TRANSFORMATIONAL

LEADERSHIP

We believe every nurse is a leader at Stanford Health Care, whether in a clinical or an administrative role. Guided by the transformational leadership of our Chief Nursing Officer, and compelled by the vision to heal humanity, our nurses are empowered to cultivate a culture of strong professional practice through strategic planning, advocacy and influence. Stanford nurses are visionary and strategic thinkers who are helping us transform our system to meet the demands of the future.  They use their professional knowledge to identify opportunities and implement measures to achieve clinical, operational, and leadership excellence from the bedside to the boardroom.  

strategic planning

Nurse Engagement

Sigma Theta Tau international

VALUE FOCUSED.

DIGITALLY DRIVEN

UNIQUELY STANFORD.

STRATEGIC ALIGNMENT

The Stanford Nursing & Patient Care Services Strategic Plan was developed through a collaborative and inclusive process, incorporating feedback from nurses and interprofessionals from all levels and practice settings across the organiziation.  The Nursing & PCS Strategic Plan aligns with the organization’s Integrated Strategic Plan, building on Stanford Health Care's areas of focus and incorporating Magnet® components and standards of excellence that we are called to uphold. 

 

our mission

Improving Human Health

through Discovery and Care

 

Through innovative discovery and the translation of new knowledge, we improve human health locally and globally. We serve our community by providing outstanding and compassionate care. We inspire and prepare the future leaders of science and medicine.

our vision

Precision Health: Predict. Prevent. Cure. Precisely


Heal humanity through science and compassion by leading the biomedical revolution in

Precision Health.

our values

Honesty

Excellence

Advocacy

Respect

Teamwork

At Stanford Health Care, we believe Nursing Excellence requires a Caring HEART

STRATEGIC PLAN

PATIENT CARE SERVICES

priority 1

Precision Health, Safety, Quality and Patient Safety

 

 

Cultivate exceptional practice patterns in the delivery of care that are guided by both evidence and research. Hardwire safety goals into daily operations

priority 2

Patient and Family Customer Experience

 

 

Create an environment that demonstrates excellence in the delivery of patient and family centered care

priority 3

Research

and

Innovation

Create a culture of clinical inquiry and research

priority 4

Education & Workforce Development, Diversity and Inclusion 

 

Create an environment that demonstrates excellence in physician/ nursing/ interprofessional collaboration that promotes individualized patient- and family- centered care through employee engagement. 

priority 5

Financial/ Operational Optimization Access to Care 

 

Achieve

productivity

targets

priority 6

Wellness 

Create an environment that supports a healthier internal and external community

priority 7

Technology

To promote IT systems supporting practice. Develop proficiency in application of technology-based approach to improve care and reduce patient safety events

priority 8

500P & 300P Transition

Successful transition to 500P and 300P reset

@Stanford Nursing 2018