STRATEGIC PLANNING IS A SYSTEMATIC METHOD OF DEVELOPING

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "STRATEGIC PLANNING IS A SYSTEMATIC METHOD OF DEVELOPING"

Transcription

1

2 by Rose Seavey, MBA, BS, RN, CNOR, CRCST, CSPDT President/CEO of Seavey Healthcare Consulting STRATEGIC PLANNING PROCESS FOR CENTRAL SERVICE LEARNING OBJECTIVES 1. Discuss the rational for developing a strategic plan for Central Service 2. Identify the important steps in the strategic planning process 3. Describe the benefits the department derives from developing, implementing and ongoing monitoring of a successful plan STRATEGIC PLANNING IS A SYSTEMATIC METHOD OF DEVELOPING long-term plans to attain objectives by anticipating and adapting to expected changes. Many significant changes that confront healthcare facilities can be anticipated and, to the extent practical, they should be addressed. An overview of the process, with an emphasis on the role of Central Service (CS) managers and their human resources function, is desirable; this is because the people dimension of planning is important as plans are developed and implemented. Strategic plans are those developed to focus resources, set priorities and guide the CS department in the selection of a path to growth. Strategic plans also encompass strategies for how best to reach that goal. Effective, well-developed strategic plans help the manager allocate the department s available resources, communicate the department s goals and help set priorities to ensure everyone is working toward the desired outcome. ASSESSING THE STRATEGIC PLANNING PROCESS Many procedures can be used to develop strategic plans, and numerous consultants and consulting firms offer their services for organizations in need of assistance. For the purposes of this article, we will consider the steps noted in Figure 1. This figure summarizes steps in a basic strategic planning process and highlights the human resources concerns of CS managers in each step. The steps in Figure 1 suggest a roadmap for strategic planning that emphasizes human resources: STEP 1: Consider the facility s mission. Healthcare facilities create mission statements to describe what they do. Mission statements are usually a one- This series of self-study lessons on CS topics was developed by the International Association of Healthcare Central Service Materiel Management (IAHCSMM), and can be used toward CRCST re-certification or toward nursing credits. Pfeidler Enterprises and IAHCSMM both offer grading opportunities. Earn Continuing Education Credits Online: Nursing Credit: Pfiedler Enterprises will award nursing credit for this Self-Study Lesson Plan. Pfiedler Enterprises is a provider approved by the California Board of Registered Nursing, Provider Number CEP 14944, for 1 contact hour. Obtaining full credit for this offering depends upon attendance, regardless of circumstances, from beginning to end. Licensees must provide their license numbers for record keeping purposes. The certificate of course completion issued at the conclusion of this course must be retained in the participant s records for at least four (4) years as proof of attendance. In order to receive credit you must go to and complete the test, evaluation and registration forms. Once completed, you will be directed to print your certificate of completion. IAHCSMM Credit: IAHCSMM will award credit for this Self-Study Lesson Plan toward the renewal of a CRCST certification. To receive IAHCSMM credit, please visit for online grading (nominal fees will apply). Each 20 question online quiz with a passing score of 70% or higher is worth two points (2 contact hours) toward CRCST re-certification of 12 CEs. More information: For questions or problems about Nursing Credits available for this lesson plan, please contact For questions about IAHCSMM Credit available for this lesson plan, please contact us at or

3 Figure 1 GENERAL STEPS IN PLANNING PROCESS Step No. Activity Human Resources Concerns 1 2 Consider the facility s mission Scan the environment 3 Analyze the situation 4 Determine long-term goals 5 Establish strategies Identify interim objectives Assign responsibilities and time lines Communicate the plan Monitor the plan; take corrective action as needed Celebrate a successful plan Repeat the planning process Central Service managers represent their department in staff meetings to discuss their facility s mission and the planning and revision process for it. Discussions about the mission must be addressed in new employee orientation sessions. Central Service managers must keep current with healthcare trends and how, if at all, they relate to current and future personnel needs. They share insights with other facility leaders and suggest procedures to keep current with trends and the potential organizational changes that trends suggest. Central Service managers participate in the situation analysis process. Their input is critical because of the human resources implications of many situations that may affect their department. Human resources perspectives suggest current and future staffing needs for the facility and department. Central Service managers should suggest revisions, if needed, to the organizational structure. They should plan professional development opportunities to update staff about critical human resources issues as priority goals are identified. Central Service managers can help to develop necessary planning programs. They can facilitate the recruitment and selection of new and/or retraining of existing staff to assure that the necessary human resources are in place to implement preferred strategies. Central Service managers can review current staffing plans and recent employee appraisal results to move towards attainment of short-term objectives. They can implement benchmarking and/ or data gathering procedures to assess where we are, and to measure movement towards objectives. Employee appraisal methods may be needed to address and maintain plan responsibilities and time lines. If specific staff members are required to implement a plan to attain an objective, their efforts and successes should be evaluated. Then their performance can be measured by the extent to which required efforts were successful. Departmental newsletters, information on the facility s intranet, bulletin board displays and pay check stuffers can inform employees about the status of long- and short-term plans. If progress is delayed because of turnover, vacant positions, and/or the need for training/retraining, Central Service managers can use human resources tactics to address them. Central Service managers may plan departmental activities to celebrate the successful attainment of plans. Central Service managers know that the planning process is ongoing and the impact of change is continuous. sentence statement detailing the reason an organization or program exists. These statements are often used to help with the decision-making process regarding priorities, actions and responsibilities. 1 As an example, the Mayo Clinic s mission statement is To inspire hope and contribute to health and wellbeing by providing the best care to every patient through integrated clinical practice, education and research. 2 What the facility intends to do and how it intends to do it should drive any planning process within the organization. Ownership of the mission is improved as employees provide input during mission statement development. CS managers should publicize and support the organization s mission statement. They should disseminate information about the organization s mission to all staff members, including new hires during orientation sessions. Healthcare departments, such as CS, may develop their own departmental mission statement that aligns with the organization s to further guide the

4 NURSING LESSON PLAN decision-making process. A department that creates its own mission statement should involve frontline employees, and that mission statement should be based on the organization s mission, values and philosophy. STEP 2: Scan the environment Effective CS managers are aware of what s going on in their industry, organization and community. They read printed and electronic healthcare publications, are active in professional organizations, including the International Association of Healthcare Central Service Materiel Management (IAHCSMM), and participate in community organizations, such as their local CS chapters. They think about their department in societal, administrative, economic and political contexts, and they keep a finger on the pulse of other changes on the horizon. They focus their attention on patients, employees and any trends impacting the profession, and share pertinent information with other leaders. Prudent CS managers know and understand the most current regulations, standards, published guidelines and recommended practices that help drive the facility and departmental missions. They establish a network of professional colleagues locally and nationally to better communicate and share ideas and/or concerns regarding the profession. STEP 3: Analyze the situation CS managers should participate in situation analysis processes to methodically evaluate past, present and future economic, political, social and technological data that may affect the facility. Recognizing internal and external forces may influence the organization s performance and strategic choices. This can be done by using a structured planning method that identifies the strengths, weaknesses, opportunities and threats of an organization, otherwise known as a SWOT analysis. This basic and straightforward model is a useful technique for understanding strengths and weaknesses, and for identifying both opportunities and potential threats. 3 Planners should identify: (a) Strengths (e.g., what advantages does the organization have?) and how to increase them. (b) Weaknesses (e.g., what could be improved?) and how to overcome them. (c) Opportunities that might be best given the strengths and weaknesses (e.g., what interesting trends are surfacing?). (d) Threats (e.g., what obstacles are present?) and how they can be overcome. 3 Input from the organization s department managers, including CS, is vital in this planning process because of the many situations that may affect their department and the need for resources (e.g., staffing, equipment, space or technical needs). A specific departmental SWOT analysis can be a useful tool in the budget planning process. Being aware of departmental opportunities and threats can help in recognizing necessary tools and steps needed to improve patient and employee safety, while protecting the facility s bottom line. STEP 4: Determine long-term goals Results of the SWOT analysis can help managers establish short- and longrange goals that are in concert with the mission (Step 1). Planners can then consider how to use their facilities (or departmental) strengths to take advantage of opportunities, while addressing and working on correcting weaknesses. Input about human resources is critical as managers emphasize current staff capabilities, competencies and needs, and advocate the human resources-related implications of the goals. STEP 5: Establish strategies Strategies should be developed in order to attain the goals identified in Step 4. Example: a goal may be to develop sterile instrument processing procedures for a new clinic associated with the facility. There may be several ways to implement this facility change, each with several pros and cons. After deliberation, the best chosen way can be implemented using long-range planning, which encompasses the next several steps in the planning process. STEP 6: Identify interim objectives Goals developed by long-range planning are meant to be attained within several (three to five) years. Interim objectives, often referred to as short-term goals, specify how much of the longer-term goal should be attained during a shorter time (usually within one year). If a longterm goal of the new clinic, (Step 5) is to increase the number of outpatients served by a specified number, interim goals of CS (including space, equipment and staffing needs) can be defined. Human resources personnel can help ensure that trained and competent staff are available to support the additional workload. Human resources personal may use benchmarks to measure existing work/staffing methods and assist the department in developing data gathering systems to monitor progress toward that long-range plan. STEP 7: Assign responsibilities and timelines Short-term/interim objectives identified will not be accomplished unless staff are aware of the objectives and outcomes and are held accountable to address them. Often, these tasks must be accomplished in addition to other assigned responsibilities. If not properly addressed and managed, this overload can create challenges and additional stress, and hinder attainment of objectives or goals. A progress reporting method must be established to help determine when corrective actions may be needed to revise the method(s) used to achieve the objective.

5 STEP 8: Communicate the plan The long-range plan and the process necessary to attain the goals should be communicated to all staff members. Involving employees at the planning stage facilitates staff buy in, which helps goal objectives be more easily reached. Soliciting input from the affected staff and utilizing their ideas can help the organization s plans become ours (the employees) rather than theirs (the top leaders) as the staff takes ownership of the objectives. CS managers can help with frequent communication regarding the short- and long-range plans. STEP 9: Monitor the plan; take corrective action, as needed Monitoring requires current and applicable data. There is good news when plans are being implemented according to targeted schedules; however, when that s not the case, corrective action is required. The role of CS managers in this step depends upon the implementation challenges that may require corrective action. Note: This and the previous step can occur almost simultaneously because communication is required to indicate progress, note implementation challenges and facilitate corrective action. STEP 10: Celebrate a successful plan Responsibility (accountability) cannot be delegated, but success is not possible without the effective performance of one s subordinates. CS managers should be responsible and held accountable if plans are not attained. Goals can only be successful with the cooperation and assistance of frontline staff members who actually complete the necessary work. Short- and long-term successful goals should be recognized and celebrated with the team members. Successful attainment of short- and long-range goals should be celebrated. Acknowledgement of staff accomplishments can range from a simple verbal or written thank you, celebratory cake or department pizza party, to additional time off, a pay increase or a monitory award, such as a bonus. STEP 11: Repeat the planning process The aforementioned planning process should be part of an ongoing plan. CS managers know the impact of change on a healthcare facility is ongoing; therefore, a three- to five-year planning horizon is often used. Each year, planners should move one additional year into the planning horizon, so there are always long-term (three- to five-year) goals. It is likely that a healthcare facility will have several (or more) goals addressing different dimensions of the mission. In some instances, the organization s mission may shift slightly as the organization adopts new/different activities and offerings. A CS departmental mission statement should broadly define its own role in helping the organization attain the broader mission, and its plans should be rolled up to become part of the facility s master plan. Many benefits that can be gained from a successful strategic plan. The ability to engage in succession planning is one of these benefits. Strategic planning can create an effective process for recognizing, developing and retaining leadership talent. Promoting existing staff into a leadership position can help maintain important institutional knowledge and experience. Existing staff members who are instrumental in the success of the plan, have strong communication skills, are competent in their duties and have a solid understanding of the business aspects of running a department can be good candidates for managerial succession. Strategic plans should benefits employees. Employees with a clear understanding of where the plan is going and who demonstrate initiative in helping the department reach the determined goals have a professional/career advantage. An effective plan helps match employee strengths with the tasks most important to the plan s success. Effective plans also help ensure that everyone is working toward the same outcomes. Employees who are recognized as vital to the plan and are recognized for their abilities and contributions may feel more self accomplished and have the desire to advance within their profession. Celebrating success can motivate employees and encourage them to recognize their importance in the success of the plan and encourage them to work harder toward its successful completion. IN CONCLUSION In today s competitive healthcare environment, the systematic methods of a strategic plan can provide a look into the department s future. A comprehensive strategic plan can help everyone focus on the department s objectives, while also providing a sense of direction. Strategic planing also provides a basis for accountability and can be the key to gaining control of the department s future. When everyone is focused on and actively working toward the desired outcome, the department should continue to grow as an asset to the organization and the community served. REFERENCES 1. Top Nonprofits. 50 Mission Statements from Top Nonprofits. com/examples/nonprofit-mission-statements/. Accessed 8/15/ Mayo Clinic Health System. Mission, Vision and Value Statement. mayoclinichealthsystem.org/locations/ eau-claire/about-us/mission-vision-and-valuestatements. Accessed 8/15/ Mind Tools. SWOT Analysis: Discover the New Opportunities, Manage and Eliminate Threats. article/newtmc_05.htm. Accessed 8/15/2015.

UCR Core Competency Model Behavioral Indicators

UCR Core Competency Model Behavioral Indicators UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational

More information

SAMPLE JOB DESCRIPTIONS

SAMPLE JOB DESCRIPTIONS SAMPLE JOB DESCRIPTIONS In this section we have provided a number of sample job descriptions. We hope that they will provide you with guidance as you develop job descriptions(s). Level Title Page Consultant

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

Strategic Planning. Strategic Planning

Strategic Planning. Strategic Planning 4 Strategic Planning Strategic Planning 1 4 TABLE OF CONTENTS Strategic Planning 3... What is Strategic Planning? 3... Why do Strategic Planning? 4... Assessing Your Strategic Planning 5... Developing

More information

Career Management. Succession Planning. Dr. Oyewole O. Sarumi

Career Management. Succession Planning. Dr. Oyewole O. Sarumi Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development

More information

Evaluate. Execute. Excel. Facilities Management Evaluation Program

Evaluate. Execute. Excel. Facilities Management Evaluation Program E Evaluate. Execute. Excel. Facilities Management Evaluation Program Why consider the FMEP? The Facilities Management Evaluation Program (FMEP) is a highly customized, personally tailored evaluation process

More information

MSU LEAD (Leadership Excellence and Development) Competency Model

MSU LEAD (Leadership Excellence and Development) Competency Model Reference #1 MSU LEAD (Leadership Excellence and Development) Competency Model Leadership Behavior Categories (pages 2-4) A. Thinking strategically/visionary B. Leading change C. Communicating D. Building

More information

SJ Nursing Quality Plan FY2015

SJ Nursing Quality Plan FY2015 Purpose: Nursing practice at St. Joseph Medical Center is an essential element in providing healthcare that is safe, healthcare that is effective and healthcare that works (Ascension Health s strategic

More information

MINIMUM QUALIFICATIONS

MINIMUM QUALIFICATIONS CALIFORNIA STATE PERSONNEL BOARD SPECIFICATION RECEIVER S NURSE EXECUTIVE (SAFETY) SCOPE Schematic Code: TN05 Class Code: 8241 Established: Revised: -- Title Changed: -- This specification describes nurse

More information

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.

More information

LEADERSHIP DEVELOPMENT FRAMEWORK

LEADERSHIP DEVELOPMENT FRAMEWORK LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,

More information

STRATEGIC PLANNING: A TEN-STEP GUIDE *

STRATEGIC PLANNING: A TEN-STEP GUIDE * STRATEGIC PLANNING: A TEN-STEP GUIDE * I. IMPORTANCE OF PLANNING There is broad agreement among nonprofit leaders and experts that planning is a critical component of good management and governance. Planning

More information

Strategic Planning for Small Business. Carol Rovello * carol@strategic-workplace-solutions.com * 828.280.6253

Strategic Planning for Small Business. Carol Rovello * carol@strategic-workplace-solutions.com * 828.280.6253 Strategic Planning for Small Business 1 Agenda Welcome Overview of Strategic Planning Key Planning Steps and Tools 2 Planning Controlling Management Functions Organizing Leading 3 Planning Alignment Strategic

More information

7 Steps to Healthcare Strategic Planning

7 Steps to Healthcare Strategic Planning WHITE PAPER 7 Steps to Healthcare Strategic Planning Rob Drewniak Director, Strategic & Advisory Services Hayes Management Consulting Hayes WHITE PAPER: Healthcare Strategic Planning In healthcare today,

More information

STRATEGIC PLANNING 1. 1 Excerpt from unpublished TANNA Branch Manual, as an activity under the Tanzania Nursing Initiative

STRATEGIC PLANNING 1. 1 Excerpt from unpublished TANNA Branch Manual, as an activity under the Tanzania Nursing Initiative STRATEGIC PLANNING 1 Strategic planning is the core of the work of an organization whether at the branch or national level. Without a strategic framework you don t know where you are going or why you are

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the

More information

PSI Leadership Services

PSI Leadership Services PSI Leadership Services Strategic Solutions for Your Leadership Needs Select, Promote, & Develop the Leadership Talent Needed to Drive the Growth of Your Business SOLUTION BENEFIT/OBJECTIVE TYPICAL PROJECTS

More information

Leadership Competency Self Assessment

Leadership Competency Self Assessment USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:

More information

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing

More information

CITY OF GUNNISON EMPLOYEE PERFORMANCE APPRAISAL FORM 2013

CITY OF GUNNISON EMPLOYEE PERFORMANCE APPRAISAL FORM 2013 CITY OF GUNNISON EMPLOYEE PERFORMANCE APPRAISAL FORM 2013 Name: Position: Anniversary Date in Position: Department: Supervisor: Appraisal Period: from to PURPOSE Communication about performance between

More information

Strategic Development of Internal Leaders Competency Based Development Goals and Activities

Strategic Development of Internal Leaders Competency Based Development Goals and Activities General Leadership Competencies Strategic Development of Internal Leaders Competency Based Development Goals and Activities - SAMPLE - Sample Specific Development Goal Sample Development Action (s) (the

More information

SUCCESSION PLANNING AND MANAGEMENT GUIDE

SUCCESSION PLANNING AND MANAGEMENT GUIDE SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland

More information

*This is a sample only actual evaluations must completed and submitted in PeopleSoft*

*This is a sample only actual evaluations must completed and submitted in PeopleSoft* *This is a sample only actual evaluations must completed and submitted in PeopleSoft* Employee information Employee name Position title/department Date of Hire Employee ID number Supervisor s name Today

More information

A Framework for Business Sustainability

A Framework for Business Sustainability Environmental Quality Management, 17 (2), 81-88, 2007 A Framework for Business Sustainability Robert B. Pojasek, Ph.D Business sustainability seeks to create long-term shareholder value by embracing the

More information

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet Applies from 1 April 2007 Revised April 2008 Core Competence Framework Guidance booklet - Core Competence Framework - Core Competence Framework Core Competence Framework Foreword Introduction to competences

More information

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)

More information

Basic Management Principles. Author: Jack E. Fincham, PhD, RPh Dean & Professor University of Kansas School of Pharmacy

Basic Management Principles. Author: Jack E. Fincham, PhD, RPh Dean & Professor University of Kansas School of Pharmacy Basic Management Principles Author: Jack E. Fincham, PhD, RPh Dean & Professor University of Kansas School of Pharmacy Learning Objectives Understand basic management principles applying to individuals,

More information

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs)

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs) EXHIBIT CC Identifying Management Level Knowledge, Skills and Abilities Executive Core Competencies (ECCs) ECC One: Leading Change ECC Two: Leading People ECC Three: Results Driven ECC Four: Business Acumen

More information

Job Description / Performance Evaluation ASSISTANT EXECUTIVE DIRECTOR OF NURSING

Job Description / Performance Evaluation ASSISTANT EXECUTIVE DIRECTOR OF NURSING Hamad Medical Corporation Department of Nursing Job Description / Performance Evaluation ASSISTANT EXECUTIVE DIRECTOR OF NURSING Name: Corp. No. : Title : No. of Day(s) Sick : Department : No. of Day(s)

More information

OVERVIEW OF CASE STUDY FINDINGS AND BEST PRACTICES

OVERVIEW OF CASE STUDY FINDINGS AND BEST PRACTICES OVERVIEW OF CASE STUDY FINDINGS AND BEST PRACTICES We conducted in-depth case studies of healthcare and non-healthcare organizations that have been publicly recognized for achieving high levels of success

More information

Overview of the HLA Competency Directory

Overview of the HLA Competency Directory Overview of the HLA Competency Directory The HLA Directory The Healthcare Leadership Alliance (HLA) has created the HLA Competency Directory, an interactive tool to ensure that current and future healthcare

More information

Master of Health Care Administration Program Strategic Plan 2008 2010

Master of Health Care Administration Program Strategic Plan 2008 2010 Master of Health Care Administration Program Strategic Plan 2008 2010 The faculty and staff of the MHA program met and developed the following document. Included are foundational statements that include:

More information

Performance Management Review Process Draft for Management Consultation Review

Performance Management Review Process Draft for Management Consultation Review Draft for Management Consultation Review Policy 505: Performance Management Review Process Policy Category: Professional Development Who Is Covered: All employees whose position is designated to be in

More information

User s Guide to Performance Management

User s Guide to Performance Management User s Guide to Performance Management University Human Resources Brown University Table of Contents 1 I. Overview 3 II. The Performance Management Cycle 4 III. Performance Management Forms..6 1. Goal

More information

Mission The mission of the Oncology Nursing Society is to promote excellence in oncology nursing and quality cancer care.

Mission The mission of the Oncology Nursing Society is to promote excellence in oncology nursing and quality cancer care. President-Elect Position Description Mission The mission of the Oncology Nursing Society is to promote excellence in oncology nursing and quality cancer care. Vision The vision of the Oncology Nursing

More information

PRO-NET. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2001

PRO-NET. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2001 Management Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators Project PRO-NET April 2001

More information

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 3rd edition . Human Resource Management Rapid Assessment Tool Copyright 2005, renewed

More information

WORKFORCE AND SUCCESSION PLANNING

WORKFORCE AND SUCCESSION PLANNING 2012 WORKFORCE AND SUCCESSION PLANNING Toolkit to Identify and Address Strategic Talent Gaps Workforce Management Office NOAA 1/1/2012 Table of contents Introduction... 3 Workforce Planning... 3 Step 1:

More information

Dear Colleagues, Best Regards, Pamela L. Quinones, RDH, BS

Dear Colleagues, Best Regards, Pamela L. Quinones, RDH, BS A Letter from the 2011-2012 ADHA President Dear Colleagues, Partnering with ADEA to develop the Core Competencies for Graduate Dental Hygiene Education was a very positive and rewarding experience for

More information

Component 4: Organizational Leadership & Governance

Component 4: Organizational Leadership & Governance Component 4: Organizational Leadership & Governance Scope: Lead your local United Way to successfully fulfill its mission, and in doing so, garner trust, legitimacy and support from the local community

More information

Human Resources 101. Human Resources Series. Agenda - HR s Strategic Role. Module 1: HR s Strategic Role

Human Resources 101. Human Resources Series. Agenda - HR s Strategic Role. Module 1: HR s Strategic Role Human Resources 101 Module 1: HR s Strategic Role University of California San Francisco Human Resources Training Series HR Development & Training Human Resources Series 1. HR s Strategic Role 2. Effective

More information

Strategic Leadership and

Strategic Leadership and Chapter 11 Strategic Leadership and Change Management Chapter 11 Learning Outcomes Discuss the role of strategic leadership in the strategic management process. Describe the relevance of analyzing the

More information

Pursuing the Pathway to Excellence Engagement of Staff Utilizing Shared Governance ND Pathways to Excellence Pilot Program

Pursuing the Pathway to Excellence Engagement of Staff Utilizing Shared Governance ND Pathways to Excellence Pilot Program Pursuing the Pathway to Excellence Engagement of Staff Utilizing Shared Governance ND Pathways to Excellence Pilot Program Learning Objective 2 1. Identify structures and processes to support engagement

More information

South Carolina Budget and Control EPMS Performance Characteristics

South Carolina Budget and Control EPMS Performance Characteristics South Carolina Budget and Control EPMS Performance Characteristics The following menu of performance factors serves as a guideline or sample for developing performance factors for use with the Employee

More information

CIAC CALL CENTER MANAGEMENT COMPETENCIES

CIAC CALL CENTER MANAGEMENT COMPETENCIES CIAC CALL CENTER MANAGEMENT COMPETENCIES CIAC-Certified Operations Manager (CCOM) These competencies represent the knowledge, skill, and behavioral requirements for professionals pursuing certification

More information

Mott Community College Job Description

Mott Community College Job Description Title: Department: Academic Affairs Reports To: Vice President for Academic Affairs Date: July 5, 2007/Revised October, 2010 Purpose, Scope & Dimension of Job: The Dean is a front-line learning leader

More information

1 Executive Onboarding Reward vs. Risk

1 Executive Onboarding Reward vs. Risk 1 Executive Onboarding Reward vs. Risk Gerard F. McDonough and Becky Choi, J.D. LEADFIRST LEARNING SYSTEMS, LLC Challenging Transitions It would seem that as professionals become more advanced in their

More information

Status Report of the Auditor General of Canada to the House of Commons

Status Report of the Auditor General of Canada to the House of Commons 2011 Status Report of the Auditor General of Canada to the House of Commons Chapter 1 Financial Management and Control and Risk Management Office of the Auditor General of Canada The 2011 Status Report

More information

To order the book click on the link, http://www.nelsonbrain.com/shop/micro/oap-hrpa6

To order the book click on the link, http://www.nelsonbrain.com/shop/micro/oap-hrpa6 Recruitment and Selection Author: Professor Mary Jo Ducharme, School of Human Resources Management York University Required Text: V.M. Catano, W.H. Wiesner, R.D. Hackett, L.L. Methot., Recruitment and

More information

St. Luke s Hospital and Health Network Philosophy of Nursing:

St. Luke s Hospital and Health Network Philosophy of Nursing: St. Luke s Hospital and Health Network Philosophy of Nursing: Nursing, a healing profession, is an essential component of St. Luke's Hospital & Health Network's commitment to providing safe, compassionate,

More information

Supervisory Competency Model

Supervisory Competency Model Supervisory Competency Model INTERPERSONAL SKILLS 1. Building Positive Working Relationships 2. Building Trust 3. Communication Skills LEADERSHIP SKILLS 4. Identifying and Mobilizing Resources 5. Initiating

More information

PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals

PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals Education leaders ensure the achievement of all students by guiding the development and implementation

More information

Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components

Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components The Joint Commission accreditation standards, the National Institute

More information

SALEM AREA ONE COMMUNITY INITIATIVE

SALEM AREA ONE COMMUNITY INITIATIVE SALEM AREA ONE COMMUNITY INITIATIVE Mission Statement To develop a safe, respectful, all-inclusive community through education, advocacy, and coordinated actions that include an effective response to prejudice

More information

National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016

National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016 National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016 September 30, 2011 Strategic Human Capital Plan National Transportation Safety Board Fiscal Years 2011 through 2016 Prepared

More information

Sample Strategic Plan The ABC Service Agency

Sample Strategic Plan The ABC Service Agency Sample Strategic Plan The ABC Service Agency Table of Contents Introduction...2 Executive Summary...2 Background and History...2 Direction and Results...3 Goals...3 Organization of the Strategic Plan...4

More information

The IIA Global Internal Audit Competency Framework

The IIA Global Internal Audit Competency Framework About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the

More information

9. Performance Appraisal Tools and Techniques 1. Tools Ranking Method Limitations of Ranking Method: Forced Distribution method

9. Performance Appraisal Tools and Techniques 1. Tools Ranking Method Limitations of Ranking Method: Forced Distribution method SEC 9 Page 1 of 5 9. Performance Appraisal Tools and Techniques 1. Tools Performance appraisals are a fact of life for employees and supervisors in most companies. When taken seriously and conducted the

More information

Training Guide #1: Strategic Planning

Training Guide #1: Strategic Planning Training Guide #1: Strategic Planning Where are we going? How will we get there? What is Strategic Planning? Strategic planning is the process of determining your program's long-term goals and identifying

More information

Current Issues in Instrument Processing

Current Issues in Instrument Processing Program Current Issues in Instrument Processing Saturday, November 14, 2015 * Renaissance Dallas Hotel 2222 North Stemmons Freeway Dallas, TX 75207 * Course date & location subject to change Program Overview

More information

WV School Counseling Program Audit

WV School Counseling Program Audit The program audit is used to assess the school counseling program in comparison with West Virginia s Model for School Counseling Programs. Audits serve to set the standard for the school counseling program.

More information

Individualized Program Statement Sample Passages

Individualized Program Statement Sample Passages Individualized Program Statement Sample Passages Background After working as a graphic designer for four years, I decided I needed a new direction. I missed the direct connection and satisfaction of working

More information

Municipal Affairs. Performance Appraisal of a Chief Administrative Officer

Municipal Affairs. Performance Appraisal of a Chief Administrative Officer Municipal Affairs Performance Appraisal of a Chief Administrative Officer Revised January 2014 Capacity Building, Municipal Services Branch Performance Appraisal of a Chief Administrative Officer Alberta

More information

The relatively recent combination of

The relatively recent combination of Best practice talent management Bob Little offers a template for successful, systematic implementation The relatively recent combination of major economic, demographic, social and business trends have

More information

IDOL Outcomes and Competencies (ibstpi) 2

IDOL Outcomes and Competencies (ibstpi) 2 Instructional Design for Online Learning (IDOL) Specialization Outcomes and Specialization Competencies Updated January 2008 Table of Contents Outcomes-based curricula at Capella University...3 IDOL MS

More information

The Development Plan Matrix

The Development Plan Matrix The Development Plan Matrix Mission, Vision, Results Marketing: Branding, Messaging Organizational Infrastructure Development Plan Successful fundraising campaigns are built on four important elements

More information

Audit of the Test of Design of Entity-Level Controls

Audit of the Test of Design of Entity-Level Controls Audit of the Test of Design of Entity-Level Controls Canadian Grain Commission Audit & Evaluation Services Final Report March 2012 Canadian Grain Commission 0 Entity Level Controls 2011 Table of Contents

More information

PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC)

PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC) PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC) NAME: JOB TITLE: This worksheet should be given to the employee prior to the scheduled performance review. The employee should complete

More information

Role 1 Leader The Exceptional Nurse Leader in Long Term Care:

Role 1 Leader The Exceptional Nurse Leader in Long Term Care: Competencies for Nurse Leaders in Long Term Care National Validation March 2001 American Health Care Association TENA(R) Sponsorship Program from SCA Hygiene Products Part 1 Directions: Place a check mark

More information

11 10 Memorial Health System Patient Access Audit

11 10 Memorial Health System Patient Access Audit O FFICE O F T HE C ITY A UDITOR C OLORADO S PRINGS, C OLORADO 11 10 Memorial Health System Patient Access Audit May 2011 O FFICE O F T HE C ITY A UDITOR C OLORADO S PRINGS, C OLORADO Memorial Health System

More information

Carolinas HealthCare System Charlotte, North Carolina Corporate Compliance Department

Carolinas HealthCare System Charlotte, North Carolina Corporate Compliance Department Charlotte, North Carolina Corporate Compliance Department Compliance -- Keeping up Awareness Sherri De Shazo, RN MBA MHA Director, CHS Corporate Compliance Facility Compliance Director, Carolinas Medical

More information

QUALITY TOOLBOX. Creating a Complete Business Management System. Many organizations have separate environmental management. Integrating environmental,

QUALITY TOOLBOX. Creating a Complete Business Management System. Many organizations have separate environmental management. Integrating environmental, QUALITY TOOLBOX Creating a Complete Business Management System Many organizations have separate environmental management and occupational, health, and safety management systems. They are defined as being

More information

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human resources program(s)

More information

Job Description. Essential Duties and Responsibilities include the following. Other duties may be assigned.

Job Description. Essential Duties and Responsibilities include the following. Other duties may be assigned. Job Description Job Title: FLSA Status: Exempt Level: 1 Department: Technical Reports To: Help Desk Supervisor Date: February 2012 Overview: River Run is seeking to hire a full-time to assist with the

More information

This page was left intentionally blank.

This page was left intentionally blank. This page was left intentionally blank. Workforce Planning Model Steps What This Step Accomplishes 1. Define the Scope Determines our focus could be long or short term could be a specific business unit

More information

Regulations & Standards

Regulations & Standards Regulations & Standards Impact Safe Instrument Processing by Rose Seavey, MBA, BS, RN, CNOR, CRCST, CSPDT Learning Objectives 1. Discuss the role of federal agencies in the regulation of processing procedures

More information

STRATEGIC PLAN. American Veterinary Medical Association 2015-2017

STRATEGIC PLAN. American Veterinary Medical Association 2015-2017 STRATEGIC PLAN American Veterinary Medical Association 2015-2017 Adopted: January 9, 2015 Introduction Excellence is a continuous process and doesn t come by accident. For more than 150 years, the American

More information

REE Position Management and Workforce/Succession Planning Checklist

REE Position Management and Workforce/Succession Planning Checklist Appendix A REE Position Management and Workforce/Succession Planning Checklist Agency: Division /Office: Position Number: Date: Supervisor: Vacancy Announcement (if Recruit): Position Title/Series/Grade:

More information

Core Classes Course Title Start End

Core Classes Course Title Start End Core Classes Course Title Start End MBA516 BUSINESS ETHICS 1/14/2013 3/10/2013 MBA516 BUSINESS ETHICS 1/14/2013 3/10/2013 MBA516 BUSINESS ETHICS 2/11/2013 4/7/2013 MBA516 BUSINESS ETHICS 2/11/2013 4/7/2013

More information

DIRECTOR AT LARGE Position Description (Revised February 2015)

DIRECTOR AT LARGE Position Description (Revised February 2015) DIRECTOR AT LARGE Position Description (Revised February 2015) The Director At Large (DAL): 1. Actively promotes and articulates the Mission and Vision of APSNA. 2. Reviews, revises and assists in the

More information

Performance Appraisal Process for the CEO 1

Performance Appraisal Process for the CEO 1 www.simonejoyaux.com Simone P. Joyaux, ACFRE Performance Appraisal Process for the CEO 1 Note: This process and appraisal tool along with Joyaux CEO job description applies, in general to any organization.

More information

Internal Quality Assurance Arrangements

Internal Quality Assurance Arrangements National Commission for Academic Accreditation & Assessment Handbook for Quality Assurance and Accreditation in Saudi Arabia PART 2 Internal Quality Assurance Arrangements Version 2.0 Internal Quality

More information

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1 Managers Self- Assessment Questionnaire HWDSB Managers Self-Assessment: September 0 How to Use This Self-Assessment This self-assessment questionnaire is intended to help managers focus on and evaluate

More information

Spire Healthcare Clinical Job Descriptions

Spire Healthcare Clinical Job Descriptions Spire Healthcare Clinical Job Descriptions 1 Job Title / Code Physiotherapy Manager (00145) 2 Reports To Matron / Clinical Services Manager / General Manager 3 Department Spire Hospital 4 Job Purpose To

More information

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit JOB TITLE NAME UNIT REPORTS TO JOB FAMILY Organizational Development Specialist Vacant Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

More information

IT Service Desk Health Check & Action Plan

IT Service Desk Health Check & Action Plan IT Service Desk Health Check & Action Plan Version: 1.0 Date: April, 2003 Authors: Fatima Cabral, Gary Case, David Ratcliffe Pink Elephant Leading the Way in IT Management Best Practices www.pinkelephant.com

More information

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director GLOBAL FINANCIAL PRIVATE CAPITAL, LLC Job Description JOB TITLE: Compliance Director SUMMARY: This position is primarily responsible for serving as the manager and supervisor within the Compliance Department

More information

ASSISTANT SUPERINTENDENT FOR CURRICULUM AND INSTRUCTIONAL SERVICES

ASSISTANT SUPERINTENDENT FOR CURRICULUM AND INSTRUCTIONAL SERVICES TITLE: REPORTS TO: ASSISTANT SUPERINTENDENT FOR CURRICULUM AND INSTRUCTIONAL SERVICES Superintendent 1.03 PAY GRADE: Admin 8 WAGE/HOUR STATUS: Exempt ROLE AND PURPOSE: Reporting to the Superintendent,

More information

Changing the culture of any organization is well known to be a long process,

Changing the culture of any organization is well known to be a long process, Creative Nursing, Volume 18, Issue 4, 2012 Impact of Unit Practice Councils on Culture and Outcomes Susan Wessel, MS, MBA, RN, NEA-BC This article describes positive outcomes in culture, Hospital Consumer

More information

IC Performance Standards

IC Performance Standards IC Performance Standards Final Version 1 23 April 2009 1 TABLE OF CONTENTS BACKGROUND... 3 OCCUPATIONAL STRUCTURE... 4 PERFORMANCE ELEMENT CONTENT MODELS... 7 Professional and Technician/Administrative

More information

Research Manager II. Task Statements

Research Manager II. Task Statements Research Manager II Task Statements 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Identify new and existing research (e.g., news, legislation, web searching, database) to advance understanding of the relevant areas

More information

Overview The AONE Nurse Executive Competencies

Overview The AONE Nurse Executive Competencies Overview The AONE Nurse Executive Competencies The vision of the American Organization of Nurse Executives (AONE) is to shape the future of health care through innovative and expert nursing leadership.

More information

Discover Teach Heal. UC Irvine Health: Advancing the Future of Healthcare Nursing Strategic Plan FY2011 FY2015 Nursing Strategic Plan Summary

Discover Teach Heal. UC Irvine Health: Advancing the Future of Healthcare Nursing Strategic Plan FY2011 FY2015 Nursing Strategic Plan Summary UC Irvine Health: Advancing the Future of Healthcare Nursing Strategic Plan FY2011 FY2015 Nursing Strategic Plan Summary Mission Statement (Our purpose) Discover Teach Heal Vision Statement (Our aspiration)

More information

Black Hawk County Employee Performance Evaluation

Black Hawk County Employee Performance Evaluation Black Hawk County Employee Performance Evaluation Employee : Supervisor: Title: Program Manager School Nursing Dept: Health Dept Title: Evaluation Period: From: To Due Date: Black Hawk County Governing

More information

4.1 Identify what is working well and what needs adjustment. 4.1.1 Outline broad strategies that will help to effect these adjustments.

4.1 Identify what is working well and what needs adjustment. 4.1.1 Outline broad strategies that will help to effect these adjustments. (Overview) Step 1 Prepare 1.1 Identify specific issues or choices that the planning process should address. 1.2 Develop an organizational profile. 1.3 Identify any information that must be collected to

More information

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE HHS MENTORING PROGRAM Partnering for Excellence MENTORING PROGRAM GUIDE November 17, 2008 TABLE OF CONTENTS Page I. VISION STATEMENT.... 2 II. MISSION STATEMENT. 2 III. INTRODUCTION...2 IV. PROGRAM OBJECTIVES.

More information

COMMUNITY HOSPITAL NURSE PRACTITIONER/PHYSICIAN ASST

COMMUNITY HOSPITAL NURSE PRACTITIONER/PHYSICIAN ASST EMPLOYEE: PRINTED NAME: REPORTS TO: DEPARTMENT: FLSA STATUS: Date: Emergency Department Medical Director Emergency Department Non-exempt PURPOSE: Provides care to Emergency Department Patients within a

More information

PERFORMANCE MANAGEMENT SYSTEM

PERFORMANCE MANAGEMENT SYSTEM WHITE PAPER BY PATRICIA DAVIS LEADER, PERFORMANCE MANAGEMENT ROBERT W. ROGERS PRESIDENT, DDI WHITE PAPER GETTING THE MOST FROM YOUR 1 GETTING THE MOST FROM YOUR PERFORMANCE MANAGEMENT SYSTEM Is your organization

More information

Performance Planning And Evaluation A guide for employees, supervisors and managers

Performance Planning And Evaluation A guide for employees, supervisors and managers THE LIVE IT EVERY DAY Performance Planning And Evaluation A guide for employees, supervisors and managers 1 INTEGRITY We live Integrity by Telling the truth. Being consistent. Doing the right thing even

More information