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SV-ManagerialPlanning.pptxHSMP 3200
Managerial Planning
Planning = job one
Planning is the first and perhaps most important managerial function.
Focus is on future growth or in challenging times, even survival.
Planning sets the stage for the other four fundamental management functions.
Healthcare is a dynamic environment
Growth and/or survival depends on ability to forecast the future, and prepare in a rational manner.
This is planning.
Benefits of Planning
Improves effectiveness of patient care
Minimizes costs
Reduces waste
Optimizes use of resources
Concerns of Management
Management is concerned with:
Collecting the right data
Formulating a strategy
Establishing objectives
Determining how to achieve them
Critical success factors incident to establishing relevant objectives may include patients satisfaction, employee turnover, outcomes, physician recruitment, etc.
Copyright 2010 Health Administration Press
5
Managerial Planning
Consider this:
How can a supervisor or manager effectively organize the workings of her/his department without having a plan in mind?
Without plans, random activities by all managers prevail resulting in confusion and possibly chaos.
Only after having a plan can she/he: Organize Staff Influence (direct) Control
Planning is a task for EVERY Manager
Senior executive managers focus on the whole organization’s future. Broad and strategic thinking- longer forecast timeline.
What do we mean by “senior executive” managers? What are some position titles in this level of management?
Department managers and line supervisors focus on the development of their department or functional area. Planning scope becomes more narrow or specific and the forecast timeline is usually shorter.
Managers at all levels should seek advice from others during the planning process. WHY?
Planning is a task for EVERY Manager
Set SMART Goals
As a leader, you must encourage and even require supervisors below you to set department goals as part of their plan.
Goals for a time period may constitute the entire plan.
Specific
Measureable
Attainable
Relevant
Time sensitive
Forecasting the Future
This means making assumptions about the future (not easy to do). Think: Trends
Forecasting is critical to the planning process. – It helps you decide where you want to go and what you need to do to get there.
There are people whose job it is to do forecasting. “Planning Analysts or Planning Specialists”.
Forecasts are the basis of planning
Administrators consider the general economic, political, labor, and social climates in which the healthcare institution must operate during the next few years. (Usually 3-5 years)
Use data published in government and trade publications or made available by hospital or healthcare organizations, healthcare system research staffs, and other experts in various fields help identify important trends.
Where do we find this information?
Think about it:
What are some relevant demographic trends you already know about?
Forecasts are the basis of planning
Examples of supervisory forecasting
Scientific and technological developments
A supervisor should forecast those factors that affect the future of their department.
Employees and skills
Types and numbers of employees that will be needed in the future.
Skills these employees will need.
Cost to hire and sustain this workforce.
The Strategic Plan
A strategic plan is an actual document.
That lays out a road map for the future of the organization in great detail.
All “stakeholders” of the organization should contribute to developing this plan.
What do we mean by “stakeholders”?
The Strategic Planning Process
Employees at all levels may be asked to contribute information during the strategic planning process.
The Plan is long-range
Defines the way for accomplishing a goal or set of goals over a period of several years (typically 3-5 years).
The Plan is “dynamic” (what does this mean?)
Must be responsive to a changing environment and stress the importance of making decisions that will ensure the organization’s ability to successfully respond to changes.
Strategic Plans
Copyright 2010 Health Administration Press
Operating plans
Operating plans are detailed plans designed to accomplish the strategic goals laid out in your broader strategic plan.
We can think of these as sub-sets of the overall strategic plan.
Planning “Horizon”
Horizon is simply the planning term for the time frame your plan is covering. How far “out” you are planning.
Organizational strategic plans usually have a longer horizon.
Other plans, e.g. event plans, diet plans, communication plans or budget plans, would usually have a shorter horizon.
Do you remember this?
Administrators consider the general economic, political, labor, and social climates in which the healthcare institution must operate during the next few years. (Usually 3-5 years)
Planning “Horizon”
Environmental Assessment
A comprehensive, data supported assessment of conditions inside and outside an organization.
Two common assessment techniques:
PESTHR analysis
Political, economic, social, technological, human resource, and regulatory forces.
SWOT analysis
An examination of the strengths, weaknesses, opportunities, and threats an organization faces. (These may be internal or external to the organization)
Sample PESTHR Template
You can add:
H=Human Resources and R=Regulatory Factors
Sample SWOT template
Guiding principles
Mission
Vision
Values
The organizational Mission
Mission is the term for:
What the organization does, what its purpose is, or why it exists. As in, “What’s our mission?”
This is usually in the form of a written document called the “Mission Statement”.
Mission statements may change or be modified over time.
Once the overall organizational mission is established, departmental missions can be created so long as they support the broader mission.
Creating the organizational Vision
Vision
where the leadership sees the organization going in a designated period of time; hence, the vision is time bound
Vision Statement
A clear and concise, set of words that express the organizational vision. Ideally should be a single sentence.
The organization’s vision goes hand-in-hand with the organizational mission.
Organizational Values
Values define your organization’s basic philosophies, principles and ideals.
Values are the basis of the ethical standards of the organization.
You might say values are the “soul” of your organization.
Putting these pieces together
Every organization (including those you currently are a part of) needs every member to know why the organization exists (mission), what the organization’s goals are (vision) and the way to accomplish these goals (strategic plan).
Let’s think about this as a simple sport’s metaphor.
Mission: play professional football
Vision: be Super Bowl champs next season.
Values: play by the rules, play with honor.
Strategic plan: win all our games.
Integration of plans
Integrating, coordinating, and balancing long-range, intermediate, and short-range plans are essential. Think: “Are my long range/strategic + short range/operational plans working together”?
Each of the above should be mutually synergistic…not competing with one another.
Effective communication is critical
To be effective, plans must be communicated and fully explained to subordinate managers so that they and their staff are able to carry out the plan.
What are Objectives?
Desired targets that support the strategic plan and serve to define (quantify) results.
Also known as critical success factors.
You can think of this as the desired destination(s) of your plan.
One common goal driven methodology is Management by Objectives [MBO]
Monitoring plan effectiveness
How do you know your plan is a good one, and if it is delivering as expected?
One monitoring technique is called Performance Management (PM)
The process of monitoring the implementation and effectiveness of a plan.
Collects data to validate whether the critical success factors of the plan were achieved as intended
Again, What does “critical success factors” mean?
Health Care
Institution
OBJECTIVE ACTION PLAN COMPLETION
DATE
RESOURCES
HUMAN FINANCIAL
Improve Patient Satisfaction from
89% in 2012 to 92% in 2013.
-Begin grand rounding from all physicians and nurses
-Have a mint on every pillow after room is cleaned
-Reduce/eliminate traffic noise on hallways after 8 pm
-Have post D/C survey completed by nurse to cover
D/C plans, meds, and satisfaction
9/10/13
12/31/13
12/1/13
10/10/13
Physicians,
nurses
Housekeeping
Nurses,
Housekeepers,
etc.
Nurse
Cost of mints
Goal: To improve patient satisfaction from 89% to 92%
|
( Goal: To improve patient satisfaction from 89% to 92% ) Health Care Institution
|
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OBJECTIVE |
ACTION PLAN |
COMPLETION DATE |
RESOURCES |
|
|
|
|
|
HUMAN |
FINANCIAL |
|
Improve Patient Satisfaction from 89% in 2012 to 92% in 2013. |
-Begin grand rounding from all physicians and nurses
-Have a mint on every pillow after room is cleaned
-Reduce/eliminate traffic noise on hallways after 8 pm
-Have post D/C survey completed by nurse to cover D/C plans, meds, and satisfaction |
9/10/13
12/31/13
12/1/13
10/10/13 |
Physicians, nurses Housekeeping
Nurses, Housekeepers, etc. Nurse |
Cost of mints |
JHines
Date: ___________________
Center Number: __________Center Name: ______________________________City: _______________________County: _________________
PLEASE NOTE: Consumer View Rating is your overall perception of the center from a Consumer's perspective. Like our formal Consumer View Process (1-10, 10 being best)
Accred.ManagedMcaidMcaidConsumer
JCAHO/TotalMcareCareSkillInterTotalView
Long Term Care CentersCARFBedsOccPriv/SemiOccPriv/SemiOccOccOccOccCensusRating
Accred.ManagedMcaidMcaidConsumer
Hospital Based SNF/TC/RUJCAHO/TotalMcareCareSkillInterTotalView
CARFBedsOccPriv/SemiOccPriv/SemiOccOccOccOccCensusRating
AdultConsumer
Assisted Living CentersSpecialTotalDay CareTotalView
Indicate Room Type; Deluxe, etc.Accred.BedsOccDeluxeOccDeluxeOccDelx/SuiteOccSemiRateCensusRating
Appr'dUnder
Name of Center/OwnerSNF ?ALF ?OnlyConstrBeds
Comments: Other Rates
Expansion, Census Dev. Efforts
Unique Services, etc.
City/County
Private Pay
Studio; 3 Types?
Special Services/Unique Features
Private Pay
Intermed. Rates
Open Date
Skilled or Assisted Living Beds Under Constructions or Approved but not yet under construction (specify SNF or ALF)
Unique Services, etc.
Skilled RatesIntermed. Rates
Alzh. Unit Rate
Private PayPrivate Pay
1 Bdrm; Standard/2 Bdrm; Standard/
Private PayPrivate Pay
Skilled Rates
Market Analysis
Indicate which
Private Pay Comments:
Expansion, Census Dev. Efforts
Unique Services, etc.
Comments:
Expansion, Census Dev. Efforts
Private Pay
Expected
Sheet1
| Market Analysis | ||||||||||||||
| Date: ___________________ | ||||||||||||||
| Center Number: __________ | Center Name: ______________________________ | City: _______________________ | County: _________________ | |||||||||||
| PLEASE NOTE: Consumer View Rating is your overall perception of the center from a Consumer's perspective. Like our formal Consumer View Process (1-10, 10 being best) | ||||||||||||||
| Accred. | Private Pay | Private Pay | Managed | Mcaid | Mcaid | Consumer | Comments: | |||||||
| JCAHO/ | Total | Skilled Rates | Intermed. Rates | Mcare | Care | Skill | Inter | Total | View | Expansion, Census Dev. Efforts | ||||
| Long Term Care Centers | CARF | Beds | Occ | Priv/Semi | Occ | Priv/Semi | Occ | Occ | Occ | Occ | Census | Rating | Unique Services, etc. | |
| Accred. | Private Pay | Private Pay | Managed | Mcaid | Mcaid | Consumer | Comments: | |||||||
| Hospital Based SNF/TC/RU | JCAHO/ | Total | Skilled Rates | Intermed. Rates | Mcare | Care | Skill | Inter | Total | View | Expansion, Census Dev. Efforts | |||
| CARF | Beds | Occ | Priv/Semi | Occ | Priv/Semi | Occ | Occ | Occ | Occ | Census | Rating | Unique Services, etc. | ||
| Private Pay | Private Pay | Private Pay | Private Pay | Adult | Consumer | Comments: Other Rates | ||||||||
| Assisted Living Centers | Special | Total | 1 Bdrm; Standard/ | 2 Bdrm; Standard/ | Studio; 3 Types? | Alzh. Unit Rate | Day Care | Total | View | Expansion, Census Dev. Efforts | ||||
| Indicate Room Type; Deluxe, etc. | Accred. | Beds | Occ | Deluxe | Occ | Deluxe | Occ | Delx/Suite | Occ | Semi | Rate | Census | Rating | Unique Services, etc. |
| Skilled or Assisted Living Beds Under Constructions or Approved but not yet under construction (specify SNF or ALF) | ||||||||||||||
| Indicate which | Appr'd | Under | Expected | |||||||||||
| Name of Center/Owner | SNF ? | ALF ? | Only | Constr | Open Date | City/County | Beds | Special Services/Unique Features | ||||||
| Home Health Agencies in the Market | Positive or Negative Factors Affecting Census: | |||||||||||||
| Moderately Active | Active | Strong Competition | i.e. Facility, Survey, Media Impact, Reputation, Image, Medical Staff, Hospital Census, Location, Staff, etc |
