PLANNING Final Ppt

7/31/2019 PLANNING Final Ppt

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LILIBETH JOY C. VALLEJO, RN


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the process of working through staff

members to be able to provide

comprehensive care to the patient

includes planning, organizing, directingand controlling

The task of the nurse manager is to

plan, organize, direct and control

available financial, material, and human

resources in order to provide effective,

economic care to groups of patients


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a fundamental property of intelligent

behaviour; a cognitive process for decision-

making

In organizations and public policy, it is boththe organizational process of creating and

maintaining a plan.

Deciding in advance what to do, how to do a

particular task, when to do it, and who is todo it.


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a management function

defining goals for future organizational

performance and deciding on the tasks and

resources to be used in order to attain thosegoals.

Always has a purpose; may be achievement

of certain goals or targets by using available

time and resourcesMust be adaptable and flexible to current

realities to ensure that the desired result is

achieved.


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Good planning(Douglass, 1986)

A continuousprocess of

assessment,establishment ofgoals andobjectives,implementation and

evaluation ofchange as new factsbecome known.

Poor Planning(McLarney, 1964)

The failure to setgoals, make

assessments orprovide forimplementation orto anticipate anypossible change in

circumstances.


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Delivery dates are not met.

Machines are idle.

Material is wasted.

Some nurses are overworked, others areunderworked.

Skilled nurses doing unskilled work

Nurses fumbling on jobs for which they have

not been trained

Quarrelling, bickering, buck-passing, and

confusion


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a living document which can be changed

based on the prevailing circumstances

A predetermined course of action intended

to facilitate the accomplishment of a task,work or mission

Failing to plan is planning to fail

A well-developed plan requires creative

thinking and foresight


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Involve the future

Involve action

Have an organizational identification of the

action which will be undertaken either bythe planner or someone designated by or for

her


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Strategic Plans

Operating Plans

Continuous or Rolling Plans


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Asks, What are the right things to do?

Usually 3-5 years

Long-term in nature

Based on explicit assessments of the competitivestrengths and weaknesses of the organization.

Usually prepared in the upper levels of

management and serve as the basis for operating

plans. In a nursing care setting, a strategic plan would

be one which calls for increasing diversity in

nursing and more aggressive recruitment


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How does one dothings right?

Generally shorterin time frame (e.g.

1 year)Usually pertain to

activities inspecific

departments of anorganization.Deals with tactics

or techniques

Focuses on timetables,target quantities, and

specifies the persons

responsible for the tasks

usually involve the middleand lower level managers

Prepared separately by

managers of the functional

sub-units of an organization(E.g. Department budget is

prepared by the head nurse

of the pediatric unit)


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Similar to operating plans

Involves mapping out day-to-day

activities

Task of the staff nurse who has to deviseand implement the nursing care plan for

the patients, altering or modifying the

plan as necessary depending on the needs

and problems of the patients and the unit

to where the plan is applicable.


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(Why is planning essential to nursing?)

Leads to success in

the achievement of

goals and

objectives

Brings about behaviour that

leads to desired actions and

outcomes

Makes performance of tasks

more meaningful

Helps nurses relate what they are

doing to their professional goals.

Provides for theeffective use of

available personnel

and facilities

E.g. projecting the number ofnurses needed to care for a

group of patients or ordering

enough supplies for a unit


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Helps nurses cope with

crises and problems

calmly and efficiently

Predict future activities, anticipate

future problems, and plan for

alternatives to prevent or cope with

potential problems

Reduces element ofchange

Study what has been successful orunsuccessful

Discover the need for change

Necessary for effective

control

Enables manager to design effective

ways to ensure accomplishment of goalsand objectives through coordination

and collaboration between and among

people in the organization ad effective

use of resources


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Knowledge of the philosophy, goals, and

operations of the organization

Understanding on the significance of

planning; that success and failure or workactivities relate directly to the quality of a

plan

Proper appreciation of use of time for

planning; wrongly perceive that time spenton planning would be better spent on

addressing day-to-day concerns


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Confidence and fear of failure

Openness to change that they believe

planning may entail

Willingness to engage in new activities thatplanning produces

Insights into the exigencies (i.e.,

pressing/urgent/requiring immediate action)

of the situation; prefer to act on problemsthat give them immediate feedback


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1.Forecasting or estimating the future

Consider 3 things:

The agency

The community affected The goals of care

Forecasts must be supported by facts,

reasonable estimates, and accurate

reflection of policies and plans


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2.Setting objectives and goals

Goals- broad statements of intent derivedfrom the purposes of the organization

Objectives- specific behaviour or task set

for the accomplishment of a goal


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3. Developing strategies and setting the

time frame.

Strategy- techniques, methods, orprocedure by which the overall plan of

the higher management achieve desired

objectives


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4. Preparing the budget and

allocation of resources

5. Establishing policies,procedures, and standards


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Time- the managers single most important

resource

Good time management- founded uponintelligent planning and decision-making, and

a thorough assessment of the tasks which

need to be done; Finding the most efficient

way to do things; Smarter use of time


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Work is rushed, becomes substandard,

deadlines are missed, bad choices are made,

employees suffer from fatigue, and personal

lives and relationships are affected by the

lack of time or energy to devote to them


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Planning for contingencies

Listing of tasks

Inventory

Sequencing Setting and keeping deadlines

Deciding on how time will be spent

Delegate


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the apparent simultaneous

performance of two or more tasks

May have hazardous consequences

Nurses must learn to prioritize

tasks at hand even if they have to

do them one after the other

Make sure tasks are done properly


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Allow the manager to set the time frame of

the project or activity meant to achieve the

goals of the organization

1. GANNT CHART

2. PERFORMANCE EVALUATION AND REVIEW

TECHNIQUE (PERT)

3. CRITICAL PATH METHOD (CPM)


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illustrates a project schedule

Show task and schedule information. The

tasks are numbered and listed vertically. A

bar shows the starting date and projectedcompletion of ach task. Color or shading is

sometimes used to show ho much of ach task

has been completed.

Both a management tool and acommunications tool.


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a statistical tool, used in project

management, that is designed to

analyze and represent the tasks

involved in completing agiven project.

Commonly used in conjunction with

the critical path method or CPM


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A tool to analyze a project and determine

the duration, based on identification of a

critical path through an activity

network.Can calculate time and cost estimates for

each activity

Method used to create a cost estimate

using either normal (least cost) or

crash (least available time) operating

conditions.


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A systematic financial translation of

a plan, the allocation of scarce

resources on the basis of forecast

needs for proposed activities over aspecified period of time

A tool for planning, monitoring, and

controlling cost and meetingexpenses


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allocates resources for

nursing programs and

activities to deliver patientcare during fiscal year


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designed to meet future service

expectations, to provide quality

patient care at minimum costBudget plan for health care

institutions- a plan for future

activities


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Revenue budget- summarizing

the income the management

expects to generate during theplanning period

Expense budget- describing

expected activity in operationalfinancial terms for a given

period of time


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Capital Budget- outlines the

programmed acquisitions, disposals,

and improvements in the

institutions physical capaacity

Cash budget- consists of money

received, cash receipts and

disbursement expected during theplanning period.


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CENTRALIZED BUDGET-developed

and imposed by the comptroller,

administrator, and/or director of

nursing with little to no consultationwith lower level managers

DECENTRALIZED BUDGET-has middle

level manager involved in theplanning and budgeting process with

ARA placed on the practitioner level


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MANPOWER BUDGET- consists of the wages andsalaries of the regular employees and the fees paidto outside registries through which the institutioncontracts short-term employees

CAPITAL EXPENDITURE BUDGET- Involves the largeexpense of purchasing of lands, buildings, andmajor equipment meant for long-term use.

OPERATING BUDGET- Includes the cost of supplies,minor equipment repair and maintenance as well asother overhead expenses


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Open ended budget- single cost

estimatefor each program in theproposed unit

Fixed ceiling budget- the uppermostspending limit is set by the top

executive who then asks managers to

develop budget proposals forindividual units


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Flexible budget- conatins several financial plans

for each level of activity or for different

operating conditions; Top management canselect the budget or shift the spending level

upwards or downwards, whichever is best for

optimum productivity

Performance budget-based on the functions and

activities of personnel involved in the operation

budgeted; may refer to direct nursing careactivities, supervision of nursing staff, quality

control, etc.


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Program budget- Computed for a program

as a whole or the entire program itself e.g.

home care program, outreach program,

rather than individual activities or

functions

Zero -based budget- justifies in detail thecost of all programs, both old and new, in

every annual budget preparation

Sunset budget- designed to self-destructwithin a prescribed period to ensure

cessation of the funded program at a

ppredetermined date.


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PLANNING- Budgeting stimulates

thinking in advance

COORDINATION- budgeting

encourages coordination amongdifferent persons; continuous

exchange of information

COMPREHENSIVE CONTROL- anadministrator is able to evaluate

quality and initiative in performance


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Patient-

consider the nature of the patients needs:

length of stay in hospital, severity of illness

categorize patients

Hospital or Health Care Facility

Available facilities and resources

Size of hospital, bed capacity, occupancy

Bed capacity must be enough to

accommodate possible number of patients


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Personnel

Salaries paid to nursing personnel,

leave benefits, provisions for staff

development programs

Standard of Nursing Care and

Supervision

Cost of training and maintaining of

personnel and acquiring equipment

that will be needed


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There are a number of tools in the

budgeting and management of

resources:

The budgeting process of theorganization.

Determine the number of full-time

equivalent of nurses necessary tostaff the unit.


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Compute the salary and non- salarybudget including salary increases and

other various factors.Monitor the variances over the budget

period and identify negative variancesresponding promptly and appropriately.

Understand the extraneous factorssuch as changes in technology or directand indirect cost that may be assigned

to their budget.Encourage the staff to monitor

resources used including time andsupply.


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Policies are defined as standing

plans used repeatedly, or guides or

basic rules that govern action at all

level in the organization.They stem from the goals of the

organization.

Examples include personnel policy,nursing services policies and the

like.


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a more specific guide to

action than policy, while

standards indicate theminimal level of achievement

acceptable to meet the set

of objectives.


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Models of planning vary to the needs and profile ofthe organization.

basic model

Issue-based (goal-based) model

Alignment model

Scenario planning

Organic planning Functional planning

Cross-sectional planning and

Operational planning


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suited to small organizations with a high

volume work but with limited to no strategic

planning.

The early operation period of the

organization, like the first year, would be a

good time to use the model in order to

familiarize the organization with the concept

and conduct of planning.

Subsequent planning may be done with more

details, phases and activities.


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Planning is usually carried out by top-level

management, who identifies the:

Purpose or mission statement.

Goals to be accomplish to fulfil the

purpose or a mission statement.

Specific approaches or strategy forachieving goals.

Specific action plans to implement each

strategy for achieving goals.Consistent monitoring and updating of

plan.


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Organizations which follow

this approach may adjust

their strategies to identifyadditional goals to develop

operations or administration

of the organization.


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Issue-based or Goal-based Strategic Planningconsists of the following activities:

External/ Internal Assessment to identify SWOT

Strategic analysis to identify and prioritize major

issues or goals.Designing major strategies or programs to address

these issues or goals.

Designing or updating the organizations vision,

mission and values. Establishment of action plans based on the

organizations objectives, resource needs, roles andresponsibilities for implementation.


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Documentation of issues, goals, strategies or

programs, and whenever applicable, an updated

mission and vision, action plans in a strategic PlanDocument, and SWOT.

Development of the yearly Operating Plan

document from one year of the multi-year

strategic plan.Development and implementation of the budget

for year one and allocation of funds needed to

fund year two and onward.

The conduct of the operations year-one

operations.

Monitoring/reviewing/evaluating and update the

Strategic Plan document.


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geared towards ensuring that the

organizations resources are aligned with

its mission in order to ensure effective

operation.a useful strategy for organizations that

needs to fine tune their operating

strategies or which may need to rework

their current approach.An organization with internal issues may

also find benefit in this model.


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involves identifying possible

scenarios or situations that the

organization may face. This model is

useful in identifying strategic issuesand goals and may be used to ensure

truly concrete solutions to problems.


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Organic strategic planning is

self-organizing, and naturalistic

in orientation, requiring

repeated reference to common

cultural values within the

organization.


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deals with both the actual activities of the

organization and the administrative or the

internal matters thereof as well, such as

work, costs and resources.

usually works in the context of the overall

plan and as such to be weighed against

competing priorities from other programs

and internal initiatives for organizational

advancement like process improvements and

training.


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defines tasks which may be assigned to

individuals; produces clear final outputs to

other similarly oriented organizations; tracks

internal operations;

allows for additional program requirements;

and allows for managing competing priorities

from multiple programs.

may be affected by non-project relatedwork which includes change and work

includes a process for assessing plan status.


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focuses on managing the external effects

of outputs of a function. It brings

together the activities of various

functional groups in support of a singleproject like a team working together.

Unlike functional planning, which is

oriented towards moving work within a

single organization, cross-functionalplanning is geared towards moving work

from one functional organization to

another.


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requires one to look at the development of

the decision being made as they relate to the

overall effectiveness of work on the health

care facility. defines how one will implement the action

agreed upon and monitoring these plans,

what the needs are, how one will use

available resources, how one will deal with

the risks, and how one will ensure

sustainability of the projects achievements.


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incorporates all other plans,

past and present, to come up

with a wholistic implementation

of the plan. The key components

are integrated with the other

parts of the overall Strategic

Plan.


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Nurses make decisions of varying importance

every day, so the idea that decision making

can be a rather sophisticated art may at first

seem strange

studies have shown that most people are

much poorer at decision making than they

think.

understanding of what decision makinginvolves, will help produce better decisions

at work.


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the process of identifying and choosingparticular course of action from among

several possible choices. This process is

influenced by the values and preferences of

the decision maker.


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Whether Decisions-refer to the

decision made before the selection

of one several alternatives, where

selection is made after weighingpros and cons.

E.g. before figuring out alternativesof what car to buy, the decision is to

be made whether or not to buy a

car.


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Which Decisions-process of

choosing from among several

alternatives, which aremeasured based on a set of

predefined criteria.


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decisions that have been made but put

on hold until some conditions are met

like time, energy, price, availability,

opportunity and encouragement.

E.g., I have decided to buy that car if I

can get it for the right price and/or Ihave decided to write that article if I

can work the necessary time for it to

fit into my schedule.


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Win-win

mutual willingness in the group to

come up with solutions that are

acceptable to all.


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Win-Lose.

some interests are advanced at the

expense of others.


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Disagreement and Collaboration.

Decisions resulting in the following

elements are made when conflicts

and disagreements are openlyexplored, using collaboration and

cooperation.

High quality decisions Creative decisions

Decisions that are understood

Decisions that are accepted and owned


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focused on how to modify or armed anunpopular proposed solution rather than

attempt to pressure people into changing

their minds about the solution.

holding the planned solution in abeyance for

further study and analysis until justifiable is

reached.


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devised to address the presence ofrisk or uncertainty in decision-making situation by looking for

predictable patterns based onhistorical date, thereby reducing theuncertainty.

When there is limited historical

precedent, it becomes hard to applythe theory and the risk remainsunchecked.


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more graphic in nature, enables the planner to

visualize alternatives courses of action takinginto account all factors involved like risks,information needs and outcomes for a problemover time.

a tree-shaped diagram which starts with aprimary decision that branches out intoincreasing numbers of alternatives, each ofwhich further branches out until all alternative

outcomes are laid out on the diagram.gives the manager a forecast of the possible

results of his choices and enables him to make acost-benefit analysis on each alternative.


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problems are addressed one after anotherand after having determined the best

balance of factors related to service.

the mathematical study of waiting lines (or

queues).

a powerful tool that helps hospitals and

clinics to uncork chronic bottlenecks in the

flow of patients in the emergencydepartment (ER), the out-patient

department(OPD), and elsewhere.


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First in first out (FIFO)-service

according to order of arrival

Last in first Out (LIFO) Last toarrive First to be served

Processor Sharing (PS)- equally

served


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Finally, the Linear Programming

method uses matrix algebra or

linear mathematical equations

to determine the best way to

use limited resources to achieve

maximal results.


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Documents

PLANNING Final Ppt