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– ## QualityImprovementInitiative.docx – ## StrategicDevelopmentPlanSt.MarysHospital.pdf **## QualityImprovementInitiative.docx** **Quality Improvement Initiative** Quality Improvement (QI) Initiative Project Description: You are an advanced practice nurse (APN) leader at a local non-profit communit…
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– ## QualityImprovementInitiative.docx
– ## StrategicDevelopmentPlanSt.MarysHospital.pdf
**## QualityImprovementInitiative.docx**
**Quality Improvement Initiative**
Quality Improvement (QI) Initiative Project Description: You are an advanced practice nurse (APN) leader at a local non-profit community hospital, St. Mary’s General Hospital (this is a created hospital system and not meant to be associated with any real hospital system). You have been approached by your Chief Nursing Officer (CNO) as a leader to create and develop a hospital-wide initiative promoting Quality Improvement among nurses. This paper will focus on implementing a hospital wide QI initiative. Please follow the specific grading rubric below as this outline how you will be graded. The first section generally outlines the assignment and may provide some additional guidance on points that need additional clarification for the student above what is described in the grading rubric.
1. Develop a hospital-wide initiative that promotes QIengagement and skill development by nurses. The nurse leader is expected to befamiliar with QI process and what is needed to ensure successful engagement bynurses within the facility. This assignment requires that students be familiarwith concepts that have been introduced at the undergraduate level such asquality improvement and leadership styles and approaches. The difference at thegraduate level is active engagement in learning rather than passive learning andwill require the student to evaluate, analyze and develop the concepts learnedat the undergraduate level. The introduction and conclusion sections areclearly outlined in the grading rubric below (refer to the grading rubric).Each section of the paper is expected to be well supported by the literature,evidence, best practice and research. This means that students are expected tointegrate multiple literature sources and not rely on one source to inform themajority or even a large part of the paper. Minimally the paper should includeat least 12 references but will likely include more. I check references soplease make sure that the references align and are actually used to support thestatements and viewpoints that you are making in the paper otherwise they failto be ‘supporting’ evidence to back these statements and are therefore opinionand have no place in an academic graduate level paper.
2. Few key points.
3. Review and follow the grading rubric andmake sure that you are meeting each of the points outlined in the gradingrubric; failure to do so results in lower grade. The vaguer and morenon-specific the student is in the paper the lower the grade. The reason forthis is that vagueness suggests failure to understand the concept in the paper.Clear and detailed is not synonymous with lengthy, actually detailed andsuccinct is the preferable approach because being both too brief and failing toprovide an adequate understanding of the concepts will suggest lack ofunderstanding and too lengthy and writing as much as possible hoping that youhit upon something that matches the grading rubric criteria is also failure tounderstand the concepts. Do not submit vague and nonspecific information oryour grade will reflect failure to demonstrate understanding. Failure to followthe grading rubric will result in a non-passing grade and you have 1opportunity to submit assignments in this class, refer to the syllabus forgrading policy and submissions guidelines.
4. For instance, the background and significancesection outline clearly the following in the grading rubric: Identifiesand describes quality improvement (QI); its importance to healthcarefacilities, patients, and stakeholders. How this links QI to all levels ofnursing practice and specifically it’s importance to nurse leaders. What is thefirst step the nurse leader needs to take to fulfill the task assigned by theCNO with a detailed rationale that provides information about the specifictools and measures, interpretation, and application of the findings to guidethe nurse leader’s decision making about the QI initiative. This suggeststhat you are looking for a specific first step that involves a tool or measure,so that is hinting and suggesting the student should be familiar with how QI knowledge,skills and engagement are determined by a nurse leader.
5. St. Mary’s General Hospital Mission, Vision &Strategic Development Plan are provided for you along with this assignmentin Blackboard under the Assignments Tab. Please make sure that you are usingthe provided document to complete the assignment when the syllabus asks thatyou align the QI initiative with St. Mary’s mission, vision and strategic plan.
This assignment is to be submitted as an essay- with an introduction, questions developed at the graduate level, and a conclusion to summarize and synthesize key points. APA must be strictly followed. The page requirement for this project will be a
**MINIMUM of 10 pages not counting references and the cover page**.
**## StrategicDevelopmentPlanSt.MarysHospital.pdf**
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
1
MISSION, VISION & VALUES:
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
2
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
3
STRATEGIC PLAN:
VISION 2026
A Pledge from Our Leaders
While simultaneously fighting the impacts of COVID-19, our progressive teams at St. Mary’s General Hospital have been planning
with our community to chart a course for our future. It has galvanized our resolve to build on the compassion and excellence that
defines St. Mary’s, and grow stronger and healthier together within our organization and with our rapidly expanding, diverse and
innovative community.
With this backdrop, we are excited to introduce St. Mary’s Strategic Plan, a vision for the next 5-7 years, with two-year objectives to
propel us forward. We thank all who helped shape it – our staff, physicians, patients and families, local partners within and outside
healthcare, and the broader community. Their input helped us develop a new Mission, a new set of Values and a new Vision:
Inspiring Excellence. Healthier Together.
As we implement this strategic plan, we will gauge progress and adjust to meet new challenges. We will enhance our role as providers
of regional programs, and within a broader health system.
Together with our regional partner hospitals, St. Mary’s will accelerate collaboration with our region’s post-secondary institutions and
with Communitech, an innovation hub that supports local companies, some of which have a significant interest in advancing
excellence in health care. Together we will consider the future of health care through these innovations and learnings.
Five strategic priorities will guide our actions:
1. expand equitable access to high quality
2. empowered care
3. transform connected care with our partners and community
4. develop our team of today and the future
5. embrace new ways to innovate healthcare; and build for growth
All of this will bring focus to the diverse community we serve and ensure equity in care. Please join us as we evolve to serve you
better
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
4
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
5
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
6
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
7
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
8
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
9
Supporting Our Plan
Across all of our strategic priorities there are foundational enablers that will be critical in supporting the achievement of our 2026
strategic plan. Enablers are key elements that St. Mary’s must have in place to ensure successful implementation, sustainability and
measurement of the strategy.
Ensure our future fiscal sustainability Create a safe, healthy & sustainable place
to work for all staff, physicians and
volunteers
LONG-TERM OBJECTIVE
LONG-TERM OBJECTIVE
• Ensure financial sustainability of St. Mary’s now and
in the future in order to meet the growing needs of
our community.
• Build inspiring places to work that empower
dedicated and healthy staff by ensuring sustainable
support, care and growth opportunities
• Increase our focus on diversity and inclusion in the
way we work and do things.
24 MONTH OBJECTIVES
24 MONTH OBJECTIVES
• Develop a robust financial strategy to address current
gaps in funding.
• Develop a strategic Health Human Resources plan
• Identify new funding avenues with partners
particularly in areas such as innovation
• Improve the team retention rate
• Implement a reinforcing management system that
aligns with our vision and supports deployment and
sustainment of strategic priorities.
• Measure performance in achieving the strategic plan
and priorities.
**## StrategicDevelopmentPlanSt.MarysHospital.pdf**
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
1
MISSION, VISION & VALUES:
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
2
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
3
STRATEGIC PLAN:
VISION 2026
A Pledge from Our Leaders
While simultaneously fighting the impacts of COVID-19, our progressive teams at St. Mary’s General Hospital have been planning
with our community to chart a course for our future. It has galvanized our resolve to build on the compassion and excellence that
defines St. Mary’s, and grow stronger and healthier together within our organization and with our rapidly expanding, diverse and
innovative community.
With this backdrop, we are excited to introduce St. Mary’s Strategic Plan, a vision for the next 5-7 years, with two-year objectives to
propel us forward. We thank all who helped shape it – our staff, physicians, patients and families, local partners within and outside
healthcare, and the broader community. Their input helped us develop a new Mission, a new set of Values and a new Vision:
Inspiring Excellence. Healthier Together.
As we implement this strategic plan, we will gauge progress and adjust to meet new challenges. We will enhance our role as providers
of regional programs, and within a broader health system.
Together with our regional partner hospitals, St. Mary’s will accelerate collaboration with our region’s post-secondary institutions and
with Communitech, an innovation hub that supports local companies, some of which have a significant interest in advancing
excellence in health care. Together we will consider the future of health care through these innovations and learnings.
Five strategic priorities will guide our actions:
1. expand equitable access to high quality
2. empowered care
3. transform connected care with our partners and community
4. develop our team of today and the future
5. embrace new ways to innovate healthcare; and build for growth
All of this will bring focus to the diverse community we serve and ensure equity in care. Please join us as we evolve to serve you
better
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
4
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
5
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
6
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
7
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
8
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
9
Supporting Our Plan
Across all of our strategic priorities there are foundational enablers that will be critical in supporting the achievement of our 2026
strategic plan. Enablers are key elements that St. Mary’s must have in place to ensure successful implementation, sustainability and
measurement of the strategy.
Ensure our future fiscal sustainability Create a safe, healthy & sustainable place
to work for all staff, physicians and
volunteers
LONG-TERM OBJECTIVE
LONG-TERM OBJECTIVE
• Ensure financial sustainability of St. Mary’s now and
in the future in order to meet the growing needs of
our community.
• Build inspiring places to work that empower
dedicated and healthy staff by ensuring sustainable
support, care and growth opportunities
• Increase our focus on diversity and inclusion in the
way we work and do things.
24 MONTH OBJECTIVES
24 MONTH OBJECTIVES
• Develop a robust financial strategy to address current
gaps in funding.
• Develop a strategic Health Human Resources plan
• Identify new funding avenues with partners
particularly in areas such as innovation
• Improve the team retention rate
• Implement a reinforcing management system that
aligns with our vision and supports deployment and
sustainment of strategic priorities.
• Measure performance in achieving the strategic plan
and priorities.
**## QualityImprovementInitiative.docx**
**Quality Improvement Initiative**
Quality Improvement (QI) Initiative Project Description: You are an advanced practice nurse (APN) leader at a local non-profit community hospital, St. Mary’s General Hospital (this is a created hospital system and not meant to be associated with any real hospital system). You have been approached by your Chief Nursing Officer (CNO) as a leader to create and develop a hospital-wide initiative promoting Quality Improvement among nurses. This paper will focus on implementing a hospital wide QI initiative. Please follow the specific grading rubric below as this outline how you will be graded. The first section generally outlines the assignment and may provide some additional guidance on points that need additional clarification for the student above what is described in the grading rubric.
1. Develop a hospital-wide initiative that promotes QIengagement and skill development by nurses. The nurse leader is expected to befamiliar with QI process and what is needed to ensure successful engagement bynurses within the facility. This assignment requires that students be familiarwith concepts that have been introduced at the undergraduate level such asquality improvement and leadership styles and approaches. The difference at thegraduate level is active engagement in learning rather than passive learning andwill require the student to evaluate, analyze and develop the concepts learnedat the undergraduate level. The introduction and conclusion sections areclearly outlined in the grading rubric below (refer to the grading rubric).Each section of the paper is expected to be well supported by the literature,evidence, best practice and research. This means that students are expected tointegrate multiple literature sources and not rely on one source to inform themajority or even a large part of the paper. Minimally the paper should includeat least 12 references but will likely include more. I check references soplease make sure that the references align and are actually used to support thestatements and viewpoints that you are making in the paper otherwise they failto be ‘supporting’ evidence to back these statements and are therefore opinionand have no place in an academic graduate level paper.
2. Few key points.
3. Review and follow the grading rubric andmake sure that you are meeting each of the points outlined in the gradingrubric; failure to do so results in lower grade. The vaguer and morenon-specific the student is in the paper the lower the grade. The reason forthis is that vagueness suggests failure to understand the concept in the paper.Clear and detailed is not synonymous with lengthy, actually detailed andsuccinct is the preferable approach because being both too brief and failing toprovide an adequate understanding of the concepts will suggest lack ofunderstanding and too lengthy and writing as much as possible hoping that youhit upon something that matches the grading rubric criteria is also failure tounderstand the concepts. Do not submit vague and nonspecific information oryour grade will reflect failure to demonstrate understanding. Failure to followthe grading rubric will result in a non-passing grade and you have 1opportunity to submit assignments in this class, refer to the syllabus forgrading policy and submissions guidelines.
4. For instance, the background and significancesection outline clearly the following in the grading rubric: Identifiesand describes quality improvement (QI); its importance to healthcarefacilities, patients, and stakeholders. How this links QI to all levels ofnursing practice and specifically it’s importance to nurse leaders. What is thefirst step the nurse leader needs to take to fulfill the task assigned by theCNO with a detailed rationale that provides information about the specifictools and measures, interpretation, and application of the findings to guidethe nurse leader’s decision making about the QI initiative. This suggeststhat you are looking for a specific first step that involves a tool or measure,so that is hinting and suggesting the student should be familiar with how QI knowledge,skills and engagement are determined by a nurse leader.
5. St. Mary’s General Hospital Mission, Vision &Strategic Development Plan are provided for you along with this assignmentin Blackboard under the Assignments Tab. Please make sure that you are usingthe provided document to complete the assignment when the syllabus asks thatyou align the QI initiative with St. Mary’s mission, vision and strategic plan.
This assignment is to be submitted as an essay- with an introduction, questions developed at the graduate level, and a conclusion to summarize and synthesize key points. APA must be strictly followed. The page requirement for this project will be a
**MINIMUM of 10 pages not counting references and the cover page**.
**## StrategicDevelopmentPlanSt.MarysHospital.pdf**
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
1
MISSION, VISION & VALUES:
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
2
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
3
STRATEGIC PLAN:
VISION 2026
A Pledge from Our Leaders
While simultaneously fighting the impacts of COVID-19, our progressive teams at St. Mary’s General Hospital have been planning
with our community to chart a course for our future. It has galvanized our resolve to build on the compassion and excellence that
defines St. Mary’s, and grow stronger and healthier together within our organization and with our rapidly expanding, diverse and
innovative community.
With this backdrop, we are excited to introduce St. Mary’s Strategic Plan, a vision for the next 5-7 years, with two-year objectives to
propel us forward. We thank all who helped shape it – our staff, physicians, patients and families, local partners within and outside
healthcare, and the broader community. Their input helped us develop a new Mission, a new set of Values and a new Vision:
Inspiring Excellence. Healthier Together.
As we implement this strategic plan, we will gauge progress and adjust to meet new challenges. We will enhance our role as providers
of regional programs, and within a broader health system.
Together with our regional partner hospitals, St. Mary’s will accelerate collaboration with our region’s post-secondary institutions and
with Communitech, an innovation hub that supports local companies, some of which have a significant interest in advancing
excellence in health care. Together we will consider the future of health care through these innovations and learnings.
Five strategic priorities will guide our actions:
1. expand equitable access to high quality
2. empowered care
3. transform connected care with our partners and community
4. develop our team of today and the future
5. embrace new ways to innovate healthcare; and build for growth
All of this will bring focus to the diverse community we serve and ensure equity in care. Please join us as we evolve to serve you
better
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
4
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
5
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
6
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
7
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
8
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
9
Supporting Our Plan
Across all of our strategic priorities there are foundational enablers that will be critical in supporting the achievement of our 2026
strategic plan. Enablers are key elements that St. Mary’s must have in place to ensure successful implementation, sustainability and
measurement of the strategy.
Ensure our future fiscal sustainability Create a safe, healthy & sustainable place
to work for all staff, physicians and
volunteers
LONG-TERM OBJECTIVE
LONG-TERM OBJECTIVE
• Ensure financial sustainability of St. Mary’s now and
in the future in order to meet the growing needs of
our community.
• Build inspiring places to work that empower
dedicated and healthy staff by ensuring sustainable
support, care and growth opportunities
• Increase our focus on diversity and inclusion in the
way we work and do things.
24 MONTH OBJECTIVES
24 MONTH OBJECTIVES
• Develop a robust financial strategy to address current
gaps in funding.
• Develop a strategic Health Human Resources plan
• Identify new funding avenues with partners
particularly in areas such as innovation
• Improve the team retention rate
• Implement a reinforcing management system that
aligns with our vision and supports deployment and
sustainment of strategic priorities.
• Measure performance in achieving the strategic plan
and priorities.
**## QualityImprovementInitiative.docx**
**Quality Improvement Initiative**
Quality Improvement (QI) Initiative Project Description: You are an advanced practice nurse (APN) leader at a local non-profit community hospital, St. Mary’s General Hospital (this is a created hospital system and not meant to be associated with any real hospital system). You have been approached by your Chief Nursing Officer (CNO) as a leader to create and develop a hospital-wide initiative promoting Quality Improvement among nurses. This paper will focus on implementing a hospital wide QI initiative. Please follow the specific grading rubric below as this outline how you will be graded. The first section generally outlines the assignment and may provide some additional guidance on points that need additional clarification for the student above what is described in the grading rubric.
1. Develop a hospital-wide initiative that promotes QIengagement and skill development by nurses. The nurse leader is expected to befamiliar with QI process and what is needed to ensure successful engagement bynurses within the facility. This assignment requires that students be familiarwith concepts that have been introduced at the undergraduate level such asquality improvement and leadership styles and approaches. The difference at thegraduate level is active engagement in learning rather than passive learning andwill require the student to evaluate, analyze and develop the concepts learnedat the undergraduate level. The introduction and conclusion sections areclearly outlined in the grading rubric below (refer to the grading rubric).Each section of the paper is expected to be well supported by the literature,evidence, best practice and research. This means that students are expected tointegrate multiple literature sources and not rely on one source to inform themajority or even a large part of the paper. Minimally the paper should includeat least 12 references but will likely include more. I check references soplease make sure that the references align and are actually used to support thestatements and viewpoints that you are making in the paper otherwise they failto be ‘supporting’ evidence to back these statements and are therefore opinionand have no place in an academic graduate level paper.
2. Few key points.
3. Review and follow the grading rubric andmake sure that you are meeting each of the points outlined in the gradingrubric; failure to do so results in lower grade. The vaguer and morenon-specific the student is in the paper the lower the grade. The reason forthis is that vagueness suggests failure to understand the concept in the paper.Clear and detailed is not synonymous with lengthy, actually detailed andsuccinct is the preferable approach because being both too brief and failing toprovide an adequate understanding of the concepts will suggest lack ofunderstanding and too lengthy and writing as much as possible hoping that youhit upon something that matches the grading rubric criteria is also failure tounderstand the concepts. Do not submit vague and nonspecific information oryour grade will reflect failure to demonstrate understanding. Failure to followthe grading rubric will result in a non-passing grade and you have 1opportunity to submit assignments in this class, refer to the syllabus forgrading policy and submissions guidelines.
4. For instance, the background and significancesection outline clearly the following in the grading rubric: Identifiesand describes quality improvement (QI); its importance to healthcarefacilities, patients, and stakeholders. How this links QI to all levels ofnursing practice and specifically it’s importance to nurse leaders. What is thefirst step the nurse leader needs to take to fulfill the task assigned by theCNO with a detailed rationale that provides information about the specifictools and measures, interpretation, and application of the findings to guidethe nurse leader’s decision making about the QI initiative. This suggeststhat you are looking for a specific first step that involves a tool or measure,so that is hinting and suggesting the student should be familiar with how QI knowledge,skills and engagement are determined by a nurse leader.
5. St. Mary’s General Hospital Mission, Vision &Strategic Development Plan are provided for you along with this assignmentin Blackboard under the Assignments Tab. Please make sure that you are usingthe provided document to complete the assignment when the syllabus asks thatyou align the QI initiative with St. Mary’s mission, vision and strategic plan.
This assignment is to be submitted as an essay- with an introduction, questions developed at the graduate level, and a conclusion to summarize and synthesize key points. APA must be strictly followed. The page requirement for this project will be a
**MINIMUM of 10 pages not counting references and the cover page**.
**## StrategicDevelopmentPlanSt.MarysHospital.pdf**
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
1
MISSION, VISION & VALUES:
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
2
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
3
STRATEGIC PLAN:
VISION 2026
A Pledge from Our Leaders
While simultaneously fighting the impacts of COVID-19, our progressive teams at St. Mary’s General Hospital have been planning
with our community to chart a course for our future. It has galvanized our resolve to build on the compassion and excellence that
defines St. Mary’s, and grow stronger and healthier together within our organization and with our rapidly expanding, diverse and
innovative community.
With this backdrop, we are excited to introduce St. Mary’s Strategic Plan, a vision for the next 5-7 years, with two-year objectives to
propel us forward. We thank all who helped shape it – our staff, physicians, patients and families, local partners within and outside
healthcare, and the broader community. Their input helped us develop a new Mission, a new set of Values and a new Vision:
Inspiring Excellence. Healthier Together.
As we implement this strategic plan, we will gauge progress and adjust to meet new challenges. We will enhance our role as providers
of regional programs, and within a broader health system.
Together with our regional partner hospitals, St. Mary’s will accelerate collaboration with our region’s post-secondary institutions and
with Communitech, an innovation hub that supports local companies, some of which have a significant interest in advancing
excellence in health care. Together we will consider the future of health care through these innovations and learnings.
Five strategic priorities will guide our actions:
1. expand equitable access to high quality
2. empowered care
3. transform connected care with our partners and community
4. develop our team of today and the future
5. embrace new ways to innovate healthcare; and build for growth
All of this will bring focus to the diverse community we serve and ensure equity in care. Please join us as we evolve to serve you
better
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
4
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
5
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
6
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
7
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
8
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
9
Supporting Our Plan
Across all of our strategic priorities there are foundational enablers that will be critical in supporting the achievement of our 2026
strategic plan. Enablers are key elements that St. Mary’s must have in place to ensure successful implementation, sustainability and
measurement of the strategy.
Ensure our future fiscal sustainability Create a safe, healthy & sustainable place
to work for all staff, physicians and
volunteers
LONG-TERM OBJECTIVE
LONG-TERM OBJECTIVE
• Ensure financial sustainability of St. Mary’s now and
in the future in order to meet the growing needs of
our community.
• Build inspiring places to work that empower
dedicated and healthy staff by ensuring sustainable
support, care and growth opportunities
• Increase our focus on diversity and inclusion in the
way we work and do things.
24 MONTH OBJECTIVES
24 MONTH OBJECTIVES
• Develop a robust financial strategy to address current
gaps in funding.
• Develop a strategic Health Human Resources plan
• Identify new funding avenues with partners
particularly in areas such as innovation
• Improve the team retention rate
• Implement a reinforcing management system that
aligns with our vision and supports deployment and
sustainment of strategic priorities.
• Measure performance in achieving the strategic plan
and priorities.
– 1
– 2