SoN Strategic Planning Framework and Initiatives 2015-2020

Following are our shared goals and vision for the SoN, building on current and historical strengths of the programs and accomplishments of and contributions by the faculty, to position the PLU SoN as a regional, state, and national program of preference and distinction.

Establish a shared vision for SoN strategic directions, ensuring that Pacific Lutheran University’s mission and national priorities for baccalaureate and graduate nursing education are woven throughout SoN curricula and mentored in faculty-student relationships:

  • Appreciative Inquiry approach
  • Identification of SoN Values
  • Development of SoN Vision Statement
  • Review/Revise SoN Mission & Philosophy
  • Develop/Refine Strategic Goals and Initiatives
  • Infusion of SoN Values & Vision across all
  • Linkages to PLU Vision, Mission, Strategic Initiatives
  • Linkages to national priorities for baccalaureate and graduate nursing education

Demonstrate academic excellence within and across SoN programs by creating systems that ensure curricular integrity, innovative programming with signature areas of excellence, adherence to national healthcare and professional standards, responsiveness to contemporary healthcare needs and priorities, and achievement of program and student learning outcomes:

  • Program Quality, Rigor, Innovations
    • Implement Quality Cycle for course, curriculum, and program review
    • Maximize program excellence for existing degree programs
    • Ensure implementation of current professional standards and guidelines
    • Ensure faculty-wide engagement with curricular goals & initiatives
    • Implement revisions needed based on new WAC rules for nursing education
    • Complete curricular content threading with content scaffolding and progressive student development across curricula
    • Explore creative, varied, best practice teaching modalities leading to program innovation
    • Integrate high quality simulation across the curriculum
    • Maximize potential of ATI testing for student preparation and program assessment
    • Revitalize and integrate CGEP program
    • Review BSN and MSN tracks for relevancy, currency, and necessary revisions
    • Develop faculty guidelines for best practices in clinical education
  • Continuing Nursing Education
    • Become a CNE leader for the South Puget Sound
    • Design online delivery options
    • Develop new and innovative programming
    • Meet state and regional needs
  • New Program Development Opportunities:
    • Review BSN and MSN program array with regional needs assessment
    • Update, revise and market the RN-MSN track
    • Develop Master’s-level nurse educator options: MSN Certified Nurse Educator (CNE) track – Adult/Gero and MH direct care concentrations
    • Secure approvals for DNP PMHNP track
    • Develop DNP Executive Leadership/Transformational Leadership, including HC Data Analytics
    • Develop Post-Graduate NP certifications
  • New/Innovative Course Opportunities:
    • Develop a sustainable, faculty-directed, international, clinical experience: service + practice, underdeveloped/underserved area, diversity, global health
    • Service learning/Social justice/Significant health disparities course
    • LGBT Health course
    • HC Ethics/interdepartmental collaboration
    • Death-Dying/interdepartmental collaboration
    • DNP program: J-term international studies and regional diversity immersion options
    • Interprofessional collaborations
    • Introduction to Healthcare course

Evaluate and improve programs and enhance best practices in continuous quality improvement (infrastructure and processes), to ensure accomplishment of national accreditation standards, State of Washington regulatory requirements, and professional standards and guidelines, in all areas:

  • Update and implement the SoN Systematic Evaluation Plan, including a robust and ongoing Quality Cycle for course and curriculum review
  • Develop and convene a SoN Program Evaluation Committee and processes
  • Implement the DNP self-study plan
  • Improve use and coordination of electronic data bases, SoN Sakai site, & Nestor files
  • Conduct robust course & curriculum reviews with necessary updates and revisions
  • Ensure that minutes and program documents are complete, up-to-date, accessible, and reflect a full and responsive quality improvement approach and environment
  • Regularly administer and engage faculty in the analysis of student, alumni, faculty, and employer surveys
  • Analyze faculty resources and course/clinical staffing for adequacy, compliance with state and national requirements, and consistency with best practices for course and clinical staffing in undergraduate and graduate nursing education
  • Implement an annual SoN Evaluation Day
  • Complete the DNP self-study (Nov 20, 2015 Completion Date) and preparations for a successful DNP accreditation site visit
  • Ensure congruence with WAC rules for nursing education
  • Maintain best practices in program administration and evaluation on an ongoing basis

Evaluate SoN administrative structure, roles, and processes to enhance program and faculty effectiveness in promoting student learning and program outcomes:

  • Increase and enhance SoN administrative position support with upper-level administrative leadership positions specific to each of the academic programs and specialty areas
  • Ensure sufficient and effective SoN administrative support staff
  • Ensure that faculty governance is well-developed, well-coordinated, and effective in accomplishing the work of the faculty
  • Convene a SoN Advisory Council
  • Convene Dean’s Student Advisory Councils
  • Ensure effective faculty orientation with ongoing mentoring and development
  • Effectively leverage SoN position in NW Clinical Consortium to ensure adequate clinical placements
  • Enhance organization, use, coordination, and maintenance of electronic data bases
  • Improve maintenance, management, and coordination of SoN Sakai & Netstor websites
  • Strengthen student policies and handbook
  • Develop and implement faculty policies and handbook
  • Conduct annual faculty performance evaluations with the dean
  • Preserve unscheduled common time for SoN meetings
  • Launch external electronic vendor for student clinical requirements and compliance
  • Implement NursingCAS for SoN admissions
  • Enhance and update SoN website and social media presence

Strategically grow SoN enrollments across an array of nursing and non-nursing programs and courses to increase program revenues and resources:

  • Evaluate enrollments across all programs for strategic increases and growth opportunities
  • Actively pursue inclusive excellence/diverse student body
  • Increase Continuing Nursing Education offerings & enrollments
  • Build new undergraduate and graduate course and program options to build overall enrollments and program revenues
  • Strengthen the pre-collegiate pipeline for diversity, academic, and inclusive excellence

Faculty are sufficient in number and array, well credentialed, diverse, and recognized regionally, nationally, and internationally through their leadership as teachers/learners, scholars, practitioners, and for their service contributions:

  • Achieve a faculty mix of 50% Tenure-track/Tenured
  • Achieve a faculty that is 50% Doctorally-Prepared
  • Demonstrate advanced expertise in all necessary content and clinical areas among the tenure-track/tenured faculty
  • Assign program coordinator positions for each of the advanced nursing role programs and specializations
  • Ensure that lead faculty/course coordinators are content and clinical experts and provide effective course leadership
  • Achieve simulation certification among the faculty
  • Achieve 25% Certified Nurse Educator (CNE) credentialing
  • Increase faculty participation in campus engagement/university governance
  • Foster faculty support for inclusive excellence initiatives and enhance faculty/staff representation of racial/ethnic/sex-gender diversity and under-represented minorities
  • Demonstrate strong national-level professional service among the faculty
  • Ensure effective program leadership across all areas of SoN activity
  • Foster a coherent and participative culture of learning, engaged participation, collaboration, and team-based planning across all program areas
  • Mentor teaching excellence through active peer mentoring, improvement initiatives, and a robust culture of teaching/learning scholarship

Curricula are dynamic, progressive, responsive, relevant, innovative, evidence-based, and empower students to achieve learning outcomes consistent with highest quality professional and academic standards and competencies:

  • Accomplish updates relative to accreditation requirements and professional standards & guidelines
  • Demonstrate curricula that are dynamically informed by health and social policy, trends in healthcare delivery, workforce data, societal and population health needs, and research
  • Develop and maintain comprehensive curricular content mapping
  • Determine curricular innovations needed/consistent with vision
  • Identify and pursue unique, signature program initiatives consistent with PLU and SoN vision, mission, and goals. Examples may include Care Transitions emphasis, Community Partner initiatives, enhanced Mental Health emphasis, clear Gerontologic emphasis, Mindfulness and Nursing…
  • Ensure appropriate classroom/clinical learning ratios
  • Incorporate effective use of simulation and competency testing
  • Develop and sustain an integrative national testing and assessment plan (ATI)
  • Foster student-centered pedagogies
  • Strategically develop hybrid/electronic delivery capabilities

SoN Graduates are exceptionally well-prepared, mature, committed, excellent team members, in high demand, and known for their strong leadership contributions. To achieve this goal, student development is fostered to demonstrate:

  • Critical and conceptual thinking, professional formation, ethical awareness, conflict resolution, and depth of content knowledge
  • Skilled scholarly writing, evidence-based practice, and quality improvement competencies
  • Adaptability, flexibility, creative thinking, and innovation
  • Openness and receptivity to feedback and continuous learning/development
  • Participation in faculty-student collaborative scholarship
  • Integration of liberal education frameworks and habits of mind
  • Social and political awareness
  • Engagement in professional and service activities
  • Participation in leadership development and contributions, on campus, regionally, and nationally

Advance a robust Culture of Scholarship, with identified areas of team-based scholarship and a program of scholarly conferences:

  • Increase faculty development in research and scholarship
  • Increase the internal and external visibility of faculty and student scholarship (local, regional, and national)
  • Achieve the Aggregate Faculty Outcome for scholarship of 80% tenured/tenure-track faculty demonstrate a product of scholarship annually
  • Foster a sustainable program of faculty-student collaborative scholarship
  • Begin a monthly SoN Speaker Series
  • Increase student and faculty participation in scholarly conferences and presentations
  • Host an annual SoN Research Conference and keynote speaker
  • Launch the PLU SoN chapter of STTI

Acquire targeted fiscal, physical, learning, and technological resources to create a diverse, vibrant, robust, and sustainable learning community:

  • Increase and sustain SoN faculty, administrative, and staff lines to match program array, enrollments, and mission-driven SoN initiatives
  • Improve faculty salaries to the 50th percentile of AACN salaries for Religious Institutions, Western Region
  • Increase funding for faculty, student, and SoN travel
  • Increase faculty development resources
  • Evaluate and enhance Skills Lab/Simulation equipment needs
  • Update and improve classroom technologies
  • Fund additional student scholarships
  • Build dynamic and progressive faculty/student collaborations in practice, service, research, teaching-learning
  • Fund and initiate a SoN Lectureship Series
  • Establish a minimum of 6 endowed chair/faculty positions
  • Build increased research/scholarship funds
  • Provide support for faculty doctoral education
  • Improve resources for electronic technologies (teaching/learning and infrastructure)

Update, modernize, and expand SoN physical resources to meet contemporary nursing program needs for best practices in program delivery:

  • Classroom expansion, updates and remodels
  • Skills, Simulation, and Health Assessment Lab expansions, updates and remodels
  • Administrative space
  • Faculty offices
  • Collaborative learning spaces
  • Common areas & lounges
  • Community reception & event areas
  • Clinic/faculty practice resources
  • Storage & laundry facilities
  • Restroom facilities, locker rooms, lactation room

Develop diverse and innovative collaborations, drawing on the collective expertise of SoN and PLU community members and partners, to optimize program visibility, student learning, client and population health outcomes, and faculty accomplishments:

  • Strengthen community outreach for faculty/student collaborative practice and healthcare initiatives. Examples may include Together-We-Care, Pierce County and Tacoma Fire Depts, Care Transitions initiatives, Use of the mobile van, and CGEP initiatives
  • Foster strong and visible alumni relations
  • Convene SoN Advisory Councils
  • Increase collaborations and programming for faith community nursing
  • Develop collaborations with culturally diverse populations and communities
  • Develop SoN newsletter; Enhance website and social media presence
  • Achieve regional, state, and national visibility and recognition for program excellence, leadership, and accomplishments

  • Develop a comprehensive Advancement Plan in partnership with PLU Advancement Offices
  • Strengthen alumni relations
  • Develop CNE as a revenue center
  • Develop a Friends of Nursing organization
  • Launch a capital campaign
  • Pursue regional & national program grants
  • Strengthen partnerships with regional healthcare organizations (e.g., joint appointments, HC committee memberships, Dedicated Education Unit, research events and collaborations, student scholarships, etc)

Edits 4/10/2015, Strategic Planning Work Group

Edits 4/24/2105, Strategic Planning Work Group

Edits 4/28/2105, Strategic Planning Work Group

5/27/2015, Reviewed & Affirmed at SNO meeting