Nanb strategic plan 2009 2012 a framework for action
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NANB Strategic Plan 2009-2012 A Framework for Action. June 3, 2009. Member Driven Planning Process. Advisory Committee Environmental scan Focused literature review Thought leaders forum Board/Staff workshop Town Halls Membership survey Analysis of findings. Membership Survey Highlights.

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Nanb strategic plan 2009 2012 a framework for action

NANB Strategic Plan 2009-2012 A Framework for Action

June 3, 2009


Member driven planning process
Member Driven Planning Process

  • Advisory Committee

  • Environmental scan

    • Focused literature review

    • Thought leaders forum

    • Board/Staff workshop

    • Town Halls

    • Membership survey

  • Analysis of findings


Membership survey highlights
Membership Survey Highlights

  • Reach: 5713 members (>65% members).

  • Response rate: 25% of those reached.

    • 70% English; 30% French

  • Respondent profile

    • Age: 60% b/w 40-59 years.

    • Area of practice: 65.5% direct care.

    • Geography: All chapter areas represented.


Key findings

Key Findings

Informing strategic directions.


Members said
Members said …

  • NANB’s #1 mandate

    • ensuring the public receives safe, competent, ethical nursing care.

  • Most important issues

    • enough nurses in the workforce.

    • safe practice environments.


Members said1
Members said …

Top priorities for action

  • Promote value / pivotal role of RNs.

  • Support employers to develop/maintain quality practice environments.


Members said2
Members said …

  • Maintaining self regulation- extremely or very important.

  • Greatest threat to the profession:

    • resource planning for a stable RN workforce;

    • declining nursing leadership at the bedside.



Strategic issues identified
Strategic Issues Identified

  • Nurses’ ability to meet professional obligations being compromised.

  • Instability of RN workforce threatens sustainable system and patient safety.

  • Value and pivotal role RN not understood /appreciated by public or health care system.

  • Public support of and confidence in profession-led regulation potential threat to NANB core mandate.


Strategic directions

Strategic Directions

Supporting mandate to regulate the profession in the public interest.


Summary of strategic directions
Summary of Strategic Directions

  • Promote the urgent need to establish adequate numbers of nurses in the workforce.

  • Promote quality practice environments to support nurses’ ability to meet standards of practice.

  • Strengthen NANB’s position as a key influencer of health policy for a safe, effective & sustainable health care system.

  • Enhance public awareness of profession-led regulation and its benefits to the public.


Enablers for success
Enablers for Success

  • Active member engagement.

  • Knowledge development & transfer.

  • Purposeful leadership in implementation.

  • Harnessing potential of partnerships & networks.



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