Strategic Plan 2021-2025 - Clinical Simulation and Learning Center - University of Kentucky
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Clinical Simulation and Learning Center
Strategic Plan 2021-2025
Approved by CSLC Advisory Board May 7, 2020Table of Contents Strategic Planning Process ............................................................................................................................ 1 CSLC 2021-2025 Strategic Plan Workgroup Members.................................................................................. 2 CSLC Mission ................................................................................................................................................. 3 CSLC Vision .................................................................................................................................................... 3 CSLC Strategic Plan 2021-2025 ................................................................................................................ 4-13 Plan to Sustain CSLC Using the Strategic Plan............................................................................................. 14 Approved by CSLC Advisory Board May 7, 2020
1
Strategic Planning Process
The process for developing the 2021-2025 strategic plan for the University of Kentucky, College of
Nursing, Clinical Simulation and Learning Center (CSLC) included a survey of stakeholders, review of
benchmark institutions, forming a CSLC strategic plan workgroup, developing a strategic plan congruent
with the College of Nursing strategic plan, and developing a plan for sustainability.
1. Survey of Stakeholders
a. This process included the survey of both internal and external stakeholders. The data
from the survey allowed a SWOT (strengths, weaknesses, opportunities, and threats)
analysis to be performed that would guide the development of the CSLC strategic plan.
2. Review of benchmark institutions
a. Three benchmark institution’s mission and vision were reviewed to compare and
evaluate ensuring best practice related to the CSLC mission and vision.
3. CSLC Strategic Plan Workgroup Formation
a. Members of the CSLC Advisory Council and additional faculty from both the
undergraduate and graduate programs make up the workgroup.
b. This workgroup’s key responsibilities included: Reviewing current mission/vision/goals,
the strategic plan survey results related to the mission and vision, and the benchmark
data, reviewing current strategic plan, and reviewing strategic plan survey results.
c. Following the review, a meeting was held to discuss recommendations regarding each
responsibility as they related to developing the 2021-2025 CLSC strategic plan.
4. Development of 2021-2025 CSLC Strategic Plan
a. Using recommendations from the CSLC Strategic Plan Workgroup the 2021-2025 CSLC
strategic plan was developed and sent to the workgroup for review and suggested
changes and/or additions.
5. Plan to sustain CSLC using the Strategic Plan
a. Sustaining the CSLC both fiscally and operationally are key to meeting the goals of the
strategic plan.
b. The organizational structure of the CLSC was altered to better align with the strategic
plan goals and to ensure that the CSLC remains fiscally and operationally sound.
Approved by CSLC Advisory Board May 7, 20202
CSLC 2021-2025 Strategic Plan Workgroup Members
Jennifer Dent - DNP, MSN, RN, CHSE.....................................................................................CSLC Director
Karen Minton…........................................Associate Dean of Executive Administrative Affairs and Finance
Jenny Sutton-Amr - MHA, MBA, CPHQ, CPPS..........................................UK Healthcare Simulation Center
Director
Melanie Hardin-Pierce - DNP, RN, APRN……………….......Track Coordinator Adult-Gerontology Acute Care
Nurse Practitioner
Anthony Carney - DNP, APRN, CCRN, FNP-BC………………………….…………………………………Assistant Professor
Karen Butler - DNP, MSN, RN, FAAN………………………….…………………………………Professor, Assistant Dean of
Academic Operations
Evelyn Parrish - PhD, PMHNP-BC, FAANP………………………. Associate Professor, Director of Accreditation &
Strategic Outcomes
Elizabeth Tovar – PhD, FNP-C, APRN…………………………………...Associate Professor, DNP Primary Care Track
Coordinator
Julia Hall – PhD, MSN, RN…………………………………………………………………………….…………….…………………Lecturer
Sheila Melander – PhD, APRN-BC, FCCM, FAANP, FAAN…………….……. Professor, Associate Dean of MSN &
Faculty Affairs
Malik Underwood…………………………………………………………………..……………Senior Simulation Lab Coordinator
Kristin Ashford – PhD, APRN, WHNP-BC, FAAN…………………….…. Associate Dean of Undergraduate Faculty
Debra Hampton – PhD, MSN, RN, FACHE, NES-BC, CENP……………………..……. Assistant Dean of MSN & DNP
Darlene Welsh – PhD, MSN, RN, FNAP………………………….………………Assistant Dean of BSN Program Studies
Paula Kral – RN, MSN, CHSE…………………………………………………………………………………..……………………. Lecturer
Leslie Scott – PhD, APRN, PPCNP-BC, CDE, MLDE………………………………………………………. Associate Professor
Approved by CSLC Advisory Board May 7, 20203
CSLC Mission
It is our mission to educate and facilitate patient care concepts in a simulated environment that
promotes knowledge development, patient safety, skills application, clinical reasoning, and evaluation.
College of Nursing Mission Alignment:
The CSLC mission and vision are aligned with the mission and core values of the CON by “promoting
health and well-being through excellence in nursing education, research, practice and service while
fostering diversity and inclusivity” in a simulation environment. Through simulation, the CSLC promotes
excellence and growth of the undergraduate and graduate programs. Simulation promotes a “unique
and innovative contribution” to healthcare utilizing current knowledge and evidence-based practice to
guide the basis of the scenarios. Students can demonstrate collaboration that is open and respectful,
utilizing effective teamwork in various diverse learning environments such as acute care, critical care,
pediatrics, obstetrics and mental health areas of practice. Through simulation, students are given the
opportunity to demonstrate and strengthen nursing leadership qualities, including communication,
delegation, prioritization, safety and professionalism, to promote and enhance patient healthcare
outcomes.
CSLC Vision
It is our vision to use simulation, innovation and research to enhance education relative to patient care
and promote patient safety.
College of Nursing Vision Alignment:
The CSLC seeks to assist the CON in being “one of the nation’s top nursing programs in education,
research, practice, and service.”
Approved by CSLC Advisory Board May 7, 2020Strategic Plan Goal 1: Maintain standards of excellence in healthcare simulation.
Strategy/ Measures Timeline Progress Progress Progress Progress Progress Progress
Milestone 6 months Year 1 Year 2 Year 3 Year 4 Year 5
1. Establish and 1. Review and update December 2020 and as December 2020
maintain full all items related to the needed. submitted self-study
accreditation by core procedures within core to SSH for review.
the Society for the CSLC. Annual Report to SSH
Simulation in a. Mission and each June 15th Site visit scheduled
Healthcare. Governance following receipt of full April 12, 2021.
b. Program accreditation.
Management
c. Resource
Management
d. Human Resources
e. Program
Improvement
f. Integrity
g. Expanding the Field
2. Review and update December 2020. December 2020
all items related to the submitted self-study
teaching and learning teaching and learning
procedure in the CSLC. Annual Report to SSH to SSH for review.
a. Educational each June 15th.
Activities Site visit scheduled
b. Educational Activity Additional report when April 12, 2021.
Design a substantial change
c. Qualified Educators occurs within a
d. Evaluation and program.
ImprovementStrategy/ Measures Timeline Progress Progress Progress Progress Progress Progress
Milestone 6 months Year 1 Year 2 Year 3 Year 4 Year 5
2. Professional 1. Simulation facilitator Annual planning January 2021, we
Development workshop: begins in January of began development of
for faculty and Review content needs each year. an online simulation
staff engaged in of faculty and facilitator workshop to
simulation. workshop delivery Workshop is held in be completed by
modality. August of each year. August of 2021.
2. Simulation Faculty Annual Conference is Keynote topic will be
Development held in May of each Diversity and Inclusivity
Conference: year. in simulation
Review of previous curriculum.
year’s conference
evaluations. Develop Keynote speaker will be
objectives and identify Crystal Murillo.
keynote speaker.
Call for abstracts sent
out and timeline
extended for return to
3/28/21.
Date for conference to
be held virtually on
May 18, 2021.
3. Faculty and staff Annually. Request made at CSLC
simulation certification Huddle for those
and/or maintenance interested in
(CHSE and CHSOS): certification to notify
Determine faculty and the Director.
staff who are eligible
for certification. Simulation Coordinator
Review to assure those Senior expressed
faculty and staff who interest and is working
are currently certified toward CHSOSStrategy/ Measures Timeline Progress Progress Progress Progress Progress Progress
Milestone 6 months Year 1 Year 2 Year 3 Year 4 Year 5
have maintained their certification during the
certification. next academic year.
Review request from
faculty and staff who Three simulation
are interested in faculty are CHSE
becoming certified. certified and will
maintain their
certification.
3. Ensure 1. Adopt SSH Fiscal Year 2021. Framed Healthcare
psychological Healthcare Simulations Simulations Code of
safety of Code of Ethics. Ethics hung on wall at
participants. entrance to CSLC.
2. Include psychological Annual review of
safety component in facilitator student and
every pre-briefing peer evaluations for
session and maintain evidence of
psychological safety psychological safety
throughout simulation components.
experience.
3. Adopt and post the Fiscal year 2021 Basic assumption
basic assumption Post on simulation posted on simulation
developed by the Canvas courses for Canvas courses and on
Center for Medical undergraduate the digital screen at
Education "I believe students by March of entrance to the CSLC.
that everyone 2021.
participating in
activities at the Post on the digital
University of Kentucky screen at the entrance
College of Nursing is to the CSLC by March
intelligent, capable, of 2021.Strategy/ Measures Timeline Progress Progress Progress Progress Progress Progress
Milestone 6 months Year 1 Year 2 Year 3 Year 4 Year 5
cares about doing their In June of each year,
best, and wants to review facilitator,
improve© " student, and peer
evaluations.
Strategic Plan Goal 2: Develop simulated experiential learning opportunities to
meet the needs of internal (CON) programs and external programs with whom we
partner.
Strategy/ Measures Timeline Progress Progress Progress Progress Progress Progress
Milestone 6 month Year 1 Year 2 Year 3 Year 4 Year 5
1. Implement 1. Perform needs Every 3 years. Needs assessment
simulation assessment of the completed during process
across undergraduate Academic years 2022 of traditional BSN
undergraduate program to include and 2025. program major curriculum
curriculum. survey of faculty, change in 2019.
clinical partners, and
students.
2. Continue Specific scenarios assigned
development and to simulation specialists to
revision of simulation review and update.
educational activities
for the undergraduate All scenarios to be used in
program to maintain the 2020/2021 academic
EBP (Evidence Based year have been reviewed.
Practice) and address
any changes needed,Strategy/ Measures Timeline Progress Progress Progress Progress Progress Progress
Milestone 6 month Year 1 Year 2 Year 3 Year 4 Year 5
based on the student
surveys.
3. Review the Annually. Undergraduate faculty
undergraduate equipment requests
program request for received, reviewed at
additional equipment. CSLC Advisory Council
During the budget meeting, and prioritized.
development process,
the CSLC Advisory
Council reviews the
requests.
4. Create an alternate Annually. May of each year
plan and/or timeline following completion of
for the undergraduate projected budget, all
program equipment items that were not
needs that were not purchased are placed on a
able to be met during list for continued review
the requested fiscal and placed on the
year budget. equipment list for next
year’s budget
2. Implement 1. Perform needs Every 3 years. In the process of
simulation assessment of the completing the graduate
across the graduate program Academic year 2024. simulation needs
graduate related to simulation assessment to be
curriculum. to include survey of implemented Fall 2021.
faculty, clinical
partners, and
students.
2. Continue Annually. Director reviewed all new
development and scenarios as developed forStrategy/ Measures Timeline Progress Progress Progress Progress Progress Progress
Milestone 6 month Year 1 Year 2 Year 3 Year 4 Year 5
revise simulation inclusion in the graduate
educational activities simulation curriculum.
for the graduate
program to maintain
EBP (Evidence Based
Practice) and address
any changes needed
based on student
surveys.
3. Review the Annually. Graduate faculty
graduate program equipment requests
requests for additional received, reviewed at
equipment. CSLC Advisory Council
During the budget meeting, and prioritized.
development process,
the CSLC Advisory
Council reviews the
requests.
4. Create an alternate Annually. May of each year
plan and/or timeline following completion of
for the graduate projected budget, all
program equipment items that were not
needs that were not purchased are placed on a
able to be met during list for continued review
requested fiscal year and placed on the
budget. equipment list for next
year’s budget.Strategy/ Measures Timeline Progress Progress Progress Progress Progress Progress
Milestone 6 month Year 1 Year 2 Year 3 Year 4 Year 5
3. Foster and Review and update Every 5 years. Organizational structure
develop the CSLC To be completed updated and reviewed
relationships organizational during year 2025. Spring 2020.
with internal structure.
(CON) and Weekly CSLC Huddle Weekly. Weekly CSLC Huddles
external users Board Meetings are scheduled for all CSLC
(Practice). held for all CSLC faculty and staff.
Faculty and Staff.
Provide CSLC report to Annually.
the Assistant Dean of
Academic Operations
to be communicated
to UKHC.
Strategic Plan Goal 3: Provide adequate simulation center operational standards
to meet the needs of internal (CON) and external users.
Strategy/ Measures Timeline Progress Progress Progress Progress Progress Progress
Milestone 6 month Year 1 Year 2 Year 3 Year 4 Year 5
1. Ensure 1. Review and update Annually and as
adequate staffing needs based needed.
staffing. on current student
enrollment and
identified needs of the
undergrad. and
graduate programs.
2. Review and update Annually and as Simulation faculty and
CSLC faculty and staff needed. staff job descriptions
job descriptions. reviewed summer 2020.Strategy/ Measures Timeline Progress Progress Progress Progress Progress Progress
Milestone 6 month Year 1 Year 2 Year 3 Year 4 Year 5
2. Expand and 1. Review equipment Annually. Simulation faculty/staff
increase needs during the equipment requests
equipment to budget development received, reviewed at
meet the process based on CSLC Advisory Council
needs of the simulation meeting, and prioritized.
CON student faculty/staff requests
enrollment. and review by CSLC
Advisory Council.
2. Create CSLC Annually. Actual 2019/2020 budget
projected budget reviewed in December
based on review of CSLC Advisory Council
the previous year’s meeting.
expenditures and the
CON budget. Projected budget created
and reviewed February
CSLC Advisory Council
meeting.
3. Maintain CSLC Annually. 2019/2020 projected
budget by reconciling budget reconciled with
projected budget with actual budget by CSLC
actual budget. Director, Simulation
Instructional Support
Specialist, and Associate
Dean of Finance
September 2020.
3. Maintain 1. Hold weekly Huddle Weekly. Weekly Huddle meetings
effective Board meeting to held virtually.
communicatio identify anticipated
n. issues, opportunities
for improvement,
delegation of action
items, completedStrategy/ Measures Timeline Progress Progress Progress Progress Progress Progress
Milestone 6 month Year 1 Year 2 Year 3 Year 4 Year 5
action items, and
progress towards
strategic plan goals.
2. Update fillable Annually. Review prior to beginning
forms on the CSLC of fall semester.
website, based on
operational needs, for
accuracy and
indicated changes.
3. Provide simulation Faculty/Staff Simulation report
update at CON Organizational provided to the
meetings including meeting (November), Faculty/Staff
Faculty/Staff monthly MSN/DNP Organizational meeting on
Organizational Program Committee 11/30/21, monthly
meeting, MSN/ DNP meetings, and MSN/DNP Program
Program Committee Undergraduate Committee meetings, and
meetings, and Faculty meetings Undergraduate Faculty
Undergrad. Faculty (twice per semester). meetings as noted in
meetings. minutes.
4. Maintain and Annually and as
update CLSC website. needed.
Strategic Plan Goal 4: Foster and expand healthcare simulation scholarly activity.
Strategy/ Measures Timeline Progress Progress Year Progres Progres Progress Progress
Milestone 6 month 1 s Year 2 s Year 3 Year 4 Year 5
1. Develop a 1.Review the CSLC Annual review for Items added to repository
repository of repository for needed accuracy. as sent
simulation updates.
researchStrategy/ Measures Timeline Progress Progress Year Progres Progres Progress Progress
Milestone 6 month 1 s Year 2 s Year 3 Year 4 Year 5
activity in the
CON.
2. Support 1. Submit at least Annually. Director submitted
simulation one peer reviewed abstract for presentation
scholarly abstract for at the INACSL conference
activity. professional for 2021. (Not chosen)
presentation.
2. Submit at least one Annually. In Fall 2020 initial
peer reviewed manuscript work began.
manuscript for
publication.14
Plan to Sustain CSLC Using the Strategic Plan
1. The CSLC strategic plan is a living document that is reviewed at each weekly Huddle to ensure
progress towards goals.
2. While this plan is for 5 years, updates to meet increased demands and the future of simulation
education will be implemented as needed during review of Strategic plan goal #2.
3. Potential increased demands include increased enrollment in all programs in the CON, increase
need for virtual simulation modalities and support, and expansion of CSLC hours and staffing.
Approved by CSLC Advisory Board May 7, 2020You can also read
