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Strategic Planning

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Candice Anderson

on 23 July 2013

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Transcript of Strategic Planning

Strategic Planning in Nursing Practice
Strategic Planning: Importance to Healthcare
1. Define Strategic Planning

2. Define the elements of a Strategic Plan

3. How to apply Strategic Planning in practice

What is a Strategic Plan?
Strategic Planning is the process by which an organization/nursing department or unit decides where it is going over the next year or longer and how it is going to get there.
A strategic plan is the “map” of where the organization, department, or unit is going over the next year or longer.
Strategic Planning Cont'd ...
Why does the organization exist?
What is the organization currently?
What would it like to be?
How can we make the transformation to what we want to be?
How will we know when the transformation is complete?

Candice Anderson
Shelby Chamberlain
Erica Goodson
Sarah Turner

Motacki, K., & Burke, K. (2011). Nursing delegation and management of patient care. (p.159). Mosby Elsevier

Key question that managers need to focus on before starting the strategic planning process are:
Mission Statement
Statement of Competitive Challenges and Strategy
Statement of Short- and Long-Term Goals
Statement of Organizational Policies
Statement of Needed Resources
Statement of Key Assumptions

Elements of a Strategic Plan
The first step in a strategic plan is composing a mission and vision statement.
A mission statement focuses on the definition of what the organization does and aspires to do.
You can further divide a mission statement into a vision statement, which tells the reader where the organization wants to be in the future.

Mission and Vision Statements
Statement of Competitive Environment and Strategy
The Statement of Competitive Environment and Strategy focuses on the competitive environment and is measured through strategic analysis.
Planners carefully consider various driving forces in the environment such as: increasing competition, changing demographics, strengths and weaknesses, and opportunities and threats.
Strengths, weaknesses, opportunities, and threats is also known as SWOT.

Competitive Strategy
Competitive Strategy is the organization’s plan for achieving it’s goals.
It states what services will be provided to whom.
It is decided on as a direct result of the information provided by the strategic analysis and environmental scan.
The product of this process is conclusions about what the organization must do about it’s major issues and opportunities.
The conclusion is strategic goals the organization should strive for.

Statement of Short- and
Lont-Term Goals
The goals are the are the overall methods or strategies to achieve the strategic goals of the organization.
The goals should be designed and worded as much as possible to be SMARTER.

S- Specific
M- Measurable
A- Acceptable
R- Realistic
T- Timely
E- Extending
R- Rewarding

Action Planning
Action Planning- is the process in which specific goals are matched with each strategic goal.
The overall organization-wide strategic goals cascade down to all departments and units and, in some cases, individual employees.
Action planning requires specifying expected outcomes with each strategic goal. These outcomes then form the basis of the performance scorecard used in most organizations. The anticipated outcomes are usually based on the competitive strategy of the organization and are often benchmarked against “best in class performers” or to where the organization wants to be in terms of performance.

Strategic Planning in Practice
Strategic Planning is very individualized for each different organization.

On a unit based level the nurse manager will oversee the unit based planning process.

Planning Process
Things to accomplish include the following:
Identify your purpose- Mission statement
Select the goals your organization must reach
Identify specific approaches or strategies that must be implemented to reach each goal
Identify specific action plans to implement each strategy
Monitor and update the plan

Strategic Planning in Nursing
The Appreciative Inquiry (AI) Summit is a method that has been used to achieve transformational change in business, but never in nursing.

That changed when the University of Virginia School of Nursing had an AI Summit to re-write the school’s strategic plan.

It brought together 135 participants from the school of nursing, the university, and the community

They engaged in a 4 step process in discovering, dreaming, designing, and creating the school’s future.

Purposes of Planning
Increases the chances of success by focusing on results and not on activities.

Forces analytical thinking and evaluation of alternatives

Establishes a framework for decision making that is consistent with organizational strategic objectives

Includes day to day and future based managing

Helps to avoid crisis management and provides decision making flexibility

Provides a basis for managing organizational and individual performance

Strategic Planning in Practice
The article described ten steps needed to design an AI Summit and implications for using this method at other schools of nursing.

Bouterie Harmon, R., Fontaine, D., Plews-Tgan, M., & Williams, A. (2012). ACHIEVING TRANSFORMATIONAL CHANGE:USING APPRECIATIVE INQUIRY FOR STRATEGIC PLANNING IN A SCHOOL OF NURSING. Journal of Professional Nursing, 28(2), 119-124.

Case Study
The NuHealth System is a public benefit corporation located in Nassau County, New York. NuHealth leadership saw an opportunity to reposition its health system, both operationally and by perception, by developing a master plan that was flexible and executable given the system’s current financial position and long-term goals for recreating health care delivery in Long Island.
The campus master plan created focused primarily on repositioning the East Meadow campus. While focused on this campus, the master plan also took into account the relationship of services at the hospital, the system’s community health centers, and scenarios for potential growth initiatives through independent development or merger with service providers throughout the county. In an effort to make specific services more accessible and convenient, the master plan organized the campus into zones of use that bridge to each other, but segmented services that do not typically interrelate on a frequent basis.

Case Study Cont'd
By implementing their strategic plan NuHealth was able to retain current commercial patients and grow a percentage of new patients. Whether this is attributable to technological advancements or providers developing new delivery models to meet patient demands, it underscores the importance of scrutinizing the point of service of every program in the master planning process. Hospital executives should continually ask if there is a better way to meet the needs of the community and is each program strategy in the master plan better served on the hospital campus or in efficient locations closer to patients? The ultimate goal should be to create affordable facility solutions that promote convenient accessibility, better patient experience and streamlined clinical operations.

NCLEX Style Questions
1. Julius is a newly-appointed nurse manager of The Good Shepherd Medical Center, a tertiary hospital located within the heart of the metropolis. He thinks of scheduling planning workshop with his staff in order to ensure an effective and efficient management of the department. Should he decide to conduct a strategic planning workshop, which of the following is NOT a characteristic of this activity?
a. Long-term goal-setting
b. Extends to 3-5 years in the future
c. Focuses on routine tasks
d. Determines directions of the organization

2. Hospitals include the nurse managers when forming their strategic plan or goals. The best explanation for inclusion of nurse managers is that nurse managers:

a. Facilitate implementation
b. Understand the financial aspects of the organization
c. Are leaders
d. Make the staff work schedule

Strategic planning actually defines the future of healthcare. And while you may not be able to control the future, strategic planning can help create a direction for an organization and allow them options for influencing their environment. Strategic planning gives a practice the structure to make day-to-day decisions that follow a larger goal. Without a vision for the future, healthcare will likely take action only to address immediate problems – making practices more reactive than proactive. This can limit an organization from progressing in new healthcare practices. Strategic decision making is needed now more than ever for success in any healthcare practice.
Future of Healthcare
Examples of published strategic plans from organizations:
- http://www.hhs.gov/secretary/about/priorities/strategicplan2010-2015.pdf

Generates new knowledge
- Creation of a research question
- Evidence-based practice
Strengths and weaknesses
Gaps in healthcare services
Important to include as many people as possible
Leads to creative and advanced tactics
Common vision
Drives innovation
Build excitement as positive change occurs
Drenkard, K. (2012). Strategy as Solution: Developing a Nursing Strategic Plan. Journal of Nursing
Administration, 42(5), 242-243
to a
without a
secures the future
provides direction and focus
sets priorities
allocates resources
establishes measures
gathers input and ideas
inhibits change
increase conflict within the organization
inhibit creativity
too much control
Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. New York, NY: The Free Press.

Zuckerman, Alan (2012). Healthcare Strategic Planning (third edition). Chicago, IL: Health
Administration Press.

AHA Moment !
What did we learn?

We didn't realize that strategic planning was used not only in nursing, but in other businesses too.
We also did not know that the strategic planning process incorporated all stakeholders of an organization.
*hint, hint
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