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Strategic Planning


Strategic Planning In the absence of clearly defined goals, we are forced to concentrate on activity and ultimately become enslaved by it. -Chuck Conradt – PowerPoint PPT presentation

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Title: Strategic Planning

Strategic Planning
  • In the absence of clearly defined goals, we are
    forced to concentrate on activity and ultimately
    become enslaved by it. -Chuck Conradt
  • By Miranda Fleming, Kelley Ellis, Stephanie

Leadership Roles and Management Functions
Associated with the Planning Hierarchy and
Strategic Planning
  • Skills needed by the leader-manager to implement
    the planning hierarchy and strategic planning.
  • Leadership roles in management functions involved
    in developing, implementing, and evaluating that

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

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

  • Strategic planning is a management tool used by
    organizations to stay focused on the mission, to
    set priorities, and to foster growth and
  • Cynthia M. Howe
  • We must do a better job of preparing and
    supporting the development of nurse managers.
    These managers lead a huge part of our healthcare
    business, and it makes good sense to ensure they
    are as prepared and as competent as possible.
    Katherine Vestal

Funny Mishaps
  • 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 the organization

Planning Hierarchy
  • Mission Statement
  • A brief statement identifying the reason that an
    organization exists
  • Vision Statement
  • Future oriented

California Pacific Medical Center Mission
  • Our mission is to serve our community by
    providing high quality, cost-effective health
    care service in a compassionate and respectful
    environment, which is supported and stimulated by
    education and research.

California Pacific Medical Center
  • In an effort to involve the employees at the unit
    level in the organizations mission and long-term
    goals they created several programs.
  • Implemented a series of ten mandatory workshops
    for all 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 voicing
    concerns about new or existing policies and
    suggestions for improvement.
  • In addition, those employees unable to attend
    were still given a chance to voice their concerns
    through a monthly newsletter that the CEO would
    then personally respond to.
  • An ongoing reward system was instituted to give
    recognition to exemplary employees.

Joels story
  • Joel was an avid storyteller who was diagnosed
    with 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

  • 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
  • Societal
  • Sets of beliefs that guide their behavior, called
  • Individual
  • Values Shaped by the socialization process
    experienced by that person
  • 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

  • Goal
  • The ends toward which the organization is working
  • The desired result toward which effort is
  • Measurable and ambitious, but realistic
  • Goals are quantifiable ways stations we aspire
    to as we attempt to fulfill our mission.
    Objectives are shorter-term but equally
    measurable activities required to reach ones
    goals. Paul Willging

  • Objectives
  • Identify how and when the goal is to be
  • Process objectives
  • Are written in terms of the method to be used
  • Result-focused objectives
  • Specify the desired outcome

Policies and Procedures
  • Policies
  • Plans reduced to statements or instructions
    that direct organizations in their decision
  • Implied policies
  • Not written or verbally expressed, and usually
    developed over time
  • Expressed policies
  • Delineated verbally or in writing

  • Procedures
  • Plans that establish customary or acceptable ways
    to accomplishing a specific task and outline a
    sequence of steps of required actions.

  • Rules and Regulations
  • Plans that define specific action or nonaction
  • Describe situations that only allow one choice of
  • Least flexible

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
    people and 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

Strategic Planning in the Organization
  • Strategic planning as a management process
    includes the following steps
  • Clearly define the purpose of the organization
  • Establish realistic goals and objectives
    consistent with the mission of the organization
  • Identify the organizations external
    constituencies or stakeholders, then determine
    their assessment of the organizations purposed
    and operations
  • Clearly communicate the goals and objectives
  • Develop a sense of ownership of the plan
  • Develop strategies to achieve the goals
  • Ensure the most effective use of resources is
  • Provide a base from which progress can be
  • Provide a mechanism for informed change as needed
  • Build a consensus about where the organization is

  • The purpose of learning about the future is not
    to predict it but to understand the elements that
    shape it and to envision desirable circumstances,
    so that progress can be made toward a preferred
    future rather than a catastrophic one
  • (Dickenson-Hazard,2003,p.4)

Forces Effecting Long-Term Plans
  • Changes in the future of the healthcare
  • Change in information technology
  • Will result in elimination of duplication and
    provide immediate access of information
  • Change in patient demographics
  • The increasing number of seniors (baby boomers)
    will create enormous demands on the healthcare
  • Change in economics
  • US ranks 21st in life expectancy and 27th in
    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

Other factors influencing the future
  • The healthcare industry will be moving away from
    illness care to wellness care to reduce the
    demand for expensive, acute care services (health
  • There will be a shift from revenue building to
    cost management maximizing utilization of limited
  • Instead of professional independence there will
    be a move towards managed care
  • Providers will become increasingly responsible
    for the quality outcomes their patients
  • Transition from continuity of provider to
    continuity of patient information by having
    complete, accurate, and timely information that
    moves with the patient
  • The shifts and trends affecting healthcare are
    constantly changing it is very difficult to
    proactively plan for such change, so managers
    must take a broader approach in the strategic
    planning process.

Integrating Leadership Roles and Management
Functions in Planning
  • Leader-Manager must be skilled in determining,
    implementing, documenting, and evaluating all
    types of planning in hierarchy
  • The leader should demonstrate a proactive rather
    than a reactive management style to employees
  • Manager draws on the philosophy and goals
    established to implement planning
  • Manager appropriately assesses the constraints,
    assets, and resources 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
    skills necessary 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

Strategic Planning in a Clinical Setting
  • You are a nurse chosen to be on the board of a
    major county hospital, the board has begun the
    strategic planning process for the year

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
    errors occur
  • Access
  • Sample result oriented Goal Provide care to 15
    more patients than we did last year
  • Assess resources available to achieve the
  • 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

  • Would you be willing to have fewer healthcare
    choices if access could be granted to all?
  • Is it possible for access to be granted to all?
  • Do you think there should be universal coverage?
  • Do you believe the cost of universal coverage
    should be picked up by the consumer or by the