SEMINAR

ON
STRATEGIC & OPERATIONAL
PLANNING

Presenting by
Mr.Vasanth.G,
M.Sc (N) II year.
 INTRODUCTION
 Planning is the foremost function of nursing
management. It is the foundation of nursing
management as the other functions of nursing
management, organizing, staffing, directing and
controlling, must reflect proper planning. It is
concerned with the future implications. It is futile for a
nurse manager to attempt to perform the management
functions without having plan.
 PLANNING DEFINITION
 Planning means the determination of what is to
be done, how and where it is to be done, who is
to do it and how results are to be evaluated.
-James Lundy
 OBJECTIVES OF PLANNING
 To focus on meaningful activities.
 To economizes the time and effort and other
resources.
 To maintain coordination.
 To reduce risk and uncertainty.
 To ensure proper control.
 To achieve the organizational effectiveness.
 Planning promotes creativity.
 To improve efficiency.
 PRINCIPLES OF PLANNING
 Planning should based on Clearly defined objectives.
 Planning must be precise in its scope and nature.
 Planning must have an organizational identification.
 Planning should continuous process.
 Planning should be flexible.
 Planning should be balanced.
 Planning should provide proper analysis of action.
 Planning should always be documented.
IMPORTANCE OF PLANNING
 Improves focus.
 Improves flexibility.
 Improves action orientation.
 Improves coordination.
 Improves control.
 Improves time management.
PLANNING PROCESS
 TYPES OF PLANNING
Types are based on,
 Long-term plans look three or more years into the
future
 Short-term plans typically cover one year or less
 CONT...
 Strategic plan:
Set broad, comprehensive, and longer-term action directions
for the entire organization
 Tactical plan:
Helps to implement all or parts of the strategic plan
 Functional plans:
Indicate how different operations within the organization will
help accomplish the overall strategy
 Production plans
 Financial plans
 Facilities plans
 Logistics plans
 Marketing plans
 Human resource plans
 Operational plan:
Identify short-term activities to implement strategic plans
STRATEGIC PLANNING
 DEFINITION OF STRATEGIES

 Strategies are simply a set of actions that enable

an organization to achieve the results.
-st.Paul.MN
 TYPES OF STRATEGIES
1. Organizational strategy outlines the planned
avenue for organizational development.
2. Programmatic strategy addresses how to
develop, manage and deliver programs.
3. Functional strategies articulates how to
manage administration and support needs.
STRATEGIC PLANNING DEFINITION
 Strategic planning is a disciplined effort to
produce fundamental decisions and actions that
shapes and guide what an organization is, what
it does, and why it does it, with a focus on the
future.
-Bryson
 CONCEPTS
1. Organization need a planning architecture.
2. Planning is an intellectual process.
3. Planning is an social process.
 PURPOSES
 To increase the allocation of scarce resources
including time and money in nursing.
 To manage the development for performance.
 To acquire and develop new nursing practices.
 To foster better goals, better nursing values and
better communication.
 To bring changes in operations, management
and organization.
 STEPS
1. Getting ready.
2. Articulating mission and vision.
3. Assessing the situation.
4. Developing strategies, goals, and objectives.
5. Completing written plan.
 1.GETTING READY
 To begin strategic planning, the organization
should be ready with the following tasks to
develop a work plan:
 Identification of specific issues or choices that
the planning process should address.
 Clarify roles ( who does, what in the process)
 Develop an organizational profile.
 Identify the information that must be collected
that can help to make sound decision.
 2. ARTICULATING MISSION AND
VISION
 Introduce with the organizational mission and
vision. An organization’s ability to articulate its
mission indicates its focus and purposefulness.
 The mission statement summarizes the what,
how, and why of an organization’s work, a
vision statement presents an image of what
success will look like.
 3.ASSESSING THE SITUATION
 The situation assessment outlines the process
of gathering and analyzing the information
required to make an explicit evaluation of an
organization.
 SWOT analysis is used to collect to collect
internal and external stakeholder’s perception
about organization.
 This analysis is a methodology of examining
potential strategies.
 EVALUATING PROGRAM
 The MacMillan matrix, a strategy grid is
specifically designed to assist organizations to
formulate organizational strategy.
 DATA EVALUATION
 Qualitative and quantitative data is obtained to
evaluate the programs. The impact will be
considering depend upon followings:

Through
Input Output
put

Impact
4.DEVELOPING STRATEGIES, GOALS, &
OBJECTIVES
 This step outlines the organization’s strategic
directions : The general strategies, long range
goals, and specific objectives of its response to
critical issues that are identified after
assessment of situations in the light of
organizational mission and vision.
 5.COMPLETING WRITTEN PLAN
 After the mission has been articulated, the
critical issues identified, and the goals and
strategies agreed upon, a written strategic plan
is developed.
 Usually one member of the planning
committee, the executive director or even a
planning consultant will draft a final planning
document and submit it for review to all key
decision makers.
STRATEGIC FRAME WORK
 Values Vision Mission

Overall
Problem
identification

Immediate

Key results area

Action planning Internal

OPERATIONAL PLANNING
 DEFINITION
 Operational planning is a step by step process
of taking you from where you are now to
where you want to be in terms of achieving
your goals and objectives.
 CONTENT
 Operating plans are the detailed action plans to
accomplish the strategic goals laid out in the
strategic plan.
 It should be include:
1. Clear objectives.
2. Activities to be delivered.
3. Desired outcome.
4. Staffing and resource requirements.
5. Implementation of time table.
6. A process for monitoring progress.
 PURPOSES
 To specify the activities and procedures.
 To set the timetable for achievement and objectives.
 To allocate the responsibilities to the staff involved
in particular activity.
 To prepare the staff to taking up the responsibility.
 To specify the record to be kept and policies
needed.
 To give freedom to each staff to plan its own goals,
objectives in line with the departmental and
institutional goals.
 FORMULATION
 An effective operational or action plan can be
formulated by using 6-W method.
1. Want
2. Why
3. What
4. Who
5. When
6. What if
 CONT...
 Step-1
Want: Make expectation obsessive that will lead to
commitment.
 Step-2
Why: Covert wants into goals and objectives using the
SMART principles.
 Step-3
What: Make clear what knowledge, attitudinal
behaviour, skills and habits (KASH).
 CONT...
 Step-4
Who: Team up with the staffs that have similar goals and
objectives in the organization. Team support and
encouragement will help to keep moving.
 Step-5
When: Make a definitive time frame to achieve objectives,
which will help to utilize time, money, and effort more
effectively.
 Step-6
What if: Be ready with the alternate action plan- What if
first plan fails.
 EVALUATION
 Following is the check list that can help in
evaluating the operational plans:
1. Is there total commitment to the plan by staff
responsible for implementation?
2. Is operation plan clearly fit with the strategic plan?
3. Are objectives, actions and outcomes measures
clearly specified?
4. Does it have a clear implementation timeframe?
5. Is there a clear allocation of responsibilities?
6. Is there an explicit process for monitoring progress?
STRATEGIC & OPERATIONAL
PLANNING
RELATIONSHIP
Strategic plan Strategic workforce plan
(2-5 years) (talent strategy)

Operational plan Operational workforce plan

(6months- 1year) (staffing plan)
DIFFERENCE
 RESEARCH ABSTRACT
The importance of a Strategic Plan
For the success of the Business
-Calderpride.org, 2012
 Researches show those businesses that performed successfully,
mostly have some sort of perfectly formulized and perfectly
implemented strategic plan. On the contrary, those businesses
that having hard time to be successful usually does not have a
strategic plan and road map to save them from failure.
 In general parlance, one of the main causes of business failures
is not having a strategic plan or not implemented effectively.
An author of an article posted by Calderdaleprode.org states
that “If a business has little idea where it is headed, it will
wander aimlessly with priorities changing constantly and
employees confused about the purpose of their jobs. And it
could chase strategies that have little or no chance of success.
REFERENCE