Strategic and operational

planning
• Planning process
• Purpose of planning
• The organizational philosophy statement
• Goals and objectives
• Policies and procedure
• Rules and regulations
 The Planning Process
• Planning is the process used by managers to
identify and select goals and courses of action
for the organization
• The organizational plan that results from the
planning process details the goals to be
attained.
• The pattern of decisions managers take to
reach these goals is the organization’s
strategy.
 The Planning Process
Types of organizational planning:
1. Strategic planning:
- Extends 3 to 5 years into the future
- Begins with in-depth analysis of internal environment’s strengths and
weaknesses
- Reviews external opportunities and threats so realistic goals can be set
2. Operational planning :
- Done in conjunction with budgeting
- Develops departmental maintenance and improvement goals for the coming
year
 PURPOSE OF STRATEGIC PLANNING

• Clarifies beliefs and values of the organization

• Gives direction to the organization
• Improves efficiency
• weeds out poor or underused programs
• Eliminates duplication of efforts
• Concentrates resources on important services
• Improves communication and coordination of activities
 PURPOSE OF STRATEGIC PLANNING

• Provides a mind-expanding opportunity

• Allows adaptation to the changing
environment
• Sets realistic and attainable goals
• Helps ensure goal achievement
Three Stages of the Planning Process

Determining the Organization’s

mission and goals
(Define the business)

Strategy formulation
(Analyze current situation &
develop strategies)

Strategy Implementation
(Allocate resources & responsibilities
to achieve strategies)
 Planning Process Stages
• Organizational mission: defined in the mission statement
which is a broad declaration of the overriding purpose.
– The mission statement identifies product, customers and how the firm
differs from competitors.
• Formulating strategy: managers analyze current situation and
develop strategies needed to achieve the mission.
• Implementing strategy: managers must decide how to
allocate resources between groups to ensure the strategy is
achieved.
 Strategic Planning Process (cont.)
• Analysis of the agency’s internal and external environments
External assessment: opportunities and threats. Internal
assessment: strength and weaknesses SWOT
• Development and articulation of a conceptual image
• Clarification of values
• Development of a mission statement
• Development of a philosophy
 Strategic Planning Process (cont.)
• Identification of goals and objectives (nurse mangers)
• Identification of strategies for reaching the
goals
• Formulation of goals that are strategic and
organizational
• Specification of operational goals in the
nursing division and unit (e.g., nursing
division: orthopedics, rehabilitation unit)
 Strategic Planning Process (cont.)
• Development of objectives
• Development of strategies to meet objectives
• Development of policies for accomplishing goals and
objectives
• Development of procedures to supply a more specific guide
to action
• Implementation of strategies
• Evaluation of goals
- Production/operations
- Finance
- Marketing
 SWOT ANALYSIS
• Strengths
- Management development
- Qualifications of staff
- Medical staff expertise
- Facilities
- Location
- Quality of services
 SWOT ANALYSIS
• Weaknesses
- Scarcity of staff
- Financial situation
- Cash flow position
- Marketing efforts
- Marketing share
 SWOT ANALYSIS (cont.)
• Opportunities
- Nurse recruitment
- Physician recruitment
- Referral patterns
- New programs
- New markets
- Diversification
- Population growth
- Improved technology
- New facilities
 SWOT ANALYSIS (cont.)
• Threats
- Shortage of nurses
- Decrease in patient satisfaction
- Increase in accounts receivable
- Decrease in demands for services
- Competition
- Regulations
- Litigation
- Unionization
- Loss of accreditation
 Planning Tools
• Vision
• Values
• Mission
• Philosophy
• Goals
• Objectives
• Policies
• Procedure
 Planning Tools
• Vision: is a mental image or the power of imagination to see
some things that is not actually visible.
General Hospital vision statement
The vision for General Hospital is to be the most excellent health care
provider in the region by doing the following:
- Being the premier full-service, integrated health care delivery network
that provides a continuum of health services to diverse people
- Creating an environment that exceeds the expectations of our
customers
- ……
 Planning Tools
• Values: is the worth, usefulness, or importance of something.
Core values don’t change
The guiding values for General Hospital are as follows:
- Quality
- Compassion
- Fairness
- Integrity
- Innovation
- Fiscal responsibility
 Planning Tools
• Mission ( Purpose): organizations exist for a purpose.
Clarification of the mission or purpose is a high priority for
planning.
The mission of General Hospital
is to deliver comprehensive health care services to promote physical
and mental health; to prevent disease, injury, and disability; and to
promote healing of the body, mind, and spirit. Related instruction, public
service programs, and research will facilitate high-quality health care .
 Planning Tools
• Philosophy: the philosophy articulates a vision
and provides a statement of beliefs and values
direct one’s practice. It should be written,
included in appropriate documents such as
the staff hand-book and annual reports and
reviewed periodically
 Philosophy
• Philosophy of General Hospital
General Hospital is committed to assessing and meeting the
physical, emotional, spiritual, environmental, social, and
rehabilitative health needs of the citizens in the region. The
worth, dignity, and autonomy of individuals (customers,
employees, and others) are recognized, as is each individual’s
right to self-direction and responsibility for his or her own life.
Individual uniqueness will be considered when assessing
needs and delivering quality care
 Planning Tools
• Goals and Objectives: G & O state actions for achieving the mission and
philosophy.
G & O may address services rendered, economics, use of resources-people,
fund, facilities- innovations, and social responsibilities.
Objectives are
selective rather than global,
multiple and cover a wide range of activities
* The institution is organized and staffed to accomplish its goals.
* It is appropriate for staff members to determine unit goals and objectives
 SAMPLE GOALS AND OBJECTIVES

• GOAL
Develop and implement staff development programs to meet the need for increased
.
knowledge

• OBJECTIVE
Develop and implement at least 12 staff development programs by the end of the
fiscal year
(objectives are more specific ways to reach the goals)
 Planning Tools
Goals Should be SMART
• S – Specific
• M- Measurable
• A- achievable
• R-Realistic
• T-Time frame
 Policies and Procedure
• Policies and Procedure are means for accomplishing
goals and objectives.
• Policies: explain how goals will be achieved and serve as guides that define
the general course and scope of activities permissible for goal accomplishment .

• Policies serve as a means by which authority

can be delegated
 Policies
• Policies should be:
• Comprehensive in scope
• Stable
• Flexible to be applied to different conditions
• Consistency
• Fairness
• Written and
• understandable
 Policies
• Policies can be implied or expressed .
• Implied policies are not directly voiced or written but are established by patterns

or decision
• Expressed policies may be oral or written.
Oral policies are more flexible than written ones
• Internal and external policies
• Originated policies are usually developed to guide
subordinates in their functions
• Evidence-based practice information is useful for developing policies and
procedures
 Policies and Procedures

• Most polices related to patient care activities.

• Policies may also related to timeliness, absenteeism, and

participation in agency committees.

• Important policies may be reinforced by discussions at intershift

report, posted signs, and frequent staff education
 Policies and Procedures

• Some policies are so important to the organization

• every one should know it and adhered to it always

• Ex. “all staff will knock on the resident’s door and wait for
acknowledgment before entering the room.”
 Procedures
• Procedures supply a more specific guide to action than policy does. They help
achieve a high degree of regularity.
• Procedures manuals provide a basis for orientation and staff development and are
a ready reference for all personnel.
• Procedures can:
• Increase productivity
• Reduce cost
• Answer the questions why work is done, by whom, when, where, and how
• Each step in the procedure leading to the accomplishment of a goal should be
necessary and in proper relationship to the other steps.
 GUIDELINES FOR PROCEDURE FORMAT

• Title
• Policy statement
• Scope
• Purpose (optional)
• Assessment and planning
- Nursing considerations
- Cautions
- Resources
 GUIDELINES FOR PROCEDURE FORMAT (cont.)

• Implementation
- Sequence of interventions/rationale
- Cautions
• Evaluation
• Documentation
• Authorization signature
• Reference
• Written by
• Date of revision(s)
• Date of review(s)
 Standards Nursing Practice

• The general standards of nursing practice that specify

expected behaviors of the RN can be used as a basis for
measuring the performance of RNs.

• The American Nurses Association (ANA) has developed both

generic standard for nursing practice and specialized
standards of nursing practice
 Standard of Care

• Identify specific expectations regarding processes that must be

implemented in the care of patients.

• in acute care facility, the Joint Commission has a standard of

care for effective pain management.

• Based on this, the nurse could be evaluated for his or her role in
achieving that outcome.