PLANNING

PLANNING

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.

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

IMPORTANCE OF PLANNING

• To help avoid crisis management and provide decision-making flexibility.

• To provide a basis for managing organizational and individual performance.

• To increase employee involvement and improve communication.

• To promote cost-effectiveness.

• To include day-to-day and future-focused management.

SCOPE OF PLANNINGaccording 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, policies and strategies

– Represent the organization

SCOPE OF PLANNINGaccording to level of managers

• MIDDLE MANAGERS include supervisors, associate/ assistant deans.

– Coordinate nursing activities of several units

– Receives broad, overall strategies and policies from top managers and translate them into the specific objectives and programs

SCOPE OF PLANNINGaccording 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

MAJOR ASPECTS OF PLANNING • Its contribution to purpose and obje

ctive

• Its importance in managerial task

• Its pervasiveness

• The efficiency vs. effectiveness of plans

CHARACTERISTICS OF A GOOD PLAN

SMART

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.

MOMENTS OF PLANNING

• MISSION STATEMENT

– It must answer the following questions:

• What do we stand for?

• What principles or values are we willing to defend?

• Who are we to help?

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

• 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.

MOMENTS OF PLANNING

• GOAL

– The goal reflects the specific aim or target that the unit/organization wishes to attain within the time span.

MOMENTS OF PLANNING

• OBJECTIVE

– The objective must be measureable step to be taken to reach the goal.

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.

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.

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

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

MOMENTS OF PLANNING

• THE PLANNING FORMULA

What to do:Nursing activities - techniquesHow to do it:principlesWho is to do it:professional, non-professionals

Planning:Predetermine

d action

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

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.

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.

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.

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 hours and staffing schedules.

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.

MOMENTS OF PLANNING

• ESTABLISHING NURSING STANDARDS, POLICIES AND PROCEDURES

– 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.

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.

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 nurse-executives, RNs, and other designated nursing staff members. These documents must be in writing.

– Policies, procedures, and standards should be approved by a nurse-executive or a designee.

Thank you for listening!