Nursing Strategic Plan - University of Iowa Hospitals and Clinics

UI Hospitals and Clinic Strategic Plan - FY 2013-2015
Department of Nursing Services and Patient Care
2/28/13
Mission Vision Values
World Class People. World Class Medicine
I CARE.
Changing Medicine. Changing Lives.
For Iowa and the World.
Innovation, Collaboration, Accountability, Respect, Excellence.
Clinical Quality & Service
Research Goal Education Goal People Goal Diversity Goal Growth and Finance Goal
Provide world class Goal nursing care to
optimize health for everyone
Advance world class discovery through
excellence and innovation in nursing
research and EBP
Develop world class nurses through
excellent, innovative, and humanistic
educational curricula for learners at every
stage
Foster a culture of excellence that
values, engages, and enables our
workforce
Create an environment of inclusion
where individual differences are
respected and all feel welcome
Optimize a performance-driven
business model that assures financial
success
Accountable Leaders Accountable Leaders Accountable Leaders Accountable Leaders Accountable Leaders Accountable Leaders
Ann Williamson, RN
Kenneth Rempher, RN
Sharon Tucker, RN Lou Ann Montgomery, RN John Wagner, RN
Toni Mueller, RN
Lou Ann Montgomery, RN
Lou Ann Montgomery, RN
Barbara Hannon, RN
Ann Williamson, RN
Kenneth Rempher, RN
Strategies Strategies Strategies Strategies Strategies Strategies
Expand nursing research & EBP
Provide a range of diversity
program by systematically identifying
education and cultural enrichment
& addressing research & EBP
Focus on all diversity including
priorities for application in clinical
ethnicity, gender, age, religion, nonpractice
English speaking, sexual orientation,
Create innovation through the EBP
hard of hearing and physically and
internship programs to improve
mentally disabled
quality and safety
Nurture a culture of respect and
Expand collaborations with CoN and
inclusion
other disciplines to support clinical
Continue to assess the needs of
and translational research priorities
department staff in all age groups
that aligned with nursing and UIHC
Incorporate NICHE program
clinical and programmatic priorities
strategies to improve care for older
Impact local/national/international
adults
nursing through expansion of
Collaborate with the CoN on
consultation and dissemination of
initiative to develop mentoring
nursing research and EBP programs
program for male nurses.
and products
Investigate compensation for unit
participation in research studies
Deliver safe, high quality, patient
and family-centered culturally
competent care, utilizing evidencebased
practices as guided by the
DoN Quality Plan.
Improve the culture of safety in the
Department of Nursing Services
and Patient Care
Improve patient care quality and
safety through collaboration with
physicians and interdisciplinary
team members as well as piloting
new care delivery models and
implementing technology at the
point of care
Utilize nurse-sensitive indicators to
measure and communicate the
value and quality of nursing care
both within the organization and to
external constituencies
Implement/grow the CMU for
continuous surveillance of patients
outside the ICUs
Complete transition of DoN
procedures to Mosby online
Build an educational infrastructure
that supports critical thinking, clinical
practice excellence and professional
development with passion for life-long
learning
Develop and use creative, innovative
and evidence-based educational
strategies to promote excellence in
clinical practice
Foster collaborations with
educational, clinical and regulatory
agencies, and professional
organizations
Continue to build a pipeline for
professional nurses through
development and enhancement of
academic clinical placements at
UIHC
Incorporate ELNEC curriculum into
appropriate clinical areas
Implement the Dedicated Education
Unit on two units at UIHC in 2013
Achieve CCNE accreditation for the
Nurse Residency Program
Explore ARNP residency program
Adapt CREWS and CoN simulation
Recruit, develop, and retain
outstanding nursing staff
Engage staff and encourage
accountability and empowerment
toward achieving personal,
organizational, and departmental
goals
Engage nursing in the
organizational Service Excellence
Program, the Iowa Experience,
Excellence Every Time
Define performance expectations
for all levels of nurses
Develop and promote programs
that recognize and reward
excellence
Recognize and reward excellence
in education, clinical practice, and
professional development
Improve nurse satisfaction through
developing action plans at the
departmental and unit level based
on results of the annual nurse
satisfaction survey. Use CNL
graduates in roles to improve
transitions of care
Expand and grow nursing services
using a financially successful
model
Secure appropriate resources,
facilities and equipment to assure
the success of clinical nursing
programs, practice roles,
education, evidence based
practice and research
Secure appropriate resources to
support staffing and administration
of nursing units
Sustain evidence-based staffing
standards
Use technology to improve
efficiency
Continue/complete unit redesigns
and upgrades
Revised: 02/28/13

Participate in the Safety Oversight
Team
Implement systems improvements
to prevent error
Disseminate “lessons learned”
from PSNs and sentinel events
Develop targeted action plans
based on 2012 patient safety
culture survey findings
Improve LOS, discharge
processes, and readmission rates
by optimizing the use of Epic,
implementing effective bed
huddles and developing
interdisciplinary unit councils to
drive change and improve
transitions of care
Enhance teamwork and
communication within and
between units and foster safe,
efficient patient handoffs/transfers
Promote staff safety by identifying
potential opportunities to decrease
staff injuries during patient care
including back injuries, infectious
disease exposure, sharps injuries,
and assaults
Apply for Beacon award for critical
care and intermediate units
Train staff and implement AHRQ
Team STEPPS on identified units
Improve nursing sensitive aspects
of:
o TJC/CMS unit-specific Core
Measures
o Magnet NSI metrics
processes to achieve high reliability
organization targets
Increase use of simulation for initial
orientation and ongoing education
Develop a tiered orientation program
that meets needs of nurses with a
continuum of previous experience
Explore the use of the NCEC as a
site for professional organization
simulation certifications
Implement the Professional
Recognition Program (PRP)
Recognize contributions of
leadership
Tactics Tactics Tactics Tactics Tactics Tactics
Identify and develop resources for Apply corrective suggestions from Develop a comprehensive Collaborate with the CoN and other
grant writing and funding targets to
accreditation review of the Nurse
workforce plan that includes
nursing education institutions to
achieve extramural funding
Residency Program
succession planning for nurse
enhance recruitment of a diverse
Increase nurse initiated research & Provide continuing education
leaders and APNs
workforce
nurse participation in other research opportunities (in-service, CE Continue to promote rewards and Provide a range of diverse
teams
programs, grand rounds, etc.) that
recognition programs (e.g., DAISY, education, cultural enrichment, and
Establish interdisciplinary work
address strategic DoN Initiatives,
nursing recognition day awards,
acclimation programs for nursing
groups that focus on clinical and
clinical priorities, and leadership
etc.)
staff
research priorities
development
Utilize Retention Committee to Review DoN demographic data
Develop nursing expertise at the Provide competency-based
develop and implement ongoing
annually to discern trends
divisional and unit level for leading
orientation and annual reviews
evidence based retention strategies Continue presenting “Working in a
research & EBP; and begin planning Continue to support professional Sustain regionally competitive
Multigenerational Workforce” to all
to create division or specialty-based certification and academic
compensation package
new orientees/ nurse residents
EBP consultation teams
advancement (RN to BSN, MSN, Maintain Magnet status
Support plain language
Expand the number of EBP projects MSN-CNL, DNP, PhD) through the Survey nurses and leadership
usage/initiatives
that address nursing, UIHC clinical
annual department fair and special
annually re: work satisfaction Assess provider’s ability to deliver
priorities, and the national quality and academic tuition assistance programs Implement the Professional
culturally competent and sensitive
safety agenda
(i.e. RN to BSN increased tuition
Recognition Program (PRP)
patient care as measured by patient
Expand communication mechanisms support)
Refine performance appraisals to satisfaction surveys
for nursing research & EBP initiatives Increase educator FTEs to expand
reflect evaluations from self, peers, Continue departmental participation
Revise/update the Iowa Model of
technological and simulation offerings and supervisors for all staff
in the MLK Diversity week activities
EBP
Increase funding to support Create a CNL graduate advisory Support work of Patient Experience
Create linkages with interdisciplinary professional development
group
and Education Committee in
research collaboratives on campus, (certification, tuition reimbursement Ensure “the ideal patient and family meeting education needs of
e.g., ITCS and VA CADRE
including increased support to staff in experience” by engaging fully at the ethnically and culturally diverse
Disseminate products and resources RN to BSN programs, scholarships, departmental and unit level in our patients
to support research and EBP
reduce tuition fees with academic
Service Excellence initiatives Work with translation services to
Create opportunities for horizon
partners, conference attendance, Increase funding for staff at all
ensure adequate availability of
scanning to lead cutting edge
philanthropy, professional time off
levels to attend professional
services for non-English speaking
innovations and promote translation and support for attending/presenting/ development offerings
patients and families
for UIHC
consulting)
Maintain monthly DAISY award and Promote geriatric nursing
Partner with HCIS to develop clinical Collaborate with the CoN and other support the new DAISY in training certification
decision support tools for research
multidisciplinary groups to enhance award through the CoN
and EBP
simulation and attain accreditation for
center
Collaborate with CoN, Nursing HR
Implement cost moderation plan
Implement tactical business plans
for clinical programmatic priority
areas
Focus finances on strategic
priorities
Develop a sense of shared fiscal
responsibility by engaging staff at
all levels in understanding cost
and cost management
Promote front line accountability
for financial performance
Benchmark against high
performers and accepted national
standards
Continue to educate managers
and staff on hospital and unit level
finance
Develop flexibility within workforce
by cross training as appropriate,
hiring hourly employees to assist
during times of peak need, flexing
staffing down with low census
Continue purchasing at the
lowest/most local level to promote
understanding of cost/waste and
to support front line accountability
Include a financial analysis in all
product requests with attention to
short and long term benefits
Collaborate with colleagues in
Operational Improvement to
evaluate/refine workflow
Increase technology available to
nurses at all levels to do their work
Trend LOS and readmission rates
Revised: 02/28/13

o Med errors that cause harm
o Press Ganey Culture of
Safety Survey
Increase the number of identified
and reported transfusion reactions
Decrease iatrogenic blood loss
rate
and UIHC leadership to optimize use
of CNL & DNP graduates in
transitions of care programs
Build an ongoing succession plan to
keep clinical educators in the pipeline
Continue Nursing Excellence in
Clinical Education Award and Sally
Mathis Hartwig scholarship in
collaboration with CoN
Collaborate with the CoN to
implement and evaluate DEU
Complete a self-study to develop an
ARNP residency program
Collaborate with HCCC/Ann
Broderick, MD to educate staff to
ELNEC
Standardize simulation policies and
procedures and secure funds for
additional space and equipment
Complete an feasibility report on the
Nursing Skills Competency Program
for simulation certifications
to compare with UHC, CMS,
Milliman, and other industry
benchmarks
Compare financial and operational
performance to Action O-I at unit
level
Benchmark HPPDs against UHC,
Magnet, and NDNQI
Resources and Processes Resources and Processes DoN Resources and Processes Resources and Processes Resources and Processes Resources and Processes
Epic capabilities to facilitate
quality/safety
EBP database with linkage from QM
database
Online education program (ICON, My
Information)
Education and staff development
Communications
Diversity programming, services and
activities sponsored by the UIHC
Data-driven business planning
Robust financial and performancereporting
Education and staff development Funds for travel to national/
Ed tracking and ER3MA
Policy and Procedure changes
and the greater University of Iowa
systems
NICHE curriculum
international programs (for training
documentation for competency and Human Resources
and State of Iowa, including online UHC benchmarking
Magnet recognition program
and dissemination)
professional development programs Service Excellence Education and educational materials
standards
CoN/Office of Nursing Research for Nursing education databases
Promotion
CyraCom
CMS/TJC standards
statistical analysis & consultation Magnet redesignation and education UI CON CNL faculty
ADAM
Policies, procedures and Nursing informatics/HCIS
databases
Professional Recognition Program Iowa Chapter of American Assembly
practices
ITCS, VA CADRE
UI HR and DoN tuition
(PRP) criteria
for Men in Nursing
Statistician consultation Hardin Library
reimbursement database
Shared governance charters Professional organization websites
CQSPI/Epidemiology
National Nursing Practice Network Nurse Residency Program curriculum
and hardcopy materials for
UHC
(NNPN)
and databases
certification preparation
NDNQI
Data management and statistical ELNEC website and national
NHSN
support
curriculum
AHRQ Team STEPPS curriculum
CCNE site visit and response report
Blood Management Program
findings
Mosby Nursing Skills online
ARNP residency standards
UI CoN and University of Portland
consultants CREWS and CoN
simulation programs
American Nurses Credentialing
Center, Nursing Skills Competency
Program
Revised: 02/28/13

Metrics Metrics Metrics Metrics Metrics Metrics
At least one nurse at all times on the
Outperform the benchmark mean Maintain status as a NICHE Hospital
IRB Committee
or median of the annual nurse work 5% increase in # of Gerontology
2% increase in the number of:
satisfaction survey
Resource Nurses through NICHE
o Nurse-led and nurse-involved
Achieve 75% RN participation in
education
research studies to total no
organizational Service Excellence Increase by 2 programs/year inservices
fewer than 1 study per 100 beds
Program (Disney training)
and CEUs available on
per year per Magnet
Baseline: Number of CNLs
multicultural and multigenerational
recommendations
employed in transition of care
issues
o Internal and external
programs
Complete ELNEC “train the trainer”
consultations
Turnover and vacancy rates
for all identified staff by end FY 2014
o Internal and external offerings
measured and compared against Complete Cultural and Linguisticallyo
Grants submitted and dollars
the national recruiters’ data base Appropriate Assessment on 90% of
allocated
Baseline number of nurses at Level inpatient and outpatient units by
o Collaborations with CoN and
1 and Level 2 of our Professional December 2013
other faculty
Recognition Program
Increase diversity of workforce:
o Presentations and publications
baseline of age, gender and
o Newly developed products and
ethnicity; Men in Nursing initiatives
total distributed
Magnet re-designation (2013)
Outperform the mean/median of a
national database the majority of
the indicators the majority of the
time for the majority of the units for
the following Magnet-required
NSIs:
o Total Fall rate
o Hospital-acquired pressure
ulcer rate (HAPU)
o Restraint Use
o HAI (VAP, CLABSI, CAUTI)
o PIV infiltration (CWS)
o Assaults (BHS)
o Patient satisfaction with
nursing attributes
Maintain 50%
per FY)
1% increase in the number of
educational programs offered and
attendees in ICON, live or other
methods
1% increase in dollars for
professional development activities,
tuition reimbursement and
certification
1% increase in the number of
students placed at UIHC and student
contact hours
Increase the # of certified nurses
within the eligible pool by 1%
annually in each CY
Increase the # of certified nurse
leaders within the eligible pool to
reach 90% by end of CY 2013
Increase the # of BSN or higher
degree RNs by 27 RNs per CY to
work toward achieving the goal of
80% BSNs by 2020 as part of the
IOM Future of Nursing national goal
DEU research baseline metrics:
o # of DEUs
o # of UIHC-based clinical
instructors assigned to DEU
o Number of new graduates
recruited to UIHC following
placement in a DEU
Meet the flex budgets for the
majority of MFKs
Decrease lost assets and increase
efficiency with RTLS (Aero Scout)
Contribute to improving
readmission rates through nursing
discharge follow-up phone calls
and increasing the number of
navigators
100% of NMs will complete
Nursing Finance Series in CY2103
Revised: 02/28/13