Strategic Plan The mission statement is the purpose for existence. The vision statement is the long-term outcome.
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1 Strategic Plan Mission and Vision Statements The mission statement is the purpose for existence. The vision statement is the long-term outcome. GNA has relied on separate mission and vision statements, as well as a brand promise to the members: It was decided to continue use of the purpose statement for promotion and to combine the mission and vision: Mission Nurses shaping the future of professional nursing and advocating for quality healthcare Vision GNA, the professional association, representing all registered nurses in Georgia. Combined Mission and Vision Nurses shaping the future of professional nursing for a healthier Georgia. Brand Promise Providing opportunities for growth through energizing experiences, empowering insight, essential resources
2 GOALS for Goals are the core competencies identified for which resources will be allocated. Three goals were set to advance the mission and serve the profession: I. ORGANIZATIONAL STRUCTURE Transforming and maintaining a sustainable, powerful model to engage all nursing stakeholders as One Voice. II. III. LEADERSHIP STRENGTH Identifying and providing opportunities to position nurses in leadership roles for shaping the future. PLATFORM POSITIONS Serving as the trusted voice to advance nursing practice in matters of legislation and public policy.
3 STRATEGIES The strategies are fresh or continuing approaches to advance or achieve the goals. The strategies will be supported by resources and further developed with timeframes and tactics. Note: It was recognized that communications and technology are integral aspects of every goal. I. ORGANIZATIONAL STRUCTURE Transforming and maintaining a sustainable, powerful model to engage all nursing stakeholders as One Voice. A. Nursing Stakeholders and Partners Identify all stakeholders to determine mutual interests and to encourage and enable the profession to speak as one voice to shape practice and public policy. B. Working Model Explore creation of a model to work as the voice of nursing (such as the Nursing Organization Alliance). Seek sustainable funding and leadership while maintaining organizational independence and segregation of funds. C. GNA Ensure that GNA s own governance model is sufficient for a transforming organization. (Consider aspects such as the roles of regional directors, chapter chairs, chapter sustainability, designated director seats, forward-thinking leadership competencies etc.) D. Nurse Engagement Involve nurses in financial support for core competencies that serve the entire profession without relying on the traditional individual membership model. Consider a special privileges program for loyalty of professionals who maintain longevity of membership. E. Strong Messaging Maintain dynamic member communications and non-member messaging through delivery mechanisms using advancing technologies. F. Outreach through GNA Support chapter and regional volunteer s recruitment and retention projects with designation of GNA Growth and Development Funds and/or consider a dedicated staff support position for that role. G. Input Seek member comment on potential transformations of GNA that will keep GNA relevant and vital for the members.
4 H. Management Services Be positioned to take advantage of opportunities that may arise to leverage GNA talents to manage other associations. II. LEADERSHIP STRENGTH Identifying and providing opportunities to position nurses in leadership roles for shaping the future. A. Leadership Development Develop leadership training opportunities, enhanced skill sets, financial understanding, etc., that will result in the creation of a pipeline of qualified leaders who can influence the profession and all its stakeholders. B. Influence Identify and position qualified GNA members to serve on influential public and private appointed boards and agencies. C. Mentoring Lead by example D. Leading Change Assist with local implementation efforts identified in the Institute of Medicine Report on the Future of Nursing. E. GNA Leadership Sustain adequate local volunteer and/or staff leadership for GNA at the state and local level and continue to prepare Georgia leaders for national positions of prominence with the national organization (ANA). F. Access to Information Support chapters, districts and board through access to information portals. G. Access to Expertise Maintain and expand the GNA member s Content Experts Database. Explore connections to experts. Identify expertise gaps in nursing. H. Relational Database Invest in and build effective database software to manage leadership communications, member-to-member contacts, shared interests, etc. I. Georgia Nurses Foundation Collaborate with GNF for leadership development grant opportunities and initiatives. III. PLATFORM POSITIONS Serving as the trusted voice to advance nursing practice and public policy. A. Proactive Increase GNA s external visibility. Develop effective channels of communication to coordinate and broker the importance of one voice messaging with other nursing organizations. Educate, monitor and influence Legislature and Agencies. B. Institute of Medicine Continue to raise awareness and communicate the IOM recommendations and implementation in Georgia. C. Research and Data Support efforts to maintain and improve workforce data collection and analysis in Georgia, which will ultimately support advocacy efforts. D. Levels of Support Create and solicit financial support as an advocacy-support booster category for nurses who are not GNA members.
5 E. Grassroots Increase awareness of GNA s investment in advocacy and the Legislative Platform. Improve understanding and involvement on the issues impacting the practice of nursing. F. Input Identify emerging trends and concerns G. ANA Reach out and utilize ANA staff knowledge and resources to help inform and leverage local efforts. H. GN-PAC Evaluate effectiveness of the Political Action Committee (PAC); develop strategic plan and set metrics for generating political contributions. I. Annual Legislative Day at the Capitol Continue work to promote and support the dynamic annual Legislative Day event. The GNA Board of Directors, Regional Coordinators, Chapter Chairs and Staff participated in the Strategic Planning Event October 19-20, The participants included: Bob Harris, CAE, Facilitator Sheila Warren, GNA President Rebecca Wheeler, GNA President-Elect Debbie Hackman, GNA Chief Executive Officer Jill Williams, GNA Treasurer Wanda Jones, GNA Secretary Aimee Manion, GNA Director of Leadership Development Melanie Cassity, GNA Director of Membership Development Carol Dean Baker, GNA Director of Nursing Practice Suzette Brown-Jones, GNA Staff Nurse Director Judy Malachowski, GNA Director of Legislative/Public Policy Jane Sweetwood, GNA Director of Workforce Advocacy Georgia Barkers, GNF President Cindy R. Balkstra, GNA North Regional Coordinator Debbie Davis, GNA North Central Regional Coordinator, Chair, West Georgia Chapter Kimberly Gordon, GNA Southwest Regional Coordinator Gwendolyn Johnson, GNA Central Regional Coordinator Kathleen Koon, Southeast Regional Coordinator, Chair, Professional Nurses Network Chapter Patti Cook, Central Savannah River Area Chapter of GNA Sandra Dukes, Chair, Atlanta VA Chapter of GNA Catherine Futch, Chair, Northwest Metro Chapter of GNA Joyce McMurrain, Vice-Chair, Northwest Metro Chapter of GNA Karen Rawls, Chair-Elect, Metro Atlanta Chapter of GNA Debbie Hatmaker, GNA Chief Programs Officer Jeremy Arieh, GNA Director of Marketing & Communications Courtney Stancil, GNA Governance & Technology Logistics Manager
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