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S O
W T
ã O ã TAL SCA

 Tã AL A ALYSS ãTã AL A ALYSS

Strengths Weaknesses Opportunities Threats

SWOT AT
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  W-O
 S-O strategies
strategies



   


 
 
  

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  W-T

 
 S-T strategies
strategies
Oow Strategic Planning Can Be Used To
prove ursing anageent
To provide accountability and onitoring of perforance,
tie erit to perforance
To set up ore foral planning progras and require
divisional and unit planning
To integrate plans with operational and financial plans
To think ore and concentrate on strategic issues
To iprove knowledge of, and training in, strategic
planning
To increase top anageent involveent and coitent
To iprove focus on copetition, arket segents
and external factors
To iprove counication fro top adinistration
and nursing anageent
To allow better execution of plans
To use ore realis and less rationalizing and
vacillating
To iprove the developent of nursing anageent
strategies
To iprove the developent and counication of
nursing anageent goals
To put less ephasis on raw nubers
   
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Operational Plans

Single Use Plans Standing Plans


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A list of all
planned expenses
and revenues. t is
a plan for saving
and spending
˜ "#"$%&'#(&#

Ä. A =  is the annual operating plan, a financial ³road


ap´ and plan which serves as an estiate for future costs and
a plan for utilization of anpower, aterial and other
resources to cover capital projects in the operating progras.

2. A nursing budget is a plan for allocation of resources based on


preconceived needs for a proposed series of progras to
deliver patient care during one fiscal year.

3. A hospital budget is a financial plan


to eet future service expectations.
    
 )*+  
-used to copensate & re-nuerate labor ± ost
iportant ± the largest of the budget expenditure, is
the workforce because OC is labor intensive.
.
˜ +
   
- cheapest ± everyday ordinary activities(gloves,
gown, goggles ± O, L, D,ã ±reflects
expenses that change in response to volue of
service, cost of electricity, repairs and
aintenance, and supplies.
,    
- long ter use equipent
- purchase of buildings, or ajor equipent
that usually lasts for several years.
- O
`eatures of Budget
˜ t should be flexible
˜ t should e synthesis of past, present and
future
˜ t should be product of joint venture +
cooperation of executives/departent heads
at different levels of anageent
˜ t should have support of top anageent
throughout the period of its planning and
suppleentation
` (&# 
Ä. Type of patient, length of stay in the hospital
and acuteness of illness
2. Size of hospital and bed occupancy
3. Physical lay out of the hospital, size and plan of
the wards, units, nurse¶s station, treatent
roos, etc
4. Personnel policies
Salaries paid to various type of nursing
personnel including OT pay or shift
differential
ãxtent of L, SL, holidays
Provision for staff developent progras
5. Grouping of patients such as those in specialized
areas
. Standards of nursing care: kind and aount of
care to be given as it affects the nuber of hours
of bedside care
7. The ethod of perforing nursing care whether
siple or coplex; the ethod of docuentation
8. Proportion of nursing care provided by the
professional nurses and those given by non-
professionals
9. Aount and quality of supervision available
and provided; the efficiency of job description and
job classification
Ä . ethod of patient assignent whether
functional, case, tea or priary
ÄÄ. Aount and kind of labor-saving devices
and equipents
Ä2. Aount of centralized service provided:
sterile supply , central o2 supply, linen supply
Ä3. ursing service requireents of the
ancillary departents: clinics, aditting office,
ã
Ä4. eports required by adinistration whether
siple or coplex
Ä5. Affiliation of nursing students or edical
students
STãPS  BUDGãTAY POCãSS
The nursing process provides a odel for steps in
budget planning
Ä !  +  +  
Generally, deterination should reflect input
fro all levels of organizational hierarchy. Since
budgeting is ost effective when all personnel
using the resources are involved in the process. A
coposite unit needs in ters of labor, equipent
and operating expenses can then be
copiled to deterine the organizational
budget.
2. (  . A budgeting cycle that is set for Ä2 onths is
called -+  . This fiscal year which ay or ay not
coincide in calendar is then usually broken down into .   or
subdivided into       . Selecting the
optial tie frae for budgeting also is iportant. ãrrors are ore
likely if the budget is projected  . f the budget is
   , copensating for unexpected ajor expenses or
purchasing capital equipent ay be difficult.
3. $    . Ongoing onitoring and analysis to avoid
inadequate or excess funds at the end of fiscal year.
4. #   . Budget ust be reviewed and odified as needed
through out the fiscal year.
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