School of Nursing Strategic Vision

2013 – 2017

Our Vision The University of Texas Health Science Center at San Antonio School of Nursing acts as an integral part of the healthcare team to promote excellent healthcare as an act of social justice for individuals and their diverse communities through education, research, practice and community engagement.

Our Core Values

• Ethics and Accountability - We believe physical, mental and social well-being is enhanced with high professional standards, by honoring the dignity of others, and through accountability for our actions.

• Diversity and Excellence - We believe excellent health care is a right of every person.

• Innovation - We believe in innovation to deliver leading edge health care, education, research, and community service.

• Education - We believe education is a lifelong process based on mutual teaching, learning, and research that ultimately makes life better for those we serve.

• Leadership - We believe through our leadership we can educate organizations and within

our communities to adopt practices and policies that promote health.

• Health - We believe in the power of professional nurses to improve the health status of people here and abroad.

• Inter-professional Collaboration - We believe in the power of inter-professional collaboration to improve health outcomes.

Our Mission

We engage with our diverse students and communities to produce the future nursing leaders who will impact local and global health and lead the transformation of health care to make lives better through education, research, practice and community engagement.

Strategies for achieving this mission are:

Education Educate a diverse student body to become excellent nurses and nurse scientists.

Research Engage in research to increase knowledge about health and disease and health care delivery and to commercialize discoveries beneficial to the public.

Health Care Provide exemplary, innovative, culturally proficient nursing care to our local and global communities.

Community Engagement Make a significant impact on the health of our local and global community.

Organizational Effectiveness Provide an effective, efficient and culturally proficient infrastructure which embodies innovation, quality and professionalism to support faculty, staff and students as they fulfill the mission of the School of Nursing.

Education

Educate a diverse student body to become excellent nurses and nurse scientists.

Goal 1

Develop an innovative, inclusive, relevant, and meaningful learning environment that fosters the student’s ability to engage and collaborate. Strategies

1. Participate in the planning and development of the Academic Learning and

Teaching Center to facilitate learning centered interactive learning strategies that engage our students and promote interprofessional education. (E.1.1) Benchmarks/Timelines 1. Nursing representative provides input at planning meeting at 100% of the

meetings as scheduled on an ongoing basis. There will be a 40% increase in student participation in the IHI Open School by 2015.

2. Adopt an environment of continuous quality improvement to offer an

innovative and integrated curriculum and interprofessional opportunities. (E.1.2)

Benchmarks/Timelines 1. Curricular revisions to foster ongoing improvement related to actual student

outcome data 100% of time on an ongoing basis. (FY 2013-2017)

3. Ensure faculty access to instructional design and technology services that will support an innovative and futuristic approach to nursing education. (E.1.3) Benchmarks/Timelines 1. 100% of the faculty teaching courses will have access to the instructional design

team to develop innovative approaches to delivering nursing content by 2014.

4. Promote faculty development within the school, university, and national venues for teaching excellence. Benchmarks/Timelines 1. 100% of the faculty will attend at least one faculty development opportunity

annually. (FY 2013-2017)

5. Enhance academic programs through the strategic use of current and emerging

technologies. (E.1.3) Benchmarks/Timelines 1. 100% of the technologies employed in academic programs are congruent with the

SON mission, goals, expected outcomes and community needs on an ongoing basis. (FY 2013-2017)

Goal 2

Strengthen curricular programs to produce graduates that are uniquely prepared to anticipate and respond to the future needs of the communities they serve. Strategies

1. Foster the supportive teaching-learning environment that engages faculty and

students in rigorous, learning-centered education programs rich in scholarly opportunities that result in a commitment to life-long learning and excellent patient care. (E.2.2) Benchmarks/Timelines 1. 90% of the students will report that the learning environment fostered a

commitment to life-long learning and excellent patient care on exit surveys. (FY 2013-2017)

2. Educate students to understand the scientific basis of nursing and health care

and to appreciate the central role of research in meeting the needs of the workforce and community. (E.2.3) Benchmarks/Timelines 1. 90% of the students will indicate that the courses fostered their understanding of

the scientific basis of nursing and health care and to appreciate the central role of research in meeting the needs of the workforce and community as indicated on IDEA course evaluation every semester. (Timeline: FY 2013-2017)

3. Develop and enhance collaborative multidisciplinary scholarly inquiry learning

opportunities for DNP and PhD students. (E.2.4) Benchmarks/Timelines 1. A partnership with UTSA and SPH to expand learning opportunities will be

developed by 2015.

4. Design, implement, and evaluate innovative curricula aligned with professional

accreditation and regulatory requirements to meet current and future workforce demands. (E.2.5) Benchmarks/Timelines 1. Meet 100% of the CCNE and SCA accreditation standards and AACN Essentials

for the 5 year interim report 2016.

5. Increase the interprofessional public health learning opportunities for undergraduate and graduate students. (E.2.6) Benchmarks/Timelines 1. The faculty will develop one inter-professional public health learning opportunities

for undergraduate and graduate students by 2014.

2. The DNP public Health track will be implemented in 2013 and graduate its first class in 2016.

Goal 3

Create an education structure and governance model that support caring, collaboration and drives change. Strategies

1. Enhance student recruitment strategies to ensure a diverse student body.

(E.3.1) Benchmarks/Timelines

1. Admission targets will be met on an on-going basis as defined in the recruitment plan for a total yield of 560 per academic year by 2015.

2. Reduce student indebtedness through scholarships and promotion of work

study opportunities. (E.3.2) Benchmarks/Timelines

1. 75% of students will have scholarship funding by 2015.

2. We will employ 20 tutors from work study funds on an on-going basis. (FY 2013-2017)

3. Foster a customer focus orientation for student services that promotes student

well-being and success. (E.3.3)

Benchmarks/Timelines

1. An on-line orientation and advisement resource site for students will be

implemented by 2016.

4. Strengthen and develop innovative curricular plans to shorten degree time for alternate entry master’s and Ph.D. students. (E.3.4)

Benchmarks/Timelines

1. The BSN to PhD student enrollment will increase to 20 per year by 2015. DNP student will graduate within 3 years of admission to the program by 2015.

5. Develop an active mentoring program that pairs faculty mentors with students

and trainees who will become our future nurse scientists and allow them to graduate with research distinction. (E.3.5) Benchmarks/Timelines

1. 100% of PhD students will have a faculty mentor by 2015.

2. 5% of our undergraduate student will be research scholars by 2015.

3. 10% of our MSN students will continue to the doctoral level by 2015.

Goal 4

Attain international and national stature for the DNP and PhD Programs. Strategies

1. Attain international and national stature for the DNP and PhD Programs.

Benchmarks/Timelines 1. 100% of the faculty and 50% of the students will submit a manuscript for

publication by 2014.

2. 100% or the faculty and 90% of the students will submit a presentation to a regional, national or international a conference by 2014.

2. Identify local, national and international opportunities to cultivate and

recognize teaching and research excellence. (E.4.2) Benchmarks/Timelines 1. 100% or the faculty and 90% of the students will submit a presentation to a

regional, national or international conference by 2014.

3. Utilize innovative student and faculty success measures and systems to provide

specific feedback shaping teaching excellence. (E.4.3) Benchmarks/Timelines 1. Benchmarks on the PhD and the DNP assessment plan will be met 90% of the

time. (Timeline: FY 2013-2017)

4. Recruit and retain high caliber and professional faculty and staff. (E.4.4)

Benchmarks/Timelines 1. 60% of the faculty will hold doctoral degrees by 2015.

Research

Engage in research to increase knowledge about health and disease and health care delivery and to commercialize discoveries beneficial to the public.

Goal 1

Build on existing thematic research capabilities and add new thematic capabilities to enhance research collaborations among Health Science Center and other UT System institutions and advance human health with special attention to regional health care issues. Strategies

1. Continue to support thematic capabilities in neurosciences, metabolic diseases, aging, cancer, health care delivery innovation, women and children and bioinformatics. (R.1.1) Benchmarks/Timelines 1. 100% of current SON faculty research interests and productivity will be explicitly

aligned with HSC thematic capabilities as well as with inquiry of person/environment underpinnings of health disparities by January 2014.

2. Maximize collaborative contact of SON faculty with faculty from the Health

Science Center and other University of Texas System institutions who have an aging thematic program of research. (R.1.2) Benchmarks/Timelines 1. 100% of SON faculty having a scholarly interest and productivity in aging will take

advantage of collaborative contact opportunities with faculty from the HSC and other UT System institutions by January 2014.

3. Develop a rigorous review process for research centers.

Benchmarks/Timelines 1. 100% of SON centers of excellence will have in place an explicit plan for rigorous

review (internal and external) by August 2014.

4. Establish endowed chairs in thematic research areas. (R.1.5) Benchmarks/Timelines 1. 100% of current SON endowed chairs having a thematic focus will explicitly align

programs of science interests and productivity with the specific thematic area. (Consider an endowed chair having a health disparities thematic focus.)

(Timeline: FY 2013-2017)

5. Expand areas of thematic research focusing on early cognitive development and the environment, obesity and nutrition, outcomes for research and safety, women’s and children health that fit with regional health care problems. (R.1.6) Benchmarks/Timelines 1. The Center for Community Based Health Promotion of Women and Children will

expand its faculty members by 50% by January, 2014.

6. Collaborate with the HSC to develop the South Texas Research Facility as a leading, translational research environment. (R.1.7) Benchmarks/Timelines 1. 100% of doctoral faculty will explicitly identify a collaborative role with the IIMS by

August 2014.

7. Collaborate with the HSC to build an effective Office of Clinical Research. (R.1.8) Benchmarks/Timelines 1. The SON faculty will identify and support opportunities to collaborate with HSC

efforts to expand interprofessional clinical research. (Timeline: FY 2013-2017)

Goal 2

Recruit and nurture the next generation of nurse scientists into the SON’s priority research themes. Strategies

1. Target recruitment into existing and new areas by recruiting newly educated

graduates who are in the educational pipeline, and support career development, including post-doctoral research and specialty training. (R.2.1) Benchmarks/Timelines 1. SON faculty will increase its collaboration with HSC faculty by 50% in the

development and submission of “pipeline” support funding applications by December 2014.

2. Continue and expand implementation of strategies to increase quantity and quality

of submitted grants. (R.2.2) Benchmarks/Timelines

1. 100% of developed applications for funding (internal and external) will access existing ONRS, Department, HSC resources for ensuring high quality submitted applications by January 2014.

3. Establish metrics that assess research productivity and that strategically maximize

research resources. (R.2.3) Benchmarks/Timelines 1. 100% of doctoral faculty will submit at least one application for funding and have

under review two manuscripts annually beginning in January 2014.

4. Work with the HSC to leverage The University of Texas System’s STARS funds to recruit and retain new and established investigators. (R.2.4) Benchmarks/Timelines 1. The SON will have recruited and/or retained at least one faculty eligible for STARS

funds by January 2015.

5. Strengthen revenue streams to fund research through enhancing philanthropic efforts, partnerships with the military and promoting business innovation research and industry partnerships. (R.2.5)

Benchmarks/Timelines 1. 100% of all developing applications for funding support will explicitly explore the

potential for incorporating a partnership with the military and or a business innovation research and industry partnership by January 2014.

Goal 3

Enhance and expand SON research technology and infrastructure. Strategies

1. Establish an informatics function to integrate electronic health records with

research data. (R.3.1) Benchmarks/Timelines 1. The SON will have at least one active scholarly activity (funding application

developed, manuscripts, presentations, etc.) featuring integration of electronic health records as a data collection resource by August 2015.

2. Facilitate use of HSC research cores by SON investigators for new technology

development. (R.3.3)

Benchmarks/Timelines 1. 100% of SON faculty with an active program of science will explore potential to

collaborate with one or more HSC research cores by August 2013.

3. Facilitate expanding bioinformatics capabilities in collaboration with the HSC enhancement of existing facilities and people. (R.3.2)

Benchmarks/Timelines 1. The SON will identify a plan for expanding bioinformatics capabilities in collaboration

with HSC enhancement of existing facilities and people by August 2013.

4. Participate in securing resources that support research initiatives coming out of a faculty learning community that enhances research and clinical skills and that is linked to a formal research mentoring program that assists faculty with scholarly endeavors. (R.3.4)

Benchmarks/Timelines 1. 100% of SON faculty having significant teaching assignments will engage in

identification of a scholarly focus linked to education/teaching and will access HSC and SON resources for framing scholarly interest, identifying scholarly goal targets, and putting in place a plan for reaching the goals. (Timeline: FY 2013-2017)

Goal 4

Maximize development and submission of applications to new funding resources being offered through CMS and other health care reform focused funding mechanisms to support T3 and T4 translational science. Strategies

1. Maximize collaborative contact of SON faculty with faculty from the Health

Science Center and other University of Texas System institutions to secure funding for health sciences research, clinical safety and effectiveness research. (R.4.1) Benchmarks/Timelines 1. Increase by 50% the number of SON initiated or invited as partners HSC and/or

other UT System institution collaborative efforts to secure funding for health sciences research, clinical safety, and effectiveness research by August 2014.

2. Establish new collaborations with clinical and basic scientists and with scientists

from other disciplines to benefit the health of patients and population. (R.4.2)

Benchmarks/Timelines

1. Increase by 50% the number of new collaborations with clinical and basic scientists

from other disciplines that focus on benefitting the health of patients and populations by August 2014.

3. Work with the HSC collaborative effort with The University of Texas System and

its institutions on the CTSA Core Collaborative Project and research cyber infrastructure. (R.4.3) Benchmarks/Timelines 1. 100% of all doctoral faculty will have identified and joined a collaborative role with the

CTSA IIMS activities by August 2014.

Health Care

Provide exemplary, innovative, culturally proficient nursing care to our local and global communities.

Goal 1

Provide compassionate and excellent nursing care to the public and community including South Texas. Strategies

1. Strengthen the University of Texas Enterprise Team education and training with

Health Science Center Human Resources and outside consultant.

Benchmarks 1. Dr. Tom Mackey, Associate Dean UTHHSC will attend “next level” retreat annually in

August.

2. Collaborate with the HSC to develop consistent criteria to reward performance and incentivized those providing health care. (H.1.3)

Benchmarks 1. Institute UT Medicine productivity scorecard fall 2013.

3. Develop Advanced Practice Pediatric Nursing Teams for targeted response to new

Children's Hospital announcement and community need. (H.1.4)

Benchmarks 1. Hire 3 ACPNPs and 3 PNP-PCs for contract work with three existing and developing

children’s hospitals and DSRIP by August 31, 2014.

4. Broaden Community Organization Partnerships across settings and developmental groups (newborns to elders). (C.1.5 and H.1.5)

Benchmarks 1. Expand existing clinics with DSRIP funding. Develop senior house calls program.

(July 2013-July 2015.) Clinic expansion at Avance and Healy-Murphy (August 2013-August 2015).

5. Increase the number of community partnerships from 12 to 24. (C.1.2)

Benchmarks

1. Expand EW/OH partnerships with local industry and Head Start/Pre-K/school

health partnerships with school districts (July 2013-July2015).

6. Participate in the development of a commercial Accountable Care Organization (ACO) model and explore development of ACO models with hospital partner(s). (H.1.6)

Benchmarks 1. Work with UHS, Vanguard and Methodist to explore ACO model partnerships

(August 2013-August 2014).

Goal 2

Further refine sustainability model for nurse-led system of primary health care. Strategies

1. Enhance the monthly health promotion themes and collaborations with other

wellness groups, both on and off campus. (H.2.1) Benchmarks 1. Our new wellness website will go live on 05/01/2013; on-going efforts to expand our

monthly health awareness themes. (FY 2013-2017)

2. Collaborate with primary care partners in Family Medicine, Community Pediatrics, Internal Medicine, Gerontology, specialties, the PA program, and the Dental School to enhance primary care innovations and settings. (H.2.2)

Benchmarks 1. Establish new contracts and partnerships with primary care partners. April 2013 –

August 2014.

3. Work with interprofessional Health Science Center schools to enhance integrated practice, education, and research model. Benchmarks 1. Implement DSRIP and HRSA grant objectives (July 2013-August 2014).

Goal 3

Finalize Faculty Practice Plan and increase faculty participation from 42 to 50. Strategies

1. Increase nurse practitioner faculty for new partnerships with UT Medicine and

community partners. (H.3.1) Benchmarks 1. Hire ten (10) nurse practitioner faculty. July 2013-August 2014.

2. Implement the practice plan for effective coordination and integration of care for our patients with our institutional and hospital partners. (H.3.2)

Benchmarks 1. Quarterly Board meetings; Bi-monthly Practice and Engagement meeting. (FY 2013-

2017)

Accomplishments • Official UT System Approval 1/23/2013; First NSRDP FPP, President Henrich

presiding 03/05/13;

3. Update the Student Health Center and Employee Health and Wellness Clinic web sites to increase web traffic/online customer service, provide improved, streamlined information and data to increase the patient bases for the Student Health Center, Employee Health and Wellness Clinic and community partners Avance and Healy Murphy. (H.3.3)

Benchmarks 1. Wellness page refresh completion 5/1/13. Quarterly web site review.

Accomplishments • Refresh completed 4/1/13.

4. Diversify the mosaic of support for the clinical nursing enterprise that rewards

quality outcomes and efficiencies. (H.3.4) Benchmarks 1. Submitted HRSA and DSRIP March 2013. Notification May 2013. Quarterly reports.

Submit three foundation grants annually (August 2013-August 2014).

Goal 4

Work with UTSA business and engineering schools for enhanced application of business and engineering principles to model. Strategies

1. Use technology to improve patient care, reduce errors and improve quality of care. (H.4.1) Benchmarks 1. Update Epic/Annually. (FY 2013-2017)

2. Partner with the HSC to recruit and invest in personnel skilled in system improvement and analytics for evaluating patient safety, quality and efficiency of care in nurse managed clinics. (H.4.2) Benchmarks

1. Customize EPIC for data analytics (August 2013-August 2014).

Goal 5

Renovate Student Health Center waiting, reception and exam rooms. Strategies

1. Provide an improved floor plan design to better accommodate the flow and increased volume of patients, and to provide an ergonomic and functional work space for the professional and clinical staff. Benchmarks 1. Complete renovation 5/1/13. Annual evaluation.

Goal 6

Seek accreditation/recognition.

Strategies

1. Seek accreditation and recognition for UT Nursing Clinical Enterprise from venues such as, AAAHC and NCQA. Benchmarks 1. Appoint CQI and SHC Governance Committee by 1/1/13.

Accomplishments

• CQI and SHC Governance Committee appointed.

2. Attend AAAHC workshop at ACHA 5/28-5/30/13. Baseline survey 8/13. Final

survey date will be determined during the baseline survey. NCQA will be explored after AAAHC is in process.

Goal 7

Explore WHO collaborating center affiliation with Case Western Reserve University. Strategies

1. Promote faculty engagement in global projects in Thailand, Australia, South Africa

and South America and Guatemala.

Benchmarks 1. Four faculty members will complete visits to these locations annually to enhance and

maintain collaboration. August 31, 2014.

Goal 8

Develop a CPR Program. Strategies

1. Provide a campus-wide service for CPR certifications and renewals.

Benchmarks 1. Complete pilot CPR program by 8/31/13.

2. Explore expansion to groups outside of the Health Science Center (i.e., police and

fire departments). Benchmarks 1. Contact local police and fire departments for interest in program. Complete by

9/1/13.

Community Engagement

Make a significant impact on the health of our local and global community.

Goal 1

Secure funding for School of Nursing Priorities Strategies

1. Engage the Nursing Advisory Council in effectively represent, promote,

coordinate, and enhance the funding and legislative policy priorities of the School of Nursing before the Texas Legislature, the U.S. Congress, local city and county governments, and other entities who support our funding priorities, such as, chambers of commerce, economic development corporations, San Antonio and South Texas Border Region advocacy organizations, other institutions of higher education, especially health related institutions, and other local, regional and national advocacy associations and organizations. (C.2.1)

Benchmarks 1. The NAC will include community engagement 100% of the time in their strategic

plan-ongoing. (Timeline: FY 2013-2017)

2. The Vice Dean attends monthly Leadership San Antonio program/classes sponsored by the Hispanic Chamber of Commerce and San Antonio Chamber of Commerce. (Timeline: FY 2013-2017)

3. The Vice Dean provides input to Office of Legislative Affairs regarding potential effects/cost of bills under review. (Timeline: FY 2013-2017)

4. The Vice Dean coordinates HSC interprofessional service learning experiences in South Africa. (Timeline: FY 2013-2017)

Organizational Effectiveness

Provide an effective, efficient and culturally proficient infrastructure which embodies innovation, quality and professionalism to support faculty, staff and students as they fulfill the mission of the School of Nursing.

Goal 1

Create an effective organizational structure and governance model that supports collaboration, drives change, fosters trust, and enhances communication and cooperation. Strategies

1. Implement the SON Systematic Program Evaluation Plan to strengthen the

organizational structure. (O.1.1.) Benchmarks 1. Follow the systematic program evaluation benchmarks maintaining a 90% completion

rate of all stated benchmarks annually each November.

2. Conduct an external review of the PhD program. (O.1.2)

Benchmarks 1. Engage an outside consultant and team of faculty to conduct review every 5 years.

Accomplishments

• Outside consultant and team of faculty conducted review. FY 2013.

3. Participate in the assessment of academic, research, and administrative space

utilization. (O.1.4)

Benchmarks 1. Document space utilization in two areas annually each October utilizing by calculating

Research Space Productivity Index and Reviewing Room Scheduling’s Space utilization Report. Post in SharePoint for transparency. (FY 2013-2017)

4. Evaluate SON administrative processes, policies and practices for efficiencies to

enhance administrative processes, policies, and practices. (O.1.5)

Benchmarks 1. Continue quarterly Compliance Monitoring and post findings in SharePoint for

transparency. FY 2013-2017)

5. Participate in developing dash boarding tools to assist management with defining and monitoring key accountability metrics in order to proactively improve operations, performance, and decision making processes. (O.1.6)

Benchmarks 1. Use IDEA (student evaluations) and Hyperion forecasting tools to track and monitor

performance of operations and finances in January and November. Begin in 2014.

6. Identify and develop administrative, faculty and staff champions to organize and lead innovative faculty governance structures that support excellence in teaching, research, service, and practice. (O.2.1)

Benchmarks 1. Identify Faculty and Staff Champions by September 2013.

Goal 2

Enhance a culture of change that fosters communication, trust and communication in all segments of the School of Nursing. Strategies

1. Provide incentives for innovations within departments or work units using

technology to promote internal communications, faculty and staff productivity, and departmental overall improvement efforts. (O.2.1)

Benchmarks 1. Identify incentives and shared funding by September 2013.

2. Create industry-technology-education partnerships to plan and organize more

efficient and equitable faculty assignments and workload distributions using existing software programs. Benchmarks 1. Identify and acquire web-based software program to track partnerships, DEU’s and

faculty workloads by September 2013.

3. Implement new promotion and tenure process. (O.2.3) Benchmarks 1. Follow newly revised P&T process by September 2013.

Goal 3

Strengthen cultural competent and proficient communications among administrators, faculty, staff, and students through partnerships with governmental, university, community, and inter-professional organizations and networks.

Strategies

1. Continue to provide cultural proficiency workshop to students, faculty and staff across the HSC to strengthen institutional communication and program excellence. (O.3.1) Benchmarks 1. Document cultural proficiency workshops of all faculty, staff and students annually

beginning October 2013.

2. Integrate cultural proficiency concepts and competencies across the curriculum and degree programs. (O.3.1)

Benchmarks 1. Established baseline of cultural proficiency content across curriculum by August 2014.

3. Expand mentoring opportunities by Juntos Podemos to the broader HSC

community.

Benchmarks 1. Work with Juntos Podemos to establish a list of mentoring opportunities by October

2013.

4. Review the SON policies and procedures to determine their congruence with principles of cultural proficiency. (O.3.1) Benchmarks 1. Review student and faculty handbooks to ensure they contain a statement of

commitment to cultural proficiency annually beginning January 2014.

Goal 4

Ensure a financial plan to sustain and advance the SON’s missions. Strategies

1. Provide increased opportunities for administrative, faculty and staff development and mentoring that improves leadership and organizational effectiveness.

Benchmarks 1. Identify and announce all HSC opportunities for leadership courses and IT training for

all faculty and staff and post on SharePoint by August 2013.

2. Annually review all student fees determine adequacy and alignment with costs of supporting online, distance, simulation, and other instructional methods. Benchmarks 1. Resume annual review of all student fees beginning spring 2014.

Goal 5

Adopt an environment of continuous quality improvement to evaluate and strategically update all classrooms and conference rooms in the School of Nursing to provide faculty and staff with state-of-the-art Instructional Technology (IT). Strategies

1. Continue to explore opportunities to expand and enhance technology for classrooms, clinical skills labs and computer labs. (E.1.2) Benchmarks 1. Work with IMS to develop a list of all classrooms condition and need for upgrading

technology by fall 2013.