This document discusses various aspects of planning in healthcare organizations. It begins by defining planning as a continuous process of establishing goals, implementing plans, and evaluating results. The importance of planning is then outlined, including focusing on results, improving decisions, establishing frameworks for decision-making, and avoiding crisis management. The document also discusses the scope of planning according to manager level, major aspects of planning, characteristics of good plans, and various moments in the planning process such as developing mission/vision statements, setting goals/objectives, creating standards and procedures, and establishing budgets.

1. PLANNING

2. PLANNING
• Planning is a continuous process of
assessing and establishing goals
and objectives and implementing
and evaluating or controlling them.
This process is subject to change
as new facts are known.

3. IMPORTANCE OF PLANNING
• To increase the chances of success by
focusing on results, not on activities.
• To force analytic thinking and evaluation
of alternatives, therefore improving
decisions.
• To establish a framework for decision
making consistent with top management
objectives.
• To orient people to action, instead of
reaction

4. IMPORTANCE OF PLANNING
• To help avoid crisis management and
provide decision-making flexibility.
• To provide a
organizational
performance.
basis for
and
managing
individual
• To increase employee involvement and
improve communication.
• To promote cost-effectiveness.
• To include day-to-day
focused management.
and
future-

5. SCOPE OF PLANNING
according to level of managers
• TOP MANAGERS include directors of
nursing services, chief nurses and
deans.
– Responsible for the overall operations
of nursing services
– Establish objectives,
strategies
policies
– Represent the organization
and

6. SCOPE OF PLANNING
according to level of managers
• MIDDLE MANAGERS include supervisors,
associate/ assistant deans.
– Coordinate nursing
several units
activities
of
– Receives broad, overall strategies and
policies from top managers and
translate them into the specific
objectives and programs

7. SCOPE OF PLANNING
according to level of managers
• FIRST-LINE MANAGERS include head
nurses, primary care nurses.
– Directly responsible for the actual
production of nursing services
– Act as link between higher-level
managers and non-managers

8. MAJOR ASPECTS OF PLANNING
• Its contribution to purpose and objective
• Its importance in managerial task
• Its pervasiveness
• The efficiency vs. effectiveness of plans

9. CHARACTERISTICS OF A GOOD
PLAN

10. MOMENTS OF PLANNING
• MISSION STATEMENT
– It must be a call to live out something
that matters or is meaningful.
– It must be one that truly reflects the
shared vision and values of everyone
within the organization.
– It should create unity and foster
tremendous commitment.
– It
should
reflect
why
the
unit/department/organization exists.

11. MOMENTS OF PLANNING
• MISSION STATEMENT
– It must
questions:
answer
the
following
• What do we stand for?
• What principles or values are we
willing to defend?
• Who are we to help?

12. MOMENTS OF PLANNING
• . VISION STATEMENT
– The vision statement must reflect
what the organization wants to be.
– Elements of a vision statement:
• It is written down.
• It is written in present tense, using
action words, as though it were
already accomplished

13. • VISION STATEMENT
• It covers a variety of activities and
spans board time frames.
• It balances the needs of providers,
patients and the environment. This
balance anchors the vision to
reality.

14. MOMENTS OF PLANNING
• GOAL
– The goal reflects the specific aim or
target that the unit/organization
wishes to attain within the time span.

15. MOMENTS OF PLANNING
• OBJECTIVE
– The objective must be measureable
step to be taken to reach the goal.

16. MOMENTS OF PLANNING
• PHILOSOPHY
– The philosophy is a statement of
belief based on core values or the
inner forces that give the organization
a purpose.

17. MOMENTS OF PLANNING
• STANDARDS
– Involves the future
– Involves the action
– With
organizational
identification
(action which will be undertaken
either by the planner or someone
designated by or for her.

18. MOMENTS OF PLANNING
• VALUES
– leads to success in achieving
objectives and
goals
– provides effective use of available
personnel
and facilities
– helps nurses cope with crises and
problems
calmly and effectively
– reduces the element of change
– necessary for effective control

19. MOMENTS OF PLANNING
• FORECASTING
– looking into the future
– In making forecasts:
a.) agency
b.) community affected
c.) goals of care
Supported
by:
facts,
reasonable
estimates, accurate reflection of policies
and plans

20. MOMENTS OF PLANNING
• THE PLANNING FORMULA
Planning:
Predetermined
action
What to do:
Nursing activities - techniques
How to do it:
principles
Who is to do it:
professional, non-professionals

21. MOMENTS OF PLANNING
• BUDGETTING
- a systematic financial translation of
a plan, the allocation of scarce resources
- a tool for planning, monitoring,
controlling cost and meeting expenses

22. MOMENTS OF PLANNING
• TYPES OF BUDGET
– OPERATIONAL
BUDGET
includes
services to be provided and goods
that the unit expects to consume or
use during the budget period.
Examples are cost of supplies (linen,
syringes,
needles)
and
small
equipment in a ward. The operational
budget accounts for the income and
expenses associated with day-to-day
activity within a department or
organization.

23. MOMENTS OF PLANNING
– CAPITAL BUDGET consists of itemized
list of current capital assets (cardiac
monitors, dialysis machines and other
large
equipment
which
are
expensive).
– PERSONNEL BUDGET consists of the
number of various nursing and
support personnel required to operate
a specified unit and the money
allocated for them.

24. MOMENTS OF PLANNING
• CONSTRUCTION BUDGET is allocated
when renovation or new structures are
planned. It generally includes labor,
materials,
building
permits,
and
inspections, equipments, among others.

25. MOMENTS OF PLANNING
• BUDGETTING PROCESS
– Determine the productivity goal.
– Forecast workload (the number of
patient days expected for the specific
unit).
– Budget patient-care hours (expected
number of hours devoted to patient
care for the forecasted patient days).
– Budget patient-care
staffing schedules.
hours
and

26. MOMENTS OF PLANNING
• Plan non-productive hours, e.g., leaves,
holidays.
• Chart productive time (time spent on
the job in patient care, administration
of the unit, orientation, meetings, etc.)
and non-productive time.
• Estimate costs of supplies and services.
• Anticipate capital expenses.

27. MOMENTS OF PLANNING
• ESTABLISHING
STANDARDS,
PROCEDURES
NURSING
POLICIES
AND
– A nurse-executive who is an RN,
qualified by an advanced education and
management experiences, should direct
nursing services.
– If the organization’s structure is
decentralized, an identified nurse leader
at the executive level should provide
authority and accountability for, and
coordination of, the nurse-executive
functions.

28. MOMENTS OF PLANNING
– The nurse-executive has the authority
and responsibility for establishing
standards of nursing practice.
– The nurse-executive and other
nursing leaders should participate
with leaders from the governing
body, management, medical staff,
and clinical areas in planning,
promoting,
and
conducting
organization-wide
performance
improvement activities.

29. MOMENTS OF PLANNING
– Nursing policies and procedures,
nursing standard of patient care, and
standards of nursing practice must be
created in a set-sequence.
– Policies, procedures and standards
should be developed by nurseexecutives,
RNs,
and
other
designated nursing staff members.
These documents must be in writing.
– Policies, procedures, and standards
should be approved by a nurseexecutive or a designee.