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Journal articles on the topic 'Nursing Strategic planning'

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Published: 4 June 2021
Last updated: 1 February 2022

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1

Knox, Sally, Linda M. Sigsby, and Jo Annalee Irving. "Strategic Planning in Academic Nursing." Nurse Educator 22, no. 3 (May 1997): 32–36. http://dx.doi.org/10.1097/00006223-199705000-00015.

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2

John, Joby, and Allan R. Miller. "Strategic planning for nursing homes." Health Care Management Review 14, no. 4 (1989): 11–20. http://dx.doi.org/10.1097/00004010-198923000-00007.

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3

Latz, Paula Anne. "Patterns in Nursing: Strategic Planning for Nursing Education." AORN Journal 47, no. 3 (March 1988): 783. http://dx.doi.org/10.1016/s0001-2092(07)66531-4.

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4

Wheeler-Harbaugh, Jo. "Strategic Planning." Gastroenterology Nursing 26, no. 3 (May 2003): 93–95. http://dx.doi.org/10.1097/00001610-200305000-00001.

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5

Carty, Rita M., and Joanne F. White. "Strategic planning for international nursing education." Nursing Outlook 44, no. 2 (March 1996): 89–93. http://dx.doi.org/10.1016/s0029-6554(96)80056-x.

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6

Lewis, Ellen M., Karen R. Sechrist, Mary Anne Schultz, and Sarah B. Keating. "California Strategic Planning Committee for Nursing." Journal of Nursing Administration 27, no. 3 (March 1997): 3–5. http://dx.doi.org/10.1097/00005110-199703000-00001.

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7

Spear, Marcia. "Strategic Planning." Plastic Surgical Nursing 35, no. 4 (2015): 152–53. http://dx.doi.org/10.1097/psn.0000000000000115.

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8

Brown, Harry L., and Kathleen C. Brown. "Strategic Planning." AAOHN Journal 37, no. 7 (July 1989): 284–85. http://dx.doi.org/10.1177/216507998903700706.

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9

Fagin, Claire M. "Strategic planning—Purposes and process." Journal of Professional Nursing 3, no. 1 (January 1987): 6. http://dx.doi.org/10.1016/s8755-7223(87)80018-2.

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10

Fagin, Claire M. "Strategic planning—Outline of plan." Journal of Professional Nursing 3, no. 2 (March 1987): 79–124. http://dx.doi.org/10.1016/s8755-7223(87)80067-4.

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11

Valentine, Kathleen. "Strategic planning for professional practice." Journal of Nursing Care Quality 6, no. 3 (April 1992): 1–12. http://dx.doi.org/10.1097/00001786-199204000-00004.

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12

Plati, Chryssanthi, Chryssoula Lemonidou, Theofanis Katostaras, John Mantas, and Vassiliki Lanara. "Nursing Manpower Development and Strategic Planning in Greece." Image: the Journal of Nursing Scholarship 30, no. 4 (December 1998): 329–33. http://dx.doi.org/10.1111/j.1547-5069.1998.tb01328.x.

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13

Giger, Joyce Newman, and Ruth Davidhizar. "Strategic Planning: Implications for Nursing Practice and Education." Hospital Topics 65, no. 4 (July 1987): 11–14. http://dx.doi.org/10.1080/00185868.1987.10543604.

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14

Jones, Katherine R. "Strategic planning in hospitals: Applications to nursing administration." Nursing Administration Quarterly 13, no. 1 (1988): 1–10. http://dx.doi.org/10.1097/00006216-198801310-00003.

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15

Van Mullem, Chris, Laura J. Burke, Kari Dohmeyer, Marie Farrell, Sue Harvey, Laura John, Carolyn Kraly, et al. "Strategic Planning for Research Use in Nursing Practice." JONA: The Journal of Nursing Administration 29, no. 12 (December 1999): 38–45. http://dx.doi.org/10.1097/00005110-199912000-00008.

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16

Baumann, Andrea, Mary Crea-Arsenio, Noori Akhtar-Danesh, Bonnie Fleming-Carroll, Mabel Hunsberger, Margaret Keatings, Michael David Elfassy, and Sarah Kratina. "Strategic Workforce Planning for Health Human Resources." Canadian Journal of Nursing Research 48, no. 3-4 (December 2016): 93–99. http://dx.doi.org/10.1177/0844562116680715.

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Background Health-care organizations provide services in a challenging environment, making the introduction of health human resources initiatives especially critical for safe patient care. Purpose To demonstrate how one specialty hospital in Ontario, Canada, leveraged an employment policy to stabilize its nursing workforce over a six-year period (2007 to 2012). Methods An observational cross-sectional study was conducted in which administrative data were analyzed to compare full-time status and retention of new nurses prepolicy and during the policy. The Professionalism and Environmental Factors in the Workplace Questionnaire® was used to compare new nurses hired into the study hospital with new nurses hired in other health-care settings. Results There was a significant increase in full-time employment and a decrease in part-time employment in the study hospital nursing workforce. On average, 26% of prepolicy new hires left the study hospital within one year of employment compared to 5% of new hires during policy implementation. The hospital nurses scored significantly higher than nurses employed in other health-care settings on 5 out of 13 subscales of professionalism. Conclusions Decision makers can use these findings to develop comprehensive health human resources guidelines and mechanisms that support strategic workforce planning to sustain and strengthen the health-care system.
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17

&NA;. "IAET Strategic Planning Report." Journal of Wound, Ostomy and Continence Nursing 16, no. 4 (July 1989): 147–57. http://dx.doi.org/10.1097/00152192-198907000-00012.

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18

&NA;. "IAET Strategic Planning Report." Journal of Wound, Ostomy and Continence Nursing 16, no. 6 (November 1989): 231–43. http://dx.doi.org/10.1097/00152192-198911000-00030.

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19

&NA;. "IAET Strategic Planning Report." Journal of Wound, Ostomy and Continence Nursing 17, no. 1 (January 1990): 3–9. http://dx.doi.org/10.1097/00152192-199001000-00018.

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20

Daubert, Elizabeth. "Strategic Planning in Home Care." American Journal of Nursing 87, no. 9 (September 1987): 1161. http://dx.doi.org/10.2307/3426045.

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21

Joel, Lucille A. "The Illusion of Strategic Planning." American Journal of Nursing 96, no. 5 (May 1996): 7. http://dx.doi.org/10.1097/00000446-199605000-00002.

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22

SAXE, J., B. BURGEL, G. COLLINSBRIDE, S. STRINGARIMURRAY, P. DENNEHY, and W. HOLZEMER. "Strategic planning for UCSF's community health nursing faculty practices." Nursing Outlook 52, no. 4 (August 2004): 179–88. http://dx.doi.org/10.1016/s0029-6554(04)00064-8.

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23

Shoemaker, Lorie K., and Brenda Fischer. "Creating a Nursing Strategic Planning Framework Based on Evidence." Nursing Clinics of North America 46, no. 1 (March 2011): 11–25. http://dx.doi.org/10.1016/j.cnur.2010.10.007.

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24

Hirtzel-Trexler, Bernice J. "Permeation of Organization-Lev el Strategic Planning Into Nursing Division-Level Planning." JONA: The Journal of Nursing Administration 24, no. 11 (November 1994): 23–29. http://dx.doi.org/10.1097/00005110-199411000-00007.

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25

Watt, Rosemary C., and Joy Boarini. "STRATEGIC PLANNING EDUCATIONAL WORK SESSION." Journal of Wound, Ostomy and Continence Nursing 14, no. 3 (May 1987): 37A. http://dx.doi.org/10.1097/00152192-198705000-00024.

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26

Joel, Lucille A. "Editorial: The Illusion of Strategic Planning." American Journal of Nursing 96, no. 5 (May 1996): 7. http://dx.doi.org/10.2307/3464998.

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27

Harrison, Donald L. "Strategic Planning by Independent Community Pharmacies." Journal of the American Pharmacists Association 45, no. 6 (November 2005): 726–33. http://dx.doi.org/10.1331/154434505774909652.

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28

&NA;. "Trauma Center Development Strategic Planning." Journal of Trauma Nursing 10, no. 1 (January 2003): 17–25. http://dx.doi.org/10.1097/00043860-200310010-00004.

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29

Cox, Ann R. "The Art of Strategic Planning." AAOHN Journal 49, no. 6 (June 2001): 280–85. http://dx.doi.org/10.1177/216507990104900605.

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30

Andrews, Margaret M., and John S. Toll. "Strategic planning: Preparing for the twenty-first century." Journal of Professional Nursing 6, no. 2 (March 1990): 103–12. http://dx.doi.org/10.1016/s8755-7223(05)80089-4.

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31

Kaneshiro, Susan. "Strategic Planning, Marketing, and Evaluation for Nursing Education and Service." AORN Journal 52, no. 3 (September 1990): 642–44. http://dx.doi.org/10.1016/s0001-2092(07)69897-4.

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32

Sechrist, Karen R., Ellen M. Lewis, and Dana N. Rutledge. "Data Collection for Nursing Work Force Strategic Planning in California." JONA: The Journal of Nursing Administration 29, no. 6 (June 1999): 9–11. http://dx.doi.org/10.1097/00005110-199906000-00003.

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33

John, Joby, and Allan R. Miller. "Strategic planning for nursing homes: A market opportunity analysis perspective." Health Care Management Review 14, no. 4 (1989): 11–19. http://dx.doi.org/10.1097/00004010-198901440-00007.

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34

Crow, Stephen M., Sandra J. Hartman, Sathiadev Mahesh, Christy L. McLendon, Steve W. Henson, and Paul Jacques. "Strategic Analyses in Nursing Schools." Health Care Manager 27, no. 3 (July 2008): 234–44. http://dx.doi.org/10.1097/01.hcm.0000318754.24332.02.

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35

&NA;, &NA;. "IAET Strategic Planning Report: Chapter III." Journal of Wound, Ostomy and Continence Nursing 16, no. 5 (September 1989): 186–94. http://dx.doi.org/10.1097/00152192-198909000-00014.

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36

Pulaski, Greg. "Achieving Regulatory Goals Through Strategic Planning." Journal of Nursing Regulation 4, no. 2 (July 2013): 49–56. http://dx.doi.org/10.1016/s2155-8256(15)30149-6.

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37

Hidayat, A. Aziz Alimul, Stefanus Supriyanto, and Nursalam Nursalam. "Model of Quality Management System Using Malcolm Baldrige Criteria in Nursing Education in Surabaya." Jurnal NERS 10, no. 1 (April 1, 2015): 165. http://dx.doi.org/10.20473/jn.v10i12015.165-174.

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Introduction: Most of the quality of Nursing Education in Surabaya is still at the low level. It is due to the fact that the process and job performances which have not been integrated yet, systematic and fl exible which are in line with the capacity of the organization and the needs of graduates. This study aims to develop a model of quality management systems of Nursing bachelor’s degree program based on the Malcolm Baldrige Criteria For Performance Excellence. Method: The method used is a cross sectional survey design. This research was conducted with a sample of eight institutions and twenty four of respondents. The data was collected by means of interviews, questionnaires and documentation. Analysis of the data used Partial Least Square (PLS). Result: The results showed that 1) leadership affects the study program as well as the profi le that affects job performances; 2) Leadership affects the strategic planning as well as the strategic planning that affects focus of Human Resources. In addition, the focus of human resources affects the focus process and fi nally affects job performances as well; 3) customer focus affects leadership as well as leadership affects strategic planning. As the impact, strategic planning affects focus of human resources and it affects similarly on the focus process and fi nally affects job performances; 4) All variables are affected by measurements, analysis and knowledge management, except in strategic planning. Discussion: Based on the above results, the model of quality management system can be developed by using the Malcolm Baldrige criteria for the purpose of increasing the quality of Nursing Study Program. On the other hands, this model can be used as a reference of the organization at the level of Nursing Study Program (Strategic Business Unit) to restructure the performance of the college in global competition.Keywords: model of quality management system, nursing study program, malcolm baldrige criteria for performance
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38

Evans, Connie Joan, Eileen Francis Shackell, Selma Jean Kerr-Wilson, Glynda Joan Doyle, Jodie Anita McCutcheon, and Bernice Budz. "A Faculty Created Strategic Plan for Excellence in Nursing Education." International Journal of Nursing Education Scholarship 11, no. 1 (January 1, 2014): 19–29. http://dx.doi.org/10.1515/ijnes-2013-0066.

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AbstractStrategic planning for nursing education, when seen through a faculty lens creates a deeper, more meaningful critical analysis of effective program development. New strategies are required for academic institutions to transform their curricula to meet the needs of a dynamic healthcare and changing global environment to provide quality education for students. In this article, an evidence-informed process is presented that was progressively co-created by the faculty and facilitators. Seminal business frameworks, leadership development philosophies, and innovative interventions enabled faculty to become engaged and developed as they created a strategic plan for a future-driven nursing program. Phase One presents the process of developing a strategic plan for excellence in nursing education by leveraging faculty potential and preparing for an upcoming accreditation. In Phase Two, four team members from Phase One continue as part of Phase Two team serving as the collective memory for this initial work. This method of strategic planning encouraged faculty engagement and leadership and laid the groundwork for a positive culture change among nursing faculty.
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39

Mafrica, Leonard, Layla G. Ballon, Bridget Culhane, Michele McCorkle, Cynthia Miller Murphy, and Linda Worrall. "ONS 2002 Environmental Scan: A Basis for Strategic Planning." Oncology Nursing Forum 29, no. 9 (January 1, 2002): E99—E109. http://dx.doi.org/10.1188/02.onf.e99-e109.

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40

&NA;. "Board of Directors Does Strategic Planning." Journal of Hospice & Palliative Nursing 2, no. 2 (April 2000): 82–83. http://dx.doi.org/10.1097/00129191-200002020-00009.

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41

Willis, Leah S., Diana Topjian, Tavia Buck, Markita Ebersole, and Wynde Limehouse. "Communicating Mission, Strategic Planning, and Professional Identity at a Nursing Retreat." Nurse Leader 8, no. 5 (October 2010): 48–51. http://dx.doi.org/10.1016/j.mnl.2009.12.003.

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42

Andrews, Margaret. "Strategic Planning to Prepare Transcultural Nursing Society for the 21st Century." Journal of Transcultural Nursing 4, no. 2 (January 1993): 48. http://dx.doi.org/10.1177/104365969300400210.

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43

Kuramoto, Alice M. "Strategic Planning and Leadership in Continuing Education." Journal of Continuing Education in Nursing 19, no. 5 (September 1988): 235. http://dx.doi.org/10.3928/0022-0124-19880901-14.

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44

Vogenberg, F. Randy. "Strategic Planning for Drug Information Services." Drug Information Journal 22, no. 4 (October 1988): 521–26. http://dx.doi.org/10.1177/009286158802200404.

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45

Gaber, Magda Atiya. "Developing and validating a nursing strategic plan for COVID-19 pandemic." Journal of Nursing Education and Practice 11, no. 7 (March 25, 2021): 51. http://dx.doi.org/10.5430/jnep.v11n7p51.

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Background: Although there were many cautions about a probable pandemic, the health organizations have not prepared to deal with the COVID-19 pandemic. Coronavirus outbreak is a dangerous threat to humanity. An essential concern to control this pandemic is to outline an action plan, set an evaluation frame, identify monitoring techniques, detect measures, and recognize key performance factors and investigations providing evidence-based information.Methods: The descriptive and methodological design was used to achieve the objectives of the present study. This study was conducted at Zagazig University Hospitals (ZUH’s), Egypt. Three types of samples were used: A convenience sample (n = 110) including the nursing leaders, a stratified proportionate random sample (n = 302) from different categories of nurses, and a Jury committee (n = 9). One 1Questionnaire format and 2 opinionnaire sheets were utilized for data collection.Results: Statistically significant differences were found between nurses and nursing leaders concerning the dimensions of vision (p-value .000), mission (p-value .006), SWOT analysis (p-value .008), goals and objectives (p-value .000), the lines of business (p-value .000), the strategic business units (p-value .000), general strategic items(p-value .013), and action plan (role of nursing staff during the epidemic, p-value .000; immediate evacuation system, p-value .000; training, and hospital status during the epidemic, p-value .000; availability of the necessary equipment, supplies, and tools to face the epidemic and consumables, p-value .000; precautions inside the hospital, p-value .010; and infection control, p-value .002). However, there was no significant difference between nurses and nursing leaders regarding dimensions of planning for the planning, values, the key performance indicators, and the evaluation of the nursing strategic plan for COVID-19.Conclusion and recommendations: The questionnaire format of assessing nurses’ awareness about the nursing strategic plan for COVID-19 is reliable, valid, and usable. Nurses’ awareness about a nursing strategic plan for COVID-19 was generally poor and needs to be raised. The nursing strategic plan for COVID-19 was developed and validated. The suggested strategic plan for COVID-19should be utilized at ZUH's. ZUH's should allocate the needed and required resources for the application of the recommended plan for overcoming COVID-19 or any future occurrences.
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46

Rantz, Marilyn, Tari Vinz-Miller, and Sandra Matson. "Nursing Diagnoses in Long-Term Care: A Longitudinal Perspective for Strategic Planning." International Journal of Nursing Terminologies and Classifications 6, no. 2 (April 1995): 57–63. http://dx.doi.org/10.1111/j.1744-618x.1995.tb00484.x.

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47

Hidayat, Abdul Aziz Alimul, Musrifatul Uliyah, and Sukadiono Sukadiono. "QUALITY IMPROVEMENT MODEL OF NURSING EDUCATION IN MUHAMMADIYAH UNIVERSITIES TOWARD COMPETITIVE ADVANTAGE." Jurnal Ners 12, no. 1 (June 5, 2017): 14. http://dx.doi.org/10.20473/jn.v12i1.2969.

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Introduction: Most of (90,6%) nursing education quality in East Java was still low (BAN-PT, 2012). It was because the quality improvement process in nursing education generally was conducted partially (random performance improvement). The solution which might be done was through identifying proper quality improvement model in Nursing Education toward competitive advantage. Method: This research used survey to gain the data. The research sample was 16 Muhammadiyah Universities chosen using simple random sampling. The data were collected with questionnaires of 174 questions and documentation study. Data analysis used was Partial Least Square (PLS) analysis technique. Result: Nursing education department profile in Muhammadiyah Universities in Indonesia showed of 10 years establishment, accredited B and the competition level in one city/regency was averagely more than three Universities becoming the competitors. Based on the quality improvement model analysis of nursing education toward competitive advantage on Muhammadiyah Universities, it was directly affected by the focus of learning and operasional process through human resources management improvement, on the other hand information system also directly affected on quality improvement, also affected quality process components; leadership, human resources, focus of learning and operational process. In improving human resources would be directly influenced with proper strategic planning. Strategic planning was directly influenced with leadership. Thus, in improving quality of nursing education, the leadership role of department, proper information system, and thehuman resources management improvement must be implemented. Conclusion: Quality improvement model in nursing education was directly determined with learning and operational process through human resources management along with information system, strategic planning factors, and leadership. The research finding could be developed in quality analysis application program.
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48

Crow, Stephen M., Sandra J. Hartman, Sathiadev Mahesh, Christy L. McLendon, Steve W. Henson, and Paul H. Jacques. "Strategic Analyses in Nursing Schools: Attracting, Educating, and Graduating More Nursing Students." Health Care Manager 27, no. 4 (October 2008): 324–31. http://dx.doi.org/10.1097/hcm.0b013e31818c80c3.

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49

Deason-Howell, Lucinda M., and Dean Blevins. "Strategic planning for the health care financing administration overseeing state nursing home inspection agencies." International Journal of Organization Theory & Behavior 6, no. 4 (March 2003): 553–76. http://dx.doi.org/10.1108/ijotb-06-04-2003-b003.

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50

Harmon, Rebecca Bouterie, Dorrie Fontaine, Margaret Plews-Ogan, and Anne Williams. "Achieving Transformational Change: Using Appreciative Inquiry for Strategic Planning in a School of Nursing." Journal of Professional Nursing 28, no. 2 (March 2012): 119–24. http://dx.doi.org/10.1016/j.profnurs.2011.11.007.

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