Strategic Planning: Future of an organization-A critical review
Dr. Rangappa. S. Ashi
Associate Professor
Department of Child Health Nursing
SDM Institute of Nursing Sciences,
Shri Dharmasthala manjunatheshwara University, Sattur, Dharwad-580009, Karnataka, India.
Corresponding author E-mail: rangappa.ashi@gmail.com
An initiative of Ministry of Health & Family Welfare to leverage information technology for ensuring delivery of full spectrum of healthcare and immunization services to pregnant women and children up to 5 years of age.
An initiative of Ministry of Health & Family Welfare to leverage information technology for ensuring delivery of full spectrum of healthcare and immunization services to pregnant women and children up to 5 years of age.
This Slide is Prepare for B.Sc. Nursing Students. Which help to Understand Recruitment Process in Simple Language.
Contents:
01. Introduction
02. Definition
03. Sources of Recruitment
04. Methods of Recruitment
Among the health care givers, the nursing team would certainly being aware of the qualifications and responsibilities of a head nurse,
on the road to health care quality improvement
A job description is the statement of the basic purpose of the job, the significant tasks to be carried out , the extent of authority vested in the post ,and the upward downward and horizontal relationships necessary for the performance of the job.
High risk approach in maternal and child healthShrooti Shah
High risk pregnancy is defined as one which is complicated by factor or factors that adversely affects the pregnancy outcome –maternal or perinatal or both.The risk factors may be pre-existing prior to or at the time of first antenatal visit or may develop subsequently in the ongoing pregnancy labour or puerperium.
Over 50 percent of all maternal complications and 60 percent of all primary caesarean sections arise from the high risk group of cases.
MATERNAL & CHILD HEALTH PROGRAMME IN COMMUNITY HEALTH NURSING
According to W.H.O. (1976) Maternal & child health services can be defined as “promoting, preventing, therapeutic or rehabilitation facility or care for the mother & child.” Thus maternal & child health services is an important & essential services related to mother & child’s overall development.
6. Reduce maternal, perinatal, infant & child mortality & morbidity rates. Child survival. Promoting reproductive health or safe motherhood. Ensure birth of healthy child.
7. Prevent malnutrition. Prevent communicable disease. Early diagnosis & treatment of the health problems. Health education & family planning services.
8. The MCH service are rendered through the infrastructure of P.H.C. & sub centers. It is proposed to set up one P.H.C. & sub-centers. It is proposed to set up one P.H.C. for every 30,0000 population, & one sub-centers for every 3000 to 5000 population. Each sub-centers are foundation of national health system. Each sub-sub-center is manned by a team of one male & female health worker. In addition there is a team of one trained Dai & one health guidein every village.
This Slide is Prepare for B.Sc. Nursing Students. Which help to Understand Recruitment Process in Simple Language.
Contents:
01. Introduction
02. Definition
03. Sources of Recruitment
04. Methods of Recruitment
Among the health care givers, the nursing team would certainly being aware of the qualifications and responsibilities of a head nurse,
on the road to health care quality improvement
A job description is the statement of the basic purpose of the job, the significant tasks to be carried out , the extent of authority vested in the post ,and the upward downward and horizontal relationships necessary for the performance of the job.
High risk approach in maternal and child healthShrooti Shah
High risk pregnancy is defined as one which is complicated by factor or factors that adversely affects the pregnancy outcome –maternal or perinatal or both.The risk factors may be pre-existing prior to or at the time of first antenatal visit or may develop subsequently in the ongoing pregnancy labour or puerperium.
Over 50 percent of all maternal complications and 60 percent of all primary caesarean sections arise from the high risk group of cases.
MATERNAL & CHILD HEALTH PROGRAMME IN COMMUNITY HEALTH NURSING
According to W.H.O. (1976) Maternal & child health services can be defined as “promoting, preventing, therapeutic or rehabilitation facility or care for the mother & child.” Thus maternal & child health services is an important & essential services related to mother & child’s overall development.
6. Reduce maternal, perinatal, infant & child mortality & morbidity rates. Child survival. Promoting reproductive health or safe motherhood. Ensure birth of healthy child.
7. Prevent malnutrition. Prevent communicable disease. Early diagnosis & treatment of the health problems. Health education & family planning services.
8. The MCH service are rendered through the infrastructure of P.H.C. & sub centers. It is proposed to set up one P.H.C. & sub-centers. It is proposed to set up one P.H.C. for every 30,0000 population, & one sub-centers for every 3000 to 5000 population. Each sub-centers are foundation of national health system. Each sub-sub-center is manned by a team of one male & female health worker. In addition there is a team of one trained Dai & one health guidein every village.
Organizational Capacity-Building Series - Session 7: Strategic PlanningINGENAES
This session defines strategic planning, describes why it is important, and details the major steps to strategic planning. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
In healthcare today, challenges surface almost daily in terms of finance, reform, government mandates and policy, technology, and customer satisfaction. It is crucial that healthcare leaders step back and continually assess the organization’s strategic plan. In fact, strategic thinking, assessing and modeling are becoming requirements for an organization to survive the turbulent healthcare climate.
Strategic planning provides a roadmap to where the company is going, and directions on how to get there. It is used to guide all decisions, including those regarding capital, technology, staff and other resources.
Strategy Organizational Design Effectiveness and Managing Change.pdfSeta Wicaksana
Consider how organizational design is affected by The choice of goals and strategy. New goals and strategies are often selected based on environmental needs, and then top management attempts to redesign the organization to achieve those ends.
Performance measurements feedback into the internal environment, so that past performance of the organization is assessed by top management in setting new goals and strategies for the future.
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Summary of this courseHealth care business analysesHealth Care.docxmattinsonjanel
Summary of this course
Health care business analyses
Health Care Business Operations and Performance
Introduction
In this module, you will explore the relationship and potential synergy created by consistent vision, mission, goals, and strategic plan. Health care strategy can be formed in one of two ways: it is intended and deliberate, which is created by plans, or it emerges through a pattern of uncoordinated decisions and actions (it just happens). Plans help to create a deliberate strategy. This is a discovery process in which health care organizations define their markets and assess internal operations. Plans move the organization forward toward the realization of a vision. The strategic plan or plan of action is necessary to achieve certain goals and objectives. The plan helps to create alignment and consensus around the organization's intentions. Key managers help to organize efforts and garner momentum for these strategies.
The Strategic Plan
The strategic plan changes or creates additional service lines, clinical procedures, and geographic locations of new clinics, rooms, or other facilities. The plan helps decide where to allocate resources for the high-level initiatives such as new medical technologies. The plan also identifies potential partners for an integrated delivery network or expanded system. When assessing a health care organization, ask what evidence you see of them attempting to work towards a certain vision. What services are they providing? How do they implement the strategy? How are they different from other clinical organizations in the community? How do they remain competitive?
Operations Internal Assessment and Improvement
Introduction
In this module, you will learn to identify methods of assessing and improving the quality of a health care organization. Developing processes is critical in assessing and improving quality since a process is how work gets accomplished. Until processes are fully documented, the interactions and steps cannot be appreciated. The "as-is process" documents what is actually occurring, versus what is supposed to occur. The "to-be process" documents the vision and the proposed process once improvements have been made. By fixing the process, you improve performance. The business process is a set of activities and tasks that are performed in sequence to achieve a specific outcome. The strategy of process improvement increases the throughput (capacity or volume) of a process; eliminates choke points or bottlenecks; and reduces costs, steps, waste, and resources. Look for steps that add value and eliminate those that do not. Reduce the variation in performance over time, remembering that variability causes resource inefficiency.
Analyzing Performance
Methods for analyzing performance include trend analysis and benchmarking. Trend analysis helps health care organizations answer the question, "How are we performing over time?" Benchmarking asks how we compare to our competition. Benchmarking is th ...
This presentation is related to planning in Principles of management.
It covers the following points:
Nature & Purpose of Planning
Decision Making
Objectives And Strategies
Planning Premises
Global Planning
46 PEJ March•april2010 By Prathibha Varkey, MD, MPH.docxalinainglis
46 PEJ March•april/2010
By Prathibha Varkey, MD, MPH, MHPE, and Kevin E. Bennet
Practical Techniques for Strategic
Planning in Health Care Organizations
S t r a t e g i c P l a n n i n g
In this article…
Take a look at the elements needed to create a strong
strategic plan.
The development of an organizational strateg y prov ides
a long-ter m road map for a health care organization, and is
v itally impor tant in the light of current uncer tain economic
circumstances.
The strateg y statements prov ide the bedrock for the
entire organization to create and execute tactics for v iable
f uture business, prioritize goals, and allocate and coordinate
resources.
Yet, strategic planning appears to be grossly underutilized,
especially in the health care sector. It is often viewed as a ritu-
alistic task that needs to be done.1 Yet executives often commit
significant resources to the process. In fact, Taub remarks that a
company with over 3000 employees spends on an average, $3.1
million to produce a strategic plan, with little return.2
Strategic planning is a “set of organizational processes
for identif y ing the desired f uture of the organization and
developing decision g uidelines”3 and prov ides a map for how
an organization w ill achieve its objectives and goals.
In addition to the obv ious benef it of creating a strategic
plan for the organization, the process itself, if done well, is
power f ul in team building and creating the necessar y buy-in
and enthusiasm for f uture change and action.
It also prov ides g uidance for product and market
improvement, and enhancement of operational processes,
communit y engagement and bottom-line productiv it y.
Creating a sense of urgency
It is critical to recog nize that strategic planning is the
ultimate responsibilit y of the senior management team led by
the senior-most executive responsible for the organization or
the work-unit.
At the first kickoff meeting of the executive team, we rec-
ommend that the leader present a big-picture view of the future
and vision for the organization and the need for change.
The sense of urgency galvanizes the team to action and
creates the suppor t of the overall organization for the evo-
lutionar y or radical changes that need to occur. Some of the
issues the leader w ill need to address are:
• Where are we compared to where we want to be?
• Organizational problems
• Management problems
• Staff problems
• Failures of the past and present
• Future v ision
Ty pically, a deeply felt statement of pur pose for the orga-
nization that w ill also make work personally meaning f ul is
impor tant to rally the team for the work ahead.
For example, at Mayo Clinic, a sing ular g uiding focus of
the strategic and tactical goals of the organization and unif ies
the staff is ref lected in the primar y value of the organization:
“The needs of the patient come f irst.”
Creating a vision statement
The kick-off meeting.
1Quality Improvement Plan TemplateIn this course, you deve.docxfelicidaddinwoodie
1
Quality Improvement Plan Template
In this course, you develop an organizational quality improvement (QI) plan for a health care organization of your choice. Organize the plan as you would present it to the organization’s board of directors for approval. Use the following outline as a guide when developing your plan.
Executive Summary: A one-page overview of the plan
Introduction/Purpose: Introduce the organization and state its mission. Describe the types of services the organization provides. This section must be approximately half a page.
Goals/Objectives: Describe what goals the organization has to meet its mission. These are principles that shape how the organization views and achieves quality. Examples may involve the concepts of safety, effectiveness, timeliness, and patient centeredness. This section must be approximately half a page.
Scope/Description/QI Activities: Describe what departments, programs, and activities are affected by the plan and why they are involved in its implementation. This section must be approximately half a page.
Data Collection Tools: Describe the type of performance data to be collected and why that data is focused on. Describe why each data collection and display tool was selected for the QI plan. This section must range from half a page to a full page.
QI Processes and Methodology: Describe the methodology and processes used to implement the plan. This must explain why each methodology and process are in the plan and why they were chosen. This section must range from half a page to a full page.
Comparative Databases, Benchmarks, and Professional Practice Standards: Describe what the organization will use as a standard to compare performance. This section must be one paragraph. This may be through a number of methods such as a comparative database or a competing organization’s annual report.
Authority/Structure/Organization: Describe the authority structure of the plan’s implementation. This must describe who is responsible for implementing the plan. Include a description of each role involved in the plan. This section must be approximately half a page:
· Board of directors
· Executive leadership
· Quality improvement committee
· Medical staff
· Middle management
· Department staff
Communication: Identify who the performance activity outcomes are communicated to and who does the communicating. This describes who is responsible for overseeing data collection and preparing data reports. This section must be approximately one paragraph.
Education: Describe how staff will be educated regarding the plan. This covers how each staff member will be initially oriented to the plan and each employee fits into the plan based on job responsibilities. This section must be approximately one to two paragraphs.
Annual Evaluation: Describe what elements of the plan are annually evaluated for improvement. This section must be approximately one paragraph.
Running head: QI PLAN PART 3
1
QI PLAN PART 3
7
...
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nonprobability sampling Dr.Rangappa.S. Ashi Associate Professor SDM Institute...rangappa
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3. Introduction
• Strategic planning is a means by which an
organization defines its future.
• The planning process involves strategies that
provide direction for an organization’s future
as well as an operational plan for the business .
• Planning affords the opportunity to determine
how capital and human resources are allocated.
4. Cont..
• Mission (purpose), vision, values, philosophy (belief)
& objectives are powerful tools in the planning
process & they are the basic tools of management.
5. What is Planning?
Planning is a continuous process, beginning with the
setting of goals and objectives & then laying out a
plan of action to accomplish them, put them into
play, review the process & the outcomes, provide
feedback to personnel & modify as needed.
As planning is put into action, the management
functions of organizing, leading & evaluating are
implemented, making all management functions
interdependent.
6. Cont..
There are two major types of organizational planning :
• long – range, or strategic planning
• short – range or operational planning
Strategic planning extends 3 – 5 years into the future.
Operational Planning is short range planning that
deals with day-to-day maintenance activities.
7. What is Strategic Planning?
• Drucker defines Strategic planning is a continuous
process of making risk – taking decisions today
with the greatest knowledge of their effects on the
future; organizing efforts are necessary to carry out
these decisions & evaluating results of these decisions
against expected outcomes through reliable feedback
mechanisms.
8. Cont..
Nursing administrators can increase effectiveness through
strategic planning, which can promote professional nursing
practice & the long – term goals of the organization & the
division of nursing. Clear, complete plans are developed in
seven areas of key result.
• Client satisfaction
• Productivity
• Innovation
• Staff development
• Budget Goals
• Quality
• Organizational climate
Strategic planning in nursing is concerned with what nursing
should be doing. Its purpose is to improve allocation of scarce
resources, including time & money, & to manage the agency
for performance.
9. Purpose of Strategic Planning
• Strategic planning clarifies beliefs & values
• What are the organization’s strengths & weaknesses?
• What are the potential opportunities & threats?
• Where is the organization going?
• How is it going to get there?
10. Cont…
Executives using the strategic planning process give
direction to the organization:
• improve efficiency
• weed out poor or underused programmes
• eliminate duplication of efforts
• concentrate resources on important services
• communications & coordination of activities
• provide a mind –expanding opportunity
• allow adaptation to the changing environment
• set realistic & attainable yet challenging goals
• help to ensure goal achievement.
• Leaders need vision that is realistic & feasible.
• The strategic vision should be clear, cohesive, consistent
& flexible.
11. Aims Of Strategic Planning
Strategic planning is to bring an organization
into balance with the external environment
and to maintain that balance by over time
(Sackett, Jones, and Erdley2005).
12. Phases of Strategic Planning Process
Phase 1 : The Mission & the Creed
Develop statements that define the work, the
aims, & the character of the division of
nursing. These include idea statements of
shared values & beliefs. They are called
mission (purpose) & creed (philosophy)
statements & relate to personnel, patients,
community & all other potential customers.
13. Cont……
Phase 2: Data collection & Analysis
• Collect & analyze the data about the health care
industry & nursing.
• Such data should include internal forces that
define the work & affect the employees, clients,
stakeholders & creditors; technological advances;
threats; opportunities to improve growth &
productivity;
14. Cont…
• External forces such as competition, communities,
govt & political issues, & legal requirements;
marketing & public relations or image; trends in the
physical & social work environment; &
communication. Use simple & complex forecasting
techniques.
15. Cont…
Phase 3: Assess Strengths & Weaknesses
• Define those factors from the data analysis that
influence management of the division of nursing.
• List them as strengths / opportunities & achievement
of goals & objectives or as weaknesses / threats that
impede achieving goals & objectives. Define the
current position & strength of the unit.
16. Cont…
Phase 4: Goals & Objectives
• Write realistic & general statements of goals.
• Break the goals down into concrete written statements
of objectives the division of nursing intends to
accomplish in the next 3 to 5 years.
17. Cont…
Phase 5: Strategies
• Identify untoward conditions that could develop in
achieving each objective.
• Note administrative actions to avoid or manage them.
• Use this information to modify goals & objectives,
making contingency plans for alternative actions .
• Define the organization needed for implementing
strategic plans.
18. Cont..
Phase 6: Time Table
Develop a timetable for accomplishing each
objective. This phase produces or becomes
part of the plans.
19. Cont……
Phase 7: Operational & Functional Plans
• Provide guidelines or general instructions that lead
functional & operational nurse managers to develop
action plans to implement the goals & objectives.
• These include detailed actions, policies, practices,
communication & feedback, controlling & evaluation
plans, budgets, time tables, & persons to be held
accountable.
21. Cont..
Phase 9: Evaluation
• Provide for formative evaluation reports before,
during, & after the implementation of operational
plan.
• Provide for summative evaluation that is quantified.
Report actual vs. expected results.
• Evaluate the strategic mission, & plan frequently.
• Provide continuous feedback that can be used to
modify & update the plan.
• Use people who implement the plan to evaluate it.
23. SWOT Analysis
• Health care organizations must continually make
adjustments to maintain optimal function
(Christiansen 2002).
• A number of different techniques can be used to
determine where adjustments need to be made .
• One essential technique involves a discussion of an
organizations strengths , weaknesses, opportunities,
and threats, commonly called SWOT analysis
(Kahveci and Meada 2008).
24. Cont..
• SWOT analysis is a precursor to strategic planning
and is performed by a panel of experts who can
assess the organization from a critical perspective
(Gibis et al. 2001).
• This panel could comprise senior leaders, board
members, employees, medical staff, patients,
community leaders, and technical experts.
25. Definition
SWOT analysis is an examination of an organizations
internal strengths and weaknesses, its opportunities
for growth and improvement, and the threats the
external environment presents to its survival.
28. Steps In SWOT Analysis
STEP 1 :
• SWOT analysis involves the collection and
evaluation of key data .
• Depending on the organization, these data might
include population demographics, community
health status, source of health care funding, and
/or the current status of medical technology .
• Once the data have been collected and analyzed, the
organization’s capabilities in these areas are assessed .
29. Cont…
STEP 2 :
• Data on the organization are collected and sorted
into four categories: strengths, weakness,
opportunities, and threats.
• Strengths and weaknesses generally stem from factors
within the organization, whereas opportunities and
threats usually arise from external factors.
30. SWOT Matrix
HELPFUL TO OBJECTIVE HARMFUL TO OBJECTIVE
STRENGTHS
Outstanding medical staff
strong commitment to
community mission
excellent hospital facilities
outstanding health care quality
high level of organizational
efficiency
WEAKNESS
Lack of adequate resources
Lack of primary care network
Shortage of critical staff
OPPORTUNITIES
Growing metropolitan
community
Increased managed care business
Growing community health care
programs
THREATS
Reduce government
reimbursement
Competition for speciality
physicians
Increased competition from
health care provider networks
Int
ern
al
Ori
gin
Ext
ern
al
Ori
gin
31. Cont………
STEP 3 :
Involves the development of a SWOT matrix for
each business alternatives under consideration.
For example,
• say a hospital is evaluating the development of an
ambulatory surgery centre (ASC).
• They are looking at two options; the first is a wholly
owned ASC, and the second is a joint venture with
local physicians.
• The hospital’s expert panel would complete a separate
SWOT matrix for each alternative .
32. Cont…
STEP 4:
Involves incorporating the SWOT analysis into the
decision-making process to determine which business
alternative best meets the organizations overall strategic
plan.
33. STRENGTHS
SWOT analysis views strengths as current factors that
have prompted outstanding organizational
performance . examples
•Use of state -of-the-art medical equipment
•Investments in health care informatics
•Focus on community health care improvement projects
•Highly competent personnel
•Clear understanding among employees of the
organization’s goals
•Focus on quality improvement.
34. WEAKNESSES
Weaknesses are organizational factors that will increase
health care costs or reduce health care quality.
Examples include aging health care facilities and lack
of continuity in clinical processes, which can lead to
duplication of efforts.
Weaknesses can be broken down further to identify
underlying causes.
35. Cont……..
• For example, disruption in the continuity of care
often results from poor communication. Weaknesses
also breed other weaknesses.
• Poor communication disrupts the continuity of care,
and then this fragmentation leads to inefficiencies in
the entire system.
• Inefficiencies, in turn, deplete financial and other
resources.
36. Cont……
Other common weaknesses include
• Poor use of healthcare informatics
• Insufficient management training
• Lack of financial resources
• Organizational structure that limits collaboration with
other health care organizations
• Large numbers of uninsured patients or Medicaid
patients can also negatively affect an organization’s
financial performance,
• Lack of relevant and timely patient data can increase
costs and lower the quality of patient care.
37. OPPORTUNITIES
SWOT analysis views opportunities as significant new
business initiatives available to a health care
organization. Examples
•Collaboration among health care organizations through
the development of health care delivery networks
•Increased funding for health care informatics
•Community partnering to develop new health care
programmes
•Introduction of clinical protocols to improve quality
and efficiency.
38. THREATS
Threats are factors that could negatively affect
organizational performance .
Examples
•Political or economic instability
•Increasing demand by patient and physician for
expansive medical technology that is not cost effective
• Increasing state and federal budget deficits
•Growing uninsured population
•Increasing pressure to reduce health care costs.
40. How Strategic Planning Can Be Used To Improve
Nursing Management
• To provide accountability & monitoring of
performance.
• To set up more formal planning programs
• To integrate strategic plans with operational and
financial plans.
• To think and concentrate more on strategic issues.
• To improve knowledge of and training in strategic
planning.
• To increase top management involvement and
commitment.
41. Cont..
• To improve focus on competition, market segments,
and external factors.
• To improve communication from top administration
and nursing management.
• To allow better execution of plans.
• To be more realistic and rationalize.
• To improve the development of nursing management
strategies.
• To improve the development and communication of
nursing management goals.
42. Cont..
• To anticipate the future and plan for it.
• To develop the annual budget.
• To focus on quality output that will improve
nurses performances and productivity, decrease
losses, and increase return on equity.
43. Conclusion
• Strategic planning is often considered to be a goal-
setting that is largely carried out by top management.
• Operating nurse managers need to be trained in the
strategic planning process.
• Strategic planning has many benefits. It provides for
objective consideration of strategic choices or options
that are better matched with organizational goals &
objectives.
44. Cont..
• With strategic planning, the outlook becomes future
oriented, resources are allocated systematically &
rapid change is accommodated.
• Strategic Plans must be dynamic.
• Strategic plans are the blue prints that are to be
updated as the environment changes.
