Attachment OO3f, SHS Nursing Strategic Plan Fiscal Year NURSING STRATEGIC PLAN

Transcription

1 NURSING STRATEGIC PLAN FY

2 TABLE OF CONTENTS Executive Summary Page 3 Implementation Plan Page 4 Vision Statement Page 5 Strategic Principle Page 5 Critical Success Factors Page 6 Strategy Statements Page 7 Organization Charts Acknowledgement Form 2 2

3 EXECUTIVE SUMMARY In April 2002, the Nursing Department at Shore Health System wrote its first strategic plan for the system. The plan focused on the following areas: Education Accountability Culture Empowerment Financial Performance Shared Decision-Making Support Infrastructure The 2002 plan was instrumental in the recovery of the Nursing Department and the establishment of what we now see as vital components of a first rate Nursing Department. The tactics implemented to support this plan gave rise to our pursuit of Magnet Designation for Nursing Excellence. The next strategic plan was written in 2006 during a planning retreat that included staff, managers and educators, as well as the Directors of Nursing and the Chief Nursing Officer. The group also included representation from the Shared Leadership program and the coordinator of the Magnet project. The retreat and the writing of that document were facilitated by the Director of Performance Improvement and the Director of Organization Development. The planning session resulted in seven strategy statements that were the focus for the Nursing Department for the next three years and led to our successful Magnet Designation. The strategies were: - Care Delivery Systems - Professional Development - Medical Staff Relations - Image of Nursing - Communication - Financial Performance - Philosophy of Patient Care The current Strategic Plan was written in late 2009 and revised in early The plan includes a new Nursing Vision Statement and was revised to reflect our status as a newly-designated Magnet organization. This plan mirrors the new Magnet model and will ensure alignment of our Strategic Plan in the years leading up to re-designation in 201 The Strategic Planning Team included: Deedra Abner, RN, Staff Nurse, RN, Director Martha Clark, RN, Manager Christine Clark, Director Renee Edsall, RN, Clinical Specialist Grace Gonzalez, RN, Manager Marcia Groton, RN, Manager Janet Hash, RN, Chair, Global Council Rita Holley, RN, Director Mary Horseman, RN, CCU Faculty Ruth Ann Jones, RN, Director Lisa Marshall, RN, Clinical Coordinator Jennifer Miles, RN, Manager Christopher Mitchell, RN, Director Jacqueline Mowbray, RN, Manager Maria Mulinos, RN, Staff Nurse Justine Murray, RN, Staff Nurse Christopher Parker, RN, Chief Nursing Officer Penny Pink, RN, Director Jo Anne Thomson, RN, Nursing Informatics Diane Walbridge, RN, Director Jaclyn Weston, RN, Chair-Elect, Global Council 3 3

4 IMPLEMENTATION PLAN This Strategic Plan Binder has been designed to provide Shore Health System and Managers the necessary tools to effectively communicate the new Nursing Strategic Plan to their department/unit employees. The goal is to have ALL Nursing Department staff embrace this new Strategic Plan as the road map for the next three years. Process for Communicating the Strategic Plan to Department/Unit Employees The Shore Health System Chief Nursing Officer and have designated specific goals for. During the 4 th quarter of the fiscal year, the strategic planning team will assemble to review progress towards the goals and to set new goals for the next fiscal year. Directors will meet with each of their assigned managers to develop individual goals. Each Director will schedule an individual work session with their managers to establish a unit-specific plan that relates to the Nursing Department s goals for. Following work sessions with the Directors, it will be each manager s responsibility to create a similar work session with their staff. This unit work session should be accomplished by June 1, Every RN will receive their own personal copy of the Strategic Plan, including an acknowledgement form to sign that they have read and understand this document. Completed acknowledgement forms are to be returned to their immediate supervisor. The Message You Should Communicate During unit meetings, the following points should be addressed: Strategic Planning Process New Nursing Vision Statement Nursing Strategic Principle, Critical Success Factors and Strategy Statements Communication Resources To assist with efforts to involve and inform staff about the Nursing Strategic Plan, Nursing Administration will be available to attend information sessions, answer questions and further clarify each employee s role in meeting the Nursing Strategic Plan objectives. 4 4

5 VISION STATEMENT As a Magnet designated organization, nursing embraces our responsibility to continually transform clinical and professional practice through the acquisition, discovery and dissemination of new knowledge, innovations and improvements. STRATEGIC PRINCIPLE Professional nursing at Shore Health System means exceptional nurses providing exceptional care every day. MISSION STATEMENT To excel in quality care and patient satisfaction. VALUES STATEMENT As a premier provider of community based, family oriented health care, SHS believes it can best maintain this level of service through a customer focus, where we continually strive to understand and exceed the expectations of our customers and to reduce harm in healthcare. This focus is enabled through effective communication systems, staff education, team building, process improvement, work redesign and an empowered work force. In collaboration with the community, SHS will provide patient/family focused care and service through: A mission statement which serves as a foundation for planning. Long-range strategic planning with hospital leadership. The establishment of core values which guide employee behavior. 4. Support of professional relations that foster growth, encourage innovation and support teamwork. 5. Provision of services that are appropriate to the scope and level required by the patient population to be served. 6. Ongoing evaluation of services provided through performance improvement activities. 7. Integration of services through a variety of mechanisms, i.e., performance improvement teams, informational meetings, staff meetings, leadership meetings and employee education. 5 5

6 8. Priority focus on patient/family/support system relations, their interests, needs and expectations. 9. Recognition of the need to be a responsible member of the community by contributing to the quality of life through activities, services and involvement with the community. Shore Health System is committed to supporting or initiating efforts concerned with the health of the community. 10. The hospital s priority setting which is sensitive to emerging needs such as those identified through the desire to provide safe care to our patients, data collection and assessment, unanticipated adverse occurrences affecting patients, changing regulatory requirements, significant patient and staff needs, changes in the environment of care, or changes in the community. 1 Leaders that ensure implementation of an integrated patient safety program throughout the organization by engaging in transformational activities. CRITICAL SUCCESS FACTORS Quality: Achieve and sustain optimal quality outcomes. (Empirical Outcomes) Education: Develop systems that ensure ongoing support of all education. (New Knowledge, Innovations and Improvements) Communication: Enhance effective interdisciplinary communication. (Transformational Leadership) 4. Professionalism: Embody qualities that exemplify professionalism within SHS. (Exemplary Professional Practice) 5. Finance: Maximize initiatives that increase the Nursing Department s contribution to SHS financial imperatives. (Fiscal Responsibility) 6. Relationship-Based Care: Enculturate relationship-based care throughout Shore Health System. (Structural Empowerment) 7. Systemness: Leverage the UMMS relationship to advance clinical practice. (Transformational Leadership) 8. Technology: Leverage technology to optimize management of information. (New Knowledge, Innovations and Improvements) 6 6

7 Strategy Statements STRATEGY STATEMENT A (Empirical Outcomes) Partner with all SHS departments, physicians and UMMS to optimize quality outcomes. STRATEGY STATEMENT B (New Knowledge, Innovations & Improvements) Create a culture that inspires participation in evidence based practice, performance improvement, research, continuing education and professional development. STRATEGY STATEMENT C (Transformational Leadership) Lead the Transformational Leadership initiative throughout Shore Health System. STRATEGY STATEMENT D (Exemplary Professional Practice) Embody qualities that exemplify professionalism in all endeavors. STRATEGY STATEMENT E (Structural Empowerment) Provide an innovative environment where strong shared decision making flourishes. 7 7

8 Strategy Statement A Partner with all SHS departments, physicians and UMMS to optimize quality outcomes. GOAL #1: Create A Structure for the Nursing Quality Program. Develop the Nursing Department s quality philosophy. NEC** Global Council Create and define the role of a quality champion for each department/unit. Ensure that accountability for quality outcomes is incorporated into all nursing job descriptions. 4. Incorporate accountability related to quality outcomes into the peer review process for all SHS nursing personnel. Global Council 5. Incorporate accountability related to quality outcomes into performance appraisal tool. 6. Incorporate quality into nursing practice through the development of objective performance metrics that align the performance appraisal with performance of the department. Unit-Based Councils 7. Develop strategies to ensure adequate resources to support SHS quality initiative priorities. NEC 8. Develop service-based strategies to involve physician stakeholders in quality initiatives. 8 8

9 9. Develop unit-based quality strategies to align with nursing s quality philosophy. Unit-Based Councils FY Educate staff and physicians on nursing s quality philosophy and unitbased quality strategies. FY-14 1 Partner with physicians to ensure achievement of service-based quality outcomes. GOAL #2: Transform SHS Customer Service Strategies. Create a customer service response team. Global Council Strategy Deferred Ensure that accountability for customer service outcomes is incorporated into all nursing job descriptions. Incorporate accountability related to customer service outcomes into peer review process for all SHS nursing personnel. Global Council 4. Incorporate accountability related to customer service outcomes into performance appraisal tool. 5. Incorporate customer service into nursing practice through the development of objective performance metrics that align the performance appraisal with performance of the department. 9 9

10 6. Educate staff and physicians on nursing s customer service philosophy and unit-based customer service strategies. Unit-Based Councils FY-14 GOAL #3: Optimize SHS Financial Performance Through Compliance with Pay-For-Performance Metrics. Educate management, staff and physicians related to pay-forperformance criteria. Leverage IT capabilities to assist with compliance / monitoring of pay-forperformance metrics. Diane Walbridge Jo Anne Thomson Complete core measure awareness campaign. 4. Build compliance with pay-forperformance into job descriptions and performance appraisals. 5. Participate in core measures work huddles. Chris Mitchell Ruth Ann Jones Penny Pink Diane Walbridge 10 10

11 Strategy Statement B Create a culture that inspires participation in evidence based practice, performance improvement, research, continuing education and professional development. GOAL #1: Restructure the Education Arm of Nursing to Ensure Coordination of Educational Programs. Examine/define the scope of services of the Education Council. Develop by-laws for Education Council. Define the scope and services of core vs. unit based educators. FY Leverage technology to optimize learning opportunities for all nursing staff. Jo Anne Thomson GOAL #2: Standardize Process to Utilize the Development Plan and Performance Appraisal to Identify Individual Education Plans. Include evaluation of previous year s development plan as a job responsibility in the performance appraisal. Develop standard philosophy related to utilization and evaluation of development plans. NEC 11 11

12 Re-evaluate Professional Advancement Program. Global Council 4. Identify minimum standard for contact hours for all staff RNs. NEC Global Council GOAL #3: Develop an Evidence Based Mentoring Program that Supports Evidence Based Practice, Research and Performance Improvement. Perform literature review on theoretical framework for mentoring. Ruth Ann Jones Develop a mentoring program. NEC Develop content expertise resource directory. 4. Establish mentor selection process. NEC 5. Develop education program for mentors. 6. Re-define Nursing Research Intern Program. 7. Educate staff on difference between evidence based practice, research and performance improvement. 8. Develop a formal strategy for dissemination of research, evidence based practice and performance improvement. FY

13 9. Implement QUERY process. Ruth Ann Jones 10. Explore alternative funding sources to support research. NEC 13 13

14 Strategy Statement C Lead the Transformational Leadership initiative throughout Shore Health System. GOAL #1: Gain a better understanding of Transformational Leadership concepts within nursing. Develop a management competency program. NEC FY-13 Create competency program for Shared Leadership Global Council and individual unit council chairs. NEC Create staff awareness of transformational leadership to include all nurses in SHS. FY-13 GOAL #2: Integrate transformational leadership concepts throughout SHS. Work in collaboration with Organization Development to develop curriculum for inclusion of transformational leadership in the Leadership Development Program. Chris Parker FY-13 Work in collaboration with Organization Development to offer transformational leadership as a core course requirement in the SHS Leadership Development Program. Chris Parker FY-13 Create SHS awareness of transformational leadership. Chris Parker 14 14

15 GOAL #3: Apply transformational leadership concepts to a project. Each nursing division to identify and complete a project using transformational leadership concepts. FY

16 Strategy Statement D Embody qualities that exemplify professionalism in all endeavors. GOAL #1: Define Professionalism for Nursing. Involve Global Council in developing characteristics of professionalism for nursing department. Global Council Develop unit-based expectations for professionalism. Unit Based Councils FY-13 GOAL #2: Apply Professionalism into Practice. Provide tools and a mechanism for giving and receiving real-time feedback. FY

17 Strategy Statement E Provide an innovative environment where strong shared decision making flourishes. GOAL #1: All nursing units to have an active and functioning shared decision making model. Equip unit council leaders with tools for leading meetings. Provide education and ongoing mentoring to ensure effective shared decision-making. FY-13 Incorporate expectations of participation in shared decision making into the hiring process. NEC 4. Implement bi-annual report-out by managers to Nurse Executive Council on Shared Leadership State of the Unit. NEC FY Clarify the role of managers in support of the unit based councils. NEC FY Equip the manager to be a coach to the unit based councils. FY-14 ** NEC (Nurse Executive Council) is comprised of the Chief Nursing Officer and