Philosophy Transformed to Practice PCS Strategic Plan

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Philosophy Transformed to Practice PCS
Strategic Plan

• Nancy Ray, MA, RN
• Chief Nursing Officer

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2004
Philosophy of Nursing Practice
Bylaws revision
Knowledge based computer charting
Nursing Satisfaction Survey
Clinical Ladder revision
NDNQI Contract
Magnet Champions
Strategic Planning
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Our Philosophy is .
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The Values and Beliefs that support our Nursing
Practice
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Congruent with University Health System Mission,
Vision, Values

• Promote good health of the community by
  providing the highest quality care We work as
  a team Education and research are important to
  excellent patient care.We will be experts at
  our jobs

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Organizational support
Quality of Care
Quality Leadership
Management style
Nurses as teachers
Professional Model
Philosophy of Nursing Practice
Policies and Procedures
Community
Consultation and resources
Quality Improvement
Autonomy
Image of Nursing
Professional Development
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What do we believe?
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Care of Patients

• We facilitate holistic patient care by
  mobilizing resources to address patients needs
  and move them towards health. We support the
  achievement of the highest level of adaptive
  potential through critical thinking, autonomous
  practice, and planned patient care

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Health Improvement through teamwork

• We work as a collaborative team to
  continuously improve the health and well being of
  ourselves and the community.

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Patients come first
We unconditionally accept and respect our
patients unique view of self and their world
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Beliefs on Education
We believe nurses are responsible for
lifelong learning, accountability for their
practice and participation in interdisciplinary
activities.
We are committed to mentoring the next
generation of health care professionals
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Research is Valued

• We incorporate research and evidence based
  practice in the development of standards of
  care.

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Autonomy and Empowerment of Nursing Staff

• We believe in the involvement of the
  professional nurse in shaping and guiding nursing
  practice through the implementation of
  participatory governance

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For organizations and employees alike, the only
real security is the ability to grow, change and
adapt. Kearney
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Todays Task.
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DRAFT 1/09/02
University Health System Mission and Major
Strategies 2002-2003 Board of Managers
Recommended Revisions, November 13, 2001
Promote the good health of the community by
providing the highest quality of care to both
inpatients and outpatients teaching the next
generations of health professionals advancing
medical knowledge and improving the delivery of
patient care by supporting research. all within
the financial resources available.
II. Measure and Improve Programs Related to the
Education Mission
I. Sustain Fiscal Strength to Support UHS
Mission
III. Demonstrate Superior Clinical
Service Quality
IV. Continuously Improve Health
1. Define and demonstrate emergency preparedness
1. Sustain critical number of patients and
skilled manpower to support education and quality
objectives
1. Develop a thorough understanding of UHS
patient populations health needs and consumer
preferences by researching health seeking
behaviors
1. Identify and close gaps in patient
admissions process and patient satisfaction
2. Measure and improve the performance of all UHS
core businesses, divisions, and subsidiaries,
especially University Hospital and Clinics.
2. Optimize access to University Family Health
Centers and outpatient services
2. Implement best practices, continuously improve
and evaluate impact on clinical outcomes,
efficiency, satisfaction, and education
2. Develop targeted prevention and care systems
based upon identified needs and expectations of
UHS population
3. Clarify, strengthen, and sustain beneficial
long-term relationship with UTHSC-SA
3. Partner with UTHSC and external organizations
to address the health needs of the UHS patient
population
4. Acquire sufficient capacity
4. Develop and Manage Community Health
Initiative Fund.
5. Articulate financial understanding and control
of tax fund obligations to UHS Board,
Commissioners Court, and public through a
multi-year financial and operational plan
6. Develop mutually beneficial relationships with
Center for Health Care Services and others.
7. Develop, review, and execute CFHP strategy
Red text / shading indicates changes or additions
to July 2000 Strategic Goals and Objectives.
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Nursing Sensitive Indicators
Leadership
Operations
Policies
Guidelines
Governance
Our Philosophy of Nursing Practice
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"An organization's growth potential is directly
related to its personnel potential."  "Grow a
leader...grow the organization. 
John Maxwell
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Build our Nursing Leadership

• Create an environment where input by all nurses
  is sought and expected.
• Achievements are enthusiastically described.
• Recognition, status, and prestige outcomes are
  noted with pride and enthusiasm.
• Outcomes are characterized by ownership

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Autonomous Leadership at the Bedside

• Our nurses must have the freedom to act on what
  they know is in the best interest of the patient.
  
• This autonomous action must be supported and
  sanctioned. If action is not successful or not
  appropriate, our feed back must be constructive,
  not punitive.

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If you can "see" it...you can make it happen!" 
Leann Strasen, RN, DPA, FACHE Consultant CHI, Inc.
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Today, 1 Year, 2 Years
1 Year
Today
2 Years
Nurse Sensitive Data improvement projects Project
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Project 2 Project 3
Complete NDNQI Contract and submit data
Research
Grant Proposals
Knowledge based documentation system in full use
in Nursing Units
80 participation in Nursing Satisfaction Survey
Clinical ladder revision complete
Participatory Governance Councils productivity
increased
Magnet Champions teaching about award
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Life is change. Growth is optional. Choose
wisely.
Karen Kaiser Clark
Our deepest fear is not that we are inadequate. 
Our deepest fear is that we are powerful beyond
measure." 
Nelson Mandela's 1994 Inaugural address