operational planning

1. STRATEGIC &
OPERATIONAL PLANNING

2. Objectives
 Define Strategic, Operational & Project Planning
 Identify the types of planning
 Identify purpose and benefits of strategic planning.
 Explain process of strategic planning
 Define the Mission and Vision
 Identify the Goals and Objectives.
 Differentiate between the Policies and Procedures.
 Differentiate between Strategic, Operational and Project Planning
 Explain the relationships among mission, philosophy, goals, and
objectives

3. Planning
Planning is deciding in advance:
 What to do?
 How to do?
 Where to do it?
 When to do it?
 Who to do it

4. “Planning is bringing the future into the
present so that you can do something about
it now”

5. Changes In Health Care Delivery Systems Affect Planning
 High cost technology
 Competitive environment
 Greater acuity of care
 Aging
 Quality of life and ethics
 Technology use increased productivity, less pain, short
recovery, and less loss of work time

6. Levels of Planning
 Long or strategic planning:
Done by top-level management (chief executive officers, presidents).
Planning for 3 to 5 years into the future.
 Intermediate planning:
Done by middle level management (supervisors and clinical
specialist), do this plan for 6 months to 2 years.

7. Levels of Planning
 Operational planning:
o Done by lowers level management (nurse managers, team leaders, primary care nurse, do operational
plan of 1 week to 1 year.
 Contingency plans:
o protect a company from unforeseen Single-use plans
o are those plans that are intended to be used only once. They include activities that would not be
repeated.

8. 2 Main Types of Organizational Planning
Strategic
Planning Long range
Operational
Planning
Short
range

9. Strategic Planning
Strategic planning extends 3 to 5 years into the future.
It begins with in-depth analysis of the:
¤ Internal environment’s Strengths, and Weakness
¤ External Opportunities and Threats
so that realistic goals can be set for the preferred future

10. The Benefits of Strategic Planning
 It determines:
¤ Direction of the organization
¤Allocates resources
¤Assigns responsibilities
¤ Determines time frames for accomplishing goals
 Strategic planning goals are more generic and less specific than the operational planning
 Strategic plan is proactive, vision directed , action –oriented, creative innovative and oriented
toward change.

11. Purpose of Strategic Planning
• Gives direction to the organization and tells WHERE is the organization going?
• Demonstrates HOW is it going to get there?
• Improve efficiency
• Eliminate duplication of efforts
• Concentrate resources on important services
• Improve communications and coordination of activities
• Development of conceptual image
• Identification of goals and objectives
• Identification of strategies for reaching the goals

12. Strategic Planning Process
 External and Internal
Assessment
 Priority strategic issues and
programs
 Vision
Mission
 Values
 Philosophy
 Goals and objectives
 Operational:
Division/unit
 Objectives
 Policies
 Procedures
 Implementation
 Evaluation: production/
operations/finance/
 Marketing

13. Strategic Planning Process
 Assessment of the organization’s environment which include:
¤ Internal assessment to check weaknesses and strengths and collect expectations
from physicians, staff, administrators and patients.
¤ External assessment to look at opportunities and threats and to consider
expectations from outside interests such as opinion leaders, governmental officials
and consumers.
¤ A SWOT (strength, weaknesses, opportunities, threat) analysis worksheet can be
used for assessment.

14. What is SWOT Analysis?
Acronym for Strengths, Weaknesses, Opportunities, and Threats.
Planning tool Used as framework for organizing and using data and
information gained from situation analysis of internal and external
environment.

15. External
Internal

16. Characteristics of the organization` or a team that give it
an advantage over others
Positive attributes` internal to an organization.
Beneficial aspects of the organization or the capabilities of
an organization, which includes human competencies,
process capabilities, financial resources, products and
services, customer benefits.
.
SWOT: Strength

17. Characteristics that place the organization at a disadvantage relative
to others.
Detract the organization from its ability to attain the core goal and
influence its growth.
Weaknesses are the factors which do not meet the standards that it
should meet. However, weaknesses are controllable. They must be
minimized and eliminated.
SWOT: WEAKNESSES

18. Chances to make greater benefits in the environment - External
attractive factors that represent the reason for an organization to
exist & develop.
Arise when an organization can take benefit of conditions in its
environment to plan and execute strategies that enable it to
become better.
Organization should be careful and recognize the opportunities and
grasp them whenever they arise. Opportunities may arise from
market, competition, industry/government and technology.
SWOT: Opportunities

19. SWOT ANALYSIS - THREAT
!
SWOT: Threats
External elements in the environment that could cause trouble for the organization -
External factors, beyond an organization’s control, which could place the organization’s
mission or operation at risk.
Arise when conditions in external environment jeopardize the reliability of the
organization and its financial income.
Compound the vulnerability when they relate to the weaknesses. Threats are
uncontrollable. When a threat comes, the stability and survival can be at stake.

20. To help decision makers share and compare ideas.
To bring a clearer common purpose and understanding of factors for
success.
To organize the important factors linked to success and failure in the
business world.
To analyze issues that have led to failure in the past
.
Aim of SWOT Analysis?

21. SWOTAnalysis
Strength Weakness
Management development
Qualifications of staff
Medical staff expertise
Facilities Location
Quality of services
Shortage of staff
Financial Situation
Cash Flow Position
Marketing Effort
Market Share
Opportunities Threats
Nurse and physician recruitment Referral
Patterns
New Programs
New Markets
Diversification (the act or practice of
manufacturing a variety of products)
Population Growth
Improved Technology
New Facilities
Shortage Of Nurses
Decrease In Patient Satisfaction
Decrease In Demands For Services
Competition
Regulations
LegalAction
Loss OfAccreditation

22. After The Environmental Assessment Is
Done, The Management Team:
Review the philosophy
Identify vision, mission, and values
Identify goals and objectives
Write a plan for strategies to accomplish the objectives
Identify required resource
Determine priorities
Set time frames
Determines accountability for each goal

23. Operational Planning
Short-range planning that deals with day to day maintenance
Nurse managers are more likely to be involved in the operational
planning
̈ Operational planning is done
In conjunction with budgeting
Few months before the new fiscal year
Develops the departmental maintenance and improvements goals for
the coming year

24. 9/27/2022 9:02 PM 24
Planning Should Have
A Vision:
Now
Future
‫فيها‬ ‫مبالغ‬ ‫فكره‬ ‫فيه‬ ‫يكون‬

25. Vision: The preferred future
is a mental image to see something that is not actually
visible.
Provides a long term focus for the entire organization.
 outlines what the organization wants to be.
KSAU-HS Vision (Global leadership in health profession ,
education with commitment to excellence in research
,patient care, and community services).

26. Vision, cont.
The vision for the General hospital is to be the preeminent
(top) health care provider in the region by doing the
following. Being the premier (leader/first) full-service,
integrated health care delivery network that provides a
continuum of health services. Creating an environment that
exceeds the expectations of our customers
Developing creative solutions to the challenging facing us

27. Purpose or mission statement
Is a brief statement identifying the reason that an organization
exist and the aim to be accomplished
 Example: The mission of KSAU-HS is to provides high quality
health sciences education, health-related research, and
community services that promote the health of society.
̈ Organizations and nursing services exist for a purpose; most
nursing services exist to provide high-quality nursing care and
encourage education and research
‫واقعية‬ ‫وتكون‬ ‫الحالية‬ ‫مهمتي‬
‫مبالغة‬ ‫تعتبر‬ ‫ما‬
‫النه‬
‫واقعي‬

28. Sample Mission Statement
 Each specialty has its own mission which contributes to the overall mission of
the organization; in-service education department aims to orient staff to job
and improve quality of the staff work whereas the burn unit aims to provide
good quality care for burned patient.
 The mission of general hospital is to deliver comprehensive health care services
to promote physical and mental health; to prevent disease, injury, and
disability; and to promote healing of the body, mind, and spirit.
 Related instruction, public programs, and research will facilitate high-quality
health care

29. Values
 Values is the worth, usefulness, or importance of something must
be determined and consistent with leaders and managers
 Plans and actions Sample of values statement
 The guiding values for general hospital are as follows:
¤ Quality
¤ Compassing
¤ Fairness
¤ Integrity
¤ Innovation
¤ Financial responsibilities
‫القرار‬ ‫واالتخاذ‬ ‫االتجاه‬ ‫تحدد‬
‫السريعة‬ ‫اكالت‬ ‫مطعم‬ ‫يفتح‬ ‫يقدر‬ ‫ما‬ ‫الصحة‬ ‫عنده‬ ‫القيم‬ ‫شخص‬ ‫مثال‬

30. Philosophy
 Philosophy articulates a vision and provides a statement of beliefs
and values that direct one’s action/ practice
 Must be written using clear terms and easy to understand
 Managers must consider theory, research (applying research finding),
practice(skill levels needed), education( need for continuing education),
and nursing’s roles in the total organization

31. Sample Philosophy
Philosophy of general hospital:
General hospital is committed to assessing, and meeting the physical/
emotional, spiritual, environmental, social, and rehabilitative health
needs of the citizen in the region.
 The worth, dignity, and autonomy of individuals (customers,
employees, and others) are recognized.

32. Goals and Objectives
• Goal States actions for achieving the mission and philosophy
• Planning defines the goals; the institution is organized and
staffed to accomplish the goals.
• Directions stimulates personnel toward accomplishment of
the objectives and control compares the results with the
objectives to evaluate accomplishments

33. Goals and Objectives
Goal
Develop and implement staff development programs to meet the need for
increased knowledge
Objective
Develop and implement at least 12 staff development programs by the end of
the financial year
Strategies
Continue to develop, implement, and evaluate continuing education programs
for personnel Evaluate, revise, and implement the orientation program for
new personnel
Develop, implement, and evaluate in-service programs regarding new
products
Investigate the feasibility of a mentorship program for less experienced nurses

34. Goals vs. Objectives.
GOALS
Very short statement, few
words.
Broad in scope
Directly relates to the mission
statement.
Covers long time period (such as
10 years).
OBJECTIVES
Longer statement, more
descriptive.
Narrow in scope.
Indirectly relates to the
mission statement
Covers short time period
(such 1 year budget cycle).

35. Barriers to the planning
 Lack of knowledge and skills exist on the part of the manager regarding how to plan.
 Lack an understanding of the organization and its subunits leading to reactive rather
than proactive planning.
 The manager has an inadequate awareness of the external environment .
 lack of planning expertise.
 Lack of top management commitment.
 They do not use the plan appropriately and resist the change.

37. Policies
Policies and procedures are means for accomplishing goals and objectives
Policies are statements or instructions that direct organizations in their decision making. Policies
explain how goals will be achieved and serve as guide that define the general scope of activities
in an organization.
 Basis for future decision and actions
 coordinate plans
 control performance
 increase consistency of action when used by different managers
Statement
‫تفسير‬ ‫تعطي‬ ‫ما‬ ‫واضحة‬

38. Policies should be
 Comprehensive in scope, stable, and flexible
 consistent to avoid uncertainty, bias, and unfairness
 written in a specific, concise and complete manner and stored in a policy
manual, and should be understklandable.
 Involve personnel who will be affected by the policy
 polices should be written
 Policy should be revised and approved by management before the policy is
formalized.
 Oral communication is appropriate to introduce and explain new policies

39.  Policies direct individual behaviour toward the mission of the organization .
 They serve as a basis for future decisions and action.
 Serve as a means by which authority can be delegated.
Should be comprehensive, stable, and flexible so they can be applied to different
conditions .
 Increase consistency of action.
Purpose of policies

40. Policies can emerged in different
ways:
1- ORIGINATED POLICIES (INTERNAL)
2- APPEALED POLICIES
3- IMPOSED POLICIES (EXTERNAL)
‫تطبق‬ ‫الملك‬ ‫من‬ ‫االجازة‬ ‫قرار‬

41. Originated Policies (Internal)
Usually developed by top management to guide subordinates in
their function.These policies stem from the declared objectives of
the organization
Flows from objectives of the organization as defined by the
management and may be broad in scope, allows staff associated to
develop supplemental policies

42. Appealed Policies
 Start when staff find a difficulty in solving a problem, disagree
with previous decision or want to a question reviewed.
 Then the staff appeal to top managers for decision
 The appealed policy develop and guide future managerial action
 Managers sometimes dislike facing issue until forced to do so

43. Characteristics of policies that are
more likely to be appealed
Incomplete
Unclear(makes it difficult to know what policies exist)
Uncoordinated(not consider possible effects on other dimensions
of the organization)
Increase number of these policies revealed a need for assess
policies for gaps and for updating policies.

44. Imposed Policies (External)
Are forced on an organization by external forces (governmental or
labor union, American nurse association, ANA forced by applying
international nursing standards., accreditation.

45. Procedures
 Procedures are documents that provide step-by-step actions and
detailed descriptions of what is needed to carry out policies.
 Supply more specific guide to action than policy does

46. Purpose of procedures
Provides basis for orientation, staff development, and staff evaluation
 Save time and effort
 Control performance
 Improvement in operating procedure increases productivity and reduce cost
 Work simplification (make each part of a procedure productive) reduce waste

47. Procedure manual
As with policy manual, procedure manual should be:
¤ Easily accessible
¤ Well organized with a table of content and indexed it
¤ Reviewed and revised periodically in response to the
need to add new procedure.

48. Remember!
Strategic planning (long-range planning) process includes the
development of:
 The mission influences the philosophy, goals, and objectives
 The philosophy articulates the vision and values that direct
the mission and practice
 Policies and procedures are means for accomplishing the
goals and objectives