The College's 2023 Annual Report is available now.

Read more
Members of a health care team working on a planning exercise, standing behind a glass panel covered with sticky notes

Strategic Plan 2024-2028

With a more proactive, approachable and engaged outlook, our strategic plan focuses on areas where the College’s unique role and strategic contributions can bolster patient safety and deliver broader benefits to all who receive care in Manitoba.

Strategy Overview

Five Year Outlook

The College is moving forward into a new strategic plan which will inform our direction for the next five years, from 2024 through 2028. Our four main priorities – our strategic imperatives – are centered on taking bold action and embracing strategic change. By the end of this strategy lifecycle, the College aims to have earned a durable reputation with its stakeholders and the public as a trusted, forward-looking, approachable, and collaborative partner.

 

Bringing together diverse perspectives

As we worked to build out this plan, we consulted a wide range of key informants and stakeholder groups including health system and regulatory leaders, nursing educators and managers, government officials, Indigenous nurses, members of the public, and College staff. These perspectives helped guide Council in identifying strategic principles and critical areas where the College can exert positive influence and deliver meaningful solutions for public benefit.

How we’ll get there

Through strategic use of our unique data, building productive partnerships, and modernizing our processes, we will work to be more accessible to partners, valued by government, and trusted by registrants. Our organizational focus will stay zeroed in on our core regulatory mandate as we adapt to a changing operating environment and work to expand the importance and impact of registered nurses in the modernization of Manitoba healthcare.

Leadership Perspectives

Deb Elias, RN, CEO/Registrar

As we move into 2024, we are looking forward to a new year. We are also looking forward to a new strategic plan which provides direction for Council and the College for the next five years. It’s an ambitious plan, but it also holds to the College’s core regulatory mandate. 

Community Consultation

The strategic plan was developed following extensive consultation with the College’s stakeholders. The consultation identified several factors that could impact the public’s access to safe, competent care which were considered during development.

Focus on Critical Areas and Our Mandate

We want to take leadership in critical collaborations and contribute in a meaningful way. Through the strategic plan we want to modernize our approach to regulation and work with system partners toward impactful solutions that are focused on patient safety. 

The plan focuses on our mandate, while expanding our data analytics to provide unique insights for decision making, focusing on continuous improvement and a customer-oriented approach, and engaging in meaningful reconciliation action based on input from Indigenous stakeholders.

Our overall goal

Our goal with the strategic plan is to transform the College of Registered Nurses of Manitoba so it’s recognized as more strategic, approachable, collaborative, and forward-looking in a dynamic and transforming healthcare system. 

Noah Gatzke, RN(NP), Council Chair

The College’s new strategic plan articulates where we aim to be in 2028 and includes a strategy that outlines how it will be operationalized. The journey and process to create the plan was challenging, intensive, comprehensive, and exhaustive, but ultimately very rewarding and I believe the results will be meaningful and effective.

Defining Strategic Principles and Relationships

The plan clearly defines the future goals of the College including where we want to be in terms of risk philosophy, bounds of the mandate of the College, and relationships with external stakeholders and partners. As part of the plan, Council approved four strategic imperatives that will help position the College and Council to be effective in governing the profession.

Moving Forward to Implementation

Implementation of this strategic plan will help adapt regulatory practices to align with a changing health care system, facilitate collaborative leadership by the College, enhance equity and reduce bias in support of safe and appropriate nursing care, modernize operations, and give Council, leadership, and staff the capacity and ability to function effectively in a complex regulatory environment. 

Council is excited for this strategic plan to be put into action. 

Strategic Imperatives

Data Strategy

Objective: The College of Registered Nurses of Manitoba becomes the most trusted source of registered nursing data in Manitoba and the first call of government and media.

How we will demonstrate progress:

  • Develop reports on emerging issues and trends
  • Increased sharing of anonymized data with the public and stakeholders
  • Enhanced agility to respond to data requests

Continuous Improvement & Customer Orientation

Objective: To enhance supports for College staff to improve processes and to make those processes efficient, customer oriented, and consistent.

How we will demonstrate progress:

  • Identify and implement a principle-based approach to continuous improvement
  • Key stakeholders are actively engaged in process improvement initiatives

Health Human Resources

Objective: To create a comprehensive provincial profile of registrants to support decision makers in addressing current health workforce challenges and planning for future needs.

How we will demonstrate progress:

  • Define current state of the health workforce for registrants
  • Development of a projection model using the College’s data
  • Partnerships with stakeholders to provide insights supporting long-term HHR plans

Reconciliation

Objective: To engage in meaningful reconciliation action in registered nursing regulation, cultivating relationships with Indigenous community members, healthcare practitioners, leaders, Elders and Knowledge Keepers.

How we will demonstrate progress:

  • Develop a reconciliation action plan informed by relationship building and engagement
  • Articulating and sustaining an institutional commitment to cultural humility

Read our statement of commitment to reconciliation action

Strategic Imperatives