Advertisement

Strategic Planning in Healthcare

  • Caroline Clarke
Chapter

Abstract

Strategic planning in healthcare enables the development of a high-level roadmap to guide the organisation in its planning, prioritisation and allocation of resources. Optimal strategic planning commences with the development of a clear mission, vision and organisational values. Successful strategic planning is inclusive of staff, consumers and external parties. It should be futuristic but realistic, and aligned with operational planning including budgeting processes.

Keywords

Strategic plan in healthcare Mission, vision and values in healthcare Strategic planning tools in healthcare Balanced scorecard in healthcare Healthcare strategic planning 

References

  1. 1.
    ^ στρατηγία, Henry George Liddell, Robert Scott, A Greek-English Lexicon, on Perseus.Google Scholar
  2. 2.
  3. 3.
    Johnson G, Scholes K. Exploring corporate strategy. London: Prentice Hall; 1993.Google Scholar
  4. 4.
  5. 5.
    Zuckermannn AM. Creating a vision for the twenty-first century healthcare organisation. J Healthcare Manage. 2000;45(5):294–306.CrossRefGoogle Scholar
  6. 6.
  7. 7.
    Melbourne Health Mission, Vision & Values. http://www.mh.org.au/our-goals-and-values/w1/i1001228/.
  8. 8.
    St Vincent’s Health Australia Mission, Vision and Values. https://svha.org.au/home/mission/mission-vision-and-values.
  9. 9.
    McNamara C. Basic overview of various strategic planning models. http://managementhelp.org/strategicplanning/models.htm.
  10. 10.
    Merchant N. The new how: creating business solutions through collaborative strategy. Newton, MA: O'Reilly Media, Inc.; 2010.Google Scholar
  11. 11.
    Simons RL. Seven strategy questions: a simple approach for better execution. Boston: Harvard Business Review Press; 2010.Google Scholar
  12. 12.
    Consumer Participation in the Health System. Victorian Auditor-General’s Report October 2012. http://www.audit.vic.gov.au/reports_and_publications/latest_reports/2012-13/20121010-partcipation-health.aspx.
  13. 13.
    Health Issues Centre. http://www.healthissuescentre.org.au/.
  14. 14.
    SurveyMonkey Inc., Palo Alto, California, USA www.surveymonkey.com.
  15. 15.
  16. 16.
    Porter ME. How competitive forces shape strategy. Harv Bus Rev. 1979;57:137–45. https://hbr.org/1979/03/how-competitive-forces-shape-strategy/ar/1Google Scholar
  17. 17.
    Perrott B, Hughes R. A porters five forces approach to the australian private hospital industry. https://opus.lib.uts.edu.au/research/bitstream/handle/10453/3083/2005002529.pdf?sequence=1.
  18. 18.
    Kaplan RS, Norton DP. Using the balanced scorecard as a strategic management system. Harv Bus Rev. 1996;74:75–85.Google Scholar
  19. 19.
    J. Daniel Beckham Strategy: What it is, how it works, why it fails. 2000. http://www.beckhamco.com/30articles.html.
  20. 20.
    Beatty K. The three strengths of a true strategic leader. http://www.forbes.com/2010/10/27/three-strengths-strategy-leadership-managing-ccl.html.
  21. 21.
    Sull D, Homkes R, Sull C. Why Strategy unravels- and what to do about it. Harvard Business Review. 2015. https://hbr.org/2015/03/why-strategy-execution-unravelsand-what-to-do-about-it

Further Reading

  1. Merchant N. The new how: creating business solutions through collaborative strategy. 2010.Google Scholar
  2. Simons RL. Seven strategy questions: a simple approach for better execution. Boston, MA: Harvard Business School Press; 2010.Google Scholar
  3. Swayne LE, Duncan WJ, Ginter PM. Strategic Management of Health Care Organisations. San Francisco, CA: Wiley; 2012.Google Scholar
  4. Walston SL. Strategic healthcare management: planning and execution hardcover. 2013.Google Scholar
  5. Zuckerman AM. Healthcare strategic planning. 3rd ed. Paperback; 2012.Google Scholar

Copyright information

© Springer Nature Singapore Pte Ltd. 2019

Authors and Affiliations

  1. 1.The Royal Victorian Eye and Ear HospitalEast MelbourneAustralia

Personalised recommendations