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School of Nursing 2019 Presidents Update Plans for FY ‘20 – FY ‘23

School of Nursing 2019 Presidents Update Plans for FY ‘20 – FY ‘23 Dean Kirschling and Bill Gardiner Presentation: April 12, 2019. Major Take A Ways Financially a “good year”; next year will be more challenging UMSON enrollment reflects purposeful growth and will be stabilizing

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School of Nursing 2019 Presidents Update Plans for FY ‘20 – FY ‘23

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  1. School of Nursing 2019 Presidents Update Plans for FY ‘20 – FY ‘23 Dean Kirschling and Bill Gardiner Presentation: April 12, 2019

  2. Major Take A Ways • Financially a “good year”; next year will be more challenging • UMSON enrollment reflects purposeful growth and will be stabilizing • Conway Scholars program continues to grow • Continue renovation of SON building • Faculty continue to pursue research and educational funds presentation

  3. The Year in Review • Highlights • Continue to invest in building renovation (slow and steady) • Continue to have strong U.S. News & World Report rankings for master’s and DNP programs • Continue to exemplify the “changing face of nursing” – diversification of the nursing workforce, including nursing diaspora with growing number of immigrants • Now have 13 of 15 Community College agreements • Remain a signature program at USG with BSN program and now 3rdclass of FNP students • Continue to build philanthropic portfolio • Converting MS to MSN

  4. Ranked 9th in NIH research funding among public Schools of Nursing, and 16 overall (8 awards, $3.8 M) • Expanded Diversity and inclusion activities – leadership legacy, “leave it a better place to work and learn, a place that is grounded in civility, respect, and inclusion” • Random Act(s) of Kindness / Catch Someone Doing Something Right Fit n Fun, Fitness Step Competition (146 participants), “Diversified Thinkers” Book Club (72 members), LGBTQ Ally Working Group (35 members), Maintaining Diversity and Inclusion Committee (20 members) • Search Committee Chairs complete UMB HR-LMS Implicit Bias Training • Received 2018 Insight into Diversity Healthcare Professions Higher Education Excellence in Diversity (HEED) Award • Communications and branding • Completed IT audit – no substantive findings

  5. Preparing $2.5M proposal to develop marketing campaign to recruit Hispanic/Latino men and women into nursing and to provide scholarships for students fluent in Spanish • According to the U.S. Census Bureau, the Hispanic population is expected to more than double, “from 53.3 million in 2012 to 128.8 million in 2060; by the end of the period, nearly one in three U.S. residents would be Hispanic, up from about one in six” in 2012 • 2% bedside nurses working in UMMS are Hispanic/Latino • While males comprise 9.1% of the RN workforce overall, the highest percentage of males by Race/Ethnicity are Hispanic/ Latino of any race (15.8%) • Scholarships and Financial Aid • 60% of students receive financial aid (e.g., loans, Pell grants, scholarships) • 3,432 awards, $21,021 average aid awarded • Conway Scholars (total $15.4M) • $3.39M scholarships awarded to date, includes $140,000 in support of “special students” – dual admission ADN to BSN • 227 Scholarships awarded to date, includes 44 “special students” • 59 Conway Scholars have graduated

  6. in review… • Challenges • Entry-level programs - giving students “voice” in understanding social determinants of health and racism; changing pedagogy and faculty comfort • Competitiveness for master’s students – health services leadership management, nursing informatics • Funding Wellmobile services ($285K + potential $200K “fenced off”) • Leadership changes • FY ‘20 and FY ‘21 budgets will be “tighter” given full-implementation of DNP and need for additional faculty FTE (est. 9 FTE shortage by Fall 2020 = $1.9M salaries/benefits) • Johns Hopkins School of Nursing – plan to open CRNA program and exploring Neonatal Nurse Practitioner

  7. Clinical Sections, Enrollment and Average Clinical Group Size for Entry-level Nursing Students – appears to be stabilizing, complexity due to volume Adjunct Faculty Expense 2016-2017 $1.9M 2017-2018 $2.0M 2018-2019 *$2.5M *($100K Adjunct II)

  8. in review… • Identify FY ’19 funding and/or expense issues together with impact on Fund Balance • Estimated positive balance end of year - $4M, will put significant portion in building fund for renovation first and ground floors • Result of unfilled positions and operating expenses under budget

  9. Environmental Assessment Update • Unchanged from last year • Recruitment and retention of research intensive faculty and securing federal funding will continue to be very competitive • Further invest in development of next generation of faculty for academic nursing • Further invest in expanding faculty knowledge and skills with alternative pedagogical approaches that support learning

  10. Closely monitor pipeline of potential students • Applications for all entry-level programs dramatically increased from 2017-2018 to 2018-2019; while new enrollments have not increased, the surge in applications substantively increased our selectivity • RN to BSN applications and enrollments have slightly grown due to our partnerships with Maryland community colleges • We continue to see exponential growth in applications for Nurse Anesthesia, and growth of our Family Nurse Practitioner program at the Shady Grove campus

  11. We continue to experience decrease in applications and enrollments to master’s non-CNL specialty programs; due to market factors with increased competition, newer educational delivery models, and price as compared to for-profit educational institutions • Went live April 2nd with 21st century application experience (Ellucian Recruit) • Smaller PhD Student body (historically 50-55, now 43 due growth of DNP across US and more timely graduation from our PhD program) • Need help finalizing transfer of fee methodology with USG to assure USG nursing students can access library/services

  12. SON Strategic Plan Update • Vibrant learning environment where students succeed • Completed analyses of student retention and graduation across all degree programs and identified “achievement gaps” • Piloted “Smart Start” for entering Clinical Nurse Leader students • Provided “just in time” reviews of anatomy, physiology, graduate writing skills, and test taking, among other areas. 98% of students found preparation very or somewhat useful. Ongoing analysis of impact on academic performance • Launched Health Resources and Services (HRSA) grant-funded initiative to increase recruitment, retention, graduation, and placement into practice of master’s level Clinical Nurse Leader students from underrepresented backgrounds • Students receive academic, financial, and social support to aid successful degree completion, including financial aid, mentoring, academic advising, and tutoring

  13. High impact research and scholarship • Established pre-submission review and support processes for research grants to provide better feedback and guidance prior to submission and better coordinate research initiatives across UMSON • Completed development of broad array of readily accessible “Research Resources” including a pre-institutional review board (IRB) process overseen by UMSON’s Quality Improvement Manager; biostatistical services for project design and analysis of results; and a repository for school-wide research related data to increase efficiency and accuracy of adding school-based data to grant applications • Continued UMSON participation and leadership within UMB’s Institute for Clinical & Translational Research (ICTR) to enhance researchers’ access to resources, foster researcher collegiality, and create a more vibrant research culture to attract and retain funded researchers and scholars

  14. Promote respect and inclusiveness for students, staff, faculty and those who interact with the School of Nursing • Conducted lecture series and workshops for faculty on bullying, conflict styles, and how to have difficult conversations • Piloted Staff Mentor Program for UMSON staff • Piloted First Generation Seminar for students to improve academic achievement for minority students • Approved development of self-tracking mechanisms for faculty and staff to document involvement in diversity and inclusion activities; will become effective with 2020 evaluation cycle

  15. Vibrant workforce recruitment and development plan for excellence and diversity • Implemented two-tiered pay structure to recognize and reward longstanding adjuncts and improve retention of this important teaching resource • Analyzed data with respect to faculty travel and raised level of support for attendance at conferences and meetings to foster new knowledge acquisition and dissemination of UMSON faculty research and scholarship • Improve decision-making through development and utilization of data analytics across missions • Launched process for ongoing capital needs analysis, in Baltimore and at Universities at Shady Grove, to ensure physical plant keeps pace with programmatic needs • Developed new processes and resource request forms for review and discussion of budgetary needs during regular departmental budget sessions and annual budgeting process, thereby ensuring more efficient, consistent, and equitable resource decisions across UMSON • Strategic Pool Update • UMB funded $125K to hire two faculty/staff with simulation experience; SON matched the $125K

  16. School Funded Initiatives • #1 Continued expansion of ADN/RN to BSN program (ongoing) • Identify how critical initiative is to organization – critical to SON given least expense program to offer and potential for tuition growth • Identify timeframe – ongoing • Identify funding source – tuition • #2 Refine methodology for forecasting fees (new) – have clearer understanding of tuition • Critical – critical to SON • Timeframe – ongoing • Funding source – existing personnel • #3 Implementation of FNP BSN to DNP option at USG (ongoing) • Critical – critical to SON and UMB • Timeframe– ongoing • Funding source – USG and USM for sustaining funding ($365M starting FY22)

  17. #4 Continuation of multi-phase renovations to UMSON building (ongoing) • Critical – critical to SON • Timeframe – ongoing • Funding source – Fund Balance • #5 Update security with UMSON building on Baltimore campus – Stop the Bleed, AEDs, working on cameras, and waiting resolution of badge access • Critical – critical to SON • Timeframe – ongoing • Funding source – State funds • #6 Continue to share expertise across Schools/University • Supporting long standing relationship with School of Medicine to offer Standardized Patient Program – program will be growing in response to medical school curriculum revision • Supporting developing of continuous quality improvement within education in School of Medicine

  18. Presidents Transformational Funding Initiative • Academic Innovation (collaboration SOM) • Nursing education simulation using virtual reality technology – seed funding - $600K over 3 years • Community Engagement (collaboration Community Engagement Center) • Coordinated UMB Community Engagement Program for Students, Faculty & Staff – $598,767 over 3 years • Culture Enhancement (collaboration UMB Human Resources) • Implement PERMA framework at UMB – $800K over 3 years; $185K on-going

  19. Annual Funding Request • Operational Gap – undergraduate tuition cap • Support for additional undergraduate tuition increase above 2% cap to help meet operational needs • 2% tuition increase (~ $125K) not sufficient to offset increasing costs, such as increase in adjuncts ($165K +), central campus support ($334K annually), etc.

  20. Tuition and Assessment Increases

  21. School All Funds

  22. Enrollment by Program by Semester

  23. Contract and Grant Update Review direct spending and indirect cost recovery projections

  24. Contracts and Grants Significant Changes New Awards • NIH – 2 new grants (Dr. Renn R01 and Dr. Friedmann R21) • DOD – 1 new grant (SOM PI Dr. Fiskum, SON Co-PI Dr. Klinedinst) • RWJ – 1 new grant (Dr. Ogbolu) • HRSA 1 new grant (Dr. Fahie) • MHEC Nurse Support Program II • 4 of 6 proposals submitted in FY 19 were funded Completed Awards • NIH R01 – Dr. Regan PI • AHRQ – Dr. Nahm PI

  25. Insight into New Investigators, Programs • Several faculty recruitments are ongoing • Verbal offer accepted – Kristen Weaver, PhD, CRNP, research focuses on irritable bowel syndrome and pathogenesis, post-doc fellow at Johns Hopkins School of Medicine, Tenure-track Assistant Professor in Pain and Translational Symptom System • Kirsten Nicol Corazzini, PhD, FGSA from Duke, research focuses on older persons, Associate Dean for PhD Program, will work with Drs. Resnick and Galik

  26. Submissions for External Funding * through February 2019

  27. New Awards Received * through February 2019

  28. UMSON NIH Rank by Fiscal Year

  29. NIH Rank – All Schools of Nursing

  30. NIH Rank – Public Schools of Nursing

  31. FY ‘20 Budget Planning • FY20 Budget Plans • Projected tuition increase $555K • University Assessment increase ($335K) • Increase in financial aid ($20K) • Increase in personnel expenses ($1.6M) • Increase in adjunct faculty expense ($200K) • Decrease in operating expense $1.6M • Net projected surplus/(deficit) $0

  32. Fund Balance • Segment fund balance as you need in order to illustrate how it supports the financial and operational planning for your school in FY’20-FY’23 • State Fund Balance – FY ‘18 $1.0M FY ‘19 $2.0-3.0M • Plant Fund Balance – FY ‘18 $4.0M FY ‘19 $6.0-7.0M • 1st Floor Office of Student and Academic Services renovation • 5th Floor Administrative Services renovations • 1st Floor Main Auditorium, classroom renovations • 3rd Floor Renovations

  33. Facility Projects • 1st Floor renovation/redesign Office of Student and Academic Affairs - $2M – $5M • Current space layout does not accommodate all staff and functions • Need better space for student success; student collaborative learning outside classroom • Project currently in design phase; likely include re-utilization of basement space • Timing – currently in design phase; construction phase estimated to start fall 2019 • Funded thru Plant funds • Swing space will be a challenge for this ~ 25 staff, group that supports students face to face

  34. 3rd Floor renovations to make better use of space to accommodate growing faculty and staff workforce - $500K • In concept phase; design phase estimated to start FY20; construction estimated to start FY20 or FY21; funded thru Plant Funds • Active shooter training follow-up concerns • Amount of glass visibility ground floor and suites in floors above • Motion detected automatic lights – ability to turn off • Panic buttons • Security around deliveries

  35. Space Requirements • Do you have future space needs? • Swing space for first floor renovation • Are there changes or additional facilities needed to support new initiative and changes in the next 3 – 5 year? • Ongoing evaluation of space at USG for nursing • Do you have any space you can give up? Are there programs in off-site rented space which could or need to be moved back to campus? • N/A

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