PLANNING

REPORTED BY: REGIELY PRADO,RN

 IS DEFINED AS PRE-DETERMINING A COURSE OF ACTION IN
ORDER TO ARRIVE AT A DESIRED RESULT. (VENZON, 2006)

IT IS A CONTINUOUS PROCESS OF ASSESSING,

ESTABLISHING GOALS AND OBJECTIVES, IMPLEMENTING
AND EVALUATING THEM AND SUBJECTING THESE TO
CHANGE AS A NEW FACTS ARE KNOWN. (DOUGLAS, 1986
IN VENZON)
FAYOL’S CONCEPT WAS THAT PLANNING
FACILITATES WISE USE OF RESOURCES AND
SELECTION OF THE BEST APPROACHES TO
ACHIEVING OBJECTIVES.
 PRINCIPLE OF PLANNING

1. BASED AND FOCUSED ON THE VISION, MISSION, PHILOSOPHY, AND

CLEARLY DEFINED OBJECTIVES OF THE ORGANIZATION.
2. IT IS A CONTINUOUS PROCESS.
3. SHOULD BE PERVASIVE WITHIN THE ENTIRE ORGANIZATION
4. UTILIZES ALL AVAILABLE RESOURCES.
5. MUST BE PRECISE IN ITS SCOPE AND NATURE.
6. SHOULD BE TIME BOUND (SHORT AND LONG RANGE PLANS).
7. PROJECTED PLANS MUST BE DOCUMENTED.
 IMPORTANCE OF PLANNING
1. LEADS TO THE ACHIEVEMENT OF GOALS AND OBJECTIVES
2. GIVES MEANING TO WORK
3. PROVIDES FOR EFFECTIVE USE OF AVAILABLE RESOURCES AND FACILITIES
4. HELPS IN COPING WITH CRISES. HOSPITALS SHOULD PROVIDE FOR
DISASTER PLANS.
5. IS COST EFFECTIVE
6. IS BASED ON PAST AND FUTURE ACTIVITIES.
7. LEADS TO THE REALIZATION OF THE NEED FOR CHANGE.
8. PROVIDES THE BASIS FOR CONTROL.
9. IS NECESSARY FOR EFFECTIVE CONTROL.
 SCOPE OF PLANNING
 TOP MANAGEMENT- NURSING DIRECTORS, CHIEF NURSES OR
DIRECTOR OF NURSING AND THEIR ASSISTANTS- OVERALL
MANAGEMENT OF THE ORGANIZATION’S NURSING SERVICE.
 MIDDLE MANAGEMENT OR NURSING SUPERVISORS- DIRECT THE
ACTIVITIES TO IMPLEMENT THE POLICIES OF THE
ORGANIZATION.
 LOWER OR FIRST LEVEL MANAGEMENT- HEAD NURSES OR
SENIOR NURSES- DAILY AND WEEKLY PLANS FOR
ADMINISTRATION OF DIRECT PATIENT CARE IN THEIR
RESPECTIVE UNITS.
 CHARACTERISTICS OF A GOOD PLANS
1. BE PRECISE WITH CLEARLY- WORDED OBJECTIVES, INCLUDING DESIRED RESULTS AND
METHODS OF EVALUATION.
2. BE GUIDED BY POLICIES AND OR PROCEDURES AFFECTING THE PLANNED ACTION.
3. INDICATE PRIORITIES.
4. DEVELOP ACTIONS THAT ARE FLEXIBLE AND REALISTIC IN TERMS OF AVAILABLE
PERSONNEL, EQUIPMENT, FACILITIES, AND TIME.
5. DEVELOP A LOGICAL SEQUENCE OF ACTIVITIES.
6. INCLUDE THE MOST PRACTICAL METHODS FOR ACHIEVING EACH OBJECTIVE.
7. PERVADE THE WHOLE ORGANIZATION.
 TYPES OF PLANNING

1. STRATEGIC OR LONG RANGE PLANNING

2. OPERATIONAL OR SHORT RANGE PLANNING
STRATEGIC PLANNING
 CONTINUOUS ,SYSTEMATIC PROCESS OF MAKING RISK –TAKING DECISIONS
TODAY WITH THE GREATEST POSSIBLE KNOWLEDGE OF THEIR EFFECTS ON THE
FUTURE. (DRUCKER).
 LONG RANGE. EXTENDS 3-5 YEARS INTO THE FUTURE.
WHAT ARE THE RIGHT THINGS TO DO
 IT INVOLVES TOP NURSE MANAGERS AND REPRESENTATIVES OF ALL LEVELS OF
NURSING MANAGEMENT AND PRACTICE.
 USED TO ACQUIRE AND DEVELOP NEW HEALTH CARE SERVICES AND PRODUCT
LINES, INCLUDING NEW HEALTH CARE SERVICES AND PRODUCTS.
 ENVIRONMENTAL SCAN IS AN IMPORTANT TOOL.
 STEPS IN STRATEGIC PLANNING
PHASE 1 THE MISSION AND THE CREED

PHASE 2 DATA COLLECTION AND ANALYSIS

PHASE 3 ASSESS STRENGTH AND WEAKNESS

PHASE 4 GOALS AND OBJECTIVES

PHASE 5 STRATEGIES

PHASE 6 TIMEABLE

PHASE 7 OPERATIONAL AND FUNCTIONAL PLANS

PHASE 8 IMPLEMENTATION

PHASE 9 EVALUATION
 SWOT ANALYSIS
STRENGTH WEAKNESS OPPORTUNITIES THREATS

MANAGEMENT SCARCITY OF STAFF NURSE RECRUITMENT SHORTAGE OF NURSES

DEVELOPMENT
QUALIFICATIONS OF STAFF FINANCIAL SITUATION PHYSICIAN RECRUITMENT DEC. IN PATIENT
SATISFACTION
MEDICAL STAFF EXPERTISE CASH FLOW POSITION NEW PROGRAMS DEC. IN DEMANDS FOR
SERVICE
FACILITIES MARKETING EFFORTS NEW MARKETS COMPETITION

LOCATION MARKET SHARE DIVERSIFICATION REGULATIONS

QUALITY OF SERVICE POPULATION GROWTH LITIGATION

IMPROVED TECHNOLOGY LOSS OF ACCREDITATION

NEW FACILITIES
WHAT ARE THE MOST
IMPORTANT THINGS YOU
SHOULD DO?
KPI
(Key Performance
Measures and
Targets)
2. OPERATIONAL PLANNING
IS SOMETIMES CALLED MANAGEMENT PLAN
LOWER LEVEL MANAGERS SUCH MANAGERS OF NURSING
UNITS, TEAM LEADERS, CASE MANAGERS AND PRIMARY
CARE NURSES DO THIS PLANNING OF 1 WEEK TO 1 YEAR.
DEALS WITH DAY TO DAY MAINTENANCE ACTIVITIES
IT INCLUDES PLANNING TO CREATE A BUDGET,TO CREATE
AN EFFECTIVE ORGANIZATIONAL STRUCTURE THAT WILL
ENCOMPASS A QUALITY MONITORING PROCESS AND TO
DIRECT NURSE LEADERS, ADMINISTRATIVE STAFF, AND NEW
PROGRAMS.
 OPERATIONAL PLAN DOES THE FOLLOWING:
SPECIFIES THE ACTIVITIES AND PROCEDURES THAT WILL BE USED.
SET TIMETABLES FOR THE ACHIEVEMENT OF OBJECTIVES.
TELLS WHO THE RESPONSIBLE PERSONS ARE FOR EACH ACTIVITY AND
PROCEDURES FOR EVALUATING PATIENT CARE.
SPECIFIES THE RECORDS THAT WILL BE KEPT AND THE POLICIES
NEEDED.
GIVES INDIVIDUAL MANAGERS FREEDOM TO ACCOMPLISH THEIR
OBJECTIVES AND THOSE OF THE INSTITUTION, DIVISION,
DEPARTMENT, OR UNIT.
 MANAGEMENT IMPROVEMENT (FEBRUARY 1, 2018)
OBJECTIVES: PRECIPITATES IMAGINATIVE THINKING TO IMPROVE EXISTING PROCEDURES, CAPITALIZE ON TIME
EXPENDITURE, AND INTRODUCE MODERN CONCEPTS AND MATERIALS THAT DIRECTLY ENHANCE UNIT
ACCOMPLISHEMENTS. PROMOTE CREATIVITY IN IMPROVING THE EXISTING PATIENT ENVIRONMENT.

PLANS FOR ACHIEVEMENT ACTIONS TARGET DATES ACCOMPLISHMENTS

OF OBJECTIVES
PLAN AND IMPLEMENT A 1. CONDUCT A FEBRUARY MARCH 10: ASSIGNED TO MS.
CONTINUING UNIT CONTINUOUS REVIEW SCOTT
IMPROVEMENT PROGRAM AND ANALYSIS OF AND MR. ROBINSON AND
UNIT IMPROVEMENT REVIEW AND FOUND
EFFORTS THROUGH: CURRENT FOR FOLLOWING
A. MONTHLY UNIT FEBRUARY TO JULY REASONS: TURNOVER IN
MEETING TO REVIEW PERSONNEL IS FAST. ALL
AND UPDATE OBJECTIVES WERE NOT
PHILOPSOPHY AND ADEQUATELY MET. WE NEED
OBJECTIVES. STRIVE TO ESTABLISH A BETTER WAY
TO ACCOMPLISH OF ACCOMPLISHING THEM.
MORE IN EACH
OBJECTIVE AREA. REVIEW EACH MONTH ALL WANT TO PARTICIPATE.
B. PATIENT SUGGESTIONS DAILY
C. SUGGESTIONS OF DONE.
SUPERIORS APRIL 15 APRIL 5: ASSIGNED TO SENIOR
D. REVISE UNIT STAFFS TO DEVELOP PLANS.
PROCEDURES
PLANS FOR ACHIEVEMENT ACTIONS TARGET DATES ACCOMPLISHMENTS
OF OBJECTIVES

BRIEF ALL PERSONNEL. FEBRUARY 20 DONE. IN ADDITION ALL

DISCUSS PHILOSOPHY, NURSES WERE COUNSELED
OBJECTIVES, JOB BY THE CLINICAL
DESCRIPTIONS, MANAGER. NURSE
PERFORMANCE TECCHNICIANS ARE
STANDARDS, HOSPITAL PRESENTLY RECEIVING
AND NURSING SERVICE COUNSELING AND ALL IS
POLICIES AND BEING DOCUMENTED.
PROCEDURES, AND UNIT COUNSELING HAS NOT
PROCEDURES. BEEN DOCUMENTED FOR
THE PAST 6 YEARS EXCEPT
FOR REMARKS SUCH AS
“THINGS WENT WELL AND
WE DID OUR JOB, SO NO
COUNSELING WAS
NEEDED”.
PLANS FOR ACHIEVEMENT ACTIONS TARGET DATES ACCOMPLISHMENTS
OF OBJECTIVES

REVIEW EQUIPMENT
AND SUPPLIES FOR
IMPROVEMENT BY
ADDITION OR
DELETION. DISAPPORVED.
A. SUBMIT WORK DISPOSABLE TUBING
ORDER TO ALTER A WAS APPROVED,
LOCKER AS A ORDERED, ND IN USE BY
DRYING CABINET JUNE 2018.
FOR RESPIRATOR
PARTS, BECAUSE
MOISTURE PROVIDES
A GROWTH MEDIUM
FOR PSEUDOMONAS
BACTERIA.
PLANS FOR ACHIEVEMENT ACTIONS TARGET DATES ACCOMPLISHMENTS
OF OBJECTIVES

B. CHECK ON STATUS OF FEBRUARY TO APRIL NEW FLOOR TO BE DONE

NEW FLOOR, PIPE-IN 2018 BY AUGUST 2018
COMPRESSED AIR 1.COMPRESSED AIR
SYSTEM, AND CARDIAC STARTED BY MARCH 15.
MONITORS. CARDIAC MONITORS
ARRIVED APRIL 3.
PATIENT UNITS 1,3,4
WERE EQUIPPED. UNIT 4
WAS DESIGNATED WITH
THE MAXIMUM
MONITORING SITE AND
IS TO BE USED TO
MONITOR PT. WITH
SWAN GANTZ, ARTERIAL
LINES AND
QUESTIONABLE
CARDIAC CONDITIONS.
 ELEMENTS OF PLANNING
1) FOREASTING OR ESTIMATE THE FUTURE
2) SET OBJECTIVES/ GOALS AND DETERMINE RESULTS DESIRE
3) DEVELOP SCHEDULES AND STRATEGIES, PROGRAMS,
PROJECTS, ACTIVITIES/ SET THE TIME FRAME
4) PREPARE THE BUDGET AND ALLOCATION RESOURCES
5) ESTABLISH POLICIES, PROCEDURES AND STANDARDS
1.FORECASTING OR ESTIMATE THE FUTURE
 IS LOOKING INTO THE FUTURE
3 THINGS:
a) AGENCY
b) COMMUNITY AFFECTED
c) GOALS OF CARE
FORECAST MUST BE SUPPORTED BY FACTS, REASONABLE
ESTIMATES AND ACCURATE REFLECTION OF POLICIES AND
PLANS.
 2. SET OBJECTIVES/ GOALS AND DETERMINE
RESULTS DESIRE

GOALS ARE BROAD STATEMENTS OF INTENT DERIVED FROM

THE PURPOSE OF THE ORGANIZATIONS.
THEY ARE THE POTENTIAL RESULT THAT WILL MOVE THE
ORGANIZATION CLOSER TO IT’S MISSION AND VISION.
GOAL- IS A DESIRED FUTURE STATE OR OBJECTIVE THAT AN ORGANIZATION
TRIES TO ACHIEVE. IT SPECIFY IN PARTICULAR WHAT MUST BE DONE IF AN
ORGANIZATION IS TO ATTAIN MISSION OR VISION.
- PRECISE AND MEASURABLE, LOOK AFTER CRITICAL AND SIGNIFICANT
ISSUES, REALISTIC AND CHALLENGING, MUST ACHIEVED WITHIN A SPECIFIC
TIME FRAME AND BOTH INCLUDE FINANCIAL AND NON-FINANCIAL
COMPONENTS.
OBJECTIVES- DEFINES AS GOALS THAT ORGANIZATION WANTS TO
ACHIEVE OVER A PERIOD OF TIME. THESE ARE THE FOUNDATION OF
PLANNING.
EFFECTIVE OBJECTIVES HAVE THE FF:
THESE ARE NOT SINGLE FOR AN ORGANIZATION, BUT MULTIPLE. SHOULD
BE SHORT AND LONG TERM , MUST RESPOND AND REACT TO CHANGES IN
ENVIRONMENT AND MUST BE FEASIBLE, REALISTIC AND OPERATIONAL.
SAMPLE OF GOAL AND OBJECTIVE
GOAL : DEVELOP AND IMPLEMENT STAFF DEVELOPMENT PROGRAMS TO MEET
THE NEED FOR INCREASED KNOWLEDGE.

OBJECTIVE: DEVELOP AND IMPLEMENT AT LEAST 12 STAFF DEVELOPMENT

PROGRAMS BY THE END OF THE FISCAL YEAR.
VISION- OUTLINES THE ORGANIZATION’S FUTURE ROLE AND
FUNCTION.

EX. (ASIAN HOSPITAL AND MEDICAL CENTER)

WE WILL BE THE CENTER OF GLOBAL EXPERTISE IN CARING FOR
THE UNIQUE NEEDS OF OUR PATIENTS AND THE COMMUNITIES
WE SERVE.

MISSION- OUTLINES THE AGENCY’S REASON FOR EXISTING, THE

TARGET CLIENTS AND WHAT SERVICE WILL PROVIDED.

EX: (ASIAN HOSPITAL AND MEDICAL CENTER)

WE DELIVER ACCESSIBLE WORLD CLASS, COMPASSIONATE, AND
INTEGRATIVE HEALTHCARE SERVICE TO EVERY INDIVIDUAL.
VALUES- IS THE WORTH, USEFULNESS, OR IMPORTANCE OF SOMETHING. THE MORAL RATIONALE
FOR BUSINESS.

FAIRNESS
INTEGRITY
TEAMWORK
EXCELLENCE
RESPECT
PHILOSOPHY- DESCRIBE THE VISION. A STATEMENT OF BELIEFS AND VALUES THAT DIRECT ONE’S LIFE OR
ONE’S PRACTICE.
PHILOSOPHY (QUIRINO MEMORIAL
MEDICAL CENTER)
1) THE HOSPITAL IS COMMITTED TO ASSUME A VITAL ROLE IN HEALTH PROMOTION, DISEASE
PREVENTION, CURATIVE, REHABILITATIVE, AND PRIMARY HEALTHCARE IN PARTNERSHIP
WITH PUBLIC HEALTH COUNTERPARTS, THE CLIENTS, FAMILIES, AND COMMUNITIES.
2) THE CLIENTS ARE THE REASON FOR THE HOSPITALS EXISTENCE. THEREFORE, ALL SERVICES
ARE DIRECTED TOWARD THEIR CARE AND REHABILITATION.
3) THE HEALTH PERSONNEL’S CONCERN FOR THE QUALITY OF THEIR SERVICES CONSTITUTES
THE HEART OF THEIR RESPONSIBILITY TO THE PUBLIC.
4) EACH INDIVIDUAL’S PERSONAL WORTH AND DIGNITY SHOULD BE RESPECTED AND
PRESERVED REGARDLESS OF HIS RACE, CREED, COLOR, SOCIAL OR ECONOMIC STATUS.
5) MAXIMAL COLLABORATION AND COOPERATION WITHIN ITS DIVISIONS, THE HEALTH TEAM,
AND THE COMMUNITY IS NECESSARY TO ATTAIN QUALITY PATIENT CARE.
6) THE HOSPITAL IS A LEARNING INSTITUTION FOR HEALTH PERSONNEL AND AFFILIATES AS
WELL AS AN AREA FOR RESEARCH IN THE PROMOTION OF HEALTH, PREVENTION OF
DISEASE, RESTORATION OF HEALTH, AND ALLEVIATION OF SUFFERING.
3. DEVELOP SCHEDULES AND STRATEGIES, PROGRAMS,
PROJECTS, ACTIVITIES/ SET THE TIME FRAME

PROGRAMS ARE DETERMINED, DEVELOPED AND TARGETED

WITHIN A TIME FRAME TO REACH THE SET GOALS AND
OBJECTIVES. KRON HAS DEVELOPED A PLANNING FORMULA
WHICH MAY BE USED FOR DAILY DUTIES, OR FOR SHORT AND
LONG RANGE PROJECTS.
THE PLANNING FORMULA

• WHAT?
• WHEN?
• WHERE?
• HOW?
• WHO?
• WHY?
TIME MANAGEMENT

• IS A TECHNIQUE FOR ALLOCATING ONE’S TIME

THROUGH THE SETTING OF GOALS, ASSIGNING
PRIORITIES, IDENTIFYING AND ELIMINATING WASTED
TIME, AND USING MANAGERIAL TECHNIQUES TO
REACH GOALS EFFICIENTLY.
 PRINCIPLE OF TIME MANAGEMENT
1. PLANNING ANTICIPATES THE PROBLEMS THAT WILL ARISE FROM ACTIONS
WITHOUT THOUGHT.
2. TASK SHOULD BE DONE IN SEQUENCE.
3. SETTING DEADLINES.
4. PREVENT PROCASTINATION.
5. PROPER DELEGATIONS.
 TIME SAVING TECHNIQUES, DEVICES AND METHODS
TO BETTER USE OF TIME
1. CONDUCT AN INVENTORY OF YOUR ACTIVITIES

2. SET GOALS AND OBJECTIVES AND WRITE THEM DOWN

3. USE OF CALENDARS, PLANNERS, JOURNALS WRITE WHAT YOU EXPECT TO ACCOMPLISH YEARLY, MONTHLY,
WEEKLY OR DAILY.

4. BREAK DOWN LARGE PROJECTS INTO SMALLER PARTS

5. DEVOTE A FEW MINUTES AT THE BEGINNING OF EACH DAY FOR PLANNING

6. ORGANIZE YOUR WORK SPACE SO IT IS FUNCTIONAL

7. CLOSE YOUR DOOR WHEN YOU NEED TO CONCENTRATE

8. LEARN TO DELEGATE

9. IN A MEETING, DEFINE THE CLEAR PURPOSE BEFORE STARTING

10. TAKE OR TURN PHONE CALLS DURING SPECIFIED TIME

11. DEVELOP EFFECTIVE DECISION-MAKING SKILLS

12. TAKE REST BREAKS AND MAKE GOOD USE OF YOUR SPARE TIME
 4. PREPARE THE BUDGET AND ALLOCATION
RESOURCES
1) A BUDGET IS THE ANNUAL OPERATING PLAN, A FINANCIAL “ROAD MAP” AND
PLAN WHICH SERVES AS AN ESTIMATE OF FUTURE COSTS AND A PLAN FOR
UTILIZATION OF MANPOWER, MATERIAL AND OTHER RESOURCES TO COVER
CAPITAL PROJECTS IN THE OPERATING PROGRAMS.
2) NURSING BUDGET IS A PLAN FOR ALLOCATION OF RESOURCES BASED ON
PRECONCIEVED NEEDS FOR A PROPOSED SERIES OF PROGRAMS TO DELIVER
PATIENT CARE DURING ONE FISCAL YEAR.
3) A HOSPITAL BUDGET IS A FINANCIAL PLAN TO MEET FUTURE SERVICE
EXPECTATIONS.
5. ESTABLISH POLICIES, PROCEDURES AND STANDARDS
POLICIES
IN GENERAL, THEY ARE GUIDELINE TO HELP IN THE SAFE AND EFFICIENT
ACHIEVEMENT OF ORGANIZATIONAL OBJECTIVES.

PROCEDURES
ARE SPECIFIC DIRECTIONS FOR IMPLEMENTATING WRITTEN POLICIES.
NURSING PROCDEURE MANUALS SHOULD BE AVAILABLE IN EACH UNIT TO
FAMILIARIZE NURSES WITH THE COMMOM NURSING PROCEDURES UTILIZED
IN THAT UNIT.
THE PROCEDURE MANUAL IS REVIEWED, UPDATED AND OR REVISED WITH
THE MAXIMUM INVOLVEMENT OF THE UNIT’S NURSING STAFF.