powerpoint main final
TRANSCRIPT
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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?