Three-Year Roadmap:  Prioritized Key Actions
The Summit participants created a collective 10-year vision and created "vision statements" for each pillar in the ideal, future state.  The participants also created a number of strategies for the 3-year action plan, and the audience prioritized these strategies with the use of the electronic voting equipment provided by Audience Response System.  The following lists the vision statements and prioritized key actions per pillar as agreed upon by the participants during the Summit.

KEY ACTIONS:  MANAGEMENT and LEADERSHIP
Vision Statement:  Revolutionary leadership that drives, empowers, and executes the transformation of healthcare.

• Publish TIGER outcomes and execute 3-year action plan. (40%)
• Identify strategies for increasing the power, influence and presence of nursing through professional organizations in governmental and legal bodies. (35%)
• Create specific leadership, management, education, and development strategies. (31%)

KEY ACTIONS:  EDUCATION
Vision Statement:  Collaborative learning communities that maximize the possibilities of technology toward knowledge development and dissemination, driving rapid deployment and implementation of best practices.

• Reform the nursing curriculum through integration of IT, information literacy, and informatics and the infusion of technologies for learning. (65%)
• Seek funding to develop and implement learning innovations, foster faculty development, and ensure necessary infrastructure. (41%)
• Identify, model, and implement collaborative partnerships among public and private academic, service, and industry enterprises. (40%)
• Increase faculty acceptance of technology through education and training, incentives, and necessary supports. (38%)
• Convene a national group to develop strategies for the recruitment, retention, and training of current and future workforces in informatics education, practice and research. (37%)

KEY ACTIONS:  COMMUNICATION and COLLABORATION
Vision Statement:  Standardized, person-centered, technology-enabled processes to facilitate teamwork and relationships across the continuum of care.

• Convene stakeholders to establish, disseminate, and support the vision, core values, and goals. (46%)
• Benchmark, measure, and report criteria for communication and collaboration achievement. (43%)
• Localize TIGER vision by creating regional sharing (among practice, education, research, and informatics.) (36%)
• Establish demonstration projects to model collaborative relationships across the continuum of care. (34%)

KEY ACTIONS:  INFORMATICS DESIGN
Vision Statement:  Evidence-based, interoperable intelligence systems that support education and practice to foster quality care and safety.

• Include multidisciplinary end-users in the design and integration/incorporation of informatics that is intuitive, affordable, usable, responsive, and evidence-based across the continuum of care. (36%)
• Develop guidelines for integrating informatics infrastructure:  intelligence systems, IT hardware architecture, data documentation and warehousing, universal database and portals of knowledge. (24%)
• Design systems that promote the mining and use of data for analysis, clinical decision-making, and measurement to improve the quality of care. (21%)
• Create and implement multidisciplinary, multilingual standards. (20%)

KEY ACTIONS:  INFORMATION TECHNOLOGY
Vision Statement:  Smart, people-centered, affordable technologies that are universal, usable, useful, and standards-based.

• Integrate interoperability of IT standards and needs with clinical standards (practice and education). (31%)
• Educate practice and education communities on IT standards and establish hard deadlines for adoption. (25%)
• Strive for secure and reliable access to IT based on needs and standards. (21%)

KEY ACTIONS:  POLICY
Vision Statement:  Consistent, incentive-based initiatives (organizational and governmental) that support advocacy and coalition-building, achieving and resourcing an ethical culture of safety.

• Require nurses' involvement in a national health IT agenda, congressional testimony, and participation in policy decisions at all levels regarding technology that supports ethical, safe patient care. (54%)
• Establish consistent, agreed-upon IT standards. (50%)
• Obtain funding for curriculum expansion, research, and practice in nursing informatics and information technology. (49%)
• Identify incentives that support the adoption of innovative technologies. (35%)
• Support a personal health record (PHR) for every person in the United States. (35%)

KEY ACTIONS:  CULTURE
Vision Statement:  A respectful, open system that leverages HIT across multiple disciplines in an environment where all stakeholders trust each other to work together toward the goal of high quality and safety.

• National marketing campaign to promote the value of technology in a multidisciplinary way that supports an accepting culture.
• Include HIT in every strategic plan, mission and vision statement.
• Evaluate current processes and redesign as needed.
• Use of HIT is embraced (and value is articulated) by executives, deans, all personnel (including point-of-care clinicians), and students with the acknowledged goal of high-quality care and safety (for patients, students, and staff).
• Establish multidisciplinary teams that embrace a shared vision and operate cohesively to push for broad technology integration within/across the entire organization.
• Develop mutual respect between/among clinicians who may bring different skills and knowledge; e.g., create/develop process in which experienced, veteran nurses mentor new nurses, and new nurses who know how to use HIT mentor the veteran nurses:  "two-way mentoring."
• The culture supports/promotes adoption of HIT and discourages "workarounds" by the users; culture is non-punitive in that when a user is doing their best to use HIT correctly and avoid errors, they are not "shamed" when they make a mistake and the organization can learn from that experience.