Accomplishments & Goals

College of Nursing Accomplishments, 2020-2021

Organizational

  • The College awarded 182 student scholarships in FY2020-2021 totaling over $600,000.
  • College of Nursing, NCLEX-RN 1st time pass rates continue to increase annually, from 91.45% in 2017 to greater than 99% this past year.
  • Dean Linda S. Weglicki led the college in implementing the 2020 – 2025 college’s Strategic Plan, Roadmap to the Future (approved by CON Assembly May, 2020).
  • The College conducted comparative analysis of aspirational and like schools in drafting a new Faculty Practice Plan which was approved by faculty, MUSC Legal Counsel, and the MUSC Board of Trustees (February, 2021).
  • Dean Weglicki led the college in responding to the many challenges in response to novel COVID-19 pandemic – across our tripartite mission areas, including moving all academic programs and workforce to online and remote work, respectively. This included students meeting accrediting bodies required direct patient-care experience hours and high fidelity simulation training leading to an on-time graduation for our students across programs.
  • Ensured involvement of faculty/staff in ONEMUSC Strategic Plan rollout; kept faculty and staff updated on Bicentennial, Branding Awareness, Construction, Acquisitions activities, etc.
  • Dean Weglicki led faculty in discussions to inform the AACN National Faculty Dialogue to the ‘ReEnvisioning of the Essentials for UG and Graduate Nursing Education.’ Submitted CON summary and recommendations to inform process and outcomes.
  • Dean Weglicki, in partnership with colleague deans from USC and Clemson colleges of nursing, hosted a series of live interactive intercollegiate panel series for faculty and staff, entitled Nursing Leadership Forum for Racial Equality: Critical Conversations in response to political-social issues this past year following the killing of George Floyd.

Education

  • Recruited the highest number and most diverse incoming class of ABSN students (Fall 2021), with 127 paying matriculation fee, in the history of the college as we work to offset the growing nursing workforce shortage in SC.
  • MUSC ABSN program ranked #23 in the nation by US News & World Report (first time ABSN programs were ranked by USNWR).
  • Enrolled the inaugural cohort of Lifespan Palliative Care DNP students, August 2020.
  • Enrolled the inaugural cohort of Psychiatric Mental Health Nurse Practitioner certificate students, January 2021.
  • Achieved a total student enrollment of 614: RN-BSN (n = 26), ABSN (n = 275), MSN (n = 7), Post-BSN DNP (n = 264), Post-MSN DNP (n = 12), PhD (n = 23). Overall diversity of student body was 34%, 8% being males.
  • Achieved high graduate program certification pass rates: ANCC Family Nurse Practitioner (n=100%), AANP Family Nurse Practitioner (n=96%), AANP Adult Geriatric Nurse Practitioner (n=100%), ANCC Psychiatric Mental Health Nurse Practitioner (n=88%), PCNB Pediatric Nurse Practitioner (n=100%).

Research

  • The College of Nursing (CON) received $4,989,186 in total grant funding ($4,199,541 in direct funding costs; $789,644 in indirect costs) across our research, education and practice grants. Of those, the college submitted 5 Education and 2 Practice grant proposals, resulting in $2,033,303 in funding to support our educational and practice missions.
  • There are 32 active funded grants with 20 CON faculty as Principal Investigators (PIs).
  • In FY21, 49 grants were submitted totaling $28.6 million.
  • CON is ranked 27 out of 78 among US colleges of nursing by Blue Ridge Institute for Medical Research in NIH funding that includes awards from:
    • NIH/NIMH National Institute of Mental Health
    • NIH/NINR National Institute of Nursing Research
    • NIH/NCI National Cancer Institute
    • NIH/NIAAA National Institute on Alcohol Abuse and Alcoholism
    • NIH/NICHD Eunice Kennedy Shriver Institute of Child Health and Human Development
    • NIH/NHLBI The National Heart, Lung, and Blood Institute
  • In addition to NIH funding, the CON has a diverse research portfolio with funding from:
    • Warrant Alptert Foundation
    • Duke Endowment
    • Claire Foundation
    • SC Dept. of Public Safety/Victims of Crime Act Program (VOCA)
    • Federal Emergency Management Agency
    • Health Resources & Services Administration
    • Zero to Three
    • South Carolina First Steps

Practice

  • Received Duke Endowment funding for a period of three years to support a collaborative project between CON, MUSC Health Center for Telehealth and the Institute for Psychiatry to expand post-graduate and newly licensed psychiatric mental health nurse practitioners' training. The Psychiatric Advanced Practice Registered Nurse Technology-Enhanced Residency (PARTNER) program is the first in country and aims to deploy PMH-NPs in a unique one-year post-graduate fellowship in tele-behavioral health and offers high-quality and effective care for patients and a transition path to advance proficiency for newly board-certified PMH-NPs.
  • Three nurse leaders from MUSC, USC and Clemson came together to envision a South Carolina Nurse Action Group (SC-NAG). The groups, One Voice: Healthcare Transformation in South Carolina through Nursing Leadership, aim is to improve access to health care and optimize health outcomes through evidence-based practice. The strategic priorities of focus are: a) Engage all nurses to come together as a collective voice, as there is power in numbers. b) Promote nurses to use their influence to effect change. c) Recognize and develop opportunities to improve the health of South Carolinians regardless of race/ethnicity, age, or socioeconomic status.

Roadmap to the Future

2020 – 2025 Strategic Plan

Academics

Overarching Goal: Cultivate competent and compassionate nurse leaders to meet the needs of diverse populations in a dynamic, global society.

Continue to transform nursing education

  • Assess all programs systematically using national and specialty standards for quality, significance, and sustainability.
  • Reinforce student-centered learning across programs and accessible teaching methods.
  • Recruit and cultivate excellent students who are representative of the diverse groups.

Use innovative strategies to increase access to pre-licensure and advanced nursing education

  • Achieve faculty excellence in pedagogy and curriculum design.
  • Impact nursing education through active policy involvement and dissemination of MUSC program outcomes.
  • Assess nursing education program growth and new program development opportunities.
  • Increase scholarships and external funding to support students and program development.

Develop nurse leaders who excel in an interprofessional environment utilizing an evidence-based approach

  • Provide interprofessional learning activities through coursework and clinical experiences.
  • Educate and mentor students who are prepared to serve on boards,

Practice

Overarching Goal: Develop sustainable practice models that support faculty and student professional development.

Create sustainable practice models by identifying partners

  • Establish practice partnerships with other South Carolina colleges of nursing (Clemson, USC) for state practice/policy direction.
  • Meet with potential internal and external partners to explore new and expand existing partnership opportunities.
  • Conduct a comprehensive financial analysis.
  • Formalize contractual agreement with partners.

Create sustainable practice models by recruiting practice faculty with support of grant funding

  • Determine employment positions for individuals functioning within the practice models.
  • Recruit and hire appropriate positions as needed.
  • Initiate a formal onboarding process by establishing the policies and procedures to include credentialing and malpractice requirements.

Research

Overarching Goal: Generate and advance scientific knowledge in nursing and health sciences.

Continue to grow diverse research portfolio and funding sources to position the college as a leader in knowledge generation and its translation

  • Build a research infrastructure that promotes discoveries, innovation, and leverages existing university resources.
  • Hire key positions to engage in grantsmanship for all research faculty as budget variability allows.
  • Align research faculty mentors with existing mentorship model to advance development and scholarship for junior and mid-career researchers; formalize model with mentor champion.
  • Strengthen partnerships and cross-fertilize programs, MUSC-H, and outside entities for collaborative funding and leverage resources. Meet with key stakeholders and MUSC-H and beyond to establish a strategic approach.
  • Invest in internal funding (pilot projects) opportunities and develop efficient processes for progressing new and high-risk, high-reward projects, as budget allows.
  • Develop a workforce of nursing and health sciences researchers by recruiting and retaining outstanding faculty to optimize research capacity.
  • Increase extramural funding, in particular National Institutes of Health (NIH) funding 30% in three years.
  • Maintain top 30 ranking in NIH funding

Promote focused areas of research and scholarship excellence for growth and investment

  • Identify research clusters, expertise, and subsequent teams in areas of excellence: symptom science/self-management, health services research, behavioral health, technology-enhanced interventions, community and patient engagement, palliative care, and implementation science.
  • Identify innovations and entrepreneurial opportunities and promote its advancement toward

Organizational Environment and Culture

Overarching Goal: Ensure a culture and environment within the college that actualizes the values of the organization integrity, innovation, impact and inclusivity.

Align existing and grow additional organizational resources

  • Pursue new, diversified revenue streams to support and advance teaching, research, scholarship, practice, and service missions.
  • Conduct annual evaluations of revenue generation and expenses of all programs.
  • Grow awareness and cultivation of the Faculty Excellence Project; increase funding by 10-15% each year to support faculty and staff recruitment, development, and retention.
  • Develop and cultivate funds to support a Faculty Talent Retention endowment with a target of $50,000 in year one and at least $5,000 in expendable funds raised annually towards a $100,000 endowment in three years.
  • Develop a five-year hiring plan that considers succession planning and cross-training; build and strengthen infrastructure to support programs and departments.
  • Partner with MUSC-H to create succession planning to facilitate a faculty educator pipeline.
  • Grow the faculty practice plan and revenue generation through strategic faculty hires, including two or three positions as budget allows; submit state and federal grant proposals to support faculty practice needs in Charleston and S.C., solicit of gifts for emerging faculty practices.
  • Develop strategies to increase matriculation in programs and classes with low enrollment.
  • Work with donors and board volunteers to secure gifts and endowments to support two distinguished faculty positions.
  • Begin preliminary planning and solicit donor support for redesign of the building’s first floor.
  • Develop an IT equipment and software tracking plan to ensure regular maintenance and replacement of IT resources.
  • Ensure the college workforce shares in the maintaining the fiscal viability of the college and our processes.

Embody respect for individual perspectives, inclusivity, and belonging for all

  • Build a community of respect, inclusivity, and belonging among faculty, staff, students, alumni, and partner stakeholders.
  • Develop traditions to celebrate and acknowledge employee successes; support diversity, inclusivity, and equity programs and opportunities; ensure all communication efforts respect inclusivity; foster an inclusive environment for employees to thrive and work together in a supportive, open, and respectful environment; recruit and retain a diverse workforce.
  • Establish a social events committee to increase opportunities for social interaction.
  • Highlight accomplishments of faculty and staff in print, electronic communications, and social media.
  • Share college priorities and accomplishments with MUSC colleagues, community partners, regional and national groups, and professional stakeholders.
  • Highlight student engagement, events, activities, achievements, and leadership in communications; nurture growth of Student Nurses Association and Student Government Association; encourage participation on standing committees and Sigma Theta Tau, Gamma Omicron at-Large Chapter.
  • Establish ‘care groups’ for undergraduate students upon admission.
  • Develop systematic processes to update web, print and electronic communication materials (including listservs).

Generate development, mentorship, and experiential opportunities for faculty, staff, and students

  • Increase support of faculty and staff development and career advancement through annual goal setting and planning;
  • Encourage enrollment in targeted programs; support time allocation from approved budget projections.
  • Assign mentors to new faculty and staff; evaluate program annually.
  • Continue to cultivate donors and seek new funding opportunities; increase funding by 5% each fiscal year to support scholarships for URM students, students from rural areas,
    and Ph.D. and graduate students enrolling in new programs.

Strategic Plan 2020-2025

College of Nursing Accreditation

The baccalaureate degree program, master's degree program, and Doctor of Nursing Practice program at the MUSC College of Nursing are accredited by:

Commission on Collegiate Nursing Education
655 K Street NW, Suite 750
Washington, DC 20001

Phone: 202-887-6791

Undergraduate Program

The Undergraduate Program is fully approved by:

South Carolina Department of Labor, Licensing and Regulation Board of Nursing
Synergy Business Park
Kingstree Building
110 Centerview Drive, Suite 202
Columbia, SC 29210

Mailing address:
P.O. Box 12387
Columbia, SC 29211-2367

Phone: 803-896-4550
FAX: 803-896-4525
https://www.llr.state.sc.us/

Pediatric Nurse Practitioner Track

The Pediatric Nurse Practitioner track of the masters program is fully approved by:

National Certification Board of Pediatric Nurse Practitioners and Nurses
800 South Frederick Avenue, Suite 104,
Gaithersburg, MD 20877-4150.

Phone: 888-641-2767
FAX: 301-330-1504
https://www.pncb.org