WEBVTT

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- [Julia] So, today,
I would like to give you just some

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highlights of where we've been,
what we've done with the strategic

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planning process because you will have
some recommendations coming to you for a

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vote at this delegate assembly.

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We are planning in the three-year cycle,
and the delegate assembly has the

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responsibility of adopting the mission and
the strategic initiatives.

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So during this cycle,
we looked at the purpose,

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we looked at the mission,
we looked at the vision,

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and we looked at all four of the strategic
initiatives, with the question, really,

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of where do we want to be at our Golden?

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At our 50th anniversary,
where do we want to be?

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So, at the mid-year meeting,
several of you saw this slide.

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And I think David presented this them,
but just kind of showing you where

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we've been, the process that we followed
in gathering information,

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in working first, as a board of directors,
then with you all as the membership,

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then in smaller groups and asking for
feedback, and commentary, which we got.

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And we appreciate it very much.

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And the board did take everything into
consideration.

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When I mentioned celebrating our Golden
Anniversary, some of the things we think

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about is that Boards of Nursing are
consistently ranked

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among the top-performing regulators.

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And I think we would all agree with that.

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I would tell you even that the other
regulators in my state would be first

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to say that they look to the Board of
Nursing often for direction and

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for guidance, just as we look to
NCSBN, for that.

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And I think many of our nursing colleagues
throughout, not just the country,

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but throughout the world,
does the same thing.

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So, we've looked at the evidence that's
out there, we've looked at as best we can

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at what the environmental scan indicates,
may be on the horizon.

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And at mid-year, I really felt like we got
an overwhelming amount of support.

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You know, everybody never
agrees on everything,

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but the major things we were all in
alignment on.

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And I think all of the objectives that
were put forth to you,

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were deemed as being very important.

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So, I'm not going to go into great detail
about this, but I will tell you that we

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did not make any changes to the purpose,
in reviewing the purpose.

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We did not make any changes to the values.

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We felt that the values still stood on
their own and were essentially timeless.

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The mission statement,
we did propose a change.

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The current mission statement said that
NCSBN provides education, service,

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and research through collaborative
leadership to promote evidence based,

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regulatory excellence,
for patient safety and public protection.

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First of all, that's a mouthful.

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So that's a bit of a long
mission statement.

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And our proposed one is just a little more
powerful statement, if you will.

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NCSBN empowers and supports nursing
regulators in their mandate

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to protect the public.

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The board felt that the current mission
statement lacked a bit of precision and

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was rather repetitious.

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So, we did feel that that it was improved
and strengthened by this proposed change.

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The vision was also updated.

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The current vision statement was advanced
regulatory excellence, worldwide.

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And as I mentioned this morning,
I think we feel that we have advanced it.

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I think we very actively advanced it
worldwide.

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So, looking forward,
we want to be leading

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regulatory excellence worldwide.

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So, that is the proposed vision statement.

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Strategic Initiative A is the only
strategic initiative in which we're

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proposing a change.

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And before I speak to that change,
I would just go through and share with you

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the other strategic initiatives.

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So we've had four, lettered A through D.

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Strategic Initiative B is to "Champion
regulatory solutions to address

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borderless healthcare delivery."

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We made no changes to that wording.

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Strategic Initiative C is "Expand the
active engagement and leadership potential

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of all members."

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And again, we felt that language was broad
enough and strong enough that it did not

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warrant a change.

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Strategic Initiative D was "Pioneer
competency assessments to support the

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future of healthcare and the advancement
of regulatory excellence."

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And again, we felt that strategic
initiative was broad enough and

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needed no change.

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But for Initiative A,
the proposed change...the current

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Strategic Initiative A is "Envision and
refine regulatory systems for increased

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relevance and responsiveness to changes in
healthcare."

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What we are proposing is "Promote agile
regulatory systems for relevance and

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responsiveness to change."

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And our rationale for that was having made
good progress on setting direction

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with the production of regulation 2030,
and due to increased scrutiny of

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occupational licensing boards, we wanted
to, again, change and pursue a more

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contemporary framework that would lend
itself to the agility that David mentioned

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earlier today, necessary for us to really
be relevant and be responsive.

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So, as I said, those are the only changes.

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But you will be asked to vote on those
changes tomorrow.

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No, tomorrow or the next
day, Friday, Friday.

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You will not be asked to vote on these
tomorrow, so you'll have time

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to think about them.

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The next steps after that will be actually
enlisting your help, you the membership,

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in helping the Board of Directors
release, delineate then

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the strategic objectives,
and outcomes, and measurements that we

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will all look to see if we're hitting the
mark on those initiatives that we do have.

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So, this is a living,
breathing document that we'll all,

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I think, look to to guide us and give us
the direction that we need

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as an organization.

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So, we've tried to be responsive to what
we heard, to have the vision to keep us

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moving forward, keep us in that making
progress, as Benjamin Franklin would say.

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And I hope and believe this can do that.

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I would be happy to
entertain any questions.

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We do have about a three-minute video that
I'm going to show after this.

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But I'm happy to entertain questions
before we show the video.

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Okay, if you think of any, and sometimes
you will after you leave a meeting,

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please feel free to come up to
me or any of the board of directors or

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David for any question or clarification
that you have.

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- [Woman] Strategic Planning can be
complex, but its aims are simple,

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to help an organization move forward and
to support its mission and

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achieve its vision.

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NCSBN is constantly improving and evolving
to meet the challenges associated

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with public protection,
establishing clear measurable initiatives

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that further our core purpose of serving
the needs of our members in acting

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in the public interest.

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The NCSBN Strategic Plan for 2020 through
2022 is focused on four initiatives.

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The first initiative is to promote agile
regulatory systems for relevance and

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responsiveness to change.

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Given the evolving dynamics in healthcare
and the increasing demands to reform

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occupational licensing,
NCSBN recognizes the need to be on the

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cutting edge of evidence-based change

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and contemporary regulatory
systems development.

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NCSBN is a thought leader committed to
delivering jurisdiction-based

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and evidence-informed regulation.

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To effectively reach this goal,
NCSBN continues to collaborate

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with stakeholders to develop and improve
regulatory processes.

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NCSBN's second initiative is to champion
regulatory solutions to address

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borderless healthcare delivery.

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Work on the Nurse Licensure Compact has
cemented NCSBN's position as a pioneer

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in developing a borderless healthcare
system in the U.S.

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Legislative and other challenges continue
to emerge, based on mobility

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of professionals and patients,
as well as the increased demands and use

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of technology, consulting,
and education across borders.

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NCSBN is vigilant to current and emergent
issues, and proactive in anticipating

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how regulators can
respond to new challenges in ways that

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increase public protection.

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The third initiative is to expand the
active engagement and leadership potential

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of all members.

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The organization remains committed to
developing programs and services that

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address member needs and improve their
performance.

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NCSBN collates examples from around the
world and facilitates the sharing

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of best practices, mentoring of talent,
and diffusion of expertise.

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The leadership of members and their active
engagement in NCSBN is crucial to the

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organization's ability to achieve its
vision, mission, and objectives.

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The final initiative is to pioneer
competency assessments to support the

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future of healthcare and the advancement
of regulatory excellence.

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The NCLEX exam remains the industry
benchmark for consistency and value.

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NCSBN is dedicated to providing state of
the art competency assessments that are

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psychometrically sound, secure,
and legally defensible.

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NCSBN is focused on enhancing precision of
measurement, optimizing the delivery

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of the NCLEX, and exploring alternative
usages of exam items.

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This strategic plan is NCSBN's roadmap for
the next three years.

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It will shape and guide what NCSBN is,
how we serve our members, what we do,

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and why we do it.

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Ambitious and future-focused,
it honors the strong foundation NCSBN has

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built and rises to meet the needs of
nursing regulations domestically

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and internationally,
now and in the future.

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Learn more about NCSBN Strategic Plan
@ncsbn.org.

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♪ [music] ♪