Journal articles: 'Strategic planning in healthcare'

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Rodríguez Perera, Francisco de Paula, and Manel Peiró. "Strategic Planning in Healthcare Organizations." Revista Española de Cardiología (English Edition) 65, no. 8 (August 2012): 749–54. http://dx.doi.org/10.1016/j.rec.2012.04.004.

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Begun, Jim, and Kathleen B. Heatwole. "Strategic Cycling: Shaking Complacency in Healthcare Strategic Planning." Journal of Healthcare Management 44, no. 5 (September 1999): 339–52. http://dx.doi.org/10.1097/00115514-199909000-00005.

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Levine, Jules I. "PRACTITIONER APPLICATION: Strategic Cycling: Shaking Complacency in Healthcare Strategic Planning." Journal of Healthcare Management 44, no. 5 (September 1999): 351–52. http://dx.doi.org/10.1097/00115514-199909000-00006.

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Lee, Theresa, Amir Hossein Ghapanchi, Amir Talaei-Khoei, and Pradeep Ray. "Strategic Information System Planning in Healthcare Organizations." Journal of Organizational and End User Computing 27, no. 2 (April 2015): 1–31. http://dx.doi.org/10.4018/joeuc.2015040101.

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The healthcare industry is a critical and growing part of economies worldwide. To provide better quality of care, and value for money, billions of dollars are being spent on bettering information systems in healthcare organizations. Strategic Information System Planning (SISP) is instrumental in making informed decisions to achieve the health organizations' goals and objectives. This paper undertakes a systematic review to gain insight into existing studies on SISP in healthcare organizations. Our systematic review of papers on SISP from 1985 to 2011 examines the background and trend of research into SISP in the healthcare industry, classification of topics in SISP, as well as sets of tools and guidelines to aid practitioners and the research community alike.

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Ginter, Peter M., and Linda E. Swayne. "Moving Toward Strategic Planning Unique To Healthcare." Frontiers of Health Services Management 23, no. 2 (2006): 33–38. http://dx.doi.org/10.1097/01974520-200610000-00004.

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Linenkugel, Sister Nancy. "Fundamentals of Strategic Planning for Healthcare Organizations." Journal of Healthcare Management 43, no. 1 (January 1998): 97–98. http://dx.doi.org/10.1097/00115514-199801000-00015.

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Vahey, Doris C., William D. Corser, and Patricia Flatley Brennan. "Publicly Available Healthcare Databases for Administrative Strategic Planning." JONA: The Journal of Nursing Administration 31, no. 1 (January 2001): 9–15. http://dx.doi.org/10.1097/00005110-200101000-00004.

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Cunningham, Terence T. "Healthcare Strategic Planning: Approaches for the 21st Century." Journal of Healthcare Management 43, no. 4 (July 1998): 378–80. http://dx.doi.org/10.1097/00115514-199807000-00012.

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Jimenez, Joan Lagmay, and Prince Jacob. "Strategic planning and management of healthcare in Saudi Arabia." International Journal Of Community Medicine And Public Health 7, no. 12 (November 25, 2020): 5198. http://dx.doi.org/10.18203/2394-6040.ijcmph20204989.

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Strategic planning and management in healthcare ensures systematic care plan and quality delivery of care to the service users which enhanced their health and well-being. Numerous challenges are continuously born in the healthcare sector which requires careful calculation and implementation of specific strategies that can help shape it to the better. The aim of the study is to discuss strategic planning and management regarding healthcare in Saudi Arabia. This study employs an electronic research strategy, where articles were selected from platform such as Google scholar, CINAHL and other such engines by following inclusion criteria. The results obtained indicate that the different strategic planning and management in healthcare is practiced at local, national and international level by Saudi Arabia. The study shows that strategic management and planning is essential for the health sector since it involves developing changes that improve the sector.

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Willis, Graham, Siôn Cave, and Martin Kunc. "Strategic workforce planning in healthcare: A multi-methodology approach." European Journal of Operational Research 267, no. 1 (May 2018): 250–63. http://dx.doi.org/10.1016/j.ejor.2017.11.008.

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Peled, Ronit, and Jerry Schenirer. "Healthcare Strategic Planning as Part of National and Regional Development in the Israeli Galilee: A Case Study of the Planning Process." Health Information Management Journal 38, no. 3 (October 2009): 43–50. http://dx.doi.org/10.1177/183335830903800307.

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This article describes a systematic process of geographic and strategic planning for healthcare services as a part of a regional development plan in the Israeli Galilee. The planning process consisted of three stages: (a) assessment of needs, demand and existing resources; (b) prioritisation of initiatives; and (c) scheduling of theoretical priorities. For many years the region has suffered from inequities and inequalities regarding the availability and accessibility of a regional healthcare system, resulting in high mortality and morbidity rates and low quality of life. The aim of the healthcare strategic plan was to suggest initiatives and actions to be taken in order to improve healthcare provision and the health and wellbeing of local residents.

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Zuckerman, Alan M. "Advancing the State of the Art in Healthcare Strategic Planning." Frontiers of Health Services Management 23, no. 2 (2006): 3–16. http://dx.doi.org/10.1097/01974520-200610000-00002.

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Martins, Dwayne, and Joseph Mapa. "Book Review: Healthcare Strategic Planning: Approaches for the 21st Century." Healthcare Management Forum 12, no. 3 (October 1999): 28–29. http://dx.doi.org/10.1016/s0840-4704(10)60713-2.

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Bacina, Ekaterina, Artem Popsuyko, and Galina Artamonova. "Strategic Planning in a Medical Research Organization: Case Study." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2020, no. 3 (October 16, 2020): 330–38. http://dx.doi.org/10.21603/2500-3372-2020-5-3-330-338.

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The fundamental and applied value of strategic planning is in the formation of technologies for the long-term development of organizations based on the existing trends and business environment. Modern healthcare institutions are to use the best domestic and foreign practices in order to provide high-quality medical services, achieve strategic goals, and develop healthcare industry. The research objective was to share experience in strategic planning of a medical research organization. The authors used methods of analysis, synthesis, generalization, and abstraction, as well as elements of system analysis, to formalize the process of strategic management. The article describes the strategic planning conducted at the Research Institute for Complex Issues of Cardiovascular Diseases (Kemerovo, Russia). Strategic planning is a process of setting key goals and maintaining the strategic potential of changing requirements for Russian scientific and medical organizations. The described experience is unique in that the strategic planning is organizationally and functionally integrated into the model of quality management system, which includes 14 processes grouped in several blocks. The Institute develops a road map for one or two years, which agrees the actions of the main stakeholders. In a scientific medical organization, the process of strategic goal setting is determined by the need to conduct research while simultaneously providing medical care. The authors believe that the described process can be implemented only after the existing strategic planning methods have been adapted to the specifics of the organization. At the present stage, strategic planning is the only way to formally predict future problems and opportunities for the development of medical research organizations.

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Antep, Zehra, Gülfer Bektaş, Ufuk Altın, and Arzu İrban. "For Strategic Planning of Healthcare Management, The Effect of Mobbing on Motivation of Healthcare Providers." Procedia - Social and Behavioral Sciences 58 (October 2012): 606–13. http://dx.doi.org/10.1016/j.sbspro.2012.09.1038.

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Schwartz, Richard W., and Kenneth H. Cohn. "The necessity for physician involvement in strategic planning in healthcare organizations." American Journal of Surgery 184, no. 3 (September 2002): 269–78. http://dx.doi.org/10.1016/s0002-9610(02)00931-5.

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Begun, James W., and Amer A. Kaissi. "An Exploratory Study of Healthcare Strategic Planning in Two Metropolitan Areas." Journal of Healthcare Management 50, no. 4 (July 2005): 264–74. http://dx.doi.org/10.1097/00115514-200507000-00009.

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Hussain, Wajahat. "Healthcare Quality Management System in Pakistan." International Journal of Frontier Sciences 3, no. 2 (July 1, 2019): 74–77. http://dx.doi.org/10.37978/tijfs.v3i2.50.

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The competitive healthcare system and healthcare environment, modern hospitals with substantial investment, healthcare reforms, availability of specialized persons in hospital management, health services management, the success of quality management programs in developed nations and high interest of international health organizations like WHO has led the developing countries like Pakistan to pay due attention to quality in national healthcare system. Since the time of independence healthcare system in Pakistan is striving for improvements. Despite of the physical infrastructure and availability of qualified workforce for service delivery there are gaps in strategic and operational planning which resulted in poor quality health services. The leaders in healthcare has little awareness that the quality management is an organized specialty to improve the quality of healthcare. It is need of the hour that healthcare leaders in Pakistan must integrate quality improvement activities in strategic and operational planning process of healthcare system. This the only way to maximize the benefits of healthcare system and restore the rapidly deteriorating public trust.

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Hoque, Md Rakibul, Md Ekram Hossin, and Wahiduzzaman Khan. "Strategic Information Systems Planning (SISP) Practices In Health Care Sectors Of Bangladesh." European Scientific Journal, ESJ 12, no. 6 (February 29, 2016): 307. http://dx.doi.org/10.19044/esj.2016.v12n6p307.

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Strategic Information Systems Planning (SISP) has been a topic of considerable importance and interest to Information Systems (IS) professionals since the 1970's and consistently ranked as a top issue for IS executives in both developed and developing countries. Studies have shown that SISP can assist manager in defining the information systems, develop IS strategy, and allocate resources for IS strategy. However, the use of SISP in healthcare sectors in developing countries like Bangladesh is underdeveloped and under-researched. This study examined the benefits of SISP in healthcare organization in developing countries in general and Bangladesh in particular. This study also focused on the current practice and key implementation challenges of Strategic Information Systems Planning (SISP) in healthcare sectors in developing and transitional economies. Finally, some recommendations are proposed to overcome the challenges using a ‘hybrid’ approach.

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Horak, BernardJ. "Strategic Planning in Healthcare: Building a Quality-Based Plan Step by Step." Journal For Healthcare Quality 20, no. 4 (July 1998): 45. http://dx.doi.org/10.1097/01445442-199807000-00012.

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Snyder-Halpern, Rita, and Norman L. Chervany. "A Clinical Information System Strategic Planning Model for Integrated Healthcare Delivery Networks." JONA: The Journal of Nursing Administration 30, no. 12 (December 2000): 583–91. http://dx.doi.org/10.1097/00005110-200012000-00009.

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Ehrlich, Haley, Mark McKenney, and Adel Elkbuli. "Strategic planning and recommendations for healthcare workers during the COVID-19 pandemic." American Journal of Emergency Medicine 38, no. 7 (July 2020): 1446–47. http://dx.doi.org/10.1016/j.ajem.2020.03.057.

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Emmanuel, Gahizi None. "Strategic Information Systems Planning (SISP) Practices in Health Care Sectors of Rwanda." Journal of Information Technology and Computer Science 4, no. 3 (December 20, 2019): 299. http://dx.doi.org/10.25126/jitecs.201943121.

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Strategic Information Systems Planning (SISP) is an area of great value in information technology as concerns and interests to Information Systems. SISP has consistently been ranked the top issue for IS executive since 1970’s in developed and non-developed countries.Studies show that Strategic Information Systems Planning (SISP)can help the manager to design information systems, develop IS strategy and distribute resources for IS strategy. However, in Rwanda ,the use of SISP in healthcare sectors is still limited and under-researched. The key goal of this research is to find out the positive impact and the gain for putting into practice the SISP to Developing countries, particularly Rwanda Health sector. The research is aimed at provingthe limitations of the existing Information Systems within the healthcare sector of Rwanda.Furthermore, Hybrid SWOT approach will be used to give solutions to the challenges faced in the implementation of SSIP for health sectors in Rwanda.

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Jamil, George Leal, Leandro Henrique Rocha dos Santos, Liliane Carvalho Jamil, and Augusto Alves Pinho Vieira. "How Information Architecture Contributes to Define a Framework for a Market Intelligence System Development." International Journal of Privacy and Health Information Management 4, no. 2 (July 2016): 19–37. http://dx.doi.org/10.4018/ijphim.2016070102.

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It was observed, in these last years, the consolidation of Market intelligence (MI) concept. Results from MI are now being applied in several strategic ways, serving mainly for the important relationship between strategic and marketing planning. This article intends to reinforce the conceptualization of MI process, observing specially its application in one critical sector: Healthcare. Healthcare is a dynamic sector, where strategic marketing planning fundamentals are still being disseminated and absorbed by managers and institutions. Marketing data and information must be provided from a variety of sources to produce knowledge, in a process that can be characterized as “organizational intelligence”. Collected contents from healthcare associated industrial sectors, such as chemical and pharmaceutical, have the potential to produce integrated value chain knowledge, improving analysis and decision processes. Approaching the healthcare market, a framework for an intelligence system for marketing decisions was discussed in Jamil et al. (2011) and it is now evaluated with the contribution of information architecture concepts. Literature review from that original approach is expanded, encompassing information architecture discussions, towards a more consistent framework for market intelligence system implementation and cases of MI application in Healthcare sectors are then re-evaluated, with this new theoretical contribution. Bringing this additional light, market intelligence is presented with a newer, updated and improved conceptualization for practical decisions.

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Simon, James, and Mishaela Houle. "Translating improvement methodology into healthcare culture." Business Process Management Journal 23, no. 4 (July 3, 2017): 769–78. http://dx.doi.org/10.1108/bpmj-02-2017-0040.

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Purpose The purpose of this paper is to discuss improvement of the business of health care delivery through the application of systematic problem solving. This was strengthened by recurrence prevention through standardization at every level transforming into culture. Design/methodology/approach The methodology utilized is set derived from the true fiber and fabric of Toyota, the Toyota Business Practice (TBP) or eight-step problem solving and its translation into health care thinking by aligning to the process of clinical diagnosis of patients. The methodology that gives energy and direction to TBP is Hoshin Kanri, a Japanese approach to strategic planning. When you combine focus and purpose through strategic direction alongside a culture of systematic problem solving you get results. Findings The application of the Toyota mindset resulted in a cultural shift which built on the strength of the current organizational culture. This approach had a broad impact on the program impacting leadership and management roles, improved employee engagement, complete visibility of organizational priorities, improved system performance, visibility and awareness of the vision and defined measures that drive the health care system. This has also resulted in cost diversions of approximately five million dollars CDN. Originality/value A grass roots application of real-time problem solving through strategic alignment.

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Ishfaq, Rafay, and Uzma Raja. "Bridging the Healthcare Access Divide: A Strategic Planning Model for Rural Telemedicine Network." Decision Sciences 46, no. 4 (August 2015): 755–90. http://dx.doi.org/10.1111/deci.12165.

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Voelker, Kathleen E., Jonathon S. Rakich, and G. Richard French. "The Balanced Scorecard in Healthcare Organizations: A Performance Measurement and Strategic Planning Methodology." Hospital Topics 79, no. 3 (January 2001): 13–24. http://dx.doi.org/10.1080/00185860109597908.

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Sweetland, Deborah L. "PRACTITIONER APPLICATION: An Exploratory Study of Healthcare Strategic Planning in Two Metropolitan Areas." Journal of Healthcare Management 50, no. 4 (July 2005): 274–75. http://dx.doi.org/10.1097/00115514-200507000-00010.

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Vukasinovic, Zoran, Vesna Bjegovic-Mikanovic, Radmila Janicic, Dusko Spasovski, Zorica Zivkovic, Sofija Cerovic, and Zorica Terzic. "Strategic planning in a highly specialized orthopaedic institution." Srpski arhiv za celokupno lekarstvo 137, no. 1-2 (2009): 63–72. http://dx.doi.org/10.2298/sarh0902063v.

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Introduction. The Institute for Orthopaedic Surgery 'Banjica' in Belgrade provides tertiary healthcare services on national level. After decades of constant development, a recent decline coincided with the decade of great social and governmental disturbance, the transition period after the dissociation of former Yugoslavia. Objective. In order to overcome the crisis, we used modern management methods to define problems in the institution management, and to propose appropriate strategies. Methods. A survey that included 100 employees (17.67%) was carried out, followed by descriptive statistical analysis, PEST and SWOT analyses. Results The impact of political fluctuations, ageing of population, financing model, obsolete medical technology was evaluated. Various personal and interpersonal factors were assessed: the quality of medical service (3.59?0.76, mark 1-5); relations among health service participants (3.39?0.78); occupational conditions (not good-91%); human, financial and other resources; professional cooperation, stimulation; rivalry and mobbing (declared in 56%); public informing, institution image (rank 3.70?0.88) and PR activities (new to 78%). 93% declared to give maximum effort at work. Conclusion. Using these results, we defined several strategic objectives. These include strengthening scientific activities, general orientation to specific and exclusive pathological conditions and treatment methods, improvement of management transparency, introduction of quality-based stimulation of workers, support of promotional and PR activities.

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Bahadori, Mohammadkarim, Ehsan Teymourzadeh, Hamidreza Tajik, Ramin Ravangard, Mehdi Raadabadi, and Seyed Mojtaba Hosseini. "Factors affecting strategic plan implementation using interpretive structural modeling (ISM)." International Journal of Health Care Quality Assurance 31, no. 5 (June 11, 2018): 406–14. http://dx.doi.org/10.1108/ijhcqa-05-2017-0075.

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PurposeStrategic planning is the best tool for managers seeking an informed presence and participation in the market without surrendering to changes. Strategic planning enables managers to achieve their organizational goals and objectives. Hospital goals, such as improving service quality and increasing patient satisfaction cannot be achieved if agreed strategies are not implemented. The purpose of this paper is to investigate the factors affecting strategic plan implementation in one teaching hospital using interpretive structural modeling (ISM).Design/methodology/approachThe authors used a descriptive study involving experts and senior managers; 16 were selected as the study sample using a purposive sampling method. Data were collected using a questionnaire designed and prepared based on previous studies. Data were analyzed using ISM.FindingsFive main factors affected strategic plan implementation. Although all five variables and factors are top level, “senior manager awareness and participation in the strategic planning process” and “creating and maintaining team participation in the strategic planning process” had maximum drive power. “Organizational structure effects on the strategic planning process” and “Organizational culture effects on the strategic planning process” had maximum dependence power.Practical implicationsIdentifying factors affecting strategic plan implementation is a basis for healthcare quality improvement by analyzing the relationship among factors and overcoming the barriers.Originality/valueThe authors used ISM to analyze the relationship between factors affecting strategic plan implementation.

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Okonkwo, Uchenna, Bernadine Ekpeyoung, and Antor Ndep. "Perceived important managerial competencies for healthcare managers at a tertiary healthcare institution in Calabar, Cross River State, Nigeria." Journal of Hospital Administration 9, no. 1 (December 29, 2019): 18. http://dx.doi.org/10.5430/jha.v9n1p18.

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Background: Management in healthcare industry has evolved over the years. There is increasing need for healthcare managers to acquire new skill sets particularly those related to strategic planning and business management.Aims: We sought to determine managerial competencies perceived as importsnt for healthcare managers in a tertiary healthcare institution in Calabar, Nigeria.Methods: A structured questionnaire (modeled after the Health Leadership Alliance competency questionnaire) was self-administered to 266 randomly selected managers comprising 5 strategic managers, 53 middle managers and 208 operational managers. Data were analyzed using SPSS version 20.Results: A total of 266 managers were included in this study with a M: F ratio of 1.3: 1. The findings of this study showed that operational, middle and strategic managers rated 27, 37 and 46 of the competencies as contributing significantly with a mean rating of ≥ 4. Important/essential competencies differed between the three tiers of management. Competencies related to financial/business management were not considered very important. The result from qualitative arm synchronized with the quantitative arm to some extent, and provided insight to the managers’ perspective.Conclusions: The findings of this study highlights the incongrous paradigm between managerial level and perceived important management competencies and supports the belief that there is inadequate managerial capacity especially those related to financial/business management.

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Al-Mawali, Adhra, Avinash Daniel Pinto, and Ali Talib Al-Hinai. "Medical Equipment and Healthcare Technology: Health Vision 2050." Biomedical Instrumentation & Technology 52, no. 6 (November 1, 2018): 442–50. http://dx.doi.org/10.2345/0899-8205-52.6.442.

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Abstract To address the demands of worldwide demographic and epidemiologic changes and globalization, as well as their effects on population health, the Ministry of Health in Oman developed a long-term plan for its health system called Health Vision 2050. The plan was shaped by international consultants, who sought to augment the vision with up-to-date evidence and achieve alignment with international standards. The Health Vision 2050 main document was anchored by 24 separate strategic studies covering different dimensions and pillars of the health system, one of which was the strategic study of medical equipment and healthcare technology (MEHT). This study analyzed the current status of MEHT, highlighted the achievements and bottlenecks, anticipated future challenges, and determined the future vision through pragmatic, contextualized, and actionable objectives and strategies that will provide a platform for comprehensive MEHT planning. Of note, pharmacological technologies, pharmaceutical drugs, and information technology have not been covered under the scope of this vision. By shedding light on this important strategic study about MEHT, the aim of this article is to assist other countries that are seeking to improve their MEHT based on the latest international guidelines and standards.

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Roberts, Janice D., Randy Fransoo, Charlyn D. Black, Leslie L. Roos, and Patricia J. Martens. "Research Meets Reality: Administrative Data to Guide Planning for Canadian Regional Health Authorities." Healthcare Management Forum 15, no. 4 (December 2002): 13–21. http://dx.doi.org/10.1016/s0840-4704(10)60032-4.

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The use of population-based information systems can help regional health authorities provide integrated healthcare. Administrative data from 1995 through 1997 for Manitoba's rural South Eastman Regional Health Authority and for the rest of Manitoba were used to aid South Eastman's strategic planning process. Three areas of concern were highlighted: the relatively high risk of poor health among residents of the RHA's Southern District, physician maldistribution and inconsistent patterns of service utilization. By improving population access to primary healthcare, regional imbalances are being addressed.

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Sollenberger, Donna K. "Strategic Planning in Healthcare: The Experience of the University of Wisconsin Hospital and Clinics." Frontiers of Health Services Management 23, no. 2 (2006): 17–32. http://dx.doi.org/10.1097/01974520-200610000-00003.

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Aultman, Julie, Diana Kingsbury, Kristin Baughman, Rebecca Fischbein, and John M. Boltri. "Reimagining proactive strategic planning toward patient-centered care: processes and outcomes in a medical school's department of family and community medicine." International Journal of Health Governance 25, no. 3 (May 26, 2020): 223–33. http://dx.doi.org/10.1108/ijhg-03-2020-0017.

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PurposeA detailed strategic planning process is presented that entails several beneficial and effective strategies and goals for interdisciplinary academic, clinical and/or service departments. This strategic planning process emerged due to the need to adapt to organizational and structural changes within an institution of higher medical education.Design/methodology/approachA strategic planning framework was developed, along with an inclusive process that used an appreciative inquiry methodology, to examine past and present strengths and potentials in a diverse, interdisciplinary family and community medicine department.FindingsThe success of this strategic plan and relevant approaches is evidenced by the development of a community medicine course, student-run free clinic to meet the needs of underserved patients, an increase in primary care research and increase in student choice of family medicine as specialty choice.Research limitations/implicationsThe described strategic planning process serves as an illustration of the benefits and limitations of identified approaches and outcomes useful for other departments and organizations undertaking similar efforts.Originality/valueThe integration of multiple goals and a shared vision in a strategic planning process leads to successful program development and meeting the needs of future healthcare professionals and the patients and communities they serve. The authors have provided a model for such success.

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Popatia, S., K. Wachter, L. Vega-Vega, and I. Albanti. "Case Discussion As a Strategic Planning Tool: Exploring Medical Tourism at Hospital Infantil Telethon De Oncología." Journal of Global Oncology 4, Supplement 2 (October 1, 2018): 88s. http://dx.doi.org/10.1200/jgo.18.27300.

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Background: As medical tourism rises globally, healthcare leaders are required to make strategic decisions about accepting international patients, as a means to diversify income, increase access to cancer care, and optimize patient experience. Hospital Infantil Teletón de Oncología (HITO), a free-standing pediatric oncology hospital in Mexico, currently has no international patients. Aim: We posed a hypothetical case to a group of HITO's senior leaders to understand the strategic priorities, examine the decision-making process around allocating beds for self-paying patients, and explore how changes in hospital governance influence the healthcare system. Methods: A literature review and prediscussion interviews were conducted, and IRB exemption was obtained. Two facilitators led the discussion using a structured case guide. Participants (N=13) were randomly assigned to teams supporting or opposing the decision to accept international patients. Thirty minutes were allocated for team discussion, thirty minutes for team presentation and group discussion. Session was recorded and transcribed. Results: Four themes emerged around ethics and equity, finance, operations, and community. Ethical considerations included concerns that this possibility disrupted HITO's mission to serve the Mexican population. Financial considerations focused on the creation of a new billing system and cost-efficiency questions. Operational issues included new processes and systems in care delivery to accommodate international patients such as transfer of records and hiring of translators. Community topics covered HITO's reputation and the impact on local economy. Conclusion: Our study revealed the importance of a multidisciplinary approach to complex decision-making and the need for systematic strategic planning that lead to system strengthening and improvement of childhood cancer outcomes. The use of a hypothetical case as a learning and consensus-building tool in exploring team dynamics and mapping strategies was also highlighted. With medical tourism as a potentially realistic scenario, healthcare leaders must be prepared to evaluate its impact on their organization, healthcare system, and society.

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Gerali, Maria, Dimitra Paikopoulou, and Marina Servitzoglou. "Sustainable Development in Healthcare." International Journal of Reliable and Quality E-Healthcare 4, no. 2 (April 2015): 31–38. http://dx.doi.org/10.4018/ijrqeh.2015040103.

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The implementation of the concept of sustainable development in the establishment of “Green Hospital” is attracting growing interest. The health sector and, in particular, a hospital may affect the environment and the economy in the a) maximization of energy consumption b) waste of natural resources c) difficulty in waste management due to their rapidly increasing volume d) construction of non-friendly for people and environment buildings e) growing demand for funds to cover operating expenses. Moreover, it seems that the strategic planning of a Green Hospital can cause significant changes to: a) Energy saving – Green development – Environment protection; b) Building reconstruction; c) Improvement of provided services to citizens; d) Saving of financial resources. Therefore, efforts should be made to save energy and money in the hospitals through sustainable development projects. Finally, the Green Hospital has the potential to provide improved therapeutic results for patients and more pleasant and comfortable working environment for employees.

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Furda, Robert, and Michal Gregus. "Impediments in Healthcare Digital Transformation." International Journal of Applied Research on Public Health Management 4, no. 1 (January 2019): 21–34. http://dx.doi.org/10.4018/ijarphm.2019010102.

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This article is addressing the specific impediments that appear in the process of healthcare digital transformation. Enterprise architecture provides the framework for investigating the behavioral and active structural aspects that apply to business and application layers. This includes an analysis of, including inherent relationship between, selected scopes such as strategy, business, and education to standard elements such as process, service, and function of an application. The presented classification and assignment of individual impediments indicate to healthcare managers where they may potentially struggle during different stages of digital transformation. Among others, they facilitate strategic planning and managerial decisions during implementation of the emerging information technologies and techniques. In addition, the idea is to contribute to the successful implementation of healthcare digital transformation, thereby delivering business value within healthcare sector, and consequently to a better quality of life.

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Kaczor, Chester, Justin W. Cole, Matthew M. Sapko, and Karl H. Kappeler. "Realizing the vision for pediatric pharmacy practice advancement through strategic planning and implementation." American Journal of Health-System Pharmacy 77, no. 6 (January 21, 2020): 466–73. http://dx.doi.org/10.1093/ajhp/zxz340.

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Abstract Purpose In a rapidly changing healthcare landscape, pharmacy leaders must be agile and innovative to ensure that patients receive the highest-quality care. Here we describe the benefits of using a structured approach to pediatric pharmacy practice advancement guided by strategic planning and quality improvement principles. Summary Although there are many profound differences between pediatric and adult pharmacy management practices, many similarities also exist. Small- and large-scale change is most commonly guided by quality improvement methodology at Nationwide Children’s Hospital. Using this framework, the pharmacy practice model at Nationwide Children’s Hospital was reenvisioned to facilitate best patient outcomes and advance the role of pharmacists in the care of pediatric patients. Through these efforts, the percentage of inpatient hospital services with a pharmacist embedded into the care team increased from 67% to 90%, the number of pharmacists providing direct inpatient care increased from 27 to 50, and the number of ambulatory clinical pharmacists more than tripled, from 3 to 10. Enhanced clinical pharmacy services were developed to provide consistent care on weekends and holidays while striving to reach zero patient harm. Involvement of pharmacists and pharmacy technicians, alignment with the health system’s mission, and internal development of pharmacists through focused training programs were vital to successful practice advancement. Conclusion Significant practice model advancement in a pediatric healthcare system is achieved by using the organization’s common language for change, involving frontline staff in creating the vision, and leadership steadfastly committing to realize the vision.

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Shrivastava, Richa, Yves Couturier, Felix Girard, Christophe Bedos, Mary Ellen Macdonald, Jill Torrie, and Elham Emami. "Appreciative inquiry in evaluating integrated primary oral health services in Quebec Cree communities: a qualitative multiple case study." BMJ Open 10, no. 6 (June 2020): e038164. http://dx.doi.org/10.1136/bmjopen-2020-038164.

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ObjectiveThe Strategic Regional Plan of the Cree Board of Health and Social Services of James Bay (CBHSSJB), serving the Quebec Cree communities, mandates the objective of integrating oral health within primary healthcare. Emerging evidence suggests that the integration of oral health into primary healthcare can decrease oral health disparities. This research study aimed to answer the following research question: how and to what extent does the integration of oral health into primary healthcare address the oral health needs of the Cree communities?DesignWe used a multiple-case study design within a qualitative approach and developmental evaluation methodology. The Discovery, Dream, Design and Destiny model of appreciative inquiry was selected as a study framework among existing frameworks of the developmental evaluation.SettingFour purposefully selected Cree communities.ParticipantsHealthcare providers, administrators and patients at the community wellness centres and hospital.Outcome measuresIntegration of oral health into primary healthcare.ResultsA total of 36 interviews and 6 focus group discussions were conducted. We identified ten themes in discovery and dream phases. The Discovery phase identified the strengths of the organisation in facilitating enablers of integration including strategic planning, organisational structure, cultural integration, coordinated networks and colocation. In the Dream phase, participants’ oral healthcare stories expressed various dimensions of integration and their wish for strengthening integration via extending public oral healthcare programmes, increasing resources and improving organisational management. In the Design phase, recommendations were formulated for a future action plan within the CBHSSJB.ConclusionThis study results suggested that the CBHSSJB has been successful in implementing oral health integration into primary care following its strategic planning. At present, the organisation could extend the level of integration into full integration by following study recommendations derived from the perspective of local stakeholders.

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Rogachevskyi, О. "Planning in the system of strategic management of socio-economic components of the healthcare industry." BULLETIN OF KHARKIV NATION AGRARIAN UNIVERSITY NAMED AFTER V.V.DOKUCHAYEVA. SERIES "ECONOMIC SCIENCES", no. 3 (2020): 397–409. http://dx.doi.org/10.31359/2312-3427-2020-3-397.

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Elf, Marie, Göran Lindahl, and Anna Anåker. "A Study of Relationships Between Content in Documents From Health Service Operational Plans and Documents From the Planning of New Healthcare Environments." HERD: Health Environments Research & Design Journal 12, no. 3 (September 11, 2018): 107–18. http://dx.doi.org/10.1177/1937586718796643.

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Aim: The aim was to investigate the content and quality of the governing documents created in the planning and design phase of new healthcare environments and in the related healthcare strategic and operational plans. Background: Quality deficits in buildings can often be traced back to the initial stages in the planning and design phase. Although large investments have been made to improve the process of planning new healthcare environments and linking the requirements to health service strategies, healthcare organizations rarely relate their strategy goals to the built environment. Method: A retrospective review of documents created in the planning and design stages of new healthcare environments and the operational plans of the target organizations was conducted. Results: The organizational operational plans did not contain any statements or information about the built environment or how a building could or should support the organization’s goals. Important information was frequently absent from the documents governing the planning and design of buildings. The documents lacked information about what and how to follow-up and what to measure once a construction project had been completed. There were no references to evidence. Conclusions: Poor documentation might undermine the quality of the planning and design phase and ultimately the opportunity to create environments that support health outcomes. Therefore, more emphasis must be placed on the importance of documentation but above all to strengthen and clarify the relationship between the healthcare organization strategy to achieve an effective and efficient care process and the intention made in the planning and design process.

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Wood, Richard M. "Nowcasting for improved management of COVID-19 acute bed capacity." British Journal of Healthcare Management 27, no. 2 (February 2, 2021): 1–3. http://dx.doi.org/10.12968/bjhc.2020.0179.

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As the second wave of COVID-19 continues to push healthcare services to their limits, rapid and strategic planning has never been more important. Richard M Wood explains how statistical ‘nowcasting’ can be used to predict bed occupancy rates and help leaders to better manage acute capacity during this ongoing crisis.

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Yan, Min-Ren, Chun-Han Wang, Nelson Jose Cruz Flores, and Ying-Yueh Su. "Targeting Open Market with Strategic Business Innovations: A Case Study of Growth Dynamics in Essential Oil and Aromatherapy Industry." Journal of Open Innovation: Technology, Market, and Complexity 5, no. 1 (February 5, 2019): 7. http://dx.doi.org/10.3390/joitmc5010007.

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Essential oil and aromatherapy industry is increasingly gaining prominence in the global market. Previous studies have been carried out on the benefits of essential oils in healthcare and as part of the healing arts of many cultures, as a proven method of caring for our physical, spiritual and mental health. To enter an open market and promote the awareness of essential oils and aromatherapy, strategic planning capability is important to drive business growth. This paper utilizes a simulation-based strategic decision support system (SSDSS) to conduct a real-world case study with empirical data and examine the effectiveness of SSDSS applications in supporting market development and business growth with service innovations. Through iterative computer simulations and scenario analysis of healthcare promotion and business development for performance improvement, the effects of strategic business innovations could be systematically analyzed to identify different stages of adopters and effective approaches to achieve the established objectives with market value creation.

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Pétrin, Julie, Mary Ann McColl, Catherine Donnelly, Simon French, and Marcia Finlayson. "Prioritizing the healthcare access concerns of Canadians with MS." Multiple Sclerosis Journal - Experimental, Translational and Clinical 7, no. 3 (July 2021): 205521732110296. http://dx.doi.org/10.1177/20552173211029672.

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Background Canadians with MS are high users of healthcare services, yet they report multiple unmet needs, high disease burden, and low satisfaction with care. Engaging patients in healthcare planning can lead to improvements in access and care. There is currently limited evidence that has harnessed the perspectives of Canadians with MS. Objective To identify and prioritize the healthcare access concerns of Canadians with MS. Methods A cross-sectional online survey informed by the Concerns Report Methodology was used to address the objective. Participants were recruited through multiple methods. Descriptive statistics were used to identify the main barriers to healthcare providers, and concerns report methods were used to calculate needs indexes to prioritize concerns of participants. Results 324 Canadians with MS participated in the study between November 18, 2019 and March 27, 2020. The most pressing healthcare access concerns of Canadians with MS were related to availability of healthcare providers with MS knowledge and affordability of services that aim to improve wellness. Conclusion These findings provide healthcare planners with prioritized access concerns of Canadians with MS, which can be used to guide strategic planning to improve the quality of life of these individuals.

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Mesabbah, Mohammed, and Amr Arisha. "Performance management of the public healthcare services in Ireland: a review." International Journal of Health Care Quality Assurance 29, no. 2 (March 14, 2016): 209–35. http://dx.doi.org/10.1108/ijhcqa-07-2014-0079.

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Purpose – Performance Management (PM) processes have become a potent part of strategic and service quality decisions in healthcare organisations. In 2005, the management of public healthcare in Ireland was amalgamated into a single integrated management body, named the Health Service Executive (HSE). Since then, the HSE has come up with a range of strategies for healthcare developments and reforms, and has developed a PM system as part of its strategic planning. The purpose of this paper is to review the application of PM in the Irish Healthcare system, with a particular focus on Irish Hospitals and Emergency Services. Design/methodology/approach – An extensive review of relevant HSE’s publications from 2005 to 2013 is conducted. Studies of the relevant literature related to the application of PM and of international best practices in healthcare performance systems are also presented. Findings – PM and performance measurement systems used by the HSE include many performance reports designed to monitor performance trends and strategic goals. Issues in the current PM system include inconsistency of measures and performance reporting, unclear strategy alignment, and deficiencies in reporting (e.g. feedback and corrective actions). Furthermore, PM processes have not been linked adequately into Irish public hospitals’ management systems. Research limitations/implications – The HSE delivers several services such as mental health, social inclusion, etc. This study focuses on the HSE’s PM framework, with a particular interest in acute hospitals and emergency services. Originality/value – This is the first comprehensive review of Irish healthcare PM since the introduction of the HSE. A critical analysis of the HSE reports identifies the shortcomings in its current PM system.

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Borders, T. F., J. E. Rohrer, and T. E. Vaughn. "Limitations of Secondary Data for Strategic Marketing in Rural Areas." Health Services Management Research 13, no. 4 (November 2000): 216–22. http://dx.doi.org/10.1177/095148480001300402.

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Market research is an important element of the strategic marketing process. By understanding the healthcare needs of a market area, hospital and health system managers can set priorities for new services and allocate resources appropriately. The process of market research often begins with an evaluation of health status and socioeconomic indicators collected from secondary sources. Unfortunately, indicators that have been recommended in the literature may not be feasible for use in rural markets because of their lack of statistical precision or inability to differentiate healthcare service needs. This study evaluated the statistical precision and variability of 79 secondary health status and socioeconomic measures reported at the county level in Iowa, USA, a largely rural state. Our findings suggest that many readily available health status and socioeconomic indicators do not discriminate need among rural health care markets. Only six health status and two socioeconomic indicators met our statistical precision and variability criteria. These findings have important implications for managers planning health services in rural localities. Managers of rural health systems may need to employ alternative market research methods, such as analysis of claims-based utilization rates or community health surveys.

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Upadhyay, Soumya, William Opoku-Agyeman, Deirdre McCaughey, and Darrell E. Burke. "The Association Between Organizational Characteristics and Strategic Information Systems Planning: A Study of U.S. Hospitals." European Scientific Journal, ESJ 13, no. 36 (December 31, 2017): 36. http://dx.doi.org/10.19044/esj.2017.v13n36p36.

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Despite the potential of Strategic Information System Planning (SISP) to reduce cost and improve quality, hospitals have been slow to have strategic plans on Information Systems. Our objective was to explore which organizational characteristics influence SISP in healthcare. Data on Information Systems plans from the HIMSS analytics database was combined with organizational characteristics data from the American Hospital Association. Logistic regression analyses on a sample of 2,495 hospitals revealed that hospitals with system membership and for profit status had a greater likelihood of selecting ‘computerized medical records’ (OR=1.88, OR=6.60 respectively, p<0.05), ‘decreasing medical errors’ (OR=7.02, p<0.05), ‘resolving integration issues’ (OR=1.36, OR=0.15 respectively, p<0.05), ‘migrating towards a paperless environment (OR=1.66, OR=8.28 respectively, p<0.05), and ‘reducing the number of software vendors’ (OR=1.78, OR=0.23 respectively, p<0.05) as their Information System plans. System membership and ownership status are associated with SISP. An understanding of the hospital characteristics that may impact Strategic Information Systems Planning, managers would assist managers in making informed decisions about planning and implementing Information Systems at their hospitals.

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Evans, Connie Joan, Eileen Francis Shackell, Selma Jean Kerr-Wilson, Glynda Joan Doyle, Jodie Anita McCutcheon, and Bernice Budz. "A Faculty Created Strategic Plan for Excellence in Nursing Education." International Journal of Nursing Education Scholarship 11, no. 1 (January 1, 2014): 19–29. http://dx.doi.org/10.1515/ijnes-2013-0066.

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AbstractStrategic planning for nursing education, when seen through a faculty lens creates a deeper, more meaningful critical analysis of effective program development. New strategies are required for academic institutions to transform their curricula to meet the needs of a dynamic healthcare and changing global environment to provide quality education for students. In this article, an evidence-informed process is presented that was progressively co-created by the faculty and facilitators. Seminal business frameworks, leadership development philosophies, and innovative interventions enabled faculty to become engaged and developed as they created a strategic plan for a future-driven nursing program. Phase One presents the process of developing a strategic plan for excellence in nursing education by leveraging faculty potential and preparing for an upcoming accreditation. In Phase Two, four team members from Phase One continue as part of Phase Two team serving as the collective memory for this initial work. This method of strategic planning encouraged faculty engagement and leadership and laid the groundwork for a positive culture change among nursing faculty.

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Lafrenière, Darquise, Michael Kekewich, Nikolija Lukich, and Reece D. Bearnes. "A principle-based framework for improving health equity in the Champlain region of Ontario, Canada." Healthcare Management Forum 34, no. 5 (August 16, 2021): 297–301. http://dx.doi.org/10.1177/08404704211036211.

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The purpose of this column is to present an action-oriented health equity framework derived from Beauchamp and Childress’ four ethical principles (ie, autonomy, beneficence, nonmaleficence, and justice) and centred around the specific needs of marginalized and excluded communities of the Champlain region of Ontario. It describes the conceptual underpinnings of the framework, defines its components, and demonstrates how it can be applied. The principle-based health equity framework is a useful tool to reduce health disparities within healthcare organizations; it is designed to promote the incorporation of health equity objectives, strategies, principles, and measurements into healthcare organizations’ strategic planning processes and operations.

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Journal articles on the topic 'Strategic planning in healthcare'

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