One commonly used framework is from the Studer Group, a health care consulting group that works with many health care organizations in the country. To start with, let’s clear up a common misperception: that because a nurse hasn’t acted as a CEO or CFO, he or she lacks the necessary experience to serve on a for-profit board. 2. ‘I think nurses bring that idea that, yes, the traditional way of looking at finances is necessary, but it’s not enough.’”. In Oregon, the creation of a 501(c)(3) requires a series of steps, and the first is the selection of the board of directors (“directors” and “trustees” will be used interchangeably here). They’re hard-working and honest. 4 AHA’s Center for Healthcare Governance. Adds Curran: “You know more than you think you know.”. recommendations to help directors strike the right balance when mission and (2006). To be the provider of the best patient-centered care services in America, Compassion • Accountability • Respect • Excellence • Smile (CARES). Besides experience, nurses bring a human perspective — from service to a diverse audience, clinical expertise, and organizational, and leadership expertise to such highly specialized companies. The elements of a strategic plan include the following (Finkler et al., 2007, p. 217): Effective boards understand the difference between governing and managing; dysfunctional boards do not. In industries where safety is critical and quality must come first, such as airlines and nuclear power, “red rules” refer to protocols that must be followed “to the letter” – all work stops until they are. I recently attended a series of strategic planning sessions held by our health management department at the university where I work. Most seats are volunteer positions that require 10–15 hours of work per month. An example of a short-term goal of an organization might be to improve performance on the Core Measure for Cardiac Failure, increasing from 80% to 85% compliance by the end of the year. An expanded role for nursing in the strategic planning and implementation of health information technology (health IT) efforts is warranted for many reasons – some pragmatic and others evidence-based. 2. Sometimes, this is also called an environmental scan. First, though, let’s start with a pair of basics: A board is a body whose members are elected or appointed to oversee the activities of a nonprofit, corporate, or government entity. The focus is on helping nurses to consider the business aspects of healthcare in order to get nursing and patient agendas heard, and to empower nursing as a profession. Events, galas, dinners — a director has frequent opportunities to spend more time in support of the company. And they’re more necessary than ever: A 2015 American Hospital Association survey of more than 1,000 hospital boards found that while 1 in 5 board members is a physician, only 1 in 20 is a nurse. Identify the components of the strategic plan. For the not-for-profit hospital, the highest-order stakeholders are the patients and the community. VISION ALL NURSES AS A POWERFUL UNIFIED FORCE IN ENGAGING CONSUMERS AND TRANSFORMING HEALTH AND HEALTH CARE What are you passionate about? Overall, this means respecting the confidentiality of the boardroom and disclosing any potential conflicts of interest. Finally, be aware that some hospitals, citing the potential for conflicts of interest, don’t allow their employees to serve on their own boards of directors. Said you’d arrange for a detail at the year-end gala? The future direction and challenges of hospital strategic planning require the knowledge and skills of material managers. Nurses are there to support patients – and we are working across the entire company to build shared services in an effort to improve the functions that support nurses. Directors or trustees are expected to maintain the organization’s financial accountability, and have a fiduciary duty to remain responsible and objective (as well as trustworthy and honest) while they act as trustees for the organization’s assets. • How can we make the transformation to what we want to be? Even when the mutual roles of the board and management are understood, there isn't always a bright line distinguishing governance from management. The final strategic model shows 25 strategies identified by panel experts from a range of nursing role and across different regions in Thailand. They typically are attuned to quality and safety needs, understand the importance of continuum and consistency of care, and bring a holistic, humanistic perspective that is rare for most professions. They bridge the gap between nursing and the Information Technology (IT) department (Hebda & Czar, 2012). As nurse managers, you will participate in the patient satisfaction initiatives of your institution. When nurses are supported and valued, we know the organization as a whole is uplifted – all to the benefit of our patients. Goals should be designed and worded as much as possible to be Specific, Measurable, Acceptable to those working to achieve the goals, Realistic, Timely, Extending the capabilities of those working to achieve the goals, and Rewarding to them, as well. According to Carter McNamara, the long- and short-term goals are the overall methods (or strategies) to achieve the strategic goals of the organization. Directors should know the red flags that signal the need for closer inquiry. But the truth is that your own leadership won’t fully emerge until you’ve had a chance to practice. Strategic Management and Planning You can apply anytime, regardless of whether or not there’s a current opening, since resignations occur throughout the year. Typically, in a large organization, it’s easier to maintain these boundaries: The governing body governs, the CEO and senior management team manages, and the staff and volunteers take care of operations. Nurses bring a particular flavor to nonprofit boards, and their contribution to fundraising can be both subtle and significant. Its purpose is to improve allocation of scarce resources, including time and money, and to manage the agency for performance. Beyond your profession, what other expertise do you bring? Nowadays directors serve on boards to make a difference, not just to be names on the letterhead and donors on a wall. Target Important Tasks rule of thumb states that statistically significant over- or underperformance on Some practices and structures can help a board stay out of operations and focus on governance. With the rapid advancements in technology, nurses are more involved in the strategic planning process with the use of nursing informatics. The coalition is offering their program in each of eight Texas regions, with the goal of preparing 400 nurses statewide for board service. The lesson: Directors should never be cowed into silence on a major issue until all legitimate questions have been raised and answered with good data and sound arguments. Bylaws typically govern how many members can serve on the board, how they’re chosen, how often they meet, and other details. Is a watchdog watching? In order to fulfill its corporate or philanthropic mission, the board will need to expand its search for candidates with those skills. The more you know about governance, the better your chances of finding — and performing well on — your first board. Competitive environment of the organization It's tempting for outside directors who may bring ideas based on what works in their businesses or what they've heard from friends who are physicians or nurses. Compare and contrast the various types of strategic planning processes. Some nurses may be serve on a nonprofit’s board from the outset. Nurses who currently serve on a board may recognize this tension — or the potential for it. a strategic, quality, or financial indicator over at least three reporting periods Its members are “advisors,” not “directors”; the body itself may be called a “council.” While its informal nature gives this kind of board greater flexibility in structure and management than a traditional board of directors, it also lacks the authority to vote on corporate matters or bear legal fiduciary responsibilities. It means responding quickly to board-related emails. Are you a nurse who’s interested in Athletic Training? Whether corporate or nonprofit, the board you’re hoping to serve on — or are serving on today — recruited you for a specific reason. These outcomes then form the basis of the performance scorecards used in most organizations. A CEO's letter to the board between meetings updates the board on recent events and obviates the need to discuss operations at meetings. Nursing is well placed to plan, respond and lead in these current times of significant change and through the future predicted changes within the healthcare landscape. Therefore, implementing a strategy typically involves implementing a set of tactics along the way—in that sense, a tactic is still a strategy but on a smaller scale. Often, each objective is associated with a tactic, which is one of the methods needed to reach an objective. Otherwise, a governing board functions best when it focuses on higher level, future-oriented matters of strategy and policy and performs its oversight responsibilities in a rigorous but highly efficient manner. They may need to present the benefits of attending an activity (eg, training to become a unit champion, sharing … But on major decisions and policy matters, if a board member has serious concerns, passivity paves the road to ill-founded decisions. Whether for a nonprofit or for a company, board business is an essential part of any organization’s operations. • Statement of key assumptions Download for offline reading, highlight, bookmark or take notes while you read Strategic Planning for Nurses: Change Management in Health Care. You’ll quickly be noticed — and acknowledged — by your peers. An example of a short-term goal of an organization might be to improve performance on the Core Measure for Cardiac Failure, increasing from 80% to 85% compliance by the end of the year. STATEMENT OF SHORT- AND LONG-TERM GOALS As such, I found this text to be quite inspiring. In the meantime, following are five “dos” and five “don’ts” to help you get yourself ready for board service. Planning how to implement the expansion is management's responsibility.