Powerpoint Main Final

8/12/2019 Powerpoint Main Final

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Strategic Planning

In the absence of clearly defined

goals, we are forced toconcentrate on activity andultimately become enslaved by

it. -Chuck Conradt

By: Miranda Fleming, Kelley Ellis,& Stephanie Cordell


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Leadership Roles and Management

Functions Associated with the Planning

Hierarchy and Strategic Planning

Skills needed by the leader-manager toimplement the planning hierarchy andstrategic planning.

Leadership roles in management functionsinvolved in developing, implementing, andevaluating that hierarchy.


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Leadership Roles

Assesses The number one driving force

Demonstrates Proactive rather than reactive planning

Influences

Group members Clarifies

Value of the employee

Encourages Employee involvement

Communicates Goals and values

Receptive To new and varied ideas

Role models Proactive planning to employees


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Management Functions

Knowledgeable Political, economic, and social

Demonstrates Appropriate planning techniques

Organizes Participation opportunities

Coordinates Unit level planning to be congruent with

organizational goals

Assess Unit assets and resources

Develops & Articulates Unit goals and objectives

Reviews If the goals are being met and if not, what changes

need to be made

Participates In unit planning and organization


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Strategic planning is a management toolused by organizations to stay focused onthe mission, to set priorities, and to fostergrowth and development.Cynthia M. Howe

We must do a better job of preparingand supporting the development of nurse

managers. These managers lead a hugepart of our healthcare business, and itmakes good sense to ensure they are asprepared and as competent as possible.Katherine Vestal


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Funny Mishaps
http://funnyfilez.funnypart.com/funny_videos_files/FunnyPart-com-funny_mishaps.wmv


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Planning

Reactive Occurs after a problem exists

Inactivism Another type of conventional

planning

Preactivisim

Future-oriented, technology driven Interactive or Proactive

Attempt to plan future of theorganization


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Planning Hierarchy

Mission

Philosophy

Goals

Objectives

Policies

Procedures

Rules


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Mission

Mission Statement

A brief statement identifying the reasonthat an organization exists

Vision Statement

Future oriented


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California Pacific Medical Center

Mission Statement

Our mission is to serve ourcommunity by providing highquality, cost-effective health careservice in a compassionate andrespectful environment, which issupported and stimulated by

education and research.


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California Pacific Medical Center

In an effort to involve the employees at the unit levelin the organizations mission and long-term goals theycreated several programs.

Implemented a series of ten mandatory workshops forall of their 5,000 employees in an effort to improve

client care and satisfaction. The CEO hosts a brown-bag luncheon once a month

allowing every employee to participate in voicingconcerns about new or existing policies andsuggestions for improvement.

In addition, those employees unable to attend werestill given a chance to voice their concerns through amonthly newsletter that the CEO would then personallyrespond to.

An ongoing reward system was instituted to giverecognition to exemplary employees.


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Joels story:

Joel was an avid storyteller who was diagnosedwith vocal cord cancer

The nurses created a calming environment,providing him with many resources and

counseling Because of his great experience at the hospital he

was compelled to become an employee


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Philosophy

Organizational Flows from the mission statement and defines the set of values

and beliefs that guide all actions of the organization

Nursing The concepts of holistic care, education, and research

Societal Sets of beliefs that guide their behavior, called values Individual

Values Shaped by the socialization process experienced by thatperson

Value criteria 1. It must be freely chosen from among alternatives only after

due reflection 2. It must be prized and cherished 3. It is consciously and consistently repeated (part of a pattern) 4. It is positively affirmed and enacted


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Goals

Goal The ends toward which the

organization is working

The desired result toward which effortis directed

Measurable and ambitious, but realistic

Goals are quantifiable waysstations we aspire to as we attempt

to fulfill our mission. Objectivesare shorter-term but equallymeasurable activities required toreach ones goals. Paul Willging


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Objectives

Objectives

Identify how and when thegoal is to be accomplished

Process objectives

Are written in terms of the method tobe used

Result-focused objectives Specify the desired outcome


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Policies and Procedures

Policies Plans reduced to

statements or instructions

that direct organizations intheir decision making

Implied policies Not written or verbally expressed, and

usually developed over time Expressed policies

Delineated verbally or in writing


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Procedures

Procedures

Plans that establish customary oracceptable ways to accomplishing a

specific task and outline a sequence ofsteps of required actions.


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Rules

Rules and Regulations

Plans that define specific action ornonaction

Describe situations that only allow onechoice of action

Least flexible


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Overcoming Barriers to Planning

Omitting Goals or Objectives The organization can be more effective if movement

within it is directed at specified goals and objectives

Lack of Flexibility The plan must be flexible to reach a goal, and allow for

readjustment as unexpected events occur Lack of Communication & Buy-in

Manager should include in the planning process peopleand units that could be affected by the course of action

Unrealistic Expectations Plans should be specific, simple, and reasonable

Over- & Under-Planning Know when and when not to plan

Failure to Execute the Plan Have built-in evaluation checkpoints


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Strategic Planning in the

Organization

Strategic planning as a management process includesthe following steps:1. Clearly define the purpose of the organization2. Establish realistic goals and objectives consistent with the

mission of the organization

3. Identify the organizations external constituencies orstakeholders, then determine their assessment of theorganizations purposed and operations

4. Clearly communicate the goals and objectives5. Develop a sense of ownership of the plan6. Develop strategies to achieve the goals7. Ensure the most effective use of resources is made8. Provide a base from which progress can be measured9. Provide a mechanism for informed change as needed10. Build a consensus about where the organization is going


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The purpose of learning about thefuture is not to predict it but tounderstand the elements that shapeit and to envision desirablecircumstances, so that progress canbe made toward a preferred future

rather than a catastrophic one(Dickenson-Hazard,2003,p.4)


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Forces Effecting Long-Term Plans

Changes in the future of the healthcare organization Change in information technology

Will result in elimination of duplication and provide immediateaccess of information

Change in patient demographics

The increasing number of seniors (baby boomers) will createenormous demands on the healthcare system

Change in economics US ranks 21stin life expectancy and 27thin infant mortality Cost of drugs is highest in the world

Changes in providers Nurses will continue to decrease in supply and some

physician specialties will increase in supply


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Other factors influencing the future

The healthcare industry will be moving away fromillness care to wellness care to reduce the demand forexpensive, acute care services (health promotion)

There will be a shift from revenue building to costmanagement maximizing utilization of limited

resources Instead of professional independence there will be a

move towards managed care Providers will become increasingly responsible for the

quality outcomes their patients experience Transition from continuity of provider to continuity of

patient information by having complete, accurate, andtimely information that moves with the patient The shifts and trends affecting healthcare are

constantly changing it is very difficult to proactivelyplan for such change, so managers must take abroader approach in the strategic planning process.


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Integrating Leadership Roles and

Management Functions in Planning

Leader-Manager must be skilled in determining,implementing, documenting, and evaluating all types ofplanning in hierarchy

The leader should demonstrate a proactive rather than areactive management style to employees

Manager draws on the philosophy and goals established toimplement planning

Manager appropriately assesses the constraints, assets, andresources available for planning

Manager draws on leadership skills in creativity, innovation,and futuristic thinking to translate philosophies into goals,goals into objectives, and so on down the planning hierarchy

Leader-Manager will develop the interpersonal skillsnecessary for inspiration of employees

Leader-Manager must be receptive to new and varied ideas The Leader-Managers final step in the process involved

articulating identified goals and objectives clearly


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Strategic Planning in a Clinical Setting

You are a nurse chosen to be on theboard of a major county hospital,the board has begun the strategicplanning process for the year


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Key issues to consider in developing

the strategic plan:

Quality Sample result oriented Goal:To reduce medication administration errors by 10%

Information Technology Consider implementation of electronic charting/drug administration system

Staff Levels Analyze staff to patient ratios Are nurses overworked? What is the customer satisfaction level?

Baylor of Garland case study

Baylor of Garland still uses paper charting -- because of this it is easier for medication errorsoccur

Access Sample result oriented Goal:Provide care to 15% more patients than we did last

year Assess resources available to achieve the objective

How much additional staff will be needed? How much additional space will we need?

Will we need new construction? New wing or modular building?

How will we pay for the addition seek funding, charity or debt financing?

Cost Sample result oriented Goal:Increase the accuracy of billing for supplies by 5%

Implement incentive-based motivation for staff to decrease wasted supplies Consider implementing a competition for the least amount of supplies wasted, winner gets first

right on holiday scheduling decisions Require supply charge to patient Consider implementing additional policies for supply uses? (Example: Mandatory workshops on

improving sterile technique)


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Discussion

Would you be willing to havefewer healthcare choices ifaccess could be granted to all?

Is it possible for access to begranted to all?

Do you think there should beuniversal coverage?

Do you believe the cost ofuniversal coverage should bepicked up by the consumer orby the employer?

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