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Mission, Vision, & Strategic Plan

Advancing Nursing and Shaping Health Care

Mission: Shaping the future of healthcare to be equitable—allowing everyone to experience life and death to the fullest.

Vision: The College of Nursing unifies and inspires scientists, educators, clinicians, staff, and students to design, lead, and achieve equitable improvements for the well-being of all.

Our values:

Intentional Innovation

Discoveries and improvements are ours for the finding and we approach all that we do with creativity and curiosity.

Foster Wellbeing

Promoting health in ourselves and others is as important as treating disease.

Inspire Excellence

Striving for excellence in both professional and personal pursuits inspires individual and collective purpose.

Champion Belonging

Our success and the health of those we serve is connected to creating an environment that is welcoming to all.

Purposeful Collaboration

Our impact is amplified and solutions more complete when we build teams with a diversity of expertise.

2019-2020 Strategic Plan

    • Evaluate processes and programs that best facilitate student admissions and reduce file review burden on CON faculty and Student Services (SS) staff
    • Evaluate impact of revise curriculum in Masters and DNP programs
    • Monitor the new post-masters DNP specialty track in Nursing Organizational Leadership (OL)
    • In conjunction with the Office of Global Health, determine the role of the CON in the global health contracts
    • Expand the pre-licensure BS program using the funding from the Utah Nursing Consortium
    • Achieve an accreditation report with no recommendations for the BS, MS and DNP programs
    • Offer programs that are fiscally viable and meet market demand 
    • Salary parity for practice FTE for nurse practitioners and nurse midwives working clinically for the college of nursing. System and Community parity for practice FTE
    • Investigate and initiate a self-pay service that would provide planning services to for the aging or to families who have aging loved ones
    • Evaluate and implement web-based project management tool for Faculty Practice Office (FPO)
    • Evaluate team structure, roles and any needs
    • Continue to grow Faculty Practice to support:
      1. Student placements
      2. Revene generation to support facult placements, with a margin
    • Expand Clinical Presence in Salt Lake Valley
    • Expand Clinical Presence in Davis County
    • Timely access to outcomes data for research, reporting, statistical and benchmarking purposes
    • “Consolidate” BCHC clinics to prioritize CNM/NP peer support, and establishment of “home” clinics
    • Pursue delivery site/birth center in the SJHC or more central area
    • Increase the understanding of Juvenile Justice Services (JJS) administration of the interplay between physical and mental health and the need to provide holistic care for the youth of JJS. With the ultimate goal being to ensure incarcerated youth who need behavioral health services are allowed to receive them in a timely manner
    • Address the risky behaviors and trafficking issues identified in the CON/JJS STI project educator providers and provide trauma-informed care to youth
    • Increase interdisciplinary collaboration between the CON/JJS primary care NPs and the PMHNPs
    • Increase practice sites for primary care faculty
    • College of Nursing to have at least two rooms, five days per week, to provide primary care services in the new Sugarhouse clinic
    • Participate with University Health for new Primary Care Strategy
    • Have University Health provide MA, RN and / or GA services to CON PMHNPs at SJHC
    • Appraise the ability and options for PMHNP faculty to offer services via tele-health
    • Embed psych mental health nurse practitioners into the BCHC Practice
    • Embed PMHNPs into University Hospitals ER
    • Continuously improve the infrastructure of the Emma Eccles Jones Nursing Research Center (EEJNRC) for excellent and sustainable service delivery
    • Strengthen extramural funding for research and scholarship. (Increase number of tenure line faculty and % of tenure line faculty with NIH/federal extramural funding)
      1. Goal 1: Increase % difference between CON success rate and NIH overall success rate
      2. Goal 2: Increase number of TL faculty with NIH/ federal extramural funding
      3. Goal 3: Increase % of TL faculty with NIH/extramural funding
    • Promote a vibrant environment and culture of research and scholarship at the CON
    • Mentor faculty to support development in research and scholarship
    • Contribute expertise and sustainable support for grant-funded teaching and practice activities
    • Develop and execute a recruitment plan for the PhD program
    • Evaluate and revise as indicated the PhD curriculum
    • Recruit and retain excellent faculty
    • Recruit and retain excellent staff
    • Provide a physical environment that promotes success
    • Development/Advancement