Planning Quality in

Organizations
CPHHA Workshop
March 2010
AGI Consulting, LLC
USA

To be willing is only half the task.

--- Armenian Proverb

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Planning for Quality

Mega

Level Planning --- often 5 or more

years
Strategic Planning --- about 3 years
Operational Planning --- about 1 year

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Strategic Planning
Management

Commitment
of Professional Organizations
Role of Consultants
Assigning Responsibilities; coordinator,
committee, council
Role

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Strategic Planning (cont.)

Allocation

of Resources
Increasing Awareness on PI
Mapping Intervention

General Assessment
Pilot Project(s)
Selection of Sites/Service
Implementation Design
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Levels of Planning

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Strategic Change Cycle

Setting

Organizations Direction
Broad Policies
Performing Int
Int. and Ext
Ext. Assessments
Key Stakeholders
Identifying Key Issues
Developing Strategies for each Issue
Formulating

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Strategic Change Cycle (cont.)

Planning

Review and Adoption Process

Implementing Planning Processes
Making Fundamental Decisions
Taking Action
Continually Monitoring and Assessing
Results
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Keep The BIG Picture In Mind

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The Essentials for Good

Relationships
Trust
Respect
Values
Communication

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Relationships and Results

The Quality of Relationships

The Quality of
Ideas Generated

The Quality
of Results

The Quality
of Actions Taken
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Gossip Spreads Fast---FASTER Than

Posted Memos

TrustandFriendshipNetwork
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Strategic Planning Process

10-Step Model
Initiate

and Agree on a SP process

ID

Organizational Mandates/Objectives
Organizational Mission and
Value
Establish an Effective Org. Vision
Assess Org. Extern and Intern Environ.
(SWOT)
Clarify

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Strategic Planning Process

10-Step Model (cont.)
ID

strategic/critical issues facing org.

Formulate strategies/goals to manage
these Issues
Review and adopt the SP
Develop an Effective Implementation
Process (plan of action)
Reassess Strategies and the SP
Process
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SWOT
Strengths, Weaknesses, Opportunities &
Threats = S.W.O.T.
Advice

Avoid making every weakness the opposite of

everyy strength;
g ; and everyy threat the opposite
pp
of
every opportunity. Include it where it matters most
and move on
Avoid exhaustive lists---Dont Swot until you rot.
Look at your last SWOT---valuable insight into
what the planners cared about and what they used

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Select Clearly Defined, Focused

Objectives

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Operational Planning
Forming

the Team
Roles of Org. Leaders/Departments
Introducing the PI Concept
Identifying Org. Objectives
Defining Organizational Culture
Identifying Resources
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Operational Planning (cont.)

Identifying

specific activities
Plan Training/Awareness
Pre
Pre--implementation Assessment
Reporting and Monitoring
Rewards and Recognition
Evaluation and Re
Re--Assessment
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Required Plans for Hospital

Accreditation
Strategic Plan
PI Plan
Safety Plan
Security Plan
Hazardous Materials Plan
Emergencies Plan
Fire Safety Plan
Medical Equipments Plan
Utility Systems Plan

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Other Plans
Prevention

and Control of Infection Plan

Utilization Management Plan
Risk Management Plan
Staffing Plan
Recruitment and Retention Plan
Management of Information Plan
Others
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Example of a PI Program
Document and Plan in HCO
1.
2.
3.
4.
5.
6.
7.

Program oversight
Mission
Defining Quality for the Org.
Prioritization method/criteria
Scope of program
Objectives of program
Structure
Committees and Councils
Positions/key individuals
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Example of a PI Program Document

and Plan in HCO cont.8.
9.
10.
11.
12.
13.
14.
15.

Aspects of care and service

PI process methodology and actions
Authorityy and lines of communication
Delegation
Confidentiality
Data Sources and Data Management
Annual program and plan evaluation
Approvals
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Your Turn
Choose

3 of the program elements from

the 15 elements outlined in the PI
Program
g
document ((in last two slides).
)
Describe in bullets or sentences what
should be included under each item.

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Never mistake a clear view for a

short distance.
--- Mark Spain

Any ????

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