StrategPlan21stCen

8/3/2019 StrategPlan21stCen

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Objectives• Expand your understanding of the concept

of strategic planning

• Articulate the process steps

• Identify tools to assist in the process

• Integrate the process into the picture of

chapter success

• Take home action steps to get started



Definition: Strategic Planning• A systematic

methodology to plan

your future… – Activities

– Programs

– Membership audience

– Operations

– Identify resources and

how they will be used



Chapters…. How does strategic planning apply?

Are you leading your chapter all by yourself?

Are your leaders the sam

e group?

Year after year…..

Are you searching for new

Members?



Chapters… Characteristics

• What...

• Why...

• How...

• Where…

• Who...



AACN ….Vision

A healthcare system driven by the needs of

patients in which critical care nurses make

their optimal contribution.

http://www.aacn.org/aacn/aacnhome.nsf/home?openform



AACN MissionBuilding on decades of clinical excellence,

the American Association of Critical-Care Nurses

provides and inspires leadership to establish work and careenvironments that are respectful, healing and humane.

The key to AACN's success is through its members.

Therefore, AACN is committed to providing the highestquality resources to maximize nurses' contribution

to caring and improving the healthcare of

critically ill patients and their families.



Chapters…

What is the connection?• Chapters provide opportunity for nurses to directly affect

their profession.

• Active and enthusiastic recruiters of new nursing

professionals

• Chapters plan and execute educational programs of interest

to local nurses ( members and non members)

• Chapters sponsor community events

• Chapters participate in programs for other organizations

• Chapters are a link to others…. Even those that aren’t

members



Chapters… & National...

Only 20% of national AACN

members are chapter members



ChaptersWhere do they need to be in 5 Years?



Challenges for the FutureWhat challenges are in the future?

Can you envision what your chapter will look

like?What should the partnership between local

chapters and the national organization look like?

What’s your wish list???



The Future• The future doesn’t exist….

Unless “You” make it!

• The unavoidable, absolute fact is … The future

is becoming more unpredictable…and yet wemust act.



Tools SWOT AnalysisThorough review of strengths,

weaknesses, opportunities and

threats.

PDCAPlan-Do-Check-Act

Improvement cycle

Scenario PlanningSystematic exploration of

future challenges…based on

creative use of what youknow.

Hoshin KanriIntegrates insight and vision

into every aspect of planning

and operations… not onlytoday but everyday and at all

levels of participation.



Core Components for all Tools• Environmental

assessment

• Objectives• Resources

– People

– Dollars

– Time



Your Environment• Screams…. those things that are so obvious…

– Aging workforce

– Generational differences – Acuity of our patients

– Pace of our lives

• Whispers…the soft images that may not be so clear...

– New Approaches to Programs

– How to get new members

– How to share the work of chapters



Looking into your world?• Brainstorming

– Trends

– Issues• Outreach to chapter

members

– Surveys

– Dialogue

• Outreach to others

– Patients/families

– Physicians – Administration

• Best practices

– your CAT

– National

– Keep an ear to the

ground… whispers?



SWOT Analysis• Strengths- The things you are really good at

• Weaknesses- Problems or gaps

• Opportunities- When compared to others… how

can we be better?

• Threats- Serious challenges which could dissolve

the organization or take away your keyadvantages.



Plan-Do-Check-Act• Plan- A plan of action is developed to

address a problem

• Do- The plan is implemented• Check- Information is collected to compare

the actual results to the expected results

• Act- The results are analyzed and correctiveactions are identified. The process then begins again….



Scenario Planning• Alternative descriptions or stories of how the

future might unfold.

• Integrate current known information and theenvironmental status

• Encourage people to think “outside the box”

• Help you to see “threats” and “opportunities”

and how they might impact your organization.



Hoshin Kanri• Measuring your organization holistically

• Setting core objectives for your

organization• Understanding/integrating the

environmental situation

• Defining and understanding theprocesses that make up all that you do

• Providing resources to achieve objectives



Generation of Strategic Plan• Get key players together

• Complete a review of who you are (accomplishments/challenges)

• Review goals/ objectives

• Complete an environmental assessment

• Select a tool/ method

• Get to work…. Think carefully but O.K. to have some fu

during this work • Make a commitment to implement your plan/actions.

• Evaluate the outcomes.



Next Steps• Practice & Determination

• Living the plan



Chapters into the future• Only “You”

can lead theway….



Questions

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