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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

2019 Status
Substantial Progress
In 2019, KCON continued to meet its goal to provide two or more high impact learning experiences for its undergraduate nursing students. KCON achieved this through multiple activities that combined to showcase a wide breadth and depth of high impact experiences designed to enrich the students’ cultural competencies.

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.

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

2019 Status
Substantial Progress
In 2019, 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 KCON is committed to offering high impact learning experiences at the graduate level.

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.

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

2019 Status
Substantive Progress
Advancement on this aspirational goal occurred through intentional recruitment and retention strategizing. This included partnerships with the Inclusion Officers from Spectrum Health and Metro Health and promoting the External Mentor Program for faculty. Additionally, the Holistic Admissions process increased the diversity within KCON’s undergraduate students.

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.

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

2019 Status
Substantial Progress
In 2019, KCON continued to expand perspectives of social justice by fostering civic and community engagement. Faculty, staff and students had opportunities to explore social justice ideas through dialogue, work with the community, and interdisciplinary partnerships.

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.

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

2019 Status
Substantial Progress
In 2019, 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. In addition, a KCON faculty member’s sabbatical work in Ireland involved formation of a scholarship team that expanded to a “global” scholarship team from four universities

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.

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

2019 Status
Achieved
In 2019, KCON demonstrated sustainability in its capacity to provide undergraduate and graduate clinical education/transition to practice experiences through the GVSU Family Health Center as well as through the Muskegon Community College Health and Wellness Center. Additional partnerships designed to bring mutual benefit were evidenced in a partnership expansion through Mercy Health Muskegon and McLaren; leading to a $2.8M grant award to educate nurse practitioners for rural healthcare.

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.

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

2019 Status
Substantial Progress
In 2019, the KCON Faculty Simulation Team (FST) advanced in its efforts toward achieving proficiency in competency-based outcome measurement. In total, 6 of 9 core FST members became Certified Healthcare Simulation Educators. A number of simulations were completed in 2019 that demonstrated how state-of-the-art instructional methods and technologies can foster student learning and inform movement toward competency based outcome measurement.

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.

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

2019 Status
Substantive Progress
In 2019 KCON made progress towards accomplishing this aspirational objective by using a multifaceted approach that tapped into expertise at national, reginal and university levels. This work will be instrumental in providing competency-based outcome measurements to prepare graduate students for transition to advanced practice roles.

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.

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

2019 Status
Achieved
Further integration of polarity thinking through multidisciplinary learning at Grand Valley State University was achieved through curriculum approval by the university’s governing body. Enrollment goals were met in 2018 and 2019. Succession planning with regard to faculty knowledge in delivering the course was achieved.

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.

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

2019 Status
Substantial Progress
In 2019, KCON advanced in its achievement of this aspirational objective by implementing a standardized process for tracking civic and community engagement of its personnel.

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.

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

2019 Status
Substantial Progress
In 2019, KCON faculty and staff participated in a number of activities that promoted innovative teaching methods, including the Big Bytes workshops, and piloting Respondus Monitor and Respondus Lockdown Browser. These technologies and experiences will help inform KCON’s technology strategic plan.

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).

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

2019 Status
Substantial Progress
In 2019, using a community engagement model, as well as ensuring co-design and reciprocity, KCON expanded the services of the Family Health Center (FHC) by developing satellite clinics in low-income housing and in a drop-in shelter for homeless youth and young adults. Additionally, KCON received a grant to develop partnership in rural and underserved area. These partnerships will foster student learning at both the undergraduate and graduate levels.

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.

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

2019 Status
Substantive Progress
In 2019, KCON focused on strategic thinking and planning around cultivating 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.

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.

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

2019 Status
Substantial Progress
In 2019, 30 BSN undergraduate students and 19 graduate students were awarded recognition for outstanding performance in the academic setting; far exceeding the aspirational objective for at least 10 KCON students, faculty, and staff to be externally recognized in this way. In addition, a total of 5 faculty and staff were externally recognized. Lastly, a BSN student group and their faculty member received a monetary award through the Laker Effect Challenge to support their project work.

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.

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

2019 Status
Substantial Progress
Since the 2016 identification of this aspirational objective, KCON has successfully demonstrated its capacity for its undergraduate and graduate nursing students to engage with surrounding communities over meaningful activities in addressing need. In 2019, student community engagement was evidenced through curricular activities and volunteerism. Efforts in 2020 will involve identification and implementation of a more efficient mechanism to capture and report KCON student community engagement.

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.

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

2019 Status
Substantive Progress
KCON leveraged its capacity to sustain a model for academic practice partnerships through intentional dialogue and co-creation of practice/learning opportunities with key stakeholders to ensure reciprocal benefit.

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.

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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