1.

What is Planning in Nursing Service

 PLANNING refers to the process of setting goals, developing strategies and outlining tasks and schedules to accomplish the goals and also help in deciding o !ectives oth in "uantitative and "ualitative terms. In the management #orld planning is vital in that it helps to clarif$, focus and research the pro!ect%s development and prospects, it also provides a logical frame#ork #ithin #hich a provides a usiness can develop and pursue e usiness strategies over the ne&t five $ears or more and planning also enchmark against #hich actual performance can measured and revie#ed. It is defined as pre'determined a course of action order to arrive at a desired result. It is a continuous process of assessing, esta lishing goals and o !ectives, implementing and evaluating them, and su !ecting these to change as a ne# facts are kno#n. While planning is largel$ conceptual, its results are clearl$ visi le. Planning also refers to a process organi)ation to implement eginning #ith o !ectives, defining and include a revie# of

strategies policies and detailed plans to achieve them( achieving an decision, performance and feed ack to introduce a ne# planning st$le. Is deciding in advance #hat to do, ho# to do it, #hen to do it and #ho do it. Planning is a technical managerial function that ena les organi)ations to deal #ith the present and anticipate the future. It is the first and fundamental function of management #hen it is to e done, ho# it is to ecause all other management e done, functions are dependent on it. Planning is deciding #hat is to

e done and #ho is to do it. It is an

orderl$ process that gives organi)ational direction. Planning is the process of determining ho# the organi)ation can get #here it #ants to go. Planning is the process of determining e&actl$ #hat the organi)ation #ill do to accomplish its o !ectives. In more formal terms, planning has een defined as *the s$stematic development of action programmes aimed at reaching agreed o !ectives $ the process of anal$)ing, evaluating and selecting among the opportunities #hich are foreseen.

+. What are the Principles in Planning, Planning is al#a$s ased and focused on the vision, mission, philosoph$, and clearl$ defined o !ectives of the organi)ation. Planning is a continuous process. Planning should e pervasive #ithin the entire organi)ation covering the various departments, services and the various levels of management to provide ma&imal cooperation and harmon$. Planning utili)es all availa le resources. Planning must e precise in its scope and nature. Planning should e time ounded. Pro!ected plans must its achievement. -. .iscuss the Importance of Planning. /he importance of the planning function should have outline the importance of planning function as follo#s0 Provides .irection0 Planning provides a clear sense of direction to the activities of the organi)ation and to the !o others. organi)ation is heading and #hat for, ehavior of managers and ho# est to make the It strengthens their confidence in understanding #here the e clear to $ou. We can e documented for proper dissemination to all

concerned for implementation and implementation as to the e&tent of

organi)ation move along the chosen path, and #hen should the$ take #hat measures to achieve the goals of the organi)ation. Provides opportunit$ to anal$)e alternative courses of action0 Another source of importance of planning is that it permits managers to e&amine and anal$)e alternative course of action #ith a etter understanding of their likel$ conse"uences. If managers have an enhanced a#areness of the possi le future effects of alternative courses of action, for making a

decision or for taking an$ action, the$ #ill course of action.

e a le to e&ercise !udgment

and proceed cautiousl$ to choose the most feasi le and favora le 1educes uncertainties0 Planning forces managers to shake off their inertia and insular outlook( it induces them to look e$ond toda$ and tomorro#, and encourages of change. 2inimi)es impulsive and ar itrar$ decisions0 Planning tends to minimi)e the incidence of impulsive and ar itrar$ decisions and ad hoc actions( it o viates e&clusive dependence on the mercies of luck and chance elements( it reduces the pro a ilit$ of ma!or errors and failures in managerial actions. It in!ects a measure of discipline in managerial It improves the capa ilit$ of the thinking and organi)ational action. them to pro e and cut through e$ond those noses, It and comple&ities e$ond immediate concerns.

uncertainties of the environment and to gain control over the elements

organi)ation to assume calculated risks. It increases the freedom and fle&i ilit$ of managers #ithin #ell'defined limits. 3ing'pin function0 As stated earlier, planning is a prime managerial asis for the other managerial functions. uilt around supervision, functions of motivation, function #hich provides the organi)ational plans. /he

/he organi)ational structure of task and authorit$ roles is

leadership and communication are addressed to implementation of plans and achievement of organi)ational o !ectives. 2anagerial control is meaningless #ithout managerial planning. /hus, planning is the king' pin function around #hich other functions are designed. 1esource Allocation0 Planning is means of !udicious allocation of strategic and scarce resources of the organi)ation in the est possi le manner for achieving strategic goals of the organi)ation. /he strategic resources include funds, highl$ competent e&ecutives, technological talent, good contacts #ith government, e&clusive dealer net#ork and so on. If the organi)ation en!o$s a distinct advantage in possession of such resources, a careful planning is essential to allocate them into those lines #hich #ould strengthen the overall competitive position of the organi)ation.

 1esource use efficienc$0 units. /here is

4or an ongoing organi)ation, planning

contri utes to#ards a more efficient functioning of the various #ork etter utili)ation of the organi)ation%s e&isting assets, resources and capa ilities. It prompts managers to close gaps, to plug loopholes, to rectif$ deficiencies, to reduce #astage and leakages of funds, materials, human efforts and skills so as to ring a out an overall improvement in resource use efficienc$. Adaptive responses0 Planning tends to improve the a ilit$ of the

organi)ation to effectivel$ adapt and ad!ust its activities and directions in response to the changes taking place in the e&ternal environment. An adaptive ehavior on the part of the organi)ation is essential for its 4or a usiness organi)ation, for ehavior is critical in technolog$, markets, products survival as an independent entit$. e&ample, adaptive and so on. Anticipative action0 While adaptation is a ehavior in reaction and

response to some changes in the outside #orld, it is not enough in some situations. In recognition of this fact, planning stimulates management to act, to take hold initiatives, to anticipate crises and threats and to #ard them off, to perceive and sei)e opportunities ahead of other competitions, and to gain a competitive lead over others. purpose, some enterprises esta lish environmental 4or the scanning

mechanism as part of their planning s$stems. /here $ such enterprises are a le to direct and control change, instead of controlled $ the pervasive e&ternal forces of change. Integration0 Planning is an important process to onl$ at a point of time ring a out effective $ reference eing directed and

integration of the diverse decisions and activities of the managers not ut also over a period of time. It is to the frame#ork provided $ planning that managers make ma!or

decisions on organi)ational activities, in an internall$ consistent manner. 5. Wh$ 2anagers fail to plan effectivel$,

 2anagers fail to plan properl$ #hen the$ fail to anticipate the future of their plans implementation. Lack of proper information ecause of not implementing6using effective resources and gaining ma&imum from them. It can also happen #hen there is insta ilit$ in the group of people #hich manager is rel$ing on for information. /he people can e dishonest, anno$ed for an$ reason and #ould not like to contri ute in. 2anagers can solve such pro lems $ confirming the reports he gets, $ related people. 2anagers should e more fle&i le #ith people in group $ his actions. 7e e and should see that the$ are not getting anno$ed considerate and courteous to#ards them. 8. What is the 9ision and 2ission of $our nursing service .epartment, 9ISI:N /he Incompara le Leader of ;&emplar$ Nursing <are 2ISSI:N /o consistentl$ implement the gold standards in nursing. /o provide continuing professional development programs. /o deliver prompt, holistic and compassionate care e&ceeding client=s e&pectation. /o foster team#ork and maintain harmonious relationships #ith the healthcare team. /o conform to the highest level of safet$ and error'free nursing practice. >. <ite salient points of the standards of nursing practice and nursing service administration as formulated $ ANSAP. /he ANSAP envisions a cohesive and proactive professional association committed to e&cellence in nursing. /he organi)ation

should first ask for their suggestions regarding pro!ects and

is committed to advocate models in leadership skills to transform nursing leaders to ?#ith precision, ecome #orking en)$mes( respond elegantl$ neatness and simplicit$@ to change and

development in nursing leadership( ensure the sustaina ilit$ and via ilit$ of the association. /he organi)ation%s 9ision 2ission'Strategies are regularl$ oard of

activated

$ the organi)ation%s offices, past and present

directors #ith .r. Perla P. Sanche), its founding president, and the Advisers, led $ the present officers and its incum ent president, .r. 2aria Linda G. Auhat. /he first part is <linical Services. /his component focuses on defining #hat the standards are in the clinical setting. Btili)ing nursing process C there are five identified standards to #it0 I. Standards on Assessment of <are. <lassified under are t#o criteria #hich include the process and scope and content of assessment. Standard I0 Assessment Process /he nurse identifies the health care needs of each patient ased on an esta lished assessment process and #ithin the prescri ed timeframe. 2easura le ;lements 1. /here is an evidence of initial and completion of nursing assessment on the health care needs of each patient #ithin the0 1.1.1st +5 hours of admission as an in'patient or earlier as indicated institutional polic$. 1.+.1st + hours of consultation as an outpatient or earlier as indicated $ patient=s condition or institutional polic$. $ the patient=s condition or

+.

/here

is

an

evidence

of

patient=s

reassessment

throughout the care process to determine response to intervention at interval appropriate to patient=s condition, plan of care, individual needs or according to institutional policies and procedures ?e.g. Pain is assessed ever$ 5 hours and as necessar$ as part of the vital signs monitoring@. -. /hose responsi le for direct nursing care colla orate #ith medical and allied staff to anal$)e and integrate the patient=s assessment data and information. 5. /hose responsi le for direct nursing care prioriti)e patients= needs ased on assessment results. 8. /hose responsi le for direct patient care inform the patient and famil$ of the assessment outcome and the planned care and treatment regimen and encourage participation of the latter in the decisionmaking a out the priorit$ needs to e met. Standard II0 Assessment Scope D <ontent /he scope and content of nursing assessment are #ell defined in an institutional polic$ #herein those elements common to all assessments and an$ differences #ith other health disciplines are identified. 2easura le ;lements 1. /here is a #ell defined polic$ on nursing assessment in terms of scope and content #hich include follo#ing0 1.1. Ps$chological E 3no#ledge level ut are not limited on the

E Language spoken E Aarriers to learning 1.+. Ph$sical E Neurological assessment E <ardiovascular assessment E 1espirator$ assessment E Gastrointestinal assessment E Genitourinar$ assessment E 2usculoskeletal assessment E Intergumentar$ assessment 1.-. Social and <ultural concerns 1.5. Spiritual and 1eligion 1.8. ;conomic factor and 4inancial arrier 1.>. 7ealth histor$ 1.F. 9ital signs 1.G. Pain assessment 1.H. Nutritional status, needs and risks 1.1I.Preference and idios$ncrasies 1.11..ischarge plan +. /here is an esta lished screening criteria according to patients= functional capacit$ and needs like0 +.1. Nutritional C 2eta olic Pattern +.+. ;limination Pattern +.-. Activit$ C ;&ercise Pattern +.5. Sleep C 1est Pattern +.8. Se&ualit$ C 1eproductive Pattern +.>. Sensor$ C Perceptual Pattern +.F. <ognitive Pattern +.G. 1ole C 1elationship Pattern +.H. Self C <oncept Pattern +.1I.<oping C Stress /olerance Pattern +.11.9alue C Aelief Pattern

-. :ther pertinent data are collected using the appropriate assessment, techni"ue and instruments. 5. /he nursing assessment findings are documented in the individual patient=s record and readil$ availa le to those responsi le for his6her care. 8. .ischarge plan is evident in the initial assessment of the nurse particularl$ to those patients #hen discharge planning is critical. II. Standards on <are of Patient. /here are seven ?F@ identified criteria that identif$ care process, care plan, implementation of care and evaluation of care rendered. Included also is the medication management and the famil$ rights. III. Standards on Patient and 4amil$ ;ducation has t#o criteria in #hich the nurse=s independent role in providing health education is here $ identified. I9. Standards on Access and <ontinuit$ of <are. /here are seven ?F@ criteria that guide the nurses regarding the importance of access to care. /hese standards identif$ the need to esta lish policies and procedures from admission to discharge and referral follo# up. 9. Standards on Nursing .ocumentation. /here are t#o identified criteria under this component, #hich include documentation of significant data re"uirements. /he second part is the Administration and 2anagement. /his concerns managing the nursing services in the hospital. /here are five ?8@ standards identified0 I. Standards on Governance and .irection. /here are seven ?F@ criteria included. /his chapter oth structure, and clinical ased on applica le la#s and regulations, professional standards and institutional

recommends the need for organi)ational structure #hich #ill delineate responsi ilit$, accounta ilit$ and authorit$ of nursing administration. /hese focus also on planning, direction, organi)ation and controlling functions of the nursing service administration and their relationship #ith other services. II. Standards on 7uman 1esource 2anagement. /his part contains five ?8@ criteria #hich help the nursing administrators in placing the right person to do the right !o through identification of the !o re"uirements and "ualifications. It also includes staffing modalities depending on the t$pe of services. III. Standards on 4acilit$ 2anagement and ;nvironmental Safet$. /his standard contains three ?-@ criteria and covers environmental safet$ needed in the deliver$ of nursing services and training of personnel to effectivel$ carr$ out their respective roles. I9. Standards on <ommunication 2anagement. /hree ?-@ criteria are identified focusing on the patient=s record, administration record and communication of information. It also ena les the chief nurses6administrator to develop a specific hospital s$stem #hich is efficient and effective. 9. Standards on Jualit$ Improvement. /his standard has three ?-@ criteria #hich address the need to institutionali)e continuous "ualit$ and performance improvement. ;ach standard and criteria has identified measura le elements intended to provide clarit$ to the standards and to help organi)ations develop their o#n policies and procedures according to the standards. REFERENCES Association of Nursing Service Administrators of Philippines, Inc. ?+II1@ Standards of Nursing Services the Association of Nursing Service Administrators of the Philippines, Inc. and Philippine Nurses Association, Inc. ?1HHH@. Standards of Safe Nursing Practice <ommittee on the 1evision of the 7ospital Nursing Service Administrative 2anual ?1HHI@.

/he Administration of 7ospital Nursing Services in Philippine .epartment of 7ealth, 1st ;dition Koint <ommission International ?+IIG@. Accreditation Standards for 7ospitals, -rd ;dition Printed in BSA 85-+1 Koint <ommission International ?+II5@. <redentialing, ;dition Printed in BSA 85-+1 Koint <ommission International ?+II5@. 7uman 1esources for 7ospitals, ;dition Printed in BSA 85-+1 Noe, 7ollen ack, Gerhart, Wright ?+II5@. 4undamental of 7uman 1esource

2anagement, 2cGra#'7ill <o. Inc. Ne# Lork 1epu lic Act H1F- or /he Philippine Nursing Act of 1HH1, 1epu lic of the Philippines, 2etro 2anila 1o ins, S. <oulter 2 ?+II5@. 2anagement, Fth ;dition, Pearson ;ducation South

Asia P/; L/.. 1o#land 7 D 1o#land A ?1HGI@. 7and ook, Aspen Pu lication Nursing Administration /ome$ A.2 ?+II5@. Guide to Nursing 2anagement and Leadership, Fth ;dition We er, K ?+II>@. Nurse=s 7and ook of 7ealth Assessment, 8 th ;dition, Lippincott Williams D Wilkins

.. S/AL AL;SS;. AN. 7APPL.. ;NK:L L:B11 .ALM