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 .................................................................................................................. 4-9 Plan to Sustain CSLC Using the Strategic Plan............................................................................................. 10 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, 20204
CSLC Strategic Plan 2021-2025
Strategic Plan Goal 1: Maintain Standards of Excellence in Healthcare
Simulation
Strategy Measures Timeline Notes Progress Progress Progress Progress Progress
Yr1 Yr. 2 Yr. 3 Yr. 4 Yr5
1. Establish 1.Review and update all items December
and maintain related to the "core" 2020 then
full procedures within the CLSC. Annual
accreditation a. Mission and Governance
by the Society b. Program Management
for Simulation c. Resource Management
in Healthcare
d. Human Resources
e. Program Improvement
f. Integrity
g. Expanding the Field
2. 1. Simulation facilitator Annual
Professional workshop
Development
for faculty
and staff
engaged in
simulation
Approved by CSLC Advisory Board May 7, 20205
2. Simulation Faculty Annual
Development Conference
3. Faculty and staff simulation Annual
certification and/or
maintenance (CHSE and
CHSOS)
3. Ensure 1. Adopt SSH Healthcare Fiscal Year
psychological Simulationist Code of Ethics 2021
safety of
participants
2. Include psychological safety Annual
component in every prebrief review of
and maintain throughout facilitator
simulation experience student and
peer
evaluations
3. Adopt and post the basic Fiscal year
assumption developed by the 2021
Center for Medical Education
"I believe that everyone
participating in activities at
the University of Kentucky
College of Nursing is
intelligent, capable, cares
about doing their best, and
wants to improve© "
Approved by CSLC Advisory Board May 7, 20206
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 Notes Progress Progress Progress Progress Progress
Yr1 Yr. 2 Yr. 3 Yr. 4 Yr. 5
1. Implement 1. Perform needs Every 3 years
simulation across assessment of following
undergraduate undergraduate program 2020
curriculum
2. Continue Annual
development and
revision of simulation
educational activities for
undergraduate program
3. Review Annual
undergraduate program
needs related to
equipment
4. Create an alternate Annual
plan and/or timeline for
undergraduate
equipment
needs that were not
able to be met during
requested fiscal year
budget
Approved by CSLC Advisory Board May 7, 20207
2. Implement 1. Perform needs Every 3 years
simulation across assessment of graduate Following
the graduate program related to 2020
curriculum simulation
2. Continue Annual
development and revise
simulation educational
activities for graduate
program
3. Review graduate Annual
program needs related
to equipment
4. Create an alternate Annual
plan and/or timeline for
graduate equipment
needs that were not
able to be met during
requested fiscal year
budget
3. Foster and Review and update Every 5 years
develop organizational structure following
relationships with 2020
internal (CON) and
external users
(Practice)
Hold and invite all users Weekly
to CSLC Huddle Board
Update UKHC on CSLC Annual
information
Approved by CSLC Advisory Board May 7, 20208
Strategic Plan Goal 3: Provide adequate Simulation Center Operational
Standards to meet the needs of internal (CON) and external users.
Strategy Measures Timeline Notes Progress Progress Progress Progress Progress
Yr1 Yr. 2 Yr. 3 Yr. 4 Yr. 5
1. Ensure 1. Review and update staffing Annual and
adequate needs. as needed
staffing
2. Review and update CSLC Annual and
faculty and staff job as needed
descriptions
2. Expand and 1. Review equipment needs Annual
increase
equipment to
meet the needs
of the CON
student
enrollment
2. Create projected budget Annual
3. Maintain actual CSLC budget Annual
3. Maintain 1. Weekly Huddle Board Weekly
effective
communication
2. Update fillable forms for Annual
operation needs
3. Provide simulation update at On meeting
CON meetings date
4. Maintain and update CLSC Annual
website
Approved by CSLC Advisory Board May 7, 20209
Strategic Plan Goal 4: Foster and expand Healthcare Simulation scholarly
activity
Strategy Measures Timeline Notes Progress Progress Progress Progress Progress
Yr1 Yr. 2 Yr. 3 Yr. 4 Yr. 5
1. Develop a 1. Develop and update the Annual
repository of repository of simulation
simulation research activity on the CSLC
research shares site
activity in the
CON
2. Support 1. Submission of a minimum of Annual
simulation 1 abstract for presentation
scholarly
activity
2. Submission of a manuscript Annual
to be published.
Approved by CSLC Advisory Board May 7, 202010
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.
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