FIGURE
It is the time of year we start focusing our thoughts on summer vacation and brainstorming the perfect getaway. As the family begins to plan their trip, one of the first activities they undertake is to pull out the map and chart the interstates, routes, and exits that will get them to their chosen destination. Mom and Dad pull out the highlighters and begin the navigation process....yellow indicates the major roads, and pink helps with those emergency "alternates." The extremely organized (and budget conscious) will occasionally use small stickers to pinpoint scheduled pit stops and fast-food breaks. Priorities are determined regarding sites to see along the way, what hotels to stay in, who will handle the driving responsibilities, etc. What they are doing is strategically planning their vacation.
Why go through all this effort and negotiation? Why not just gather up the kids, jump in the car one day, and go? The reasons are pretty simple. Everyone wants to have a pleasant trip and get to the chosen destinations safely and in a timely manner. Without a map to guide the journey, there will inevitably be wrong turns, wasted time and money, exhaustion, tension, and an unhappy ending.
For organizations, recognizing the time is right for developing a strategic plan and ranking the priorities of the plan are not much different from mapping out the family vacation. The scenarios may be different, but the goals are similar: stay on course, remain within the budget parameters, meet the timelines, make changes as needed, retain a positive outlook, avoid finger-pointing, and know what steps are needed to reach the ultimate goal(s).
What is a Strategic Plan?
A strategic plan maps the activities the organization should pursue to reach its goals. Chait (1994) states "A strategic plan conveys where the organization is going-its destination, and the means for getting it there-the road map." It is a guide to assist leaders with decision making on issues fundamental to the organization. A strategic plan contains a mission statement, principles, goals, and strategic objectives. In the end, the strategic plan establishes priorities, allocates resources to accomplish the activities, and establishes the means to evaluate programs, staff, and resources. It helps provide stability to organizations and facilitates keeping the board of directors on track, especially when the leader of the organization changes each year.
The SGNA Strategic Plan
In August 2002, SGNA leaders participated in a 1-day strategic planning session aimed at producing the roadmap for the organization to follow over the next 3 years. It is amazing what can be accomplished in 1 day when forethought, planning, and an effective moderator guide the process!
The First Steps
Prior to the strategic planning retreat, SGNA's Board of Directors, key volunteers, and staff members were asked to respond to an e-mail survey. The survey was designed by Smith, Bucklin, and Associates Consultant Mark Thorsby, and reviewed by SGNA Executive Director, Mary Beth Hepp. The survey was designed to elicit unstructured responses to broad questions focusing on SGNA's purpose, mission, goals, present state, and future outlook. Respondents were encouraged to express their perceptions, opinions, and thoughts on several topics pertinent to SGNA and the practice of gastroenterology nursing-both in the present tense as well as in the future. Some questions generated a consensus response while others evoked an array of thoughts and differing opinions. The divergent responses were most often generated by the questions that dealt with the future, priorities, and potential opportunities for change.
Once the responses were tallied, priorities were identified and the framework was in place. Thanks to this simple, premeeting exercise, four major themes began to emerge. These would later become the basis of the SGNA strategic plan.
The Strategic Planning Session
When the group came together in person, our moderator began by having us set the ground rules for the meeting. We identified behaviors that would help us be successful (be open to new ideas, stay focused, think futuristic) and those that would hinder our progress (dismissing, withdrawal, closed-minded, monopolization). The group then reviewed a summary of the survey that had been conducted in advance of the meeting.
Several brainstorming and group exercises followed, which forced us to give voice to issues that affected the organization in the present and our ideal visions for the future. Through these exercises, the group was able to construct a consolidated list of recommended initiatives. The consensus on these initiatives led us to discover our strategic priorities:
* Research-expand the science of gastroenterology nursing
* Education-focus education on nurses and managers
* Alliances-increase awareness of SGNA within the gastroenterology and nursing community
* Outreach-identify, recruit and retain gastroenterology nurses who work in nonhospital settings
The final exercise required participants to self-select the initiative they wanted to work on and as a group, compose the initiative statement, and develop ideas (brainstorming) on the "milemarkers" to be used to achieve the initiative.
The Plan in Action
Research
The strategic priority, research, was identified as a critical goal. SGNA strives to have our practice driven by scientific, evidence-based clinical trials. The SGNA Research Director and the Research Committee have been charged with coordinating the research endeavors, educating the members, and leading the efforts to obtain grants for funding the studies.
One of the objectives for this strategic priority is that SGNA will conduct and publish research of important issues in the gastroenterology/endoscopy industry. There has been a heightened awareness and concern for maintaining a safe environment with infection control for patients when they undergo an endoscopy procedure. A Delphi study of SGNA members in 2002 revealed concerns regarding cleaning and disinfecting endoscopes and accessories. As a result of these findings, the first identified research project will be a comprehensive study to generate data on current practices in endoscopy reprocessing, levels of compliance with national standards, and educational discrepancies in staff training. The goal is to establish the most effective procedure for reprocessing endoscopes and accessories and infection prevention practices based on objective scientific data. There are more research sessions planned for the annual course over the next few years to help educate our members in becoming more active in research. The research findings will be published in Gastroenterology Nursing and other related scientific journals.
Education
The second strategic priority is education with efforts focused on RN/LPN/LVN and managers. With limited monetary resources, it was decided the emphasis should be on the group that comprises the majority (92%) of the SGNA membership. The nurses will in turn be able to assist in the education of the endoscopy technicians, who are also valuable members of the endoscopy team. This strategic priority has significance as we face a nursing shortage and many nurses are being promoted into leadership roles without having a strong business background. I can identify with this concern, as I too was once a diploma nurse who started moving up the leadership ladder without formal training.
SGNA plans to provide at least 50 nurse managers with business and management training resources to enable them to more effectively meet their leadership responsibilities. A practice area being targeted to reach nurse managers is the Ambulatory Surgery Center (ASC). Programs to support and promote nurse endoscopists are being planned as we face a nationwide shortage of gastroenterologists struggling to meet the demand for endoscopy procedures, particularly screening colonoscopies. The SGNA will increase optional courses, especially the hands-on sessions, at the annual course for nurses and managers. A certification mentorship program is being explored where SGNA matches CGRN/CGN candidates with experienced certified nurses to help candidates through the studying and preparation process. This will hopefully ease the stress of the candidates and ultimately increase the number of certified SGNA members.
Alliances
Having SGNA be top-of-the mind whenever gastroenterology/endoscopy or nursing issues and topics are discussed within the industry is the third strategic priority. The goal is to increase our brand recognition and awareness by participating in activities with other pertinent national organizations such as American Nurses Association (ANA), Association of Operating Registered Nurses (AORN), The Nursing Alliance, Cancer Research Foundation, Digestive Disease and Nutrition Coalition (DDNC), and many others. The SGNA leaders participated in a discussion with AORN leadership regarding collaboration on position statements and standards of care.
Enhancing international relationships will also be a focus as the SGNA creates an electronic membership for internationals. Another goal is for at least one English speaking country to endorse Gastroenterology Nursing as their official journal. SGNA also strives to be "asked to the table" for making decisions that involve gastroenterology/endoscopy nursing professionals. We will be more active with the American Society of Gastrointestinal Endoscopists (ASGE) as we collaborate on practice issues such as sedation, reuse of disposable medical devices, endoscope disinfection, and lobbying "on the Hill" legislative issues regarding healthcare policy.
Outreach
Recognition that gastroenterology/endoscopy nursing is migrating to healthcare settings other than the hospital, particularly ASCs and physician offices, drove the decision to have outreach as the fourth strategic initiative. SGNA will strive to increase membership 20% by reaching these new markets and targeting nontraditional settings. A plan is underway to distribute SGNA informational kits to at least 100 ambulatory centers in addition to asking the vendor sales associates to assist us in making contact with the staff in these settings to increase knowledge of the benefits SGNA can bring to them. Just think of the positive impact we could have on the quality of care delivery in all settings if every SGNA member made contact with at least one staff member in an ASC or physician office!
I look forward to being your SGNA President during this time of transition and challenge for all healthcare providers. Twenty-first century nursing will present opportunities if we are open-minded, flexible to cope with unpredictable occurrences, ask the right questions, and are willing to embrace change. As W. Bridges said, "Every transition begins with an ending. We have to let go of the old things before we can pick up the new-not just outwardly, but inwardly, where we keep our connections to the people and places that act as definitions of who we are."
Reference