Minnick A F, Halstead L
Research and Support Services, College of Nursing, Rush University, Chicago, IL, USA.
J Prof Nurs. 2001 Mar-Apr;17(2):74-80. doi: 10.1053/jpnu.2001.22269.
Driven by demands for fiscal prudence, new services, and an orderly transition as aging faculty approach retirement, a new model for administrative planning and decision making was tested. In its first year of using an investment model, a private, 600+ student, College of Nursing was able to achieve a labor savings of 10 percent, an enhancement of revenue of 3 percent, and a human capital pool equal to 12 percent of total full-time faculty equivalents. The model, which includes the integration of strategic planning, benchmarking, continuous quality improvement, and management by objectives, was accomplished by taking three investment steps. The steps included goal determination, market understanding, and resource allocation. Investment activity distribution and work determination frameworks were developed as a result of the commitment to the investment process. Suggestions for the future include the need to continue to reorient administrative and faculty thinking as definitions of the educational enterprise evolve.
在对财政审慎、新服务以及随着老龄教师临近退休进行有序过渡的需求推动下，一种新的行政规划与决策模式得到了测试。在采用投资模式的第一年，一所拥有600多名学生的私立护理学院实现了10%的劳动力节省、3%的收入增长以及相当于全职教师总数12%的人力资本储备。该模式包括战略规划、对标、持续质量改进和目标管理的整合，通过采取三个投资步骤得以实现。这些步骤包括目标确定、市场了解和资源分配。由于对投资过程的投入，制定了投资活动分配和工作确定框架。对未来的建议包括，随着教育事业定义的演变，需要继续重新调整行政人员和教师的思维。
