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Operational & Strategic Planning Unit III Ch. 7
Presented by Pamela Roberts, MSN RN
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2 ………….. He who fails to plan, plans to fail. –Anonymous
Planning is deciding in advance what to do, who will do it, how, when, where it is to be done
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3 Planning Short- and long-term goals Changes Resources
Needed to ensure the unit will continue to meet short and long term goals Resources
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Traits for effective planning
4 Traits for effective planning Leadership characteristics - flexibility - energy Management skills - data gathering - forecasting (predicting/anticipating what’s going to happen) - transforming ideals into action
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5 Types of planning Reactive Inactivism Preactivism Proactive
Occurs after a problem exists, directed at returning organization to previous, comfortable state Inactivism Seek the status quo (the state in which before) The same ol’ same ol’. Try to prevent change and maintain conformity, very slow to change Preactivism Future oriented, and utilize technology to get the change done faster. They don’t value experience, the future is always more preferable than the present. Proactive consider the past, present, and future. They try to plan for the future of their organization rather than react to it. Very adaptable.
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6 Forecasting Trying to estimate how a condition will be in the future
Unwilling to forecast Impedes efficiency and effectiveness Novice nurse manager will often fail to forecast. They fail because they didn’t plan for bad things to happen and when they do, they go into crisis mode.
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7 Strategic planning Time span – Organizational level Unit level
Long range or strategic plans, usually 3-10 years Unit level Greater than 6 months in the future
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8 SWOT analysis S – strengths W – weaknesses O – opportunities
Internal attributes that help an organization achieve its objectives W – weaknesses Internal attributes that challenge an organization to achieve its objectives O – opportunities For external conditions that promote achievement of organization objectives T – threats External conditions that challenge or threaten the achievement of organizations objectives
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9 Balanced scorecard Development of performance measurement indicators, data collection, and then analyze that data from 4 different perspectives: - financial - customers - internal business processes - learning and growth Best scorecards are those that are continuously tweaked and being looked at, reevaluated
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10 steps for effective strategic planning
1. Clearly define purpose of organization 2. Establish goals & objectives Need to be realistic and related to the mission of the organization 3. Identify organization’s external stakeholders People invested in your organization 4. Communicate goals & objectives to stakeholders 5. Develop a sense of ownership of the plan
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10 steps for effective strategic planning, cont.
11 10 steps for effective strategic planning, cont. 6. Develop strategies to achieve goals 7. Ensure the most effect use of resources 8. Provide a base which process can be measured 9. Provide a mechanism for informed change as needed 10. Build a consensus about where the organization is going
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Strategic planning past & present
12 Strategic planning past & present Historically – long-range planning for health care organizations has been accomplished by top-level managers & board of directors Presently – for success, input from all, middle-level managers, subordinates from all organizational levels, all departments
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13 Planning hierarchy
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Organization’s statements
14 Organization’s statements Vision statements – describe future goals or aims of an organization, should require all organization members to stretch their expectations, aspirations, and performance Mission statement – a brief statement identifying the reason that an organization exists. Know the difference b/w these two for testing purposes
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Organization’s statements, cont.
15 Organization’s statements, cont. Philosophy statements – comes from the purpose or mission statement & delineates the set of values & beliefs that guide all actions of the organization
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Societal philosophies
16 Societal philosophies Values – society and organizations have sets of beliefs that guide their behavior. These philosophies are called values. - Profoundly affect health care policy formation & implementation
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Individual philosophies & values
17 Individual philosophies & values Shaped by the person’s experiences Examine your value system - recognize that the role it plays in how decisions are made & conflicts are resolved
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18 Value criteria There are 4 criteria a value must meet
1. Freely chosen 2. Prized & cherished 3. Consciously & consistently repeated 4. Positively affirmed & enacted If doesn’t meet all 4, it is a value indicator
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19 Goals & objectives Goal – the desired result toward which effort is directed - Goal dangers – 1 – may be in conflict with one another 2 – may not truly reflect organizational goals, but may be more individual or personal goals 3 – it’s hard to tell if they are attainable Objectives – identify how and when goal is to be accomplished
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20 Policy & procedures Policy - is a statement of expectations that sets boundaries for action taking & decision making Implied policies – neither written or expressed verbally Expressed policies – delineated verbally or in writing Procedures – are plans that establish customary or acceptable ways of accomplishing a specific task Procedure plus – facilitate delegation, reduce cost, increase productivity, and provide a means of control Policy & Procedures – committee usually of one person or a small group, it’s an ongoing task with EBP. Problem is they don’t get a lot of input, just the input of the members of the committee
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21 Rules Rules – describe situations that allow only one choice of action Fairly inflexible, the fewer rules the better. Should be enforced to maintain organizational structure. Keeps morale from breaking down.
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Overcoming barriers to planning
22 Overcoming barriers to planning For successful organizational planning, managers should: - Have movement directed at specified goals & objectives - Have a flexible plan - Include all people & units in the plan that could be affected by the plan - Have plans which are specific, simple, & realistic - Know when to plan & when not to plan - Have good plans with evaluation checkpoints
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Integrating leadership roles & management function in planning
23 Integrating leadership roles & management function in planning Be sensitive to environment Be able to appraise accurately the social & political climate Be willing to take risks Need to be skilled in determining, implementing, documenting, & evaluating all types of planning in the hierarchy of the organization Must have interpersonal leadership skills needed to inspire & involve subordinates in the planning hierarchy. Must be receptive to new & various ideas
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24 Questions
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