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Strategic Planning

Goals

The College of Nursing's three major goals:
Goal 1. Prepare successful nursing professionals.
Goal 2. Create a community within The University of New Mexico College of Nursing that is diverse, inclusive, and supportive.
Goal 3. Develop and sustain collaborative partnerships.

Though the language is simple, the intention is grounded in historical successes that can be built upon to assure a successful, sustainable future for the College of Nursing. These goals will serve as long-term aspirations and will guide the College of Nursing's activities in the future.

The College meets annually to measure progress towards meeting current metrics and to establish new metrics for the upcoming year.

In an effort to plan for continued success as the premier resource for nursing education in the state, the University of New Mexico College of Nursing developed this document, intended to be the framework that will provide operational guidance in the coming years. The process brought together key faculty and administrative personnel to revise the existing strategic plan and incorporate the College’s values and goals into a newly designed document that will provide evidence of success as well as opportunities for improvement. Following an all-college retreat that involved every member of the college, a task force of 14 individuals, six faculty and eight staff, met regularly over three months to fine-tune the goals and objectives. What is presented here is the result of that work.

The task force was mindful to keep the College’s core values ever present. Previously identified, the values of the College of Nursing are:

  • Academic Excellence,
  • Diversity & Inclusion,
  • Innovation,
  • Integrity, and
  • Respect.

The strategic goals and objectives intentionally mirrored some aspect of each of the values. The task force members worked in three groups, each group focusing on a major goal identified during the all-college meeting. The finalized strategic plan was presented to the College’s senior leadership team, the coordinating committee, staff council and full faculty for approval. Each step of the process garnered input from stakeholders and revisions were made.

It was the intention of the task force to produce a living document capable of capturing successes and shortcomings. Furthermore, the desire was to have a final document that embodied the spirit of caring that is present on a daily basis throughout the College. What follows this summary are the detailed goals and metrics, along with a rationale for each goal, the College will follow to determine success as it strives to remain a vital force in nursing education in New Mexico.

Goal 1. Prepare successful nursing professionals.

1.1. Strategy 1: Demonstrate academic success by program graduation rates and licensure and/ or certification.

1.1.1. Metric 1: Maintain NCLEX pass rates of at least 80% for pre-licensure BSN graduates.

1.1.2. Metric 2: Maintain certification exam pass rates of at least 80% across all APRN concentrations.

1.1.3. Metric 3: Maintain graduation rates of at least 80% for pre-licensure Bachelor’s and Master’s degree programs.

1.1.4. Metric 4: Identify and develop a measurement of successful completion rate for RN to BSN degree completion candidates.

1.1.5. Metric 5: Maintain graduation rates of at least 80% of professional doctoral students (DNP) within three years.

1.1.6. Metric 6: Maintain/ improve current graduation rates for the Doctor of Philosophy in Nursing students who achieve candidacy.

1.2. Strategy 2: Provide and promote leadership opportunities for students across all levels and programs.

1.2.1. Metric 1: Build systems to increase student participation on College committees.

1.2.2. Metric 2: College Leadership will meet with officers of the Student Nurses Association and the Graduate Student Nurses Association once per semester.

1.3. Strategy 3: Create a culture of scholarship within the College.

1.3.1. Metric 1: Review organizational structure and hiring needs to create a centralized support system for faculty research and scholarship and develop recommendations.

1.3.2. Metric 2: In 2017, College faculty will submit an increased number of new proposals for contracts, grants, and cooperative agreements to extramural agencies relative to the previous year.

1.3.3. Metric 3: Promote three innovative initiatives for professional development of faculty, students, and staff.

1.3.4. Metric 4: Provide opportunities for students to engage in and disseminate nursing scholarly projects.

1.3.5. Metric 5: Identify the College’s focus for research and scholarship by setting three distinct priorities.

Goal 2: Create a Community within the College that is Diverse, Inclusive, and Supportive.

2.1. Strategy 1: Foster a diverse and inclusive learning environment to advance health equity.

2.1.1. Metric 1: Evaluate current admissions policies to improve the enrollment of students from underrepresented groups.

2.1.2. Metric 2: Implement new holistic admissions process to increase student diversity to better reflect the population of New Mexico.

2.1.3. Metric 3: Develop systems within the College addressing recruitment, retention, and graduation of diverse students to reflect and serve the population of New Mexico.

2.1.4. Metric 4: Offer three diversity related trainings or presentations to College faculty, staff, and students annually.

2.1.5. Metric 5: Produce annual diversity report describing the state of diversity and inclusion efforts and activities within the College along with key demographic information.

2.1.6. Metric 6: Review the educational needs and access to training for potential students from underserved areas of the state and develop a proposal to address findings.

2.2. Strategy 2: Achieve excellence in faculty and staff performance and wellbeing.

2.2.1. Metric 1: Provide resources for professional development of faculty and staff to enhance and support the mission of the College.

2.2.2. Metric 2: All faculty and staff actively participate in establishing goals for employee performance reviews.

2.2.3. Metric 3: Encourage faculty and staff to make use of their earned annual leave time, having less than 30% of faculty and staff with a maximum leave balance of 252 hours.

2.2.4. Metric 4: Develop and deploy employee satisfaction surveys for faculty and staff by Fall 2017.

2.2.5. Metric 5: Publicly acknowledge and disseminate faculty, staff, and student professional and academic accomplishments within the University and to external constituents.

2.2.6. Metric 6: Provide trainings to increase awareness of University available resources, policies, and procedures to support the retention of faculty and staff per employee satisfaction survey results.

2.2.7. Metric 7: Create and display College Values marketing campaign throughout the College to foster awareness.

2.2.8. Metric 8: Develop an electronic resource for accessing University and College policies and procedures by June 2017.

2.2.9. Metric 9: Develop and implement strategies for the College of Nursing to participate in Health Nurse, Healthy Nation/ New Mexico and the University of New Mexico Wellness Program.

2.3. Strategy 3: Strengthen hiring process to recruit from a diverse pool of applicants for faculty and staff.

2.3.1. Metric 1: Revise language of all College job postings to include a statement on the College’s commitment to diversity and inclusion.

2.3.2. Metric 2: In each interview process, include a question to show evidence of the candidate’s commitment to and engagement with diversity and inclusion efforts.

2.4. Strategy 4: Identify new opportunities to increase the number and diversity of community stakeholders involved with the College.

2.4.1. Metric 1: Develop and deploy an internal survey to identify current strengths, gaps, and areas of opportunity within rural/underserved New Mexico by April 2017.

2.4.2. Metric 2: Develop action plan to address opportunities in rural/underserved New Mexico based on survey results.

Goal 3: Develop and Sustain Collaborative Partnerships.

3.1. Strategy 1: Partner with academic institutions through the New Mexico Nursing Education Consortium (NMNEC) and other institutions.

3.1.1. Metric 1: In 2017, graduate a minimum of 60 BSN students with dual ADN/BSN degrees through NMNEC.

3.1.2. Metric 2: Matriculate a minimum of six students into the Post-Masters Psych/Mental Health Practitioner program in 2017.

3.1.3. Metric 3: Maintain/improve student enrollment and faculty participation with NEXus Nursing Education Exchange.

3.1.4. Metric 4: Increase enrollment of RN to BSN Degree Completion students by collaborating with Academic Partnerships.

3.2. Strategy 2: Partner with business, community, and healthcare organizations.

3.2.1. Metric 1: In 2017, 20 students will successfully complete the Care of the Veteran elective.

3.2.2. Metric 2: Conduct a minimum of six outreach events annually at New Mexico VA Health Care system and other organizations.

3.3. Strategy 3: Integrate faculty practice within the UNM HSC and Health System and with other community partners.

3.3.1. Metric 1 Identify clinical practice and research opportunities for faculty within the UNM Health System and other community partners.

3.4. Strategy 4: Partner with clinicians and preceptors across the state.

3.4.1. Metric 1: Continue to engage preceptors at the undergraduate and graduate levels through biannual preceptor newsletters and explore additional opportunities to build relationships with current and potential preceptor partners in the community.

3.4.2. Metric 2: Develop one or more new clinical site(s) in rural and/or underserved areas for Advanced Practice Nursing students.

3.4.3. Metric 3: Develop one or more new clinical site(s) in rural and/or underserved areas for pre-licensure Bachelor of Science in Nursing students.

3.4.4. Metric 4: Evaluate the needs of DNP students for clinical sites.

3.4.5. Metric 5: Develop guidelines for bringing guest speakers and lecturers to the College including logistics and evaluation.

3.4.6. Metric 6: Gather data and assess professional support needs of registered nurses and nurse practitioners in rural communities across the state.