Mississippi University for Women

Academic Affairs Strategies

College Goal

College Action Steps

Benchmark

How Will the Benchmark Be Evaluated

Results of Data Collection and Analysis

Use of Results & Budgetary Needs

Academic Strategy: Implement innovative, dynamic, teaching-learning strategies that engage students and promote their success and retention.

Provide innovative high quality academic programs (ASN, BSN, MSN, SLP) that engage students, faculty and staff and promote their success and retention.

1. Recruit and retain master teachers, staff, and administrators for all college programs and positions.

1a. Faculty, staff, and administrative salaries will be sufficient to recruit and retain quality individuals and faculty/administrative salaries will be at or above the average of MS nurse and SLP educators salaries, or national regional salaries.

1a. Annual Comparison   of MUW Budget Book NSG and SLP salaries to available comparison salaries from state and national sources.

1a.1. Are faculty and staff positions filled?

1a.Not met. Mississippi

University for Women’s

nursing and speech-

language pathology faculty

salaries are among the lowest

in the state.  This makes it

difficult to retain master and

doctoral faculty since every

baccalaureate and higher

degree nursing and speech-

language pathology program in

Mississippi and in the

surrounding states also need

master and doctoral faculty and

heavily recruit these faculty.

We have lost several faculty

over the last five years to other

institutions (for higher salaries

or advanced positions).

Staff salaries are also low and

need to be increased

commensurate with

responsibilities, quality of

work, and years of service.

1a.1. Partially met. All faculty and staff positions are currently filled except for one. The speech-language pathology (SLP) department chair position is currently filled by an interim.  The interim has done an excellent job and the program has prospered under her leadership. The SLP department chair position is still one of the few unfilled positions the university has allowed to remain open with an active search.

1a.There have been no raises for the last two years due to the state budget losses and budget cuts. Continue to track comparative salaries and raise salaries when state and/or MUW monies become available.

Need additional funds for salary raises.

1a.1. Continue to monitor.

Need additional funds to fill the SLP department chair position.  When salary money becomes available, the SLP chair position needs additional funds added.

1b.  100% of ASN Faculty will have an appropriate MSN Degree; 100% of BSN Faculty will have an appropriate MSN degree and 40% will have a doctorate; 70%  of MSN faculty will have a doctorate and 100% will have an appropriate MSN; 100% of academic graduate SLP faculty will have a doctorate and 100% of clinical and undergraduate faculty will have an appropriate MS

degree.

1b. Annual Assessment of college data on terminal degrees per program.

1b. Partially met. 100% of the ASN faculty have MSN.  100% of BSN have MSN but do not meet the 40% with a terminal degree (24% have terminal degree).  100% of MSN faculty have MSN. 55% of MSN faculty have doctorate and 2 others will finish their doctorate in fall 2010 = 73%).  100% of SLP faculty meet the benchmark.  All faculty teaching graduate students have a doctorate and 10% of clinical faculty have an appropriate MS.

The BSN Program needs additional doctoral faculty.  The dean & department chair have encouraged faculty to enter doctoral programs.

Additional salary monies needed to hire and retain doctoral faculty.

1c. 100% of new faculty and staff will be assigned a mentor.

1c. Master Evaluation Plan/other document  listing of new faculty and assigned mentor

1c. Met. All faculty and staff who have been hired within the last two years have assigned mentors.

1d. 100% of faculty will obtain at least the minimum/ acceptable number of CEU’s /contact hours in their areas of teaching and clinical responsibility.

1d. Each college faculty will meet accreditation requirements and personal goals related to instructional and professional development.

1d. Met. All ASN, BSN, and MSN faculty have a minimum of 10 CEU’s as per state accreditation requirements.  All SLP faculty have met licensure requirements for CEU’s.

Continue reimbursement for CEU’s/travel through university departmental travel monies and Faculty Senate faculty development funds.

2.  Continually improve the process of planning, assessment, evaluation, and continuous improvement for college academic programs and support areas.

2a. Each program and area will evaluate program/area outcomes as indicated by their master evaluation plan/planning document.

2a. Annual evaluation of each program’s Master Evaluation Plan/evaluation process and outcomes including SMART assessments and ACTION plans.

2a. Met. Each program continues with their specific evaluation plans/processes.  ASN is implementing changes based on their 4 year review in accordance with professional standards and outcome data.  BSN incorporated new CCNE and Baccalaureate Essentials standards and criteria. MSN incorporated new NTF  and NONPF standards and will incorporate  Master’s Essentials when they are finalized.  SLP continued with ongoing data in the CAA Annual Report which has changed to incorporate more detail.

See each department’s Master Plans of Evaluation, SMART Assessments, Action Plans, and program evaluation and assessment data for program specifics.

2b.  Each college program will maintain accreditation by all appropriate bodies such as SACS (all), IHL (NSG), NLNAC (ASN), CCNE (BSN & MSN), and CAA (SLP) and will submit annual reports, as indicated, demonstrating compliance with all accreditation standards.

2b. Annual Evaluation of Accreditation documents from the appropriate body.

2b. Met. All annual reports were submitted as required. All programs received full accreditation.

BSN and MSN have ongoing full accreditation and  working on the  CCNE  accreditation self study in preparation for the spring visit. ASN NLNAC report submitted and approved. SLP submitted annual report and has full ASHE accreditation. MUW has SACS full accreditation and interim report is due in 2011.

See program evaluations minutes, program meeting minutes, and program planning documents for use of results.

University provided funds for CCNE accreditation visit.

Additional university funds needed for CAA site accreditation visit in Spring 2011 and do not anticipate any funding concerns.

3.  Implement innovative, dynamic teaching-learning strategies to engage students and promote their success.

3a. Each college program will implement innovative and dynamic teaching- learning strategies to engage students and promote their success.

3a. Annual evaluation of effectiveness of teaching-learning strategies during annual program planning meetings.

3a. Met. ASN & BSN programs successfully incorporating SimMan. BSN and SLP using Webct for several courses.  MSN incorporating Typhon and Wimba software from a collaborative HRSA grant funding source.  BSN doing online testing but need additional security such as a lock-down browser for test security.

See program minutes and/or planning documents for use of results for each program.

Budgetary need for monetary resource for the university to secure a test lock-down browser or some other secure testing software.

3b.

Leadership content/clinical is appropriately incorporated within each program.

3b. program course outlines

Program and/or Curriculum Committee minutes

3b. Met. ASN is revising role courses to look at management, leadership, and team leading concepts.  BSN evaluating their two leadership courses as well as preceptorship course.  MSN has something in each semester and evaluating role concepts.  SLP incorporated leadership skills into the clinic setting, group leadership in rehab and various clinical activities.

See program minutes and evaluation data/Master Evaluation Plans for use of data.

Need additional funding to purchase additional simulation models and establish a dedicated simulation lab (possibly a private funding source)

3c. Gender specific content is appropriately incorporated within each program, with an emphasis on women’s health issues.

3c.  program course outlines

Program and/or Curriculum Committee minutes

3c. Met. ASN, BSN, & MSN review of course content found gender specific content throughout each program.  In addition, several nursing faculty attended a specific Women’s Conference.  SLP also found gender content appropriately incorporated within the curriculum with disorder specific information as appropriate.

See program minutes and evaluation data/Master Evaluation Plans for use of data.

3d. Research and evidenced based practice is appropriately incorporated into each program.

3d.  program course outlines

research projects/ studies

Program and/or Curriculum Committee minutes

3d. Met. ASN, BSN, MSN, and SLP programs have research and evidenced based practice appropriately incorporated into each program.  A College Research Day was held in the spring and students from all programs either did a poster or podium presentation.  In addition BSN and MSN students did a research project and some of the SLP graduate students were involved with faculty research studies and helped present the research findings at the American Speech-Language Hearing Association Meeting in New Orleans, LA

See program minutes and evaluation data/ Master Evaluation Plans for use of data.

3e. Licensure and credentialing pass rates will be at or above the national average.

3e. Annual evaluation of Board of Nursing, IHL, and ANCC Reports and SLP Praxis II ETS Reports.

3e. MET. National average for NCLEX was 88.42%

ASN—91%; 97% 2^nd writes

BSN – 98%; 100% 2^nd writes

MSN – 96% credentialing exam results (national rate = 93.07)

SLP – 100% on praxis II;

See program minutes and evaluation data/Master Evaluation Plans for use of data.

3f. At least 90% of employers and graduates will express satisfaction with their academic program preparation.

3f. Annual evaluation of returned Nursing Employer and Graduate Satisfaction Surveys, Advisory Board Feedback, informal feedback, SLP Alumni & Employer Feedback, and Exit Surveys.

3f. Met.   ASN- employer – 100% satisfaction, above basic skills in numerous areas with average in delegation prioritization.

BSN – employer --100% satisfaction with greater than 90% for graduates.  Continuing to get positive feedback from communities of interest feedback.

MSN 100% employer satisfaction with approximately 90% satisfaction for graduates.

SLP gives form to the graduate to give to the employer; 100% satisfaction of graduate and undergraduate students. Currently in employer cycle now.

See program minutes and evaluation data/Master Evaluation Plans for use of data.

Staff Strategy: Provide staff with professional development that promotes institutional efficiencies and customer service.

Provide opportunities and resources for college staff professional development that enhances their effectiveness in their areas of responsibility.

1. Set aside money each year for college staff development.

1. At least three College staff will go to a professional development workshop each year.

1. Annual evaluation of staff travel money expenditures.

1.  Met. Travel money was available for staff development.  Two staff went to a workshop focusing on their professional development.

All staff received annual evaluations speaking to effectiveness and areas for growth.

Staff used knowledge gained at workshops and their annual evaluations to enhance their effectiveness in their designated areas.

Continue to evaluate and encourage staff to use development funds.

Academic Affairs Strategies

College Goal

College Action Steps

Benchmark

How Will the Benchmark Be Evaluated

Results of Data Collection and Analysis

Use of Results & Budgetary Needs

Academic Strategy: Provide assertive academic advising, mentorship, and other student first programs designed to promote retention.

Maintain the maximum enrollment of high quality diverse students in each college program through effective advising, mentorship, and retention strategies.

1. Participate in advising, and mentorship activities as appropriate to each college program.

1a. Each college program will participate in appropriate advising, and mentorship activities.

1a. Annually assess outcomes in each programs’s master evaluation plan/evaluation data in each specified area.

Annually discuss in end- of- year program planning meetings.

1a. Met. ASN, BSN, MSN, & SLP programss provided quality academic advising, mentorship activities, and other student first programs that enhanced retention of students. All four programs are very strong in this area and work closely with their students.  Students who fail or are unable to return for other reasons are advised and helped to transfer to other majors that will enable them to graduate with a college degree or other colleges/universities.

Each program evaluated advising and mentorship activities and effectiveness and made changes as indicated.  See program minutes and evaluation data for each program for specific use of results related to that programs’s students.

1b. Retention strategies and rates will be at or above program benchmarks.

1b. Annually evaluation of each program’s master evaluation plan retention benchmarks and strategies.

1b. Partially met. ASN, BSN, MSN, and SLP evaluated program benchmarks and either met those benchmarks or were close to meeting those benchmarks.  All programs continue to develop and evaluate retention strategies.  Ongoing.

Each program evaluated retention strategies and rates and continued to make changes as appropriate.  See program minutes and evaluative data for each programs specifics related to that programs students.

Academic and Staff Strategy: Collaborate with Admissions in aggressive recruitment initiatives.

Maintain the maximum enrollment of high quality diverse students in each college through effective recruitment strategies.

1. Participate in recruitment activities as appropriate to each college program.

1. Each college program will participate in appropriate recruitment activities.

1. Annually evaluate recruitment outcomes in each program’s master evaluation plan and discuss in end of year planning meetings.

1. Met.  ASN, BSN, MSN, & SLP were very active in recruitment activities.  Recruitment events were at a variety of places such as community colleges, universities, hospitals, MNA, Nursing Summit, & MOSA. The college has been very effective in this area with a 13% increase in the college’s students from fall 2008 to fall 2009  (606 to 687) while the University total enrollment only grew 5% (2365 to 2478).

See program minutes and evaluative data for each department’s specifics.

Continue to dedicate sufficient funds for recruitment activities for each department.

Academic Affairs Strategies

College Goal

College Action Steps

Benchmark

How Will the Benchmark Be Evaluated

Results of Data Collection and Analysis

Use of Results & Budgetary Needs

Academic and Staff Strategy: Implement aggressive measures to reduce costs and conserve resources.

Promote effective internal operations that advance college efficiencies and priorities.

1. Examine internal operations to promote efficiencies and improvements where indicated.

1. Each college area and program will follow its master evaluation plan and use outcome data to make any indicated efficiencies and improvements.

1. Annually evaluate outcomes from each program’s master evaluation plan.

Annually discuss at the college annual planning retreat.

1. Met. Each program followed their master evaluation plan and made adjustments according to evaluative data.  Heating and cooling in the college buildings still has not been corrected even though there have been several conversations with the physical plant.  This is still a university efficiency that has not been corrected. Ongoing.

See program minutes and evaluative data for specifics related to each program.

2.Demonstrate internal operational efficiencies by operating within established budgets and identifying additional budgetary needs through collaborative strategic planning

2. Expenditures in each college budget area are within established

parameters and additional needs are identified through collaborative strategic planning.

2. Annually examine end of year budget summaries for each area.

Annually evaluate program and college annual planning evaluative data.

2.  Met. All college budget areas were within the designated budget allocations and parameters with no areas going over allocated funds.

See end of year college budget allocations and expenditures for use of results.

3. Technology, equipment and physical facilities adequate for meeting the needs of the College

3. Each college area and program will follow its master evaluation plan and use outcome data to make any indicated efficiencies and improvements related to technology, equipment, and physical facilities.

3. Annually evaluate outcomes from each program’s master evaluation plan.

3. Partially met. ASN, BSN, and MSN programs in Martin Hall received a private Foundation grant to establish a dedicated simulation lab on third floor which included purchasing a SimBaby and Noelle Birthing simulator in addition to other equipment and structural renovation changes in the area.  SLP space in Cromwell needs renovation (carpet, paint, equipment, classroom, and clinical areas).  A congressional grant was written for this in 2009-10.  Do not know yet if it was funded. Therefore, it was again included in the 2010-11 congressional grant.

The nursing & SLP departments have assessed for additional needs and have written a congressional grant to complete the next technology, equipment, and facilities phase.  See program evaluative data and minutes for use of results.

$112,000 needed for SLP renovations.

$239,500 need for nursing technology learning enhancements (see 2011 Congressional Grant).

Academic Affairs Strategies

College Goal

College Action Steps

Benchmark

How Will the Benchmark Be Evaluated

Results of Data Collection and Analysis

Use of Results & Budgetary Needs

Academic & Staff Strategy: Provide community-based programs and services that result in new revenue streams for the University.

Provide appropriate community-based services (through clinical and program volunteer activities) and provide graduates prepared to meet the healthcare needs of the state, region, and nation.

1. Plan clinical and program activities to produce high quality nurses at different levels of preparation and high quality SLP master’s graduates and high quality pre-professional undergraduate SLP graduates.

1. At least 90% of the graduate returned surveys of each program will indicate satisfaction that the program prepared them to function effectively in their NSG or SLP role.

1. Annual evaluation of End of Program Evaluations, Preceptor Evaluation, and Graduate and Employer Surveys.

1.  Met.  ASN, BSN, MSN & SLP program evaluations by students, preceptors and employers (as appropriate) indicate the benchmark has been met and graduates are prepared to meet the healthcare needs of the state, region and nation.  The College’s 2010 Student Community Service/Economic Impact Hours indicated 288 students in the college served 69,917 community clients and spent 121,335 hours in the community.  ASN: 109 students, 8,508 clients, and 34,606 hours. BSN: 114 students, 8,804 clients, 53,607 hours. MSN: 45 students, 51,300 clients, 23,040 hours.  SLP:  20 graduate students, 1,305 clients, 10,082 hours.

See next section for specifics related to new revenue streams for the college and university.

See program evaluative data and program minutes for use of results related to each program.

Academic Strategy: Collaborate with Institutional Advancement to seek scholarship donors and endowed chairs for academic programs.

Build partnerships and public awareness to support the college’s mission and development of each program.

1. Maintain and build partnerships that support the mission of the college and the development of each program.

1. The college will maintain 100% of current partnerships (scholarships, faculty positions, grants, etc) and/or will realign partnerships as appropriate.

1. Annual evidence of ongoing partnerships with hospitals, agencies, and foundations.

1. Met. All partnerships were maintained and new ones established. Hearin grant for another 3 years ($50,000/year for 4 years for NSG and $25,000/year for SLP). Whitehead Scholarship re-awarded ($56,000).  Rotary scholarship continued ($1,500).  New Mitchener Scholarship awarded for $12,500/year. New Georgia Millender Scholarship for $500. EM Stipend continued for $300. Endowed Brand Scholarship continued ($200,000 endowment).  Endowed Ory Scholarship continued ($150,000 endowed). Endowed Bosanko Scholarship continued ($860 awarded). Endowed Akers Scholarship continued ($1,697 Awarded). Endowed Curtis Scholarship continued ($590 awarded).  Hearst Scholarship continued ($4,856 awarded).     HRSA AENT grant awarded ($40,000), HRSA consortium grant awarded ($62,000/ year for 3 years);

Hospital Faculty positions refunded (NMHS, BMH-GT and OCH for $113,289 and BMH-GT for an additional $115,000/year for funding/partially funding two other nursing faculty positions).

Private Foundation grant awarded for a dedicated simulation lab ($156,800).

An additional source of revenue to the university was the growth in the Tupelo RN to BSN Program which went from approximately 50 to 180 student in the full-time program which generated tuition of $417,960/semester (an additional $301,860/semester from the prior year).

See college and program minutes and program evaluative data for use of results.   College and programs will continue to explore new avenues for additional income to the university, college, and individual programs.