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2019 Georgia Nurses Association Yearbook

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<strong>2019</strong> GNA Membership Assembly<br />

2. Enhance Board accountability and oversight activities.<br />

a. Adopt a more rigorous conflict of interest policy, and ensure disclosure forms are completed upon<br />

election, annually, and “upon conflict,” and circulated to all Board members.<br />

b. Develop a streamlined template for quarterly financial reporting to the Board, which includes an<br />

executive summary of key issues and trends.<br />

c. Develop an organized and coherent annual executive evaluation process overseen by the personnel<br />

committee, including evaluation tool with criteria heavily based on accomplishment of Strategic<br />

Plan goals, timeline for input and completion, and final presentation and approval by the Board.<br />

D. Increase all revenue streams.<br />

_________________________________________________________________________________________<br />

1. Generate revenue growth from the Unity Conference.<br />

- GNA Staff. November <strong>2019</strong>.<br />

2. Develop comprehensive CPR certification program. GNA Staff. July 2020.<br />

3. Offer Lean Six Sigma Belt Certifications.<br />

- GNA Staff. Underway.<br />

4. Create GNF-PAP Train the Trainer Program.<br />

- GNF-PAP Chair, Dir. Staff Nurse, GNA NPRL, GNA Staff. October 2020.<br />

5. Create a <strong>Georgia</strong> <strong>Nurses</strong> Hall of Fame with a steering committee responsible for judging the candidates.<br />

Host an annual event where we sell tickets and sponsorship opportunities. Create separate<br />

room at GNA Headquarters or line walls of GNA with plaques and pics of every inductee.<br />

- LEAD: GNA Staff. August 2020.<br />

- GNA & GNF BOD<br />

6. Develop 401k program available for GNA members.<br />

- GNA Staff. July 2020.<br />

7. Sell line of GNA clothing & merchandise with new mission statement.<br />

- GNA team. October <strong>2019</strong>.<br />

PROGRESS MONITORING AND PLAN REVIEW<br />

A strategic plan is only as effective as the degree to which management drives operations and programs<br />

towards its fulfillment AND the Board regularly monitors progress and accomplishment. Accordingly, the<br />

CEO shall prepare and present to the GNA and GNF Boards a quarterly dashboard report, 2-3 pages in<br />

length, that indicates the status of progress on each goal and strategy under their respective purviews.<br />

These reports shall be due to the Boards two weeks prior to the BOD meeting and will be taken up for<br />

discussion and action in the respective Board meetings that immediately follow those dates. In addition,<br />

the Board Presidents (or designated Committee Chair) shall prepare and present to the Board a semiannual<br />

report on the progress achieved under their respective goals and objectives in the “strengthen<br />

governance functioning” sections. These deadlines shall also be two weeks prior to the BOD meeting.<br />

For purposes of keeping the Strategic Plan up-to-date and relevant, in the spring of 2020 the GNA Board<br />

and GNF Board will meet together to conduct a joint review of cumulative Strategic Plan performance to<br />

date and, in light of any changing internal and external conditions, make any revisions to the Strategic Plan<br />

that may be necessary for it to remain timely and appropriate through its ending date of June 2021. This<br />

timeline does not prevent the Board from making any changes to the Plan during the intervening months,<br />

if that is required. Absent a major overhaul of the Strategic Plan before then, in the spring of 2021 the<br />

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