Duke University School of Nursing · PDF fileDuke University School of Nursing ... PhD, MSN, RN, CCRN* Beth Phillips, ... Chip Bailey Lisa Day Brigit Carter* Jane Blood-Siegfried Midge

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Duke University School of Nursing - Strategic Planning Initiative

March 7, 2016

Duke University School of Nursing Strategic Planning Initiative

Town Hall Update

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Tenets of Effective Strategy (by Michael E. Porter)

§  Strategy focuses on unique activities/functions

–  Strategy focuses on doing activities/functions that are different from competitors, or doing similar activities in different ways

§  Sustaining a strategic position requires trade-offs -- “what not to do” as much as “what to do”

–  More of one thing means less of another

–  Trade-offs force choice and necessitates purposeful limitation of what an organization offers

§  Strategy is about “fit” -- combining activities/functions in a way which is unique or different and sustainable

–  What activities/functions will be done and

–  How activities/functions relate to each other

§  Operational effectiveness is not strategy, but is still essential

–  Operational effectiveness means performing similar activities/functions better than competitors

Source: Porter, Michael E. What Is Strategy? Harvard Business Review, November-December 1996.

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Strategic Planning Process – Where We Are Today

Phase I Conduct Planning

Research

Phase II Define Global

Direction

Phase III Define Strategic

Direction

Phase IV Finalize the Plan

§  StrategicPlanningInterviews/SWOTAnalysis

§  StakeholderSurvey§  ExternalBenchmarkofPeers–BestPracBceAssessment

§  EnvironmentalAssessment(internal&externaltrends)

§  Formulatethe“Roadmap”toAchievetheVisionandGoals

§  WorkingGroups:•  DevelopStrategies&TacAcstoAddressSpecificGoals

•  PresentRecommendaAonstotheSteeringCommiEee

§  FinalizetheStrategicFramework:Vision,Goals,andStrategies

§  DeveloptheRoadmapforImplementaBon:•  PrioriBzeStrategies•  IdenBfyStrategy

Champions•  IdenBfyGoalMetrics•  Es#mateResource

Requirements(OPTIONAL)

§  DisseminatethePlan

§  DefinetheVision§  DevelopMeasurableGoals

§  IdenBfyStrategicIssuestobeAddressedinPhaseIII

§  DetermineWorkingGroupAssignmentsandRosters

Communica)onsPlanning

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X = Onsite Meetings

The DUSON Strategic Planning Timeline

SEP OCT NOV DEC JAN FEB MAR APRPreliminaryPlanning/LogisticsPHASEI-CONDUCTPLANNINGRESEARCH-Activity1:Interviews X-Activity2:StakeholderSurvey-Activity3:ExternalPeerBenchmarks-Activity4:EnvironmentalAssessmentSteeringCommitteeKickoffMeeting X

PHASEII-DEFINETHEVISIONStrategicPlanningRetreat 1/14

PHASEIII-DEVELOPSTRATEGICDIRECTION-School-wideTownHallSessionSONWorkingGroupStrategySessions(monthly) 2/9-10 3/8-9

SteeringCommitteeMeetings(monthly) 2/10 3/9

PHASEIV-FINALIZEPLAN/IMPLEMENTATIONPLNG

2015 2016

SteeringCommitteeMeeting X

This Week’s Meetings

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DUSON STRATEGIC PLANNING STEERING COMMITTEE

DUSON STRATEGY WORKING GROUPS (Phase III)

Education Research Clinical Practice

Phase III: Strategy Design Teams

Community Health

Improvement Global Health People &

Environment

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Crystal Arthur Eleanor McConnell, PhD, MSN, RN, GCNS, BC

Donald “Chip” Bailey Jr., PhD, RN, FAAN Elizabeth I. Merwin, PhD, RN, FAAN

Donna Biederman, DrPH, MN, RN* Bebe Mills

Margaret (Midge) Bowers, DNP, RN, FNP-BC, CHFN, AACC, FAANP Marilyn H. Oermann, PhD, RN, ANEF, FAAN

David S. Bowersox, MBA Chris Mucker, DNP, DRNA, CHSE

Debra Brandon, PhD, RN, CCNS, FAAN Wei Pan, PhD

Marion E. Broome, PhD, RN, FAAN Kathy Pereira, DNP, RN, FNP-BC, ADM-BC, FAAN, FAANP*

Brigit Carter, PhD, MSN, RN, CCRN* Beth Phillips, PhD, RN, CNE*

Sharron L. Docherty, PhD, PNP-BC, FAAN* Michael Relf, PhD, RN, ACNS-BC, AACRN, CNE, FAAN*

Michael Evans, MEd Valerie Sabol, PhD, AGACNP-BC, CNE, FAANP

Marilyn Hockenberry, PhD, RN, PNP-BC, FAAN* Christine Tocchi, PhD, APRN, GNP-BC*

Rémi M. Hueckel, DNP, CPNP-AC, CHSE, FAANP* Barbara S. Turner, PhD, RN, FAAN

Janice Humphreys, PhD, RN, FAAN * Queen Utley-Smith, EdD, RN, CNE, ANEF*

Constance Johnson, PhD, MS, RN, FAAN Theresa M. “Terry” Valiga, EdD, RN, CNE, ANEF, FAAN

Phyllis Kennel, MS, RN, LDN Michael Zychowicz, DNP, ANP, ONP, FAAN, FAANP

Debra Mattice, MS, MPA Bei Wu, PhD, FGSA, FAGHE*

Frances Mauney, BSN, MEd

The DUSON Strategic Planning Steering Committee

*Working Group Co-conveners

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Research Education Community Health Global Clinical Practice People & the Environment

Amber Anderson Debra Brandon Donna Biederman* Melissa Batchelor-Murphy Cesar Aviles Crystal ArthurChip Bailey Lisa Day Brigit Carter* Jane Blood-Siegfried Midge Bowers LaWanda ForteMichael P. Cary, Jr. Helen Gordon Alison Edie Kirsten Corazzini David Bowersox Jason GordonRobin Dail Janice Humphreys* Michael Evans Julie Cusatis Danett Cantey Sherene JenkinsSharron Docherty* Marilyn Lombardi Michelle Hartman Jennie DeGagne Jennifer Chamberlain Marilyn OermannJennifer Dungan Bebe Mills Michael Lister Irene Felsman Pennington Graham Susan Schneider Jane Halpin Margie Molloy Fran Mauney Cristina Hendrix Remi Hueckel* Diana StaplesJennifer Higgins Marilyn Oermann Ellie McConnell Brett Morgan Kathryn Kreider Deirdre ThornlowMarilyn Hockenberry* Beth Phillips* Beth Merwin Michael Relf* Loretta Matters Christine Tocchi*Constance Johnson Paul Piracci Schenita Randolph Barbara Turner Debra Mattice Tia TroyPhyllis Kennel Valerie Sabol Michael Relf Belinda Wisdom Ellie McConnell Queen Utley-Smith*Libby Ladd Brittney Sullivan Ashley Schoenfisch Bei Wu* Iris PadillaIsaac Lipkus Frank Titch Leigh Ann Simmons Tracey Yap Katherine Pereira*Beth Merwin Kathleen Turner Stacy Swinney Ernie RushingDevon Noonan Terry Valiga Beth StewartWei Pan Kathy TrotterKarin Reuter-Rice Michael ZychowiczGlenn SetliffRyan ShawPaula TanabeAllison Vorderstrasse Rose Mary Xavier

*Working Group Co-conveners

The DUSON Strategic Planning Working Groups

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WHAT WE HEARD FROM DUSON – TAKING THE PULSE OF THE ORGANIZATION

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InterviewResults

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Interviewees (n = 59)

Crystal Arthur* Marilyn Hockenberry* Beth Phillips*Donald 'Chip' Bailey* Janice Humphreys* Schenita Randolph Donna Biederman Sherene Jenkins Michael Relf Midge Bowers* Constance Johnson* Ernie RushingDave Bowersox* Phyllis Kennel* Val Sabol*Deb Brandon* Kathryn Kreider Ashley Schoenfisch Marion Broome* Isaac Lipkus Glenn Setliff Brigit Carter* Marilyn Lombardi Ryan Shaw Michael Cary Loretta Matters Stacy SwinneyJennifer Chamberlain Debra Mattice* Paula TanabeJulie Cusatis Fran Mauney* Frank Titch Robin Dail Ellie McConnell* Kathy TrotterJennie DeGange Beth Merwin* Barbara Turner*Maria Erb Bebe Mills* Kathy Turner Michael Evans* Margie Molloy Queen Utley-Smith Irene Felsman Carla Nichols Terry Valiga* Jane Halpin Marilyn Oermann* Bei Wu Les Harmon Iris Padilla Tracy Yap Cristina Hendrix Wei Pan* Michael Zychowicz*Michelle Hartman Kathy Pereira*

*Steering Committee Member

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Focus Group Participants (n = 23) Leadership

Interviewees (n = 11) Nancy Andrews Mary Ann Fuchs Bill Fulkerson Paul James Sally Kornbluth Ellen Medearis Mark Newman Tom Owens Kevin Sowers George Truskey Eugene Washington

Staff Raymond Brisson Maria Erb Will Falls Angela Gross Keysha Hall Nancy Hansel Rion Holland Angie Keith Michele Kuszajewski Annie Langley Laverne Myers Susan Watson Julie Yamagiwa Melissa Ziberna

Students Forgive Avorgebo Laura Duff Kristin Wainwright Faculty Victoria Good Eleanor Stevenson Alumni Cheryl Brewer Sue Glover Elizabeth (Betsy) Lee Marianne Williams

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1.  SUPPORTIVE ENVIRONMENT: Develop a supportive, collaborative environment and culture of respect and inclusiveness. (56%)

2.  ADVANCE RESEARCH: Continue to advance DUSON’s research accomplishments and impact. (50%)

3.  QUALITY EDUCATION: Assess, streamline and further strengthen educational programs to assure quality and sustainability. (30%)

4.  DIVERSITY: Advance all dimensions of diversity as essential components of DUSON excellence. (24%)

5.  AREAS OF EXCELLENCE: Identify and invest in transformative areas of excellence that will distinguish DUSON and guide future planning. (20%)

6.  COMMUNITY & GLOBAL HEALTH: Strategically focus community and global health activities to enhance impact. (18%)

6. ORGANIZATIONAL STRUCTURE: Ensure that the DUSON organizational structure is efficient and effective. (18%)

Top Strategic Priorities (As recommended by Interviewees and Focus Groups; page 1 of 2)

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8.  RECRUITMENT & RETENTION: Recruit and retain outstanding faculty, staff and learners. (16%)

8. MENTORSHIP: Mentor and groom DUSON faculty and staff to assume leadership roles at Duke and in the fields of health care and higher education. (16%)

8.  AFFORDABLE EDUCATION: Enhance DUSON’s competiveness and accessibility in student recruitment by increasing affordability. (16%)

8. PARTNERSHIPS AND COLLABORATIONS: Position DUSON to lead innovative partnerships across Duke University and with collaborators in government, industry and academia. (16%)

12. WORK-LIFE BALANCE: Evaluate workload demands and improve work-life balance for faculty, staff and learners. (14%)

12. FINANCIAL SUPPORT: Cultivate new sources of revenue and philanthropic support to reduce dependence on tuition funding and ensure long-term financial viability. (14%)

14.  INFRASTRUCTURE: Provide infrastructure, staffing and facilities to accommodate recent and future growth. (12%)

15. ALIGN DUSON AND DUHS: Strengthen collaboration and alignment between DUSON and DUHS. (10%)

Top Strategic Priorities (As recommended by Interviewees and Focus Groups; page 2 of 2)

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StrategicPlanningSurvey

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Duke University School of Nursing Strategic Planning – Phase I Results

Participant Demographics: Participation by Role

Approximately 5,900 individuals, including over 4,000 alumni, were invited to participate in a survey to weigh in on the core values and strategic priorities for Duke University School of Nursing. Over 70 percent of staff and nearly 90 percent of full-time faculty responded to the survey.

Ro leInv ite d to

Pa rtic ip a teRe sp o nd e nts Re sp o nse Ra te

116 83 72%

88 78 89%

175 37 21%

412 20 5%

985 160 16%

16 18 113%

Sub to ta l Exc lud ing Alumni 1,792 396 22%

4,139 321 8%

T o ta l 5,931 717 12%

Alumni

Full-Time Regular Rank Faculty

Students & Post-Docs

Preceptor

Staff

Other *

Part-time Instructor/Faculty

* Includes external advisors and friends of the School of Nursing as well as some faculty, staff and students who selected “other.”

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Other Core Values That Should be Considered for DUSON, In Addition to DukeHealth Core Values (Open-Ended Recommendations)

Of the 274 respondents who provided additional core values suggestions, those at left were mentioned the most.

Diversity rose to the top by a significant margin.

* Each person was given the opportunity to provide two responses.

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6

6

6

6

7

7

7

7

8

10

16

19

22

24

52

0 20 40 60

Collaboration

Community

Culture

Integrity

Transparency

Advocacy

Commitment

Honesty

Work Life Balance

Empathy

Service

Leadership

Inclusiveness

Compassion

Caring

Diversity

Excellence

Integrity

Teamwork Respect

Innovation

DukeHealth Core Values

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1 2

3

4 5

6 7

8

9 10

11

12 13

14 15

1

5

2

5

7

3

12

10

4

13

11

9

14

8

15

6 5

1

4

13

9

7

3

12

2

8

10

14

10

15

1 2 3 4 5 6 7 8 9

10 11 12 13 14 15

Faculty Staff Students

Faculty, staff and students were reasonably well-aligned around top priorities, but the groups had several major differences in how they prioritized specific strategic issues.

Strategic Priorities Rankings: Faculty, Staff and Students

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ENVISIONING THE FUTURE §  Defining the DUSON Vision & Core Values

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Vision Statement & Core Values

Goal A

Goal B

Goal C

Strategy A-1

Strategy A-2

Strategy B-1

Strategy B-2

Strategy C-1

Strategy C-2

Vision Goals Strategies Implementation Tactics

Visceral and inspiring; evokes an image of the future organization. Differentiates and promotes organization’s aspirations to all constituencies.

A short list of measurable imperatives used to assess progress in executing the plan.

Specific actions describing how to achieve the organization’s vision and goals.

Detailed instructions provided to guide in plan implementation.

Strategic Structure…Each Statement Lays the Foundation for the Next

Vision Goals Strategies Tactics

Components Drafted To-Date To Be Completed by Working Groups

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Duke University School of Nursing – Draft Strategic Plan

Vision Statement Options (As discussed at February Steering Committee Meeting)

Option A

Option B

General comments from the February Steering Committee meeting:

v  Include “nursing” in the vision.

v  Town hall preferred “transforming” over “pioneering” in the above options.

v  Most liked the word “together” – it is nicely aligned with the DukeHealth Strategic Plan and is a great vision that introduces the mission-specific vision imperatives.

Option C (from Town Hall

discussions)

Together, transforming [pioneering] the future of nursing to improve health and health care OR

to make meaningful contributions to health and health care

Together, transforming the health of individuals, families and communities [each time, every time]

Together transforming the future of nursing, to improve the health of individuals, families and communities.

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DUSON Vision and Vision Imperatives

Vision Imperatives

DUSON Draft Vision: Together, transforming the future of nursing

to improve health and health care.

Education: Prepare nursing leaders who will

shape the future

Clinical Practice: Provide and promote

unparalleled clinical expertise

Research: Lead and accelerate nursing

science and its translation

Community Health Improvement: Collaborate with the community to

advance health

People & Environment: Be the destination for

outstanding talent

Global Health: Take DUSON to the world and bring

the world to DUSON

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Goals to Achieve each Vision Imperative

Goals

Goals:

1.  Advance clinical excellence in faculty to provide exemplary patient care and extraordinary educational experiences.

2.  Cultivate mutually beneficial opportunities with other health care organizations to design, test and implement clinical practice innovations.

3.  Position DUSON as a valuable partner and recognized resource for patient-centered clinical practice and leadership.

4.  Create clinical leaders in professional and scholarly practice.

Vision Imperatives

Education: Prepare transformational nursing

leaders for the future

Clinical Practice: Provide and promote

unparalleled clinical expertise

Research: Lead and accelerate nursing

science and its translation

Goals:

1.  Develop supportive infrastructure that will position DUSON as a leader in nursing science and its translation.

2.  Recruit and retain outstanding research faculty, staff, students and trainees.

3.  Focus on targeted research clusters of excellence for growth and investment.

4.  Promote and accelerate DUSON research, innovation and accomplishments.

5.  Diversify the research portfolio and funding sources.

Goals:

1.  Prepare nursing graduates who will lead the transformation of healthcare for the future.

2.  Ensure that Duke’s nursing education is accessible to admitted students.

3.  Lead innovative nursing education globally and nationally.

4.  Increase the number of nurses in influential leadership positions in health policy and health care.

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Goals to Achieve each Vision Imperative

Goals Goals:

1.  Advance all dimensions of diversity and inclusiveness as essential components of excellence at DUSON.

2.  Cultivate a culture that recognizes and respects the contributions and role of every individual at DUSON.

3.  Become a recognized employer of choice.

4.  Strengthen operational effectiveness and support for the people and environment of DUSON.

Vision Imperatives

Community Health Improvement: Collaborate with the community to

advance health

People & Environment: Be the destination for

outstanding talent

Global Health: Take DUSON to the world and bring

the world to DUSON

Goals:

1.  Strengthen DUSON’s capacity to promote community engagement and health improvement.

2.  Create, evaluate and disseminate effective community-based models for practice, education and research.

3.  Collaborate with the community to advance community health.

4.  Enhance the impact of DUSON’s programs and resources to reduce health inequities and disparities.

Goals:

1.  Strengthen infrastructure and support for global activities within DUSON, optimizing external strategic partnerships.

2.  Align DUSON global endeavors to strategically optimize bi-directional research, education and service.

3.  Position DUSON to shape global nursing and to address targeted global health problems through capacity building and partnerships.

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Draft Core Values – Guiding Organizational Behavior and Shaping the Future

Excellence

Integrity

Collaboration

Respect

Innovation

Diversity & Inclusiveness

DUSON (Draft) Core Values

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NEXT STEPS

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Strategic Planning Process – Next Steps

Phase I Conduct Planning

Research

Phase II Define Global

Direction


Direction

Phase IV Finalize the Plan

§  StrategicPlanningInterviews/SWOTAnalysis

§  StakeholderSurvey§  ExternalBenchmarkofPeers–BestPracBceAssessment

§  EnvironmentalAssessment(internal&externaltrends)

§  Formulatethe“Roadmap”toAchievetheVisionandGoals

§  WorkingGroups:•  DevelopStrategies&TacBcstoAddressSpecificGoals

•  PresentRecommendaBonstotheSteeringCommiUee

§  FinalizetheStrategicFramework:Vision,Goals,andStrategies

§  DeveloptheRoadmapforImplementaAon:•  PrioriAzeStrategies•  IdenAfyStrategy

Champions•  IdenAfyGoalMetrics•  Es)mateResource

Requirements(OPTIONAL)

§  DisseminatethePlan

§  DefinetheVision§  DevelopMeasurableGoals

§  IdenBfyStrategicIssuestobeAddressedinPhaseIII

§  DetermineWorkingGroupAssignmentsandRosters

Communica)onsPlanning


Direction

April – May 2016

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DUSON Strategic Planning Website…Stay Connected

https://nursing.duke.edu/strategic-planning/2015-2016-strategic-planning-process

Duke University School of Nursing · PDF fileDuke University School of Nursing ... PhD, MSN, RN, CCRN* Beth Phillips, ... Chip Bailey Lisa Day Brigit Carter* Jane Blood-Siegfried Midge

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