Hospital Strategic Planning Research Articles

A Comprehensive Review of Hospital Strategic Planning Optimization through Clinical Engineering Expertise

A Comprehensive Review of Hospital Strategic Planning Optimization through Clinical Engineering Expertise

Performance Evaluation of Hospital Strategic Planning Control Elements Based on Balanced Scorecard (BSC)

Performance Evaluation of Hospital Strategic Planning Control Elements Based on Balanced Scorecard (BSC)

Potential Hospital Strategic Planning in the COVID-19 ‎Era: A Systematic Review

The COVID-19 pandemic has had a negative impact on hospitals. Hospitals have to survive and make various modifications in an effort to adapt to uncertain conditions, even transform the hospital's strategic plan that has been made previously. This study aims to re-evaluate various hospital strategic plans and evaluate aspects that often change during a pandemic, as well as determine the potential for strategic planning that can be used. We initially conducted an English literature search using the electronic database, PROQUEST, Scopus, Pubmed, Science Direct, 2020-2021. After that, the study quality assessment and data extraction were carried out. A total of 1951 eligible articles were identified, The remaining 18 studies were screened. Subsequently, 10 articles were removed after a full-text review. Finally, 8 articles met the inclusion criteria for this review. Most of the hospitals in the sample show increasing and decreasing returns to scale. The inefficiency stems from the hospital's suboptimal scale, not from a lack of management ability to convert inputs into outputs. Public health centers develop systems for office support, infection control, hospital coordination, and outsourced inventory control. The impact of COVID-19 that can be felt by the community in the field of health services is the lack of availability of hospitals that can accommodate COVID-19 patients and non-COVID-19 patients. There are still many hospitals that still accept non-COVID-19 patients who have comorbidities, while hospitals also accept COVID-19 patients, one of which is asymptomatic people (OTG) who are difficult to detect. Efforts to respond to the pandemic from the start and then implement strategic measures are highly dependent on the resilience of hospitals. Strategic planning transformation can be a solution for hospital organizations to remain resilient and advanced in an uncertain era.

Environmental Strategic Planning Rumah Sakit Persahabatan Menuju Green Hospital

The objective of this study is aim at finding out environmental strategic planning differences between what has been conducted by Persahabatan state hospital compared to theoretical prescription in building to be a green hospital. A descriptive-theoretical method has been applied for this purpose by implementing a content analysis which involved analyzing short/long term hospital strategic planning documents, 2015/2016. The results of this study revealed that environmental strategic management has been prepared in term of short (1 year) and long term (5 year plan), but it was not carried out in detail concern with budget and human resource allocation in accordance to their specialization in managing all green hospital concepts such as green building, the efficient use of electric energy, water, efficient use of papers, preventing air and water pollution, waste management, gardening, and building green corporate culture which emphasizing on environmental hospital performance. The later should be new concept in developing an environmental strategic planning as one of the contributions toward a green hospital which was neglected by some environmental strategic planning theories.
 
 Keywords: environmental strategic planning, waste management, green building, environmental corporation performance, green hospital.

Discussion on the formulation and implementation of the strategic plan of the children's hospital

In the hospital administration, the establishment and the implementation of the strategic planning of the hospital occupies a very important position. This paper, combined with the actual situation of a children's hospital in Chongqing, describes the hospital rational use of three level management system of the hospital, office, department, in order to get the full investigation of the national macro policy, the development of the medical industry and the status of the hospital and other aspects, and then supports effi-cient workflow to complete the hospital strategic planning. This paper also focuses on the target implemen-tation, program implementation and project implementation of three levels, in order to illustrate the process for the implementation of the strategy to provide a reference of hospital strategic planning formulation and implementation. Key words: Hospital development; Strategic management; Planning implementation

Setting priorities in healthcare institutions: The case of McGill University Health Centre

Priority setting is a decision-making process concerning the distribution of resources. The imbalance between allocated resources and public demand for health services as well as the inherent complexity of healthcare institutions are making priority setting one of the most challenging health management issues. Nevertheless, the priority setting processes and policymaking have not been studied very much at the hospital strategic planning level, i.e., the prioritisation of clinical activities. The purpose of this paper is to provide an evidence based case for improving the priority setting process in large hospitals. In a qualitative case study carried out at the McGill University Health Centre (MUHC), a priority setting exercise is described and the process is assessed in line with an accountability for reasonableness framework. Data collection involved in-depth, one-on-one interviews with key participants, review of key documents, and in-field observation. To assess the priority setting exercise, this paper compares the priority setting process against the five conditions of accountability for reasonableness, and identifies good practices and opportunities for improvement.

Interview with a Quality Leader: Carol Wagner on Washington State Hospital Association (WSHA) and their Statewide Improvement

Carol Wagner, RN, MBA is the Vice President for Patient Safety at the Washington State Hospital Association (WSHA). She is recognized nationally as an innovative patient safety leader. She led the development of WSHA's Patient Safety Program and Rural Healthcare Quality Network. Under Carol's leadership, the WSHA received the 2010 John Eisenberg Patient Safety and Quality Award for national innovation given by The Joint Commission and the National Quality Forum. The association also received the 2011 Dick Davidson Award for Allied Association Leadership. These national awards are two of the highest honors an organization can receive for patient safety and quality. Through close working relationships with national and state regulatory bodies and professional organizations, Carol designs programs to improve quality and safety in every hospital in Washington State. Under Carol's leadership, all hospitals in Washington participated in the Institute for Healthcare Improvement's (IHI) 5 Million Lives Campaign. The effort led to implementation of the largest number of rapid response teams in a geographic area. Carol also created the first statewide learning collaborative to reduce hospital-acquired infections. Carol is a registered nurse with an MBA focusing on finance and operations. She worked clinically in a variety of settings, provided leadership as a nursing administrator, and transitioned to lead hospital strategic planning, budgeting, and cost accounting. She studied management and system change at The Wharton School at the University of Pennsylvania. Her quality training was with Dr. W. Edwards Deming and at Intermountain Health Care with Dr. Brent James. Her experience includes work in for-profit and not-for-profit environments and supporting community, tertiary, and academic medical centers. This includes Huntington Hospital in Pasadena, California and a national for-profit hospital system with more than 100 hospitals.

Priority-setting and hospital strategic planning: a qualitative case study

To describe and evaluate the priority-setting element of a hospital's strategic planning process. Qualitative case study and evaluation against the conditions of 'accountability for reasonableness' of a strategic planning process at a large urban university-affiliated hospital. The hospital's strategic planning process met the conditions of 'accountability for reasonableness' in large part. Specifically: the hospital based its decisions on reasons (both information and criteria) that the participants felt were relevant to the hospital; the number and type of participants were very extensive; the process, decisions and reasons were well communicated throughout the organization, using multiple communication vehicles; and the process included an ethical framework linked to an effort to evaluate and improve the process. However, there were opportunities to improve the process, particularly by giving participants more time to absorb the information relevant to priority-setting decisions, more time to take difficult decisions and some means to appeal or revise decisions. A case study linked to an evaluation using 'accountability for reasonableness' can serve to improve priority-setting in the context of hospital strategic planning.

Progress with Learning Disability Hospital Closures in Scotland

Since the late 1950s the focus of UK policy for people with learning disabilities has been on deinstitutionalisation and care in the community. In the last decade policy focus has shifted towards individualised support and community membership. Deinstitutionalisation in Scotland started later than in England, and still has some way to go. This article considers four aspects of the current hospital closure programme in Scotland: involving people with a learning disability and families, managing hospital closure, service reprovisioning, and strategic planning.

Use of Q Methodology for Hospital Strategic Planning: A Case Study

This study was designed to illustrate how Q Methodology can be used as a tool for strategic planning. Potential plans for the future of a small Indiana hospital were formulated and Q sorted to determine support or resistance by key leaders from within hospital management, the board, and the medical staff. The hospital was able to identify stakeholder perceptions that resulted in strong consensus that integration should be a priority for the hospital. This exercise provided a list of objectives for hospital leadership and the results were also used to justify the cessation of several programs that the hospital leadership had been pursuing.

The operations management role in hospital strategic planning

AbstractAlthough there is a wealth of research on operations management and strategic planning in hospitals, there has been little if any research on the integration of these two issues. Hospital administrators are being pressured to improve the quality of services and to curb costs ‐ two primary themes within the field of operations management. This leads us to wonder to what extent operations are considered within the strategic planning process and what impact it may have. By surveying the literature, we identify a pattern in hospital management research, and identify articles which address the operations capabilities of quality, flexibility, delivery and cost control. These articles can serve as a springboard for research in hospital operations strategy, an area that is largely neglected in the literature. We also provide examples of how hospitals are addressing operations capabilities, and conclude with implications for hospital administrators and a research agenda for researchers.

A Portfolio Approach to Strategic Hospital Analysis

Hospital planners rely on a number of graphic and quantitative devices to facilitate hospital strategic planning and each has its place. It is the comprehensive, user-friendly, environmental assessment models that are missing, however. This article seeks to remedy this condition through the introduction of a portfolio approach to strategic analysis. The authors review the analytical tools currently used by hospital planners to place this model in context and provide an exposition of the model and an explanation of how it is constructed and interpreted.

A Portfolio Approach to Strategic Hospital Analysis: Exposition and Explanation

Hospital planners rely on a number of graphic and quantitative devices to facilitate hospital strategic planning and each has its place. It is the comprehensive, user-friendly, environmental assessment models that are missing, however. This article seeks to remedy this condition through the introduction of a portfolio approach to strategic analysis. The authors review the analytical tools currently used by hospital planners to place this model in context and provide an exposition of the model and an explanation of how it is constructed and interpreted.

An integrated approach to hospital strategic planning, quality assurance, and continuous quality improvement.

Like many other healthcare organizations today, the authors' facility, a 306-bed acute care community hospital in Michigan, strives to visualize and make a transition from traditional quality assurance to continuous quality improvement. The Juran Trilogy provided the insight that strategic planning, measurement, and continuous improvement must exist side by side. At the authors' facility, this realization resulted in the hospital quality plan, which treats each of these components as part of the foundation for quality. The authors explain this model and the reporting and communication mechanisms that support it.

Building a quality culture through small and large successes.

Total quality management (TQM) is a unifying business strategy for achieving and sustaining growth. TQM proceeds, step by step, project by project, to transform the organization into one smoothly working, quality-focused team. For successful implementation of TQM, the small projects are every bit as important as the large ones. The simple, accessible successes validate the skills that employees are acquiring and encourage them to try more complex, long-term endeavors. This article discusses several TQM projects conducted at Baptist Medical Center in Columbia, SC: streamlining medical records processing (a large project that freed up millions of dollars in cash flow); improving the reliability of all hospital equipment; and ongoing small successes in the recovery room. Although the dollar value of the projects varied considerably, all were critical to creating a culture of total quality management at Baptist Medical Center.

Regulation and Hospital Strategic Planning in Canada

Constraints on resources push hospitals into strategic planning. Although this process is accelerating in the United States, Canadian hospitals need to approach planning according to the provincial structure. This study included a literature and policy review as well as interviews of key stakeholders. Decisions toward centralized planning versus hospital-initiated development were found to depend on the availability of planning and policy staff, and the views of the elected representatives. Implications for Canadian health care planners were offered.

Outcomes of hospital strategic planning.

Outcomes of hospital strategic planning.

Public hospital strategic planning: Does it differ from voluntary, not-for-profit hospital strategic planning?

Public hospital strategic planning: Does it differ from voluntary, not-for-profit hospital strategic planning?

Public hospital strategic planning: Does it differ from voluntary, not-for-profit hospital strategic planning?

One-hundred-eighty-six public and voluntary, not-for-profit hospitals were surveyed regarding their strategic planning processes, which were found to be more similar than different. Public hospitals, however, were less flexible, less formal, and more hesitant to adopt the latest strategic planning innovations.

Design of a management support system for hospital strategic planning.

Recent changes in the health care industry that foster competition are drastically affecting hospital planning and marketing activities. Increased price competition, the development of less costly alternative health care delivery systems and providers, and the shift to prospective average-cost reimbursement for Medicare beneficiaries are major factors promoting a new emphasis on strategic hospital planning. Hospital information systems do not currently support the sophisticated data-collection and analysis requirements that will be needed to implement strategic planning activities. New data must be collected and old data must be analyzed and stored in new ways. New hospital information systems designs are needed to cope with the change in the economic structure of the health care industry and its effects on hospital information needs. This paper proposes a system design for a management support system that will assist hospital administrators and planners in analyzing internal organizational data and external industry data to develop strategic planning objectives, strategies, and business plans. Analysis of the structure and process of hospital strategic planning was performed to identify the information needs of hospital planners. A prototype system is currently being implemented at the University of Arizona. The system provides an integrating framework for data base management systems, executive information systems, model management systems, and dialogue management systems. Objective analytical models and subjective strategic planning models are available to assist with idea structuring and decision processing.