School of Nursing: Office of Planning & Budgeting FY2014 Budget Submission Supplement
School of Nursing: Office of Planning & Budgeting FY2014 Budget Submission Supplement
School of Nursing: Office of Planning & Budgeting FY2014 Budget Submission Supplement
School of Nursing
Introduction: The University of Washington School of Nursing (UW SoN) is one of the top-ranked nursing schools in the nation. Our commitment to discovery, teaching and learning defines our role in solving key health issues for people in Washington, the United States, and in countries around the world. The work of nursing and our work at UW is about partnering with people where they live, where they work, where they learn, and where they receive care. Our faculty, our students and our graduates can be found working almost anywherein hospitals, schools, homes, refugee clinics, and battlefields. We bring together science, technology, skill, and caring to offer a world of possibilities to our students. This is what the University of Washington School of Nursing experience is all about. Some examples of the significant work of the SoN in this past year include: Faculty engagement with the community SoN faculty members have close partnerships with community members and organizations and are making an impact locally and nationally: Fran Lewis, a professor in the department of Family and Child Nursing, works with families of people who have breast cancer to improve quality of life for families and treatment outcomes for cancer patients. Earlier this year, following demonstrated success with local families, Dr. Lewis was invited to the Ukraine to provide training to oncology nurses and physicians. Doris Boutain, associate professor in the department of Psychosocial and Community Health, received national recognition from First Lady Michelle Obamas Lets Move Initiative and the Centers for Disease Control and Prevention. Her work included developing and implementing policy and environmental changes to address the obesity-related health crisis by improving access to healthy food and physical activity for lower-income and minority populations. She partnered with the Seattle-King County Public Health Department, neighborhood and community organizations, politicians, Central Seattle grocery stores, community-supported agriculture, and churches serving predominately African Americans and Filipino Americans to build a network focused on promoting healthy eating, active living and connectedness. Her work promotes healthy environments for children, youth, and families in their neighborhoods and in their faith communities. To address a growing national health care concern, the US Department of Health and Human Services funded a multi-year project, Wound Management Education for Nurses. Directed by nationally-recognized expert and the SoNs Associate Dean for Research, Professor Joie Whitney. UWs Continuing Nursing Education (CNE) unit uses a hybrid of online and onsite teaching methods to deliver this program and prepare professional nurses to care for patients with non-healing, chronic or serious wounds. In the spring of 2013 the fundamentals course will expand to a pilot site in Bellingham and additional workshop sites will be added in the third year of the grant. This project uses technologies and distance learning methodologies developed collaboratively by CNE and the UW Medical Center for another federally-funded project, the Medical-Surgical Education Program, which prepares nurses for national certification. Over 450 nurses at 24 sites in seven states participated in the course from January-April 2012. These two projects have enhanced nursing skills and capacity throughout the region and demonstrate a successful new model for delivering career-long learning beyond UW walls to those in
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(REP1) (O1)
Vision
Pi oneer i mprovements i n heal th and heal th care through i nnovative nursing s cience, educati on and practice
Value s
Col l aboration*, Social Res ponsibility, Acces s , Integri ty*, Res pect*, Accountabi lity, Di versity*, Excel l ence*
Values: Timely-Efficient-Flexible-Transparent-Responsive
Enhance accountability by meas uri ng and monitoring School -wi de performance (03)
*UW Val ue
During the past year members of our faculty, staff and student community worked together to build a sustainable plan for the future for our school. We focused on 1) prioritizing educational program offerings with consideration of increasing access and creating operational efficiencies, 2) understanding current processes, streamlining and standardizing them, 3) assessing administrative functions to reduce waste and consolidate services, including the introduction of Lean approaches to do this work, 4) improving the work climate of the school, 5) strengthening research infrastructure, 6) improving relationships with internal and external partners, 7) improving technical support, 8) improving the student experience, and 9) evaluating program curriculum to assess opportunities for efficiencies. Our longer term efforts and goals include 1) developing new ways to deliver education, 2) identifying new revenue streams and creating a more stable financial base, 3) creating faculty and staff development opportunities, 4) improving our donor base and contributions, 5) creating a consistent staff and faculty human resource classification and compensation plan, and 6) developing a long-term plan to become more self-sustaining. It is these longer term goals that form the basis for our FY14 Budget Request. We are in the midst of creating an operational dashboard, a set of metrics to be reviewed regularly to gauge improvement and drive change (a table of the planned metrics can be found in the appendix). Our Master Process, which is directly linked to our Strategic Plan, is a comprehensive assessment of the SoNs core and supporting processes; the tools and systems needed to effectively and efficiently get the work done; leadership roles and responsibilities; and how the SoN relates with its students, partners, community and donors/alumni. Having completed this assessment in June 2012, we are now improving performance in the areas with greatest need (for example, Human Resources management for faculty, staff and academic student employees; Class Scheduling; Curriculum Governance; and Doctoral Recruitment). Building a visual, school-wide understanding of the many parts and how they interact helped the SoN collaborate, streamline, standardize, document, and make transparent our interdependence, and how our individual, unit, and departmental goals and missions fit together. The Master Process can be found on Nursings Organizational Development website by clicking on the left column, fourth entry.
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Appendices: January June 2012 accomplishments sheet Table of planned metrics for operational dashboard SoN Fact Sheet
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Curricular Enhancements
Graduated the following School of Nursing students in Winter and Spring quarters, 2012: 97 BSN Students 71 Masters of Nursing Students 29 DNP Students 5 Doctor of Philosophy Nursing Students Consolidated four courses of 70+ students each into 2 courses of 146 students each (NURS 420 & NURS 417). Developed plans to teach NURS 420 and NURS 417 only once instead of twice each year in 2012-2013 academic year. Savings will be approximately $18,000 plus benefits each year beginning in FY 2013. Coordinated ABSN double-clinical faculty/staff scheduling so that for the first time, NCLIN 416 students did not need to leave clinical early in order to attend NCLIN 402. Continuing Nursing Education (CNE) partnered with 53 agencies and organizations to conduct 23 live offerings (17 conferences, 4 certificate courses, and 2 UW Nursing Grand Rounds) with total enrollment of 2,977 participants. Participant ratings for these offerings averaged 4.7 on scale of 1 to 5 (high). Engaged seventy SoN Faculty and Affiliate Faculty members as speakers and/or as members of planning committees in Continuing Nursing Education efforts. Achieved record enrollment in CNEs 14-week remote access course, Enhancing Medical-Surgical Nursing Practice 2012, with 478 registered nurse participants at 24 sites in 7 states (210% of goal). Synchronous remote access to UW Nursing Grand Rounds was extended to all sites participating in the Medical-Surgical Nursing Practice course. Enrolled 44 participants (220% of goal) in first offering of the Wound Management Fundamentals Course held in AprilMay, 2012. The participant rating was 4.8 on scale of 1 to 5 (high). Eight new self-study modules were developed for the online portion of the course.
Fiscal
Increased fundraising (gifts and private grants) from previous year: July 1 2011 through June 30 2012: $2,947,291 July 1 2010 through June 30 2011: $2,572,650 Increased total number of donors from previous year: July 1 2011 through June 30 20121; 1,495 donors July 1 2010 through June 30 2011: 1,476 donors Hosted a successful Nursing Banquet with 310 attendees, expected to leverage increased sponsor/donor support. Developed an Autumn 2012 Admissions decision support model for faculty use in admissions and program planning, showing those offerings with a gap in admissible students compared with ideal numbers of enrollees. The model included a financial component that provided revenue range deviation from the ideal as a result of the gap.
September 2012
Fiscal, continued
Created a course costing model for planned or existing courses, allowing faculty planners to easily assign course factors such as enrollment, course credits, faculty number and type, and other factors, in order to project expected course cost and tuition revenue under University of Washingtons Activity Based Budgeting guidelines. Created a Faculty Effort Analysis model for tenured faculty FY 2011 using extracts from the financial data warehouse and student database, input and advice from departmental personnel, and SoN accepted metrics for calculating instructional effort, and incorporating courses taught, faculty assigned, and student enrollments. Faculty effort is reported for major categories (instruction, sponsored projects and clinical, administrative, and Service and Other.) Summarized SoNs sources and uses of resources for FY 2011 and FY 2012, showing the resources and expenditures for major instructional programs and grants/contracts, as well as the subsidies provided to instruction and grants/contracts from the UW supplement to the School of Nursing, thereby guiding decisions on allocation of resources and sustainability of alternate programs. Continued to market the Schools lab services to internal and external users through the Office for Nursing Research, generating $13,762 in revenues in the period January June. Revenues are used to offset use of Research Cost Recovery funds for equipment repairs and for upgrades to maintain the lab services.
September 2012
DRAFT UNIVERSITY OF WASHINGTON SCHOOL OF NURSING (SoN) METRICS (Under development as of 11-19-12)
Strategy Map Goal
RES 1.1
Metric
Intent
Advancing Research, Education and Services (RES) To assess and improve the grant performance of faculty and departments across all disciplines To increase the dissemination of knowledge by faculty To support and promote student success and to increase student retention and graduation rates To establish a realistic annual growth target for the Continuing Nursing Education programs (Live/Synchronous and Self Study) To determine students overall level of satisfaction with a variety of services provided by SoN and determine opportunities for improvement To capture annual certification result rates of ARNP graduates Achieving Operational Excellence (O) To support and promote student success and to increase student retention and graduation rates To quickly respond to technology issues and ensure smooth operation of various SoN processes and services To minimize system downtime and prevent incidents from impacting operations throughout the School Securing Our Financial Future To use cost of instruction as a method for assessing program cost effectiveness and relative costs of delivering education To use trends in annual gifts and grants received for evaluating performance and growth To increase number of alumni who give back to the SoN
Formula/Description
RES 5.2
RES 5.3
RES 5.4
Certification Results
Percent of Tenure faculty FTE (with 10% or more payout) paid on grant budgets divided by total faculty FTE on all SoN budgets. Quarterly count of published articles and presentations made. By cohort, number of students achieving degree, subtracted from the number of students entering the program. The growth/decline as a percentage from the previous years total participants enrolled at census. Percentage of student respondents whose responses to our survey are either very satisfied or satisfied. Obtain four years of UW SoN students certification results across seven exams (Source: certification agencies). For BSN population: identify, per student, time to degree (2 year, 3 year, 4 year) and average rate across entering cohort. Number of reported issues resolved within 2 hours, 8 hours, 24 hours and not yet resolved. Combined average uptime across ten SoN systems. To be determined.
O 3.1
Student Time-to-Degree
O 4.1
O 4.2
Systems Uptime
F 1.1
F 2.1
Donation Trends
F 2.2
Total dollars received annually for gifts and grants by fiscal year (Source: Central Advancement). Number of alumni who donate to SoN each
fiscal year (Source: Central Advancement). F 2.3 Cost per Dollar Raised To develop benchmarks and targets for SoN Advancement organizations return on investment To use financial information to reduce barriers to enrollment and to have meaningful impact on student retention in a cost-neutral fashion. SoN gift and grant revenue divided by Advancement cost (Source: Central Advancement). Part 1: Graph 1 Compare actual award dollar totals to unmet need. Graph 2 Compare number of applicants to number of awardees. Part 2: Total scholarship dollars and financial aid awarded by program by year for five years (split out undergraduate vs. graduate). Total dollars received annually since 2008. Total dollars received annually by type by agency. Compare annual total NIH funding received within SoN against that of peer institutions. Total number of staff hires, promotions, and transfers within SoN by quarter (Source - UW Enterprise Data Warehouse - EDW). Track annual faculty and staff gender and ethnic diversity %s comparing UWs Workforce Analysis data to Washington census data. Percentage of staff with active, current, signed employee development plans (tracking mechanism to be determined). Average mean (on scale of 1-low to 5-high) of 7 survey questions posed annually (Source: Annual SoN climate survey). Number of faculty (by type) hired/retired/resigned, annually (Source: UW EDW, OPUS reports) Number of staff (by type) hired/retired/resigned, quarterly (Source: UW EDW, OPUS reports)
F 3.1
Total Grant Dollars Received Annually Total Grant Dollars Received by Agency Benchmark Funding with Peer Institutions Staff Hires, Promotions, Transfers
To measure our grant award success rate To increase and/or diversify grant funding To enhance performance by benchmarking NIH funding in an effort to learn from others successes Creating a Sustainable Organization To measure career path opportunities/progression available within SoN To develop and support actions that lead to diversity within SoN
S 1.1
S 1.2
S 1.3
To actively engage all members of staff in career development planning To increase levels of faculty and staff employee satisfaction To retain a talented faculty
S 5.1
RES 5.5
Faculty Retention
RES 5.6
Staff Retention
2012 facts
The UW School of Nursing is the nations No. 1 nursing school and a national and international leader in improving the health and well-being of individuals, families and communities through education, research and service. Improving care. Its the Washington Way.
ACADEMIC DEPARTMENTS
emphasizing research and teaching
Biobehavioral Nursing and Health Systems Focuses on enhancing health care systems and studying the health and illness of adults and older adults. Family and Child Nursing Emphasizes the health and development of families and promotes healthy birthing and parenting. Psychosocial and Community Health Focuses on health promotion, disease prevention and treatment through individual, family, and community interventions with diverse populations across the lifespan.
STUDENTS
664 students enrolled autumn quarter 2012 (Seattle Campus) UNDERGRADUATE 228
28% MINORITIES * 1% INTERNATIONAL STUDENTS
GRADUATE 416
MASTER (MN/MS)- 69
BACHELOR- 143
* Asian-American/ Pacic Islander, African American, Native American, Hispanic American ** Data as of 11/20/12, does not include Autumn 2012 graduates or Master of Nursing in passing
Revised 11/12
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2012
DEGREE PROGRAMS
educating future health care leaders
Bachelor of Science in Nursing (BSN) Accelerated Bachelor of Science in Nursing (ABSN) Master of Science (MS-CIPCT) Doctor of Nursing Practice (DNP) Doctor of Philosophy in Nursing Science (PhD)
facts
FINANCES 2011-2012
Total operating budget/revenue $28.35 million
Research cost recovery: $1.1 million
PRIVATE CONTRIBUTIONS
CONTINUING EDUCATION
innovative and cutting-edge lifelong learning
Course offerings in 2011-2012 24 conferences, 6 certicate courses, 23 workshops, 87 self-study courses and 4 nursing grand round lectures 36 co-provided offerings with other UW unit Total Participants 8,136 (3,038 online) Strategic Partnerships 53 agencies and organizations
COMMUNITY PARTNERSHIPS
engaging service locally and nationwide
Clinical Partner relationships with institutions across the state and nation expose students to over 1,200 physicians and nurse practitioners who instruct, guide, and mentor future health care leaders. The School of Nursing works with six local medical centers that provide expert nurses as loaned faculty to the school. Nurse Camp, staffed by faculty and staff volunteers, increases access and opportunities in nursing to minority and low-income high school sophomores and juniors.
RESEARCH
searching for new knowledge
Total grant dollars awarded in 2011-2012: $16,496,158
75 Research Grant Awards* 103 Active Research Projects** 58 Pending Research Projects**
CENTERS OF EXCELLENCE
advancing nursing research, interdisciplinary collaboration, and patient care
de Tornyay Center for Healthy Aging Center for Excellence and Nursing Education Health Sciences Interprofessional Clinical Education & Research Center Center for Infant Mental Health & Development Center for Research on Management of Sleep Disturbances
Revised 11/12
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