The document outlines the importance of strategic planning in nursing management, detailing its definitions, types, history, and the process involved in developing effective strategic plans within healthcare organizations. It emphasizes the ongoing nature of strategic planning, the need for internal and external analyses, and the various factors that contribute to successful implementation. Challenges at individual, team, and organizational levels are also discussed, alongside the benefits of strategic planning for adapting to the evolving healthcare environment.

1. GOVT. COLLEGE OF NURSING,
RAJNANDGAON(C.G.)
Subject: Nursing Management
Seminar on: Strategic Plan
SUBMITTED TO
DR. MRS. UMA SHENDEY
PROFESSOR
DEPARTMENT OF CHILD
HEALTH NURSING
GOVERNMENT COLLEGE OF
NURSING RAJNANDGAON
(C.G.)
SUBMITTED BY
MRS. TIKESHWARI SAHU
M.Sc. NURSING 2ND YEAR
GOVERNMENT COLLEGE OF
NURSING RAJNANDGAON
(C.G.)

2. INTRODUCTION
“Failing to plan is planning to fail”.
 Planning is a vital skill that organizations must
practice on a regular basis, because it forms the
basis of most other actions an organization must
take.
 Planning is a deliberative, systematic phase of the
nursing process that involves decision making and
problem solving. In planning the nurse refers to the
client's assessment data and diagnostic statements
for direction and formulating client goals and
designing the nursing strategies required to prevent,
reduce or eliminate the client's health problems.

3. DEFINITIONS OF PLANNING
 Planning is a continuous process of making entrepreneurial
decisions systematically and with the best possible knowledge for
their future, organizing systematically the effort needed to carry
out these decisions and measuring the results of the decisions
against expectations through systematic feedback.
-According to
Drucker
 Planning is a process of determining the objectives of
administrative effort and devising the means calculated to achieve
them.
-According to
Millet

4. TYPES OF PLANNING
 Strategic planning:
Strategic planning is a process in which an organization's
leaders define their vision for the future and identify their
organization's goals and objectives. The process includes
establishing the sequence in which those goals should be
realized so that the organization can reach its stated
vision.
 Operational planning:-
Operational planning is a documented plan that outlines
the goals and key objectives of an organization, and how
they can be achieved. It ensures that team members
understand their responsibilities as well as what they
need to do.

5. STRATEGIC PLANNING

6. INTRODUCTION
 All things being equal, the institution that plans the best will
perform the best. Strategic planning is an ongoing process. The
strategic plan may look ahead five, ten, or even twenty years but
it should be revisited yearly. It is very important to review the
strategic plan, the assumptions on which it is based, and include
new internal and external information to maintain the validity
information to maintain the validity of the plan.
 Strategic Planning seeks the answer for four basic
questions:
 Q. Where are we? A. Sıtuatıon analysıs
 Q. Where would we want to be? A. Vısıon,mıssıon,
goals
 Q. How would we reach ? A. Strategıes &
actıvıtıes
 Q. How would we follow and evaluate our success ? A. Performance
evaluatıon

7. DEFINITION
 Strategy is a unified, comprehensive and integrated plan
designed to ensure that the basic objectives of the enterprise are
achieved.
-Glueck and
Jauch
 Strategic planning is the development of a competitive strategy or
the planning that sets the long-term direction of the institution. Its
purpose is to guide the administration to attain its mission and to
organize the allocation of resources.
OR
 Strategic planning means to analyse the current and expected
future situation, determine the direction of the firm, and develop
means (resources) for achieving the mission.
-Koontz & Weihrich

8. HISTORY
 1970s- strategic planning in the healthcare industry mainly
consisted of planning for new buildings and funding expanding
services in response to population growth.
 Federal PPS (Prospective Payment System) – 1980s, the field of
healthcare strategic planning received a transforming jolt as
organizations scrambled to compete in an increasingly
demanding environment.
 Today, hospitals and other healthcare organizations have come to
embrace strategic planning as a valuable tool to evaluate
alternative paths and held them prepare for the future.
 Healthcare managers at all levels need to understand the
purpose of strategic planning, its benefits and challenges, the key
factors for its success and their vital role in the process.

9. TYPES OF STRATEGIES
According to William F. Glueck, there are following types of
strategies:
1. Stability strategy. Where the environment is stable and the firm
is doing well, it may follow the strategy of status quo. It may be
satisfied with present products and market share. This is a less
risky strategy but unsuitable in a changing environment.
2. Growth strategy. Many firms follow the strategy of expansion and
diversification. It is risky and requires accurate forecasting and
resource mobilisation. Growth must be properly planned.
3. Retrenchment strategy. It implies reduction in operations and
personal It may be followed by struggling firms who want to
survive sever competition and depression.

10. TYPES OF STRATEGIES
 4. Combination strategy. It is often used by large firms who want to cut
back in some areas and to expand in others.
 5. Competitive strategy. It refers to a 'game plan' that is designed for
outdoing the actions of the competitors: Formulation of a competitive
strategy involves knowing the likely moves of competitors and then
concentrating or overcoming those moves effectively.
 6. Grand or master strategy. It determines the picture of the kind of
enterprise that is envisaged. It is the overall strategy of an organisation.
The purpose of grand strategy is to determine and communicate the
probable shape with the organizations likely to take in future be
designed to fight the general forces operating in an industry and the
economy. For example, if management anticipates an economic
recession, it may decide upon a strategy of reduced stocks, fewer staff,
reduced expenses, etc.

11. IMPORTANCE OF STRATEGIC PLANNING
 Helps in facing environmental challenges
 Provides Direction
 Optimum utilization of resources
 Facilitates coordination and control
 Competitive strength
 Strategic planning is an ongoing process
 It determines the institution’s directions and
helps it to plan for contingencies; the greater the
planning, the better an institution performs. The
further the institution projects into the future, the
better it will be.

12. FICTION VERSUS FACT ABOUT STRATEGIC
PLANNING
1. Fiction – Strategic planning is a linear and smooth
process.
Fact: Rather, it proceeds in fits and starts, revisiting earlier
steps in some situations and skipping ahead in
others. Strategic planning should be considered as
having a feedback loop at every stage, whereby new
information requires previous assumptions to be reviewed
for relevancy.
2. Fiction – Strategic planning should only be
developed by upper management and selectively
shared.
Fact – “Little the actual development of the plan can be
delegated, but it must be a product of extensive listening
and the gathering of inputs from all levels of the
institution.

13. FICTION VERSUS FACT ABOUT STRATEGIC
PLANNING
3. Fiction – Strategic plans are the same as operational effectiveness.
 Fact – “Improvements in operational effectiveness make institutions
closer together as they compete with other institutions using similar
management techniques, which are easily imitated. Strategic changes,
by contrast, seek to differentiate from rivals to improve sustainability and
profitability.”
4. Fiction – Nonprofit institutions do not need strategic plans.
 Fact – “At the sector level, it is clear that nonprofit institutions are
vulnerable to the same environmental changes that are having an
impact on public and non-profit institutions. At the institutional level, a
strategic planning process can be a valuable tool for demonstrating
improved performance.
5. Fiction – Every institution needs a strategic plan.
 Fact – “Strategic planning is not for every institution. You probably don’t
need it if you are satisfied that your institution is stable and yielding a
satisfactory living for you and your family. It’s a lifestyle question”.

14. AREAS FOR STRATEGIC PLANNING
 INTERNAL ENVIRONMENT:
 Philosophical environment: consisting of mission,
values, and long term goals of organisation.
 Managerial environment: consisting of managerial
hierarchy, quality of managerial talents etc.
 Structural environment: consisting of rules,
policies and procedure of organisation,
communication network etc.
 Production environment: consisting of availability
of resources, techniques of production etc.
 Financial planning: consisting of working capital
management, capital budgeting etc

15. AREAS FOR STRATEGIC PLANNING
 Marketing environment: consisting of advertisement and sales
promotion techniques, marketing research procedures etc.
 Personnel environment: consisting of type and nature of
manpower planning, quantity and quality of manpower, system of
training, promotion etc.
 Human relation environment: consisting of industrial relations,
public relations etc.
 EXTERNAL ENVIRONMENT
 Socio-cultural factors
 Competitive factors
 Political factors
 Technological factors
 Legal factors

16. FEATURES OF STRATEGIC PLANNING
(i) Strategy is a contingent plan as it is designed to meet the demands of a particular
situation.
(ii) Strategy provides the direction in which human and physical resources will be deployed
for achieving organisational goals in the face of environmental pressures and constraints.
It is a guideline for future course of action
(iii) Strategy relates an organisation to its external environment. Strategic decisions are
primarily concerned with external forces.
(iv) Strategy is an interpretative plan formulated to interpret and give meaning to other plans
in the light of specific situations.
(v) Strategy is the right combination of different factors. Strategy-making is largely the
responsibility of top management.
(vi) Strategy is forward looking.

17. FEATURES OF STRATEGIC PLANNING
(vii) It is a means to an end not an end in itself. It is a means
of coping with changes in the external environment.
(viii) It is generally formulated at the top level of
management.
(ix) It is generally long term in nature.
(x) It is flexible and dynamic.
(xi) It involves assumption of certain calculated risks.
(xii) It is action-oriented.

18. FEATURES OF STRATEGIC PLANNING
(xiii) It may involve contradictory action. For
example, a manager may adopt a particular
course of action today but he may revise his
action tomorrow due to changes in the situation.
(xiv)It is a broad or comprehensive programme
concerned with the entire organisation.
(xv) It determines company’s survival and growth.
(xvi) It is prepared on the basis of resource ability
of the organisation.

19. CHARACTERISTICS OF AN EFFECTIVE STRATEGIC
PLAN
The most effective strategic plans are:
 readable
 clear
 well-written
 well communicated
If written clearly, it will be understandable by a
high school graduate; otherwise, it’s probably
too jargon-filled or vague.

20. ESSENTIALS OF A GOOD STRATEGY
 Internal consistency
 Consistency with environment
 Appropriate time horizon
 Realistic
 Acceptable degree of risk
 Feasibility
 Social sanction

21. DEVELOPING A STRATEGIC PLAN DEPENDS ON
THE FOLLOWING
 Leadership,
 Organizational culture,
 Complexity of the organization’s
environment,
 Size,
 Expertise of planners, etc.

22. LEVELS OF STRATEGIES
chart

23. STRATEGIC PLANNING PROCESS
Step II- Defining the future state
 Step III Create strategic plans
to accomplish purpose and
objectives
STEP V Evaluate results and renew
the strategic planning process as
necessary
Step IV Implement the strategic
plans
STEP I- Analysis of current state

24. STEP I- ANALYSIS OF CURRENT STATE
 Identification of current objectives and
strategies
 Environment analysis
 Resource analysis

25. STEP II- DEFINING THE FUTURE STATE
 Defining vision, mission, goals
 Determination of extent of required
strategic change:
 Define five to ten areas in which the
association must be successful in order to
accomplish its mission, based on customer
expectations.
 Determine customer expectations
 Determine critical issues

26. ASSESSMENT OF STRENGTHS, WEAKNESSES,
OPPORTUNITIES, AND THREATS (SWOT)
 i) Strengths: List the organizational attributes that promote the
association's ability to meet its mission and vision.
 ii) Weaknesses: List those organizational attributes that hamper the
association's ability to meet its mission and vision. Some examples
include inadequate technology or use of technology, lack core
competency training, poor service, and so forth.
 iii) Opportunities: List those factors, internal and external, that would
enable the association to meet its mission and vision. Some examples
include technological advances in needed areas, consolidating
functions, etc.
 iv) Threats: List those factors, internal or external, that would hamper the
association from meeting its mission and vision. Some examples include
high rate of foreclosures, drawn out worker strike, change in developer
focus, etc.

28. STEP III CREATE STRATEGIC PLANS TO
ACCOMPLISH PURPOSE AND OBJECTIVES
 Identification of strategic alternatives.
 Evaluation of strategic alternatives.
 Selection of strategic alternatives.

29. STEP IV IMPLEMENT THE STRATEGIC PLANS.
 Putting strategy into operations.
 Formulating operating plans.
 Implementation of plans.
 Monitoring and periodical review of strategy.
STEP V Evaluate results and renew
the strategic planning process as
necessary

30. BASIC APPROACHES TO STRATEGIC PLANNING
 According to J. Mariotti (1998) there are
three basic approaches to strategic
planning. These are the hierarchical
approach, electric approach and the
internal/external analysis approach.
 Hierarchical approach
 Electric approach
 Internal/external analysis approach

31. HIERARCHICAL APPROACH
 Grounded by the vision
 Oldest approach
 Adds value
 Promoting oneness

32. ELECTRIC APPROACH
 Past and present activities
 Justification of past actions
Internal/External Analysis
Approach
 Requires evaluation
 Adaptability
 SWOT analysis

33. BARRIERS

34. BARRIERS
 If stakeholders are not ready for the strategy, it will not be
executed by even the most tenacious of leaders.
 Lack of focus of the strategy.
 Strategies not appropriately funded and resourced, they cannot
be executed, or if they result in competing priorities, the
organization will likely be unsuccessful.
 Strategies have failed because the organization has fallen to
temptation of new priorities, or they simply fail to resource the
strategy over multiple years or time periods.
 Strong leadership is needed to maintain a long-term focus.
 Strategy cannot be implemented solely in the top layers of an
organization.
 All stakeholders must be aware of and buy in to the desired future
state and the path that leads them there in order to ensure the
momentum necessary to achieve results.

35. ADDRESSING CHALLENGES IN STRATEGIC
PLANNING IN NURSING
1. Individual-level challenges arise from
attitudes, fears, and resistance to change.
Some of these include:
 Fear of unknown or ambiguity
 Poor readiness for change
 Lack of skill or knowledge

36. ADDRESSING CHALLENGES IN STRATEGIC
PLANNING IN NURSING
2. Team-level challenges involve issues
related to cooperation, coordination, and
communication within the nursing team. A
few examples include:
 Team conflicts
 Absence of shared objectives
 Inadequate information sharing

37. ADDRESSING CHALLENGES IN STRATEGIC
PLANNING IN NURSING
3. Organisation-wide challenges touch on
aspects at the institutional level that
affect the entire nursing team. Such
issues may include:
 Limited resources
 Inadequate support from leadership
 Culture resistant to change

38. APPLICATION OF STRATEGIC PLANNING IN
HEALTH CARE SERVICES
The AAMC outlines the following benefits of implementing strategic
planning in health care organizations:
 Defining an overarching vision
 Identifying areas of excellence in which to invest
 Acquiring necessary resources for new initiatives
 Prioritizing critical issues
 Aligning goals so stakeholders are moving in a common direction
 Increasing motivation, commitment, and teamwork
 Enhancing communication
 Adapting more effectively to changing circumstances
 Positioning an organization to be competitive
 Developing shared criteria for evaluation

39. IMPORTANCE OF STRATEGIC PLANNING IN
HEALTH CARE
 First, it helps health care organizations adapt to changes in the health
care environment. Health care is a rapidly evolving field,
and organizations that fail to adapt to changes are at risk of falling
behind. By engaging in strategic planning, health care organizations can
anticipate and respond to changes in the health care environment,
ensuring they remain relevant and effective.
 Second, strategic planning helps organizations align their resources with
their goals. Health care organizations have limited resources, and they
must use them effectively to achieve their objectives. Health care
organizations can identify their most critical needs and allocate
resources accordingly, ensuring they achieve the greatest impact.
 Third, strategic planning helps organizations set priorities and make
difficult decisions. Health care organizations are often faced with difficult
choices, such as deciding which services to continue to offer and which
to discontinue. By engaging in strategic planning, health care
organizations can weigh the pros and cons of various options and make
informed decisions that align with their long-term goals.

40. EXAMPLE OF STRATEGIC PLANNING IN HEALTH
CARE
 The American Heart Association (AHA) is an excellent example of an
organization that used strategic planning to achieve its goals.
 As a nonprofit organization, the AHA has a clear mission: to advance the
health of all individuals and communities.
 To achieve their mission, the AHA recognized the importance of setting
ambitious goals and developing a comprehensive strategic plan.
 In 2018, the AHA launched a strategic plan that set a clear direction for
the organization over the next decade. The plan aimed to reduce the
incidence of heart disease and stroke by 20% by 2020, improve the
cardiovascular health of all Americans by 20% by 2020, and increase
the number of people who receive CPR training and are prepared to
respond to cardiac emergencies. These goals were ambitious, but the
AHA recognized the importance of setting challenging targets to drive
progress and improve outcomes for patients.

41. EXAMPLE OF STRATEGIC PLANNING IN HEALTH
CARE
 To achieve their goals, the AHA developed a
comprehensive plan that included a wide range of
activities. One critical aspect of the plan was funding
research to better understand the causes and treatments
of cardiovascular disease. By investing in research, the
AHA could advance the field of cardiology and develop
new therapies that could improve patient outcomes.
 Another critical aspect of the plan was educating the
public about heart health. The AHA recognized that many
people were unaware of the risks of heart disease and the
steps they could take to reduce their risk. To address this
issue, the AHA developed educational programs that
aimed to increase awareness of heart disease and
improve health literacy among the general public.

42. EXAMPLE OF STRATEGIC PLANNING IN HEALTH
CARE
 To measure progress toward its goals, the AHA
developed metrics to track the impact of each
initiative. For example, the organization tracked the
number of people who received CPR training, the
number of public policies that supported heart health,
and the incidence of heart disease and stroke. By
tracking these metrics, the AHA could assess the
effectiveness of its initiatives and make adjustments
as needed to achieve its goals.
 The AHA’s strategic plan also included a system for
evaluating the effectiveness of each initiative. By
evaluating the impact of each initiative, the AHA could
identify what worked well and what could be
improved in the future.

43. STRATEGIC PLANNING IN NURSING SERVICES
 Creating a strategic plan for nursing care delivery ensures
that nurses are used most effectively by tapping into their
unique capabilities, providing the most direct and efficient
patient care, and improving the safety and quality of that
care.
1. Create the Strategic Planning Team
Administrators, nurse managers, pharmacists,
physicians, IT professionals and front-line working
nurses could be included. Clinical team members will be
able to adequately test plans. Leaders understand the
day-to-day activities that nurses undertake and technical
team members can help design effective tools for nurses
to use.

44. STRATEGIC PLANNING IN NURSING SERVICES
2. Set Nursing Care Goals
The primary goals that should guide your plan are
safety, effectiveness, timeliness, patient-
centered, equitable and efficient.
3. Define Areas of Concern
The areas targeted by the strategic plan are
chosen because there is a problem, regulations
require updating, or the team believes
significant changes could improve the facility’s
delivery of care

45. STRATEGIC PLANNING IN NURSING SERVICES
4. Choose Changes to Make
Changes do not necessarily lead to
improvements, but all improvements require
some level of change, according to the
Institute for Healthcare Improvement. Once
facility needs have been identified and
measurements placed to monitor the
outcomes, the team must clarify the changes
it will recommend.

46. PRACTICAL APPLICATION OF STRATEGIC
PLANNING IN NURSING MANAGEMENT
A practical application may be developing a
strategy to reduce hospital-acquired infections
in a healthcare setting. The nurse administrator
defines a clear mission (reduce infections), sets
measurable objectives (e.g., reduce infections
by 20% in the next year), formulates strategies
(like training nurses on infection
control practices), implements these strategies,
and monitors progress regularly.


47. STRATEGIC PLANNING IN NURSING EDUCATION
A strategic plan for a college of nursing in India can include
goals such as:
 Producing quality nursing professionals
 Developing teaching faculty
 Improving infrastructure
 Expanding programs and community projects
 Recruiting, supporting, retaining, and empowering faculty and
staff
 Facilitating career advancement processes
 Developing management and leadership skills
 Applying leadership strategies
 Identifying and implementing changes to improve care quality

48. STRATEGIC PLANNING IN NURSING EDUCATION
CAN HELP AN ORGANIZATION TO:
 Look into the future in an orderly and
systematic way
 Ensure that a hospital remains relevant and
responsive to patient and community needs
 Provide a clear and consistent organizational
focus
 Provide a basis for monitoring progress,
results, and impact

49. CONCLUSION
 Strategic planning involves a structure or framework, a
set of procedures, and of course content. Strategic
Planning simply introduces a formal “discipline” for
conducting long-term thinking about an institution and for
recognizing opportunities in and for minimizing risks from
the external and internal environments.
 In today's highly competitive business environment,
budget-oriented planning or forecast-based planning
methods are insufficient for a large corporation to survive
and prosper. The firm must engage in strategic planning
that clearly defines objectives and assesses both the
internal and external situation to formulate strategy,
implement the strategy, evaluate the progress, and make
adjustments as necessary to stay on track.

50. RECAPITULATION
 Q.1 What is strategic planning?(2marks)
 Q.2 Enlist the types of strategies. (2marks)
 Q.3 List down the process of strategic
planning.(2)
 Q.4 Name the levels of strategic planning. (2)
 Q.5 Write any four barriers of strategic
planning.(2)