Forging a future for nursing. A system's nurse executives collaborate to create a strategic plan.
In early 1991 the Nurse Executives' Council (NEC) of the Seattle-based Sisters of Providence Health System completed a survey assessing the effectiveness of patient care delivery processes and gauging the extent to which nurses participate in planning programs and services. Later that spring the NEC reviewed the survey and made a preliminary identification of nursing strategic issues. To complement this internal survey, in fall 1991 the council was given an overview of the external environment as it relates to nursing. The council also formed three committees--Strategic Planning/Bylaws, Human Resources, and Productivity--to address concerns that surfaced in the internal assessment survey process and to help design a document outlining the council's strategic plan for system nurses. After working with the NEC liaison, the Strategic Planning/Bylaws Committee drafted a plan for review by NEC members before submitting it for approval by appropriate bodies within the organization. The final plan, unveiled at the fall 1992 NEC meeting, identifies four key strategic issues for nursing, including the need to: Develop nursing leadership; Maximize human resources; Coordinate client and patient care over a continuum of healthcare services; Demonstrate fiscal stewardship.
Sisters of Providence Health System, Seattle.
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Foster
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Carson
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O'Leary
D003659:Decision Making, Organizational; D006752:Hospital Planning / Q000458:organization & administration*; D016519:Hospitals, Religious / Q000458:organization & administration*; D007857:Leadership; D009096:Multi-Institutional Systems / Q000458:organization & administration*; D009718:Nurse Administrators; D009937:Organizational Objectives; D010934:Planning Techniques; D014861:Washington