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Mission, Vision & Strategic Plan


MISSION

  • To prepare diverse healthcare professionals who are providers and leaders in the delivery of high quality, accessible, culturally-competent, and compassionate care within in a highly technological and global environment.
  • To teach, conduct research and practice in service to the community through inter-professional collaboration.
  • To create, promote, expand and validate scientific knowledge and evidence-based practice through interdisciplinary research.

VISION

The vision of the CNHS is to be globally recognized as the higher education destination organization that is innovative, inquiry-driven and technologically advanced; drawing diverse top-class faculty, students, staff and others for positive transformation of society with a focus on the health care needs of underserved populations.

"We are fueled by intellect; driven by innovation and caring."


THE CNHS STRATEGIC PLAN

1.      Execute outstanding educational programs

Success Indicators:  AY 2012-2013

  • Current curricula will be examined for consistency with professional accreditation and practice standards
  • Inter-professional curriculum components will be identified across all NWCNHS disciplines and programs for the following areas: compassionate care, cultural competency, ethics, health policy, informatics, leadership, professionalism, and research for possible inter-professional courses
  • The NWCNHS internal program review schedule will be established
  • CNHS program evaluation plans will be reviewed and updated
  • Planning for a PhD program in rehabilitation care will be initiated

    Success Indicators: 5-Year Goals (2012-2017)

  • Inter-professional curriculum components will be integrated and evaluated across all disciplines and programs in the College
  • All programs will be ranked among the top 50% within their discipline in the nation

     Success Indicators: 10-Year Goals (2012-2022)

  • All CNHS curricula will be consistent with professional accreditation and practice standards
  • Ongoing CNHS program reviews, monitoring and evaluation processes will be operational.
  • All programs will be ranked among the top 25% within their discipline in the nation

 

Key Metrics: Priority 1

Student Enrollment Statistics for Each Program

  • Admission rates for each semester
  • Enrollment statistics for each semester
  • New student enrollment statistics for each semester
  • Retention rates for each semester

 

Course-Related Statistics for Each Program

  • Course enrollment each semester
  • Percentage of full-time vs. part-time students each semester
  • Number of credit hours offered on-ground each semester
  • Number of credit hours offered on-line each semester
  • Average course evaluation rating by discipline:  On-ground, on-line courses each semester
  • Number of students who participated in global health courses

 

Annual Graduation Statistics for Each Program

  • Graduation rates for each semester
  • Graduation rates in four years or less (Undergraduate only)
  • Graduation rates in six years or less (Undergraduate only)
  • Number of degrees awarded
  • Percentage of new graduates who would recommend their program to others
  • Percentage of new graduates employed in Florida at graduation
  • Number of graduates with jobs at graduation
  • Salaries of employed graduates upon graduation
  • Number of new graduates continuing their education in:
    • Graduate study
    • Other education
    • Salaries of new graduates at graduation
    • Program National Ranking

 

 

2.      Hire, develop, and retain excellent faculty and staff    

      Success Indicators: AY 2012-2013

  • Continue to implement the research and publications initiatives
  • Continue to implement the mentoring program
  • Successfully fill faculty, administration and staff vacancies
  • Facilitate staff and faculty development
  • Review faculty and staff salary for equity

   Success Indicators: 5-Year Goals (2012-2017)

  • Faculty composition will be 60% tenure-earning/tenured to 40%  clinical faculty
  • Faculty will be 100% doctoral prepared faculty
  • Strategy to attain faculty and staff salary equity will be implemented
  • At least 15% of faculty will be recognized as distinguished scholars within their discipline
  • At least two outstanding faculty will hold an endowed chair or professorship

     Success Indicators: 10-Year Goals (2012-2022)

  • 25% of our faculty will be recognized as distinguished scholars within their discipline
  • At least four outstanding faculty will hold an endowed chair or professorship
  • At least 25% of faculty will be engaged internationally in scholarly activities

Key Metrics: Priority 2

Faculty by Department or Discipline

  • Number of faculty that are tenured, on tenure track, on clinical track
  • Percentage of faculty that are tenured, on tenure track, on clinical track
  • Number of faculty with professional doctoral degrees
  • Percentage of faculty with professional doctoral degrees
  • Number of faculty with Ph.D. degrees
  • Percentage of faculty with Ph.D. degrees
  • Number of faculty vacancies
  • Number of international post-doctoral fellows
    • Number of post-doctoral fellows
    • Number of faculty involved in NWCNHS mentoring program
    • Number of faculty involved in NWCNHS Research Initiative
    • Number of faculty involved in NWCNHS Publication Initiative

 

Faculty Honorific Awards by Department or Discipline

  • Number of faculty awards: Local, state, regional, national
  • Number of faculty fellowships
  • Number of faculty academy members by discipline
    • Nursing:  AAN, IOM
    • CSD:AHSA

Other Metrics

  • Number of administrative vacancies
  • Number of staff vacancies
  • Number of staff involved in educational programs and workshops

 

3.       Increase research/scholarship productivity

       Success Indicators: AY 2012-2013

  • At least four R-level grants will be submitted to NIH
  • At least four HRSA and/or Foundation grants will be submitted
  • On average faculty members will submit two new manuscripts that were positively reviewed
  • On average tenured and tenure-earning faculty will submit two data-based or theoretical manuscripts that were positively reviewed
  • On average each faculty member will present at least one refereed presentation at a national or international conference
  • At least one faculty member will receive distinguished recognition for their scholarly achievements in at least one of the following areas: teaching, practice, research, and service
  • NWCNHS faculty and staff award structure will be developed

     Success Indicators: 5-Year Goals (2012-2017)

  • At least eight RO1-level grants will be awarded by NIH
  • At least one NIH-funded research center of excellence grant awarded
  • At least ten Foundation grants will have been awarded
  • Tenured and tenure-earning faculty will have published three data-based or theoretical manuscripts each year on average
  • Clinical faculty members will have published two manuscripts each year on average
  • Each faculty member will present at least one refereed presentation at a national or international conference on average
  • Annual NWCNHS faculty and staff awards structure will be ongoing
  • Over the five-year period, at least one faculty member will receive distinguished recognition for their scholarly achievements at the state, regional, national or international level in each of the following areas: teaching, practice, research, and service

      Success Indicators: 10-Year Goals (2012-2022)

  • College ranked among top 20 in NIH funding among colleges/schools of nursing and health sciences
  • At least two NIH-funded research center of excellence grants awarded
  • At least two program-level National Research Service Award grants awarded
  • At least 20 Foundation grants awarded
  • All clinical faculty will have published two manuscripts on average annually  
  • All tenured and tenure-earning faculty will have published three data-based or theoretical manuscripts on average annually
  • On average each faculty member will present at least one-refereed presentation at a national or international conference annually
  • Over the 10-year period, at least three faculty members will receive distinguished recognition for their scholarly achievements at the state, regional, national or international level in each of the following areas: teaching, practice, research, and service

Key Metrics: Priority 3

Faculty Research and Scholarship by Department or Discipline

  • Percentage of faculty who have won new and competitive funding as PI by type of grant: NIH, HRSA, Foundation, Training or Other
  • Grants per faculty member (based on PI): Total, NIH, HRSA, Foundation, Training or Other
  • Grant dollars won per faculty member as PI: NIH, HRSA, Foundation, Training or Other
  • Dollars per grant type: Total, NIH, HRSA, Foundation, Training or Other
  • Number of journal articles published by faculty members:  Total, first author, collaborating author(s), refereed, non-refereed
  • Percentage of journal articles published by faculty members: Total, first author, collaborating author(s), refereed, non-refereed
  • Number of book chapters authored by faculty members: Total, first author, collaborating author(s)
  • Percentage of faculty members authoring book chapters
  • Number of books authored or edited by faculty member
  • Percentage of faculty who authored or edited a book
  • Number of faculty podium presentations: International, national, regional, refereed, un-refereed, invited
  • Percentage of faculty giving podium presentations: International, national, regional, refereed, un-refereed, invited
  • Number of faculty poster presentations: International, national, regional, refereed, un-refereed
  • Percentage of faculty members presenting posters: International, national, regional, refereed, un-refereed

 

4. Optimize professional licensure and certification at graduation

    Success Indicators: AY 2012-2013

  • Identification of students at risks for failing certification or licensure examinations will be conducted through testing at program mid- and end-points, and remediation strategies will be in place for each discipline
  • Student licensure and certification first-time pass rates will be within five points of the national average at minimum

    Success Indicators: 5-Year Goals (2012-2017)

  • Identification of students at risks for failing certification or licensure examinations will be conducted through testing at program mid- and end-points, and remediation strategies will be in place for each discipline on an ongoing basis
  • Student licensure and certification first-time pass rates will be within five points of 100%

    Success Indicators: 10-Year Goals (2012-2022)

  • Assessments for students at risks for failing certification or licensure examinations will have been conducted and remediation strategies will be in place for each discipline at program mid- and end-points
  • Licensure and certification first-time pass rates will be 100%

Key Metrics: Priority 4

Annual Licensure and Certification Pass Rates

  • First-time pass rates by discipline
    • Nursing:  UG – NCLEX pass rates (Generic, FEP)
    • Nursing: Nurse Practitioner Certification for adult, family, and pediatric programs
    • OT
    • AT
    • PT
    • CSD

 

5. Enhance CNHS fiscal sustainability

     Success Indicators: AY 2012-2013

  • The utility of financial resources will be maximized
  • The College’s fundraising total will be raised to $1 million
  • The number of revenue sources will increase
  • Private gifts for student and faculty scholarships will increase by 25%

     Success Indicators: 5-Year Goals (2012-2017)

  • NWCNHS will attain 75% equivalent auxiliary funds vs. E&G state funding (increase in auxiliaries of approximately 50%)
  • All programs at minimum will break even financially
  • Revenue sources will increase annually
  • A minimum of two endowed professorships/chairs of over $1 million each will be supported and named on behalf of donors
  • At least one center of excellence (STAR, CARE, etc.) is endowed and named on behalf of donor
    • NWCNHS Enterprises will be established and generating a profit

    Success Indicators: 10-Year Goals (2012-2022)

  • NWCNHS will attain 100% equivalent auxiliary funds vs. E&G state funding (increase in auxiliaries of approximately 100%)
  • All programs at minimum will continue to break even financially
  • Revenue sources will increase with the addition of at least 2 new contracts or income streams annually
  • A minimum of four endowed professorships/chairs of over $1 million each will be supported and named on behalf of donors
  • The NWCNHS deanship will be endowed for over $2 million and will be named on behalf of its donor
  • At least two centers of excellence (STAR, CARE, etc.) will be endowed and named on behalf of donors
  • NWCNHS Enterprises will be established and generating a profit each year

 

 

Key Metrics: Priority 5

Advancement and Development Statistics

  • Number and dollar amounts of annual gifts received
    • Scholarships
    • Unrestricted Gifts
    • Specified Gifts
    • Endowments: New and Existing by Type
    • Other Gifts
  • Number and dollar amounts of contracts that generate income

 

6.   Develop faculty practice

     Success Indicators: AY 2012-2013

  • NWCNHS faculty practice models will be developed
  • Opportunities for clinical faculty to practice will be created
  • Integration of NWCNHS faculty practice into the FIU Health Network will be underway

      Success Indicators: 5-Year Goals (2012-2017)

  • NWCNHS faculty practice models will be implemented within the FIU Health Network and  the community
  • NWCNHS-managed clinics will be developed within the FIU Health Network
  • Collaborative practice with community-based organizations will be underway
  • NWCNHS teaching and research missions will be integrated via the FIU Health Network and in collaborative faculty practice settings

     Success Indicators: 10-Year Goals (2012-2022)

  • Faculty practice models will be fully implemented
  • NWCNHS-managed clinics will be revenue generating and self-sustaining
  • Over 50% of NWCNHS clinical faculty will participate in practice via FIU Health Network
  • Students will participate in learning experiences within FIU Health Network and other collaborative faculty practice settings
  • Faculty and students will conduct research in collaboration within FIU Health Network and other collaborative faculty practice settings

Key Metrics: Priority 6

  • Number of faculty involved in faculty practice: Total, FIU practice & Non-FIU practice
  • Percentage of faculty involved in faculty practice: Total, FIU practice & Non-FIU practice
  • Number of NWCNHS-run clinics
  • Client volume in NWCNHS-run clinics

 

7.  Enhance faculty, staff and student community engagement

     Success Indicators: AY 2012-2013:

  • A NWCNHS community engagement strategy will be developed
  • Faculty and student community engagement activities will be supported and documented in collaboration with the University Office of Engagement

    Success Indicators: 5-Year Goals (2012-2017)

  • A NWCNHS Community Engagement Committee will facilitate, monitor and document faculty, staff and student engagement activities
  • A minimum of 25% of faculty, staff and students will be involved in community engagement activities

Success Indicators: Year Goals (2012-2022)

  • A NWCNHS Community Engagement Committee will continue to facilitate, monitor, and document faculty, staff and student engagement activities
  • A minimum of 30% of faculty, students and staff will be engaged in community activities focused on underserved populations each year

Key Metrics: Priority 7

Faculty Engagement by Department or Discipline

  • Number of faculty involved in engagement activities
  • Percentage of faculty involved in engagement activities

 

8.  Expand global initiatives

    Success Indicators: AY 2012-2013

  • Global health courses and internships will be expanded
  • At least one post-doctoral experience will be offered to an international fellow
  • At least one health care program abroad will be enhanced through faculty consultation in the areas of education, practice, service and/or research

 

   Success Indicators: 5-Year Goals (2012-2017)

  • Operational partnerships for the development of education, practice, service and/or research will be implemented
  • A Fulbright exchange program will be available
  • Interdisciplinary global partnerships in education, practice, service or research abroad will be implemented

    Success Indicators: 10-Year Goals (2012-2022)

  • Operational partnerships for the development of education, practice, service and research abroad will be expanded and sustained
  • The Fulbright exchange program will be continued
  • Interdisciplinary global partnerships in at least two areas (education, practice, service or research) will be implemented
  • Expertise in simulation pedagogy will continue to be provided globally or internationally

Key Metrics: Priority 8

  • Number of faculty engaged in international scholarship activities:  Research, teaching, service
  • Percentage of faculty engaged in international scholarship activities:  Research, teaching, service
  • Number of faculty engaged in consultation abroad
  • Number of students who participated in global health courses

 

9.  Increase CNHS operational efficiency and effectiveness

    Success Indicators:  AY 2012-2013

  • New NWCNHS organizational plan will be implemented
  • Policies and procedures will be identified, catalogued and disseminated
  • Policies and procedures will be analyzed and updated to create appropriate redundancy and contingency plan of operation
  • Annual review and updating of NWCNHS Strategic Plan will be completed

  Success Indicators: 5-Year Goals (2012-2017)

  • Analysis, updating, and cataloguing of policies and procedures will be done annually to create appropriate redundancy and contingency plan of operation
  • NWCNHS organizational structure will be reviewed annually

   Success Indicators: 10-Year Goals (2012-2022)

  • Analysis, updating, and cataloguing of policies and procedures will be done annually to create appropriate redundancy and contingency plan of operation
  • NWCNHS organizational structure will be reviewed annually

Key Metrics: Priority 9

  • Number of policies and procedures reviewed, updated, and approved
  • Number of policies and procedures catalogued and disseminated
  • Number of policies and procedures that need to be reviewed, updated, approved and catalogued

 

 

 

[Revised 10/18/2012]