Creating an Environment of Excellence...

Strategic Priorities
Assess educational needs of nurses and align education to those needs Develop implementation plan for annual organizational education roll outs Establish priorities and goals for future educational initiatives Enhance tracking processes for educational activities Support staff competency and ongoing development Standardize practices across IMC settings Partner with academic afliates to create new models for student placement and clinical faculty development Collaborate across disciplines in the provision of interprofessional education

S T R AT EG I C P L A N

VISION

Education

Strategic Priorities

Nursing Vision
Nursing at MMC is the spirit and practice of caring for patients, families, and the community through leadership, knowledge and compassion

Leadership
Advance Partnership Care Delivery Ensure safe and high quality care Build a culture of retention and make MMC a workplace of choice Enhance nancial performance and resource management

The MMC academic mission: Increase patient and family engagement Encourage professional career development Continuum Summit Sustain staff competence and capability Develop stafng and Develop opportunities for interprofessional education scheduling practices, Create new and/or build upon existing academic processes and priorities to afliate alliances improve exibility Recognition of Nursing: Develop a plan to increase recognition Practice Expand the dissemination of work done Partnership Care Delivery: by clinical staff Continue to evolve, apply, and evaluate as a Professional Practice Model Interdisciplinary Care: Build strong relationships with other disciplines Create collaboration across multiple settings and along the continuum of care Respond to community needs Build a culture of safety, quality care monitoring and improvement

GOALS
Outcomes
Recognized Nursing Excellence: Magnet Redesignation Exceptional staff satisfaction High level of patient and family satisfaction and engagement Nursing Sensitive Quality Indicators that exceed national benchmarks MMC presentations/publications Strong nancial viability Continuity across the continuum of care

Innovation
Research: Expand the scope of the current program to include multiple disciplines and organizations Evidence Based Practice: Leverage cutting edge technology and clinical techniques Effect the translation of new knowledge into practice Develop practices that promote health and wellness Contribute to innovations related to space and work environment design and IT development

Strategic Priorities
Develop a creative workforce strategy to ensure adequate staf ng: Recruitment Retention Recognition Succession planning for leadership Resource management: Go Green Build organizational capacity through effective patient ow Build oat pool capability Advance Quality Improvements through a microsystem approach to quality development

Strategic Priorities
Daily Care Plan for patients Medication adherence discharge information and plan for patients Improve systems for patient ow Enhance information sharing with other disciplines Optimize access to EBP through best practices grid, knowledge bank and other existing resources Expand the educational resources and tools for patients/ families to make informed and shared decisions Facilitate Council coordination to enhance translation of new knowledge into practice

... for patients, families and staff