. We celebrate and promote freedom of speech as foundational to the creation and dissemination of knowledge in every discipline. We are committed to learning as a means of preparing individuals for academic success, meaningful careers, and exemplary community service.

INCLUSIVENESS-
Grand Valley State University values all identities, perspectives, and backgrounds and is dedicated to incorporating multiple voices and experiences into every aspect of its operations. We believe that diversity competencies are an intellectual asset and that a range of thoughtful perspectives and a commitment to open inquiry strengthens our liberal education tradition. We recognize that the long-term viability of the institution depends upon anticipating and meeting the needs of emerging constituent groups, especially our changing student body. Therefore, the institution seeks to include, engage, and support diverse groups of students, faculty and staff members, as well as community members. Grand Valley is committed to strengthening our living, learning, and working environment by recognizing and removing the barriers to full participation and providing a safe, inclusive, vibrant community for all.

COMMUNITY-
Grand Valley State University values its connections to, participation with, and responsibility to local communities, West Michigan, the state, the nation, and the world. We value the collaboration of faculty members, staff members, and students with external partners in addressing mutual interests and community needs. The university offers the communities it serves resources and inspiration in their own lifelong pursuit of knowledge. Faculty and staff members are encouraged to contribute their expertise and service working in partnership with communities. Students are encouraged to take part in various service learning and volunteer opportunities in their communities and abroad. To foster and expand these community connections, the institution and its members promote, value, and honor diverse perspectives.

SUSTAINABILITY-
Grand Valley State University values the guiding principles of sustainability in helping to meet the current needs of our faculty members, staff members, and students without compromising the needs and resources of future generations. We are committed to working with our community partners to create a sustainable future for our university, our community, our region, our state, our nation, and the world. We model applied sustainability best practices in our campus operations and administration, education for sustainable development, student involvement, and community engagement by promoting social responsibility, practicing fiscal responsibility, and encouraging environmental stewardship. We provide our students with excellence in education for sustainable development by imbedding theory, systems-oriented thinking, and service learning into our curricular and extracurricular programs.

INNOVATION-
Grand Valley State University encourages and appreciates innovation. We value entrepreneurship and integrative interdisciplinary collaboration that solves local, regional, and global problems and advances the common good. We strive for the development of innovative products, systems, and services that contribute to improvements in the wellbeing of individuals and our world. We trust that scholarship and the new knowledge it produces are worthy of our investments in their creation and proliferation. We manage our resources and structure our university to encourage new ideas, creativity in all its forms, and novel approaches to answering the most important and challenging questions of our time.


For more information on the 2016-2021 GVSU Strategic Plan visit: http://www.gvsu.edu/strategicplanning/

[1] Grand Valley State University. (2015). The Grand Valley State University strategic plan 2016-2021. Retrieved at:

http://www.gvsu.edu/cms3/assets/61697910-910A-8DF3-C277AFB5E6D3E506/2016-2021_strategic_plan_-_november_2015c.pdf

[2] Commission on Collegiate Nursing Education. (2013).  Standards for accreditation of baccalaureate and graduate nursing programs. Retrieved at: http://www.aacn.nche.edu/ccne-accreditation/Standards-Amended-2013.pdf

Mission

The mission of the Kirkhof College of Nursing is to provide quality nursing education to a diverse population of students. Kirkhof College of Nursing strives to improve the well-being of people through leadership in nursing education, professional practice, and scholarship.

Vision

The Kirkhof College of Nursing is known as a regional, national, and international leader in: Educating individuals at the undergraduate and graduate levels for professional nursing practice, leadership, and scholarship while promoting the importance of life-long learning and global perspective. Developing relevant and reciprocal collaborations. Fostering the conduct of research and the application of evidence-based practice innovation to transform health care delivery for diverse populations.

Value Statement

The Kirkhof College of Nursing aligns with GVSU's value statement and seven core values of excellence, integrity, inquiry, inclusiveness, community, sustainability, and innovation. Please refer to the GVSU Value Statement for definitions of these core values.

Strategic Priorities, outcomes, and key objectives

Strategic Priority Area 1: Actively engage learners at all levels.

Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.

Objective 1.A.1

For the time period 2016-2021, the Kirkhof College of Nursing Undergraduate Programs will provide two or more high impact learning experiences on an annual basis.

Baseline

13 students; 2 faculty; 1 high impact experience-Ghana

Progress

2016 Status
Substantive Progress
All KCON undergraduate students take part in one high impact learning experience. In 2016, additional high impact learning experiences were provided through a variety of ways, including participation in the 5x5 competition, the 2016 Distinguished Wesorick Lectureship Series, poster dissemination, and membership in KCON’s Student Nurses Association. KCON’s commitment to high impact learning through international immersion experiences in Ghana increased in 2016 through continued undergraduate clinical immersion student/faculty participation, KCON faculty preceptor training in Ghana, and hosting faculty from the University of Cape Coast College of Health and Allied Sciences School of Nursing and Midwifery at KCON/GVSU.

Objective 1.A.2

For the time period 2016-2021, 50% of graduate students participate in more than one high impact experience.

Baseline

2016: 21.8% of graduate nursing students have more than1 high impact experience.

Progress

2016 Status
Substantive Progress
All KCON graduate students take part in one high impact learning experience. In 2016, additional high impact learning experiences were provided through a variety of ways, including graduate assistantships, scholarships, advocacy platforms, and conference participation. Commitment to high impact learning through international immersion experiences in Ghana expanded in 2016 through exploration of future graduate student clinical immersion participation, KCON faculty preceptor training and placement site exploration in Ghana, and hosting faculty from the University of Cape Coast College of Health and Allied Sciences School of Nursing and Midwifery at KCON/GVSU.

Outcome B: Grand Valley is diverse and inclusive.

Objective 1.B.1

By 2021, expand student, faculty, staff, and administration diversity within undergraduate and graduate programs by 4% through intentional recruitment and retention strategies to reflect the populations of West Michigan.

Baseline

STUDENTS: Undergraduate student population diversity 13% (fall 2015 data) Graduate student population diversity 15% (fall 2015 data) Under graduate gender distribution: TBD Graduate gender distribution: TBD FACULTY/STAFF/ ADMINISTRATION Faculty/ staff/ administration % ethnicity distribution TBD Faculty/ staff/ administration % gender distribution TBD

Progress

2016 Status
Minimal Progress
• Concurrent enrollment agreement with Muskegon Community College signed April 2016 • Planning for use of Holistic Admission Review by 2018 • Hired new Regional Nursing Program Coordinator for Northern Michigan, increasing marketing and student recruitment • From 2015, slight decrease in student diversity by race/ethnicity. In 2016, decrease of 0.6% in the undergraduate programs and 0.9% in the graduate programs. • Obtained baseline measurements for student gender diversity in 2016: 13% male in the undergraduate programs and 14% male in the graduate programs. • In 2016, increased diversity by race/ethnicity among staff by 12.5% (1 of 8).

Objective 1.B.2

By 2021, expand student/faculty/staff perspectives of social justice through intentional experiences that foster civic and community engagement values.

Baseline

Human Trafficking SNA/GSO activities GRPS/ Social Justice Centers of Distinction (COD)

Progress

2016 Status
Substantive Progress
In 2016, KCON faculty, staff, and students worked to broaden perspectives of social justice through community and civic engagement initiatives around several critical issues such as health and wellness for low-income, homeless, and vulnerable populations; victims of human trafficking; memory retention for residents in nursing homes; HIV and transgender health; depression screening for at-risk populations; and at-risk children/youth secondary to social determinants of health. In bringing this awareness, KCON collaborated with numerous colleges across GVSU and members of the community. These initiatives sought to bring resources to Grand Rapids neighborhoods.

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Objective 1.C.1

By 2021, implement at least two strategies for advancing specialty education to respond to educational needs as defined by the health care community to best serve West Michigan citizens and beyond.

Baseline

1 Special Topics Course with focus on peri-operative with Spectrum Health at 6 students +1 faculty in year 1; 16 students+1 faculty in year 2

Progress

2016 Status
Substantive Progress
In 2016, KCON responded to the educational needs of the surrounding health care community through 2 special topics courses, an Interprofessional Palliative and Hospice Care Certificate program, and one issues course. For the special topics and issues courses, partners included Spectrum Health, Helen Devos Children’s Hospital, and students in Michigan’s northern region. In total, student enrollment was 42; at 95 tuition credits (NUR380: Perioperative Nursing: 16 students at 2 credits each; NUR344: Healthy Aging – A Life Long Journey: 11 students at 3 credits each; NUR 480 Critical Care: Infants and Children; 15 students at 2 credits each). In addition, the Interprofessional Palliative and Hospice Care Certificate program had a student enrollment of 16 in the fall of 2016.

Objective 1.C.2

By 2021, co-design one or more undergraduate and/or graduate clinical education/transition to practice initiatives through collaborative practice partnerships for mutual (reciprocal) benefit.

Baseline

1. No formal partnership for transition to practice initiative 2. Undergrad baseline TBD 17.7% of graduate student clinical hours are completed through collaborative practice partnerships in mutual/ reciprocal benefit.

Progress

2016 Status
Minimal Progress
• Assistant Dean for Practice hired in 2016. • Experienced expansion of DNP, MSN, and BSN students in collaborative practice sites. • Increased undergraduate exposure to non-acute care settings in order to broaden exposure to the full range of nursing opportunities. • In 2016, KCON’s Dean met with nursing leadership at Metro Health, Spectrum Health, Mercy Health Saint Mary’s and Mercy Health Muskegon. The focus was on relationship building with a structured model that will address current barriers to successful clinical placements.

Outcome D: Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies.

Objective 1.D.1

By 2021, 75% of KCON Faculty Simulation Team (FST) will achieve proficiency in competency-based outcome measurement in the undergraduate curriculum.

Baseline

0 faculty trained in competency based outcome measurement; 2016= 9 FST members 0 types and application 0 students participating

Progress

2016 Status
Minimal Progress
• Representatives of KCON participated in the planning of the second building of the health science campus, 500 Lafayette and the planning of renovations in the current Center for Health Sciences • KCON requested and received monetary support for the development of advanced skills for our Faculty Simulation Team (FST).

Objective 1.D.2

By 2021, at least 25% of KCON faculty use standardized competency-based outcome measurement to prepare graduate students for transition to advanced roles.

Baseline

No measure available

Progress

2016 Status
Minimal Progress
Key faculty to lead competency based measurement system in the KCON graduate programs were identified. Information on competency based testing was initiated by graduate track coordinators in graduate programs. Early assessment included verification of key clinical competencies such as demonstration of wellness visit and simple primary care problems verified through competency prior to placement in clinical practice.

Objective 1.D.3

By 2021, integrate at least 2 state-of-the-art instructional methods and technologies to promote active learning environments for KCON undergraduate and graduate students.

Baseline

No measure available

Progress

2016 Status
Minimal Progress
In 2016, two new state of the art instructional methods/technologies were integrated within the KCON curricula: 1. Shadow Health Digital Clinical Experience (health assessment platforms at the 500 and 600 level); 2. SAM II, the Student Auscultation Manikin (physical assessment platforms at the 200, 500, and 600 level).

Objective 1.D.4

By 2021, integrate concepts of polarity thinking into the curricula of health related programs at Grand Valley State University.

Baseline

Courses: Zero Goal: 15-20 students annually Trainings: TBD

Progress

2016 Status
Substantive Progress
In the fall of 2016, KCON integrated concepts of polarity thinking into the curricula of health related programs at Grand Valley State University by listing a special topics course aptly titled, Polarity Thinking. This 1 credit course was delivered in collaboration with the Bonnie Wesorick Center for Healthcare Transformation Polarity Thinking Institute. Student enrollment was 9 and evaluative reviews were favorable.

Strategic Priority Area 2: Further develop exceptional personnel.

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Objective 2.C.1

From 2016-2021, 25% of KCON personnel annually demonstrate strong professional and civic/community engagement values through applied experiences.

Baseline

No measure available

Progress

2016 Status
Substantive Progress
A significant percentage of KCON personnel demonstrated strong professional and civic/community engagement through applied experiences. KCON leadership continued to advocate for a university-wide tracking system with regard to professional and civic/community engagement. KCON conducted a search for a newly created position (Program Specialist: Technology Management and Evaluation) that, among other responsibilities, would oversee an activity tracking system for KCON.

Outcome D: Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies.

Objective 2.D.1

By 2021, establish a learning resource team that includes instructional technologist/designer to promote innovative approaches to learning.

Baseline

No measure available

Progress

2016 Status
Not Yet Initiated
Not yet initiated

Strategic Priority Area 3: Ensure the alignment of institutional structures and functions.

Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.

Objective 3.A.1

By 2021, implement at least one improved reciprocal clinical experience to promote student learning in the undergraduate and/or graduate program.

Baseline

To Be Determined (Seeds of Promise, Southeast Neighborhood Grand Rapids- current demonstration)

Progress

2016 Status
Not Yet Initiated
Not yet initiated

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Objective 3.E.1

By 2021, KCON leverages 2% more of its health delivery efforts to vulnerable populations to increase wellness.

Baseline

To Be Determined (Identify # of undergraduate and graduate students attending now or graduated in last 5 years of zip-codes that align with northern Michigan)

Progress

2016 Status
Minimal Progress
In 2016, KCON efforts to increase wellness in vulnerable populations focused on leveraging resources through student financial support promoting DNP NP education in rural Michigan; continued cultivation of academic/practice partnerships to support BSN, MSN, and DNP presence; and student placements at the GVSU Family Health Center(FHC).

Strategic Priority Area 4: Enhance the institution's image and reputation.

Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.

Objective 4.A.1

By 2021, at least 10 KCON students, faculty, and staff are recognized for outstanding performance related to undergraduate and graduate student performance.

Baseline

To Be Determined

Progress

2016 Status
Not Yet Initiated
Not yet initiated

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Objective 4.C.1

At least 10% of KCON Undergraduate students and 10% of KCON Graduate students will participate in a defined community engagement initiative during their matriculation at KCON.

Baseline

No measure available

Progress

2016 Status
Not Yet Initiated
Not yet initiated

Objective 4.C.2

By 2021, KCON will be externally recognized for at least one sustainable reciprocal model(s) for academic practice partnership.

Baseline

To Be Determined

Progress

2016 Status
Not Yet Initiated
Not yet initiated

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Objective 4.E.1

By 2018, develop a strategic marketing plan, with attention to resource allocation that supports KCONs position as the destination for nursing education and creative, relevant, collaborations at the local, regional, national and world-wide levels.

Baseline

No measure available

Progress

2016 Status
Substantive Progress
Significant foundational work in developing a KCON strategic marketing plan was completed in 2016. KCON is on track to deliver a strategic marketing plan in early 2018.

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