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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

2018 Status
Substantial Progress
In 2018, KCON was able to meet its goal to provide two or more high impact learning experiences for its undergraduate nursing students. In 2018, examples of these types of experiences included: participation in the Laker Effect Challenge, a study abroad experience in Ghana, and a panel discussion after viewing To Err is Human: A Patient Safety documentary. In addition, KCON made significant progress on a number of action steps to support this goal.

2017 Status
Substantive Progress
In 2017, all KCON undergraduate students took part in one high impact learning experience as well as numerous collaborative assignments. Additional high impact learning experiences were provided through a variety of ways, including participation in the Laker Effect Challenge, attendance at the 2017 Distinguished Wesorick Lectureship Series, poster dissemination, and membership in KCON’s Student Nurses’ Association. In 2017, KCON continued its commitment to international high impact learning experiences in Ghana by sending a cohort of students and faculty to experience community through immersion.

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

2018 Status
Substantial Progress
In 2018, all KCON graduate students took part in at least one high impact learning experience. Over 50% of KCON graduate students participated in one or more additional experiences. This meets the overarching goal of 1A.2 of the KCON Strategic Plan, demonstrating that the college of nursing is committed to offering high impact learning experiences at the graduate level.

2017 Status
Substantive Progress
All KCON graduate students took part in one high impact learning experience. In 2017, additional high impact learning experiences were provided through a variety of ways, including graduate assistantships, scholarships, advocacy platforms, and conference participation. In addition, four graduate students studied abroad in Ghana, demonstrating KCON’s commitment to high impact learning through international immersion experiences.

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

2018 Status
Substantive Progress
Advancement through intentional recruitment and retention strategizing included implementation of a Holistic Admissions Review process in fall 2018 in the pre-licensure BSN traditional program as well as participation in sHaPe (Summer Health Activities and Professions Exploration) camp and the “Pathways to Careers in Health Care” initiative. When compared to findings in 2017, ethnicity/gender percentage distributions among KCON undergraduate and graduate students remained relatively consistent.

2017 Status
Substantive Progress
Advancement in intentional recruitment and retention strategies include Muskegon Community College concurrent enrollment collaboration, participation in University of Life activities, and progress toward Holistic Admission Review implementation. There has been an increase in diversity enrollment among students in BSN and DNP degree programs. Summary: Progress made toward GVSU’s target to be diverse and inclusive.

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

2018 Status
Substantial Progress
In 2018, KCON continued to expand student/faculty/staff perspectives of social justice by fostering civic and community engagement through exchanges promoting dialogue and championing of needed resources. Examples of social justice foci included: HIV incidence, screening, interventions, and resources for marginalized populations; implicit bias training for KCON faculty, staff and community members; resilience mechanisms toward improving the health of future generations; and planning toward an interdisciplinary certificate in working with high risk children and youth.

2017 Status
Substantial Progress
In 2017, 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, refugee, homeless, and vulnerable populations; victims of human trafficking; victims of the opioid epidemic; 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

2018 Status
Substantial Progress
In 2018, KCON responded to the educational needs of the surrounding health care community by offering special topics, issues, and certificate program courses that fostered students’ understanding of issues pertinent to the West Michigan community. When comparing 2017 student enrollment in the elective/issues courses to 2018, KCON demonstrated an increase in student enrollment by 47 students, representing an increase of 141 NUR prefixed senior level credits. In addition, a total of 54 credits at the NUR 500 level were taken through the Interprofessional Hospice and Palliative Care Certificate Program and design work began on implementing an Interprofessional Health Informatics Certificate.

2017 Status
Substantive Progress
In total, student enrollment through elective, certificate and issues courses was 203 students (up from 42 in 2016); at a total of 579 tuition credits (up from 95 tuition credits in 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

2018 Status
Substantial Progress
In 2018, KCON co-designed undergraduate and graduate clinical education/transition to practice experiences through a collaborative practice partnership with Muskegon Community College and Mercy Health. KCON continued to ensure reciprocal experiences through the GVSU Family Health Center and explored additional partnerships that would bring mutual benefit for key stakeholders.

2017 Status
Minimal Progress
Administrative leadership, faculty commitment, and invited collaboration with practice partners has fostered awareness of the importance of intentional emphasis on academic/practice partnerships in order to ensure nurses are educated to be prepared for the next decade of challenges in health care delivery. Summary: Progress is being made to ensure that academic/practice partners co-design educational efforts to ensure reciprocity.

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

2018 Status
Substantive Progress
In 2018, Dr. Deborah Bambini broadened her focus as KCON’s Faculty Simulation Coordinator to become KCON’s Coordinator of Simulation for Academic Excellence; thus providing additional resources toward KCON’s objective to achieve proficiency in competency-based outcome measurement in the undergraduate program. The 9 core member Faculty Simulation Team (FST) successfully initiated steps toward goal completion. In 2018, an additional FST member earned the Certified Healthcare Simulation Educators (CHSE) certification, bringing the total number of CHSE FST members to 3 out of 9 (33%). In addition, the FST further aligned simulations with theory and lab course content delivery.

2017 Status
Minimal Progress
In 2017, KCON continued to make progress toward its goal to have the KCON Faculty Simulation Team (FST) demonstrate proficiency in competency-based outcome measurement in the undergraduate curriculum through involvement in trainings and research as well as through achievement of CHSE certification. The number of FST members was increased to provide more flexibility in scheduling to accommodate student needs. In addition, representatives of KCON continued to participate in ongoing planning meetings around new facilities/equipment to provide additional simulation capacity.

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

2018 Status
Substantive Progress
In 2018, KCON continued to incorporate competency-based education into its APRN courses. KCON drew from the knowledge of an American Association of Colleges of Nursing work group, which included KCON faculty, to develop a knowledge-base for completing the remaining action steps for this aspirational objective.

2017 Status
Minimal Progress
In 2017, key faculty teaching in the KCON graduate programs were identified to lead the implementation of a competency-based measurement system in the graduate nursing programs. There was continued work by graduate track coordinators in KCON graduate programs on competency-based testing in early assessment and verification of student readiness to assess simple primary care problems prior to clinical placement. In addition, equipment and software purchases by the GVSU Simulation Center further enhanced KCON’s ability to provide simulated clinical experiences.

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

2018 Status
Achieved
KCON continued to integrate a number of innovated technologies into its curriculum in 2018. Both Evernote and Shadow Health projects have been completed. Shadow Health has been integrated into the assessment courses while Evernote has been changed to an in-house built system for document storage and retrieval that utilizes Blackboard and the GVSU shared drives.

2017 Status
Substantive Progress
In 2017, KCON made substantive progress in promoting active learning environments using state-of-the-art instructional methods and technologies in the undergraduate and graduate programs through integration of the design thinking process, Shadow Health technology, the Evernote system, and ATI products.

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

2018 Status
Substantial Progress
Further integration of polarity thinking through multidisciplinary learning at Grand Valley State University was achieved by offering the special topics course titled, ‘NUR 380: Wicked Problems in Healthcare.’ The course was offered in the winter and fall semesters of 2018 with a total of 40 students in attendance; representing 120 credits at the junior level. Enrollment in 2018 was dramatically higher than the first offering of a 1 credit version of this course in 2016 at 9 students for a total of 9 credits. This course is in process of consideration to be approved as an online/hybrid Gen Ed Issues course under the Health category. In addition, in 2018, the Bonnie Wesorick Center for Health Care Transformation offered two 3 day Polarity Workshops that provided training on polarity thinking to KCON faculty, staff, and community members.

2017 Status
Substantive Progress
In 2017, KCON re-conceptualized the integration of polarity thinking into the curricula of health related programs at Grand Valley State University by working with the General Education department at GVSU to offer the polarity thinking course as an issues course under the health category. NUR380: Embrace Wicked Problems: Supplement “OR” with “AND” Thinking was listed in Banner as a 3 credit course for winter 2018. This constituted the second offering of this special topics course. Enrollment = 30 students at 3 credits each or 90 credit hours total.

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

2018 Status
Substantial Progress
In 2018, a significant percentage of KCON faculty demonstrated strong professional and civic/community engagement through applied experiences. The KCON Program Specialist in Technology and Evaluation achieved the Digital Measures Activity Insight Administrator Certification, which will help ensure that KCON uses Digital Measures to its fullest capacity.

2017 Status
Substantial Progress
In 2017, a significant percentage of KCON personnel demonstrated strong professional and civic/community engagement through applied experiences. During this time period, KCON hired an individual for the position titled, Program Specialist: Technology Management and Evaluation who provided guidance to KCON faculty on the use of Digital Measures. The program specialist, communications director, and assistant to the Dean collaborated to retrieve data from this repository for reporting and communications purposes.

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

2018 Status
Substantial Progress
In 2018, KCON faculty and staff participated in a number of activities that promoted innovative learning methods, including the Big Bytes workshops, a Faculty Teaching Learning Community, as well as the development of multiple open educational resources (OER).

2017 Status
Substantive Progress
In 2017, KCON conducted a successful search effort and hired C. Smucker as the Program Specialist in Technology Management and Evaluation. In addition, the KCON Big Bytes workshop series was established and an FTLC Innovations in Distance Learning Initiative Faculty Learning Community grant was awarded, resulting in the formation of this learning community.

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

2018 Status
Substantial Progress
In 2018, KCON participated in seven reciprocal clinical experiences that promoted student learning in the undergraduate and graduate programs. Participating practice partners and surrounding community members also benefited from this intentional student interaction in the clinical setting.

2017 Status
Substantive Progress
In 2017, KCON implemented at least six reciprocal clinical experiences to promote student learning in the undergraduate and/or graduate programs. Participating practice partners and surrounding community members also benefited from this intentional student interaction in the clinical setting.

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

2018 Status
Substantive Progress
Continued leveraging of resources in 2018 focused on strategic thinking and planning around the cultivation of new practice sites to address the health care needs of vulnerable populations. This included application for a rural HRSA grant and receipt of a Michigan Health Endowment Fund (MHEF) grant, as well as continued student placements at the GVSU Family Health Center (FHC) and other clinics in the region.

2017 Status
Minimal Progress
In 2017, KCON efforts to increase wellness in vulnerable populations focused on continued cultivation of academic/practice partnerships to support BSN, MSN, and DNP student learning outcomes and student placements at the GVSU Family Health Center (FHC). Additional leveraging of resources in 2017 focused on strategic thinking and planning around the cultivation of new practice sites to address the health care needs of vulnerable populations. This included intentional conversations about streamlined approaches to ensuring availability of educationally prepared nurses to address population need.

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

2018 Status
Substantial Progress
In 2018, eight graduate students and nine faculty were externally recognized for outstanding performance in the academic setting. In addition, there were four awards to undergraduate student teams or groups. These awards were at the university, regional, and national levels. Internally, a total of 28 undergraduate and graduate students received KCON awards in 2018. KCON far-exceeded its target for this aspirational objective. Action steps in 2019-2021 will focus on formalizing processes to streamline the recording and dissemination of faculty, student and staff accomplishments.

2017 Status
Substantial Progress
In 2017, 25 students and 9 faculty were externally recognized for their accomplishments and outstanding performance. In addition, there were six awards to student or student/faculty organizations. These awards were at the university, regional, state, and national level. Internally, a total of 28 undergraduate and graduate students received KCON awards in 2017.

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

2018 Status
Substantial Progress
In 2018, KCON demonstrated its commitment to the needs of surrounding Michigan communities through curricular and co-curricular methods. KCON undergraduate students logged a total of 5,564 volunteer hours through the Student Nurses’ Association. All KCON traditional, second degree, and RN-BSN students participated in community engagement initiatives through their Community Health Nursing rotations. For DNP graduate students, 26.3% of immersion students had placements in community health settings.

2017 Status
Substantive Progress
KCON students and faculty consistently sought opportunities for community engagement with recipients of care in the community. Collaborative efforts included engagement with local non-profit agencies, the GVSU Civic Action Plan/Campus Compact, the Wesorick Center, and the Sigma Theta Tau International Kappa Epsilon at-Large chapter.

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

2018 Status
Substantive Progress
KCON administrative leadership and leaders from practice partners came together to create practice/learning opportunities that promoted collaboration within communities and interdisciplinary practice experiences.

2017 Status
Substantive Progress
KCON administrative leadership and nursing leaders from practice have joined efforts to create practice/learning opportunities that promote collaboration within communities and interdisciplinary practice experiences. Summary: Progress is being made to ensure that academic/practice partnerships are a reality, reflecting commitment to co-design and reciprocity.

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

2017 Status
Achieved
In 2017, KCON achieved its aspirational objective to develop a strategic marketing plan, with attention to resource allocation that supports KCON’s position as the destination for nursing education and creative, relevant, collaborations at the local, regional, national and world-wide levels.

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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