Emily Swanger TRDEV 465 Performance Analysis Project 1: Organization-Level Performance Analysis The Penn State College of Nursing

October 2, 2013

Section A: Organizational Description Products/Services The Penn State College of Nursing provides nursing education for students at 13 campuses across the Commonwealth of Pennsylvania which includes: University Park, Hershey, Abington, Altoona, Erie, Harrisburg, Fayette, Mont Alto, New Kensington, Schuylkill, Shenango and Worthington Scranton and the World Campus. The College of Nursing offers the following degree programs for nursing: AS, BS, MSN and PhD. Within its general degree programs, the College offers several bridge programs including the second degree accelerated program which allows students with baccalaureate degrees in other disciplines to acquire a secondary degree in nursing; the RN to BSN program which provides a bridge between the RN certification and BS degree; and the BS-PhD program which incorporates an MS degree en route to a PhD. In addition to the programs described above, the College also offers several Continuing Education programs for professionals seeking education in specialized foci for continuing education credit. The College of Nursing also operates an active and vigorous research engine which serves the medical and academic community via published research findings, colloquiums and interprofessional relationships with students, community leaders and partnering colleges and healthcare systems. One example of this is the Hartford Center for Geriatric Nursing Excellence which provides a network of research and scholarship to advance geriatric nursing interventions.

Customers
The educational programs offered by the College of Nursing reach various age populations from high school seniors pursuing a traditional 4-year degree in nursing to the adult seeking career 2

advancement in the field of nursing. The customer base also consists of the local hospitals and institutions in the Commonwealth of Pennsylvania that collaborate with the College to provide partnerships in healthcare and research.

Business Environment
Competitors The College of Nursing works within a competitive educational and research environment. The College competes with other colleges and schools of nursing both locally within the Commonwealth of Pennsylvania and nationally to provide innovative nursing programs for students. Because most colleges now offer degree programs entirely online, students have an infinite choice of schools to choose from without the restriction of geographic barriers. This has forced the College of Nursing to develop and provide more online programs to meet the demands of these students and compete with other major Colleges of Nursing in the nation. Government Rules and Regulations The College of Nursing is governed and approved by the State Board of Nursing and also by its accrediting bodies which include the American Commission for Education in Nursing (ACEN) and the Commission on Collegiate Nursing Education (CCNE). The College complies with the rules of its accrediting bodies and is routinely audited by members of the accrediting bodies to ensure program compliance. The National Institute of Health (NIH) provides a major source of research funding and forces strict controls and protocols for funded research studies. Economic Conditions The School of Nursing operates within a struggling economy. Budget cuts and sequestration have put added stress and financial burden on the college and forced the department to reduce spending. In the past few years, the University has faced significant cuts

from the state and also reduced funding from government organizations such as the NIH a major funding source for the college. Since a large part of the organization is supported by research funding, it is imperative that faculty continue to acquire new and ongoing funding support to sustain its educational programs. In addition, the university faced a $60 million dollar fine imposed by the NCAA as a result of the criminal conviction of Jerry Sandusky. This sanction had a trickle-down effect on the university; requiring all major units to significantly reduce budgets and spending habits. Societal/Cultural Issues The most pressing social and cultural issue facing the College of Nursing and the entire university is the negative media and cultural stigma surrounding the recent criminal conviction and imposed fine resulting from the Jerry Sandusky scandal which led to the $60 million dollar fine and the firing of two high profile leaders including legendary football coach Joe Paterno and University president Graham Spanier. The scandal resulted in a tightening of regulations which has affected the entire university. In the wake of the Child Abuse scandal, the university has imposed tighter restrictions on certifications now requiring all employees to undertake mandatory Child Abuse Training. Because a large portion of the student body operates in the community as volunteers and as student nurses, the College of Nursing now requires a comprehensive portfolio of compliance documentation to ensure the safety of our students and the surrounding communities.

Number and Types of Employees

The College of Nursing employs 98 full-time faculty across the campuses of Pennsylvania. The majority of the faculty are located at the University Park and Hershey campuses. In addition to the faculty, the College of Nursing employs 33 administrative personnel to manage the day-to-

day functions of the college including, HR and recruitment, student advisement, clerical support and recordkeeping, information technology, instructional design and outreach. Location The College of Nursing is centrally located in State College, Pennsylvania with branch units at 12 additional campuses across the Commonwealth of Pennsylvania as described in the Products and Services section. History The Penn State College of Nursing opened in 1964 with 22 students in the basic baccalaureate program. In 1967, the RN to BS completion program was added as the first program in the Commonwealth specifically designed for registered nurses to complete their baccalaureate degree. In 1973, the masters program in nursing was started and in 1998, the doctoral program began as an interdisciplinary doctoral education in nursing. From its inception, the focus of the College of Nursing has been on the development and implementation of excellent academic programs in concert with the land grant mission of Penn State University to provide an educated citizenry to address the needs of the population of Pennsylvania The College of Nursing has grown to be a complex organization providing five academic programs (associate, baccalaureate, Registered Nurse to baccalaureate, masters and doctoral degrees) and operates at ten Penn State campuses throughout the Commonwealth.

Section B1: Hierarchical Chart for the College of Nursing

Dean and Professor, College of Nursing

Director of the Center for Nursing Research

Outreach Coordinator

Director of Development

Associate Dean for Graduate Education

Associate Dean for Undergraduate Programs

Assistant to the Dean Special Projects and Programs

Office Coordinator and Assistant to the Dean

Research Staff Assistant

Education Program Associate

Director of Major Gifts

Graduate Faculty

Staff Assistant to the Associate Dean

Academic Advisors

Financial Assistant

IT Support Specialist

Marketing Communications Specialist

Receptionist

Instructional Designer

Staff Assistant University Park Campus

Staff Assistant Hershey Campus

Student Records

Commonwealth Campus Coordinators

Campus Staff Assistants

Section B2: Relational Map for the College of Nursing

Section C1: Analysis of Mission Statement Mission The mission of the School of Nursing is to improve the health for all people in the Commonwealth of Pennsylvania, the nation and the world through the development of qualified nurse leaders at all levels of practice, the development of nursing science related to health and health care and the provision of nursing care to individuals, families and communities. This mission will be accomplished through the integrated programs of nursing education, research, scholarship and outreach. Products and Services Yes. The product described by this mission includes the development of nurse leaders at all levels of practice and the development of nursing science. The mission further explains the delivery mode for the above services which include integrated programs of nursing education, research, scholarship and outreach. Customers Yes. The mission identifies its customers as the individuals and communities within the Commonwealth of Pennsylvania, the nation and the world. Distinctiveness of Organization Maybe. The unique competitive advantage as described by this statement includes the integrated educational programs that incorporate education, research and outreach. The term integrated seems a bit vague here. What is meant by integrated and how does that make the programs unique? Internal and External Values Maybe. The external value may be described by improving healthcare; however this again is a bit vague and generalized. Internal values are vague and ill defined as well. What internal values set the College of Nursing apart from other colleges?

Revised Mission Statement The mission of the School of Nursing is to improve the health for all people in the Commonwealth of Pennsylvania, the nation and the world through the development of compassionate and qualified nurse leaders at all levels of practice, the development of nursing science related to health and health care and the provision of nursing care to individuals, families and communities. Our integrated programs combine academic excellence with cutting edge research to improve the quality of life for our community and the world.

Section C2: Analysis of Organizational Goals using ACORN model

Goal 1. Develop innovative academic programs to meet the health care demands of the Commonwealth of Pennsylvania and attract new markets to Penn State nursing a) Transition current pedagogy in masters program to a web-based approach beginning with the geriatric clinical nurse specialist program. 1. All Geriatric CNS courses converted to web-based format by September 2009 2. All MSN courses transition to webbased format by September 2009 b) Begin a second degree program at the Altoona campus. 1. Target completion date September 2009 with student enrollment of 20. 2. Initiate second site in Harrisburg by 2010. c) Develop accelerated models of the RN to BS, RN to MS and RN to PhD curricula. 1. Develop two tracks for Masters education, one professional masters and one academic masters track 2. All accelerated curricula (RN to BS, RN to MS and RN to PhD) will be implemented by September 2010. d) Develop a DNP program to be delivered via technology (in collaboration with Outreach) 1. Approve DNP program approved by faculty December 2009. 2. Implement program by September 2012 via World Campus Accomplishments Yes, the end accomplishment would be to create innovative programs and to attract new markets. Secondary accomplishments would be to transition residential programs to web-based, begin a second degree program, develop accelerated models and a DNP program. Control Yes, it is within the power and scope of the School of Nursing to develop new programs in new markets through the allocation of human resources and funding. The College has direct control to create new curriculum and programs. Organizational Unit Maybe. Seems to be some incongruence between goals. The and implies that there is more than one goal: to develop innovative programs and to attract new markets. Reconcilable Yes. This goal is reconciled through the mission statement to provide integrated programs of nursing education. This goal is also directly related to the second goal to create academic programs that are student centered. Numbers Maybe. The metrics are included in the strategic objectives that follow and not a part of the original goal.

Goal 2. Create student centered environments that distinguish Penn State School of Nursing graduates in the health care market and prepare them for advanced education. a) Add 1 international opportunity for faculty and graduate or undergraduate students each year. 1. Add 5 additional international student experiences by Academic Year 2013. 2. Participate in the World Universities Network with Penn State faculty to deliver three symposia by 2013. b) Become a leader in the wise and appropriate integration of technology into the nursing curriculum. 1. Become a Department of Health and Human Services funded Center for Excellence in Technology Integration. 2. Begin fully-online DNP program 3. Implement new Simulation Learning Environment (ISLE) by January 2009. 4. Integrate the use of ISLE in all relevant courses by September 2009. c) Continue efforts to diversify the faculty and student body. 1. All faculty recruitments will reference Penn States Framework for Fostering Diversity. 2. Recruit faculty and students at the National Black Nurses Association Conference 3. 50% of MACaN students will be eligible for admission into graduate program within one year of graduation from BS program. 4. Recruit 25% of MACaN graduates to our graduate program within 3 years. 5. Obtain funding for multidisciplinary health service students (CSD, nutrition, medicine and HPA)

Accomplishments Yes. The goal/accomplishment s would be to create student centered environment and to prepare students for advanced education. The strategic goals that follow contain the behavioral elements and actions needed to achieve the primary goal.

Control Yes. This goal is within the control of the School of Nursing who has direct control over the educational environment and has the power and resources to prepare students for advanced education.

Organizational Unit Yes and No. Again, this is a compound goal with more than one objective (create a student-centered environment and preparing students for advanced education).

Reconcilable Yes. This goal is reconcilable to the mission statement by describing a student centered environment that will distinguish graduates in the health care market. The creation of a DNP program is in congruence with the first goal.

Numbers No. This goal is not quantifiable. The metrics are contained only in the sub goals.

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Goal 3. Advance the research and scholarly productivity of the School of Nursing faculty and the Hartford Center for Geriatric Nursing Excellence. a) Develop strategic partnerships to advance the development of knowledge and the translation of science to the bedside by improving quality of life in vulnerable populations. 1. Develop collaborations within and outside of the University to advance research for vulnerable populations. 2. SON faculty to be identified as experts in the use of intervention as a methodology in the study of quality of life in vulnerable populations. 3. Position the SON in top 25 Schools of Nursing in NIH Funding. 4. Hire 1 faculty member whose scholarly area relates to the methodological issues in research of vulnerable populations. b) Recruit one faculty member per year (tenure or tenure track) whose research interest is complementary to the scientific focus on quality of life in vulnerable populations. 1. Recruit 1 new research faculty per year for next 5 years. 2. New junior faculty will produce grant, manuscript within 1 year; immediately for tenured faculty. c) Continue to advance the research enterprise of the School of Nursing 1. Implement a faculty-led Research Institute focused on vulnerability by September 2008. 2. Engage 2 visiting professors. 3. Obtain NIH funded exploratory research center by 2013 d) Prepare future leaders in nursing research in a cutting edge doctoral program.

Accomplishments Yes. The goal does describe the advancement of research and scholarly productivity but is a bit vague. How is this goal to be achieved?

Control Yes. The goal is within the scope and control of the School of Nursing through the efforts of the research faculty, the Center for Nursing Research and the Hartford Center for Geriatric Nursing Excellence.

Organizational Unit Maybe. This goal contains a compound outcome, relating both to the faculty and Hartford Center for Geriatric Nursing Excellence. Should be broader in scope to encompass the entire organization as a whole.

Reconcilable Yes. This goal is reconcilable to the School of Nursings vision to further scholarship and research in the various markets for which it serves.

Numbers Yes and No. Although the metrics are described below they really are not described in the root goal. The metrics describe the current state but do not describe the actual desired outcome.

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Goal 1. 2. 4. Align doctoral curriculum with state of the art nursing research, health systems and nursing education. Recruit and admit 3 to 4 highly qualified doctoral students each year. 50% of all doctoral students will submit an NRSA and 30% will be successful in funding.

Accomplishments

Control

Organizational Unit

Reconcilable

Numbers

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Goal 4. Develop a model of outreach enterprise that identifies Penn State as the preferred provider for continuing education in the Commonwealth. a) Develop high quality, low cost CE (continuing education) offerings. 1. 10 CE programs will be developed to be posted on the web for access through the School of Nursing portal. 2. 10% increase for next five years for students accessing CE system. 3. New partners identified to collaborate in CE. b) There will be an entrepreneurial approach to innovation and opportunity in all outreach activities. 1. 1 new Certificate program to be developed yearly 2. 1 new cutting edge academic program will be initiated every other year 3. Other programs and opportunities will be vetted for considerations by the SON administrative team. c) The Outreach office will be self-sustaining by 2010, generating enough revenue to support a full-time coordinator and full-time staff assistant. 1. Budget analysis reflecting sufficient income to offset expense

Accomplishments Yes. The accomplishment or outcome would be to establish an outreach enterprise as the preferred provider for continuing education.

Control Maybe? Does the website contain the necessary infrastructure to support the launch of multiple online programs? Does the College have staff support for all these programs. Low-cost may be a challenge during a recession and university cutbacks.

Organizational Unit Maybe. Although the College of Nursing may be implied, it is not specifically stated in this goal.

Reconcilable Maybe. The goal does present some conflict between others in the development of Outreach programs which may potentially compete with other instructional programs.

Numbers No. No metric in root goal; only in subgoals. Goals somewhat vague especially 4a3 and 4b3 and 4c1. No metrics or measurement. Goal 4c may not be realistic considering current budget constraints.

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Goal 5. Strengthen external collaborations a) Increase the regularity of communication with alumni and friends of the School of Nursing. 1. Produce yearly magazine 2. Increase attendance at School of Nursing events including holiday reception, homecoming parade, Jean Vallance lecture and visiting professor colloquia b) Create opportunities for the Dean and other School of Nursing members to share vision for the School of Nursing 1. Dean to meet quarterly with development office to share work and identify opportunities for relationship building 2. 2 faculty members will hold national office in a professional nursing organization.

Accomplishments No. The term external collaborations is a bit vague and too broad of a term to be considered a functional organizational outcome. The accomplishment needs to be more specific.

Control Maybe. If the goal was more specific as to how collaborations would be achieved, it is in the direct locus of control within the College of Nursing as it works alongside other university departments, the community and the world.

Organizational Unit Maybe. When considering the sub goals, it appears that this goal specifically relates to the Dean and Executive Committee of the College of Nursing and not to the College of Nursing as its own organizational unit.

Reconcilable Yes. This goal is reconcilable to the other goals and to the mission to develop nurses and outreach programs to benefit the community, commonwealth and world.

Numbers No. Very vague goal with no measurable outcome. Once again, metrics are only described in the sub-goals and not in the root organizational goal.

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Original Goal

Revised Goal

1. Develop innovative academic programs to meet Create a web-based delivery format for all MSN courses by September 2009. the health care demands of the Commonwealth of Pennsylvania and attract new markets to Penn State nursing 2. Create student centered environments that distinguish Penn State School of Nursing graduates in the health care market and prepare them for advanced education. 3. Advance the research and scholarly productivity of the School of Nursing faculty and the Hartford Center for Geriatric Nursing Excellence. Add 5 additional international experiences for students and faculty in the College of Nursing by Academic Year 2013.

Position the College of Nursing within the NIH top 25 funded schools by the year 2015.

4. Develop a model of outreach enterprise that The College of Nursing will develop at least two cutting edge programs each year to be identifies Penn State as the preferred provider delivered to faculty and staff via the office of Continuing Education. for continuing education in the Commonwealth. 5. Strengthen external collaborations Establish the College of Nursing as a visible presence to national organizations demonstrated by the appointment of at least three of its faculty members to national office by the year 2015.

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Section C (1-6): Identify Performance Problems at Organizational Level

Organization:
A Organizational Goals Corresponding letter in pjt guidelines: C2 Create web-based delivery format for all MSN courses by September 2009.

College of Nursing
B Desired Performance C2 C Actual Performance C3a D E Worth of Gap (Signficant?) C3c F Cause(s) of Gap (design/mgt./goals) C4 G Performance Improvement Actions C5 H Processes Impacting Gap C6

Gap C3b

100%

41%

59%

Although this is a significant numerical gap, it has been found that not all programs are suited for online delivery. Needs analysis and student feedback determined that students prefer all forms of instruction equally including online, blended and face-to-face. Students in clinicalfocused programs prefer face to face interaction with faculty and preceptors. Translation of these courses to online format may be detrimental to the quality of the program and may decrease student ratings.

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C Actual Performance C3a

E Worth of Gap (Signficant?) C3c

Organizational Desired Goals Performance Corresponding letter C2 in pjt guidelines: C2 Position the College of Nursing within the NIH top 25 funded schools by the year 2015. Top 25 funded Colleges of Nursing as

Gap C3b

F Cause(s) of Gap (design/mgt./goals) C4

G Performance Improvement Actions C5

H Processes Impacting Gap C6

The current ranking is undetermined. The NIH ceased to report rankings as of 2012. Prior to 2012, The College of Nursing was not in the top 25. Previous records not available.

Unknown. Possibly significant.

No. Because the NIH no longer provides comparative ranking of schools it is difficult to determine gap. Although NIH funding provides significant source of capital for the college, its ranking status serves no purpose for gaining or sustaining funds. Goal(s) should be redirected to more appropriate area such as increasing overall funding scores which does have direct impact on funding.

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A
Organizational Goals
Corresponding letter in pjt guidelines: C2

B
Desired Performance
C2

C
Actual Performance
C3a

D
Gap
C3b

E
Worth of Gap (Signficant?)
C3c

F
Cause(s) of Gap (design/mgt./goals)
C4

G
Performance Improvement Actions
C5

H
Processes Impacting Gap
C6

Add 5 additional international experiences for students and faculty in the College of Nursing by Academic Year 2013.

5 programs by 2013

2 new programs in 2013

3 programs

Yes Significant demand in student body for international experiences. International Experiences directly support the College of Nursings goal to improve healthcare for domestic and international communities. International experiences increases exposure of College to outside markets and demonstrates organizational mission and goals.

Goals Goal may be somewhat unreasonable considering low faculty interest, travel restrictions and budget constraints. Design Scarce human resources allocated to goal. Only one faculty member assigned with no staff support. Lack of strong marketing and outreach campaign to communicate and advertise opportunities to student body and outside departments. Management Management not supportive of faculty. No additional time or incentives for faculty coordinating international experiences. Appropriate sub goals have not been set.

Goals Revise goal to 1 new program per year. Design Develop integrated inter-professional support between related colleges (medicine, health and human development) to promote foreign experiences. Management Allocate additional faculty and staff to support and sponsor international experiences. Develop communications plan to promote interprofessional relationships to support international experiences.

Structured sub-goal formulation Financial support Human resource allocation (faculty and staff support) Lack of staff to support paperwork processing (student visas, travel documentation) Cross-organizational marketing and outreach

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