2007 Strategic Plan

 

Our Journey to being the best place for:
Patients to receive care….
Employees to work…
Physicians to practice medicine.

 

Nursing Service Vision
The vision of Covenant Nursing Service is to be the best place to practice evidence-based nursing and provide compassionate, high quality, family-centered patient care.

PEOPLE
Goal:
Create an environment which demonstrates individualized patient and family centered care through employee engagement.

Measurement:
Employee Satisfaction Scores

Initiatives:
  • Management engagement in Hardwiring for Excellence and participation in Leadership Development Institute
  • Implementation of Unit Q12 Impact Plan
  • Assure active Unit Governance Councils with productive outcomes; partner successful councils with those requiring additional guidance.
  • Partner with HR to:
    • Develop and implement a hiring process that meets organizational and applicant needs in a timely manner.
    • Develop a process for obtaining accurate vacancy and turnover rates on a monthly basis.
    • Develop a process for review and follow-up on Exit Interviews.
  • Increase number of CSON graduates by 5% in 2007
    • Support initiatives as recommended by the Recruitment/Retention Council and the Student Advocacy Council.
    • Monitor student evaluations for trends and corrective actions.
    • Explore mentorship program with CSON students through Nurse Manager and staff ownership, as well as involvement of Student Advocates.
Goal:
Create an environment of nursing excellence that promotes professional growth.

Measurement:
Number of participants in professional organizations, advancement ladder program, and in formal nursing education.

Initiatives:
  • Promote Clinical Development Practice Program
  • Explore options for increased financial support for professional organization membership and fees.
  • Continue leadership development of Charge Nurses.
  • Implement succession planning.
SERVICE
Goal:
Create an environment that demonstrates excellence in the delivery of patient and family centered care.

Measurement:
  • Improve patient satisfaction scores measured by Avatar
  • Improve patient education related to food/drug interactions as measured by Avatar
  • Improve physician perception of nursing care as measured by PRC
  • Decrease number of patient/family complaints
Initiatives:
  • Implement and monitor hourly rounding with focus on toileting, pain, and position
  • Update white boards each shift to improve communication.
  • Institute follow-up discharge phone calls.
  • Regular patient/family rounding by nursing management.
  • Increase staff accountability for promoting positive image to all healthcare providers.
  • Continue Nursing Administration physician rounding monthly, with timely feedback on issues presented.
  • Communicate improvements in care delivery to physicians, including reinstitution of quarterly Pride physician/staff meetings and encouragement of physician involvement in unit activities.
  • Utilize individualized physician preference cards to facilitate communication.

Goal:
Create an environment of excellence and community among nursing departments.

Measurement:
Improve “quality of care” perception on Employee Satisfaction Survey

Initiatives:
  • Increase Rapid Response Team utilization.
  • Mentoring by experienced Nurse Managers.
  • Increase participation in Charge Nurse meetings through varied meeting times.
QUALITY
Goal:
Create an environment that promotes the delivery of quality patient care through evidence-based practice.

Measurement:
  • Reduction in pressure ulcer rates as monitored by quarterly prevalence studies
  • Increased compliance with NPSG, including patient fall rates
  • Improved compliance with Core Measures
  • Continue development of Nursing Center of Excellence and progress on Magnet journey
Initiatives:
  • Compliance with skin care protocols, turning schedules, hourly rounding, and increased utilization of skin specialists for specialty bed placement.
  • Use of reliability model for increasing accountability
  • Explore opportunities to develop interdisciplinary teams for improving CORE measure compliance.
COMMUNITY
Goal:
Create an environment that supports healthy community activities.

Measurement:
  • Increase participation in community service projects as measured by the Leadership Evaluation tool.
  • Measurement of staff participation in community activities as documented by the Nursing Center of Excellence.
Initiatives:
  • Support individual and unit/department involvement in community activities.
  • Provide information related to pertinent legislative and professional issues.
  • Simplify the reporting process for community activities.
FINANCE
Goal:
Create an environment of financial stability to support CHS mission and health ministry

Measurement:
  • Meet productivity targets within 97% - 105%
  • Decrease use of agency/premium pay personnel
  • Decrease unit LOS
  • 25% reduction in Lost Charge Rates

Initiatives:
  • Utilize scheduling and staffing product tools (VisionWare, Res-Q, Kronos) to facilitate effective and efficient department staffing.
  • Support continued growth and development of Staffing Operations Office.
  • Observation Unit development and expansion.
  • Partner with Case Management for weekly unit-based LOS meetings.
  • Support development of discharge holding area.
  • Explore reduction of supply costs through CS pyxis.
GROWTH
Goal:
Create an environment of nursing excellence and technological innovation, collaborating with regional and system organizations.

Measurement:
  • Increased staff competency in Clinipac, Physician Connect/HPF, Res-Q, Health.edu, Krames and Lexicomp
  • Increase number of educational/professional opportunities provided for the region

Initiatives:
  • Continue computer training for staff, providing increased number of formal courses
  • Increase capacity of current Nursing Computer Lab.
  • Plan for involvement in EMR development project through representation on the Care Redesign team.
  • Coordinate outreach education with nursing educators in targeted areas.