Analysis of the strategic planning and decision-making process in a hospital setting

Includes bibliographical references (pages 73-78)The purpose of this project is to demonstrate the\ud application of an integrated strategic planning and\ud decision-making process in a specific health care facility.\ud Various planning and decision-making models are presented\ud and the significant principles are discussed. The models\ud are compared to the actual planning and decision-making\ud process as it occurred at Medical Center of Tarzana in\ud Tarzana, California.\ud Information regarding the actual process was developed\ud as a result of the author's direct observation and participation.\ud Planning data is developed and categorized\ud into external and internal environment groups and is\ud presented as follows: \ud A. External Environment\ud 1. Demographic Assessment\ud 2. Competitive Assessment\ud 3. Regulatory Assessment\ud B. Internal Environment\ud 1. Hosptial Activity Assessment\ud 2. Medical Staff Assessment\ud 3. Financial Assessment\ud The data is analyzed and five planning alternatives\ud are presented. The paper also identifies those issues\ud the hospital governing body considered significant in\ud their selection of specific planning alternatives. These\ud issues include: (1) a positive utilization trend and anticipated\ud service area population growth; (2) the significance\ud of the perinatal and intensive care newborn nursery\ud service; (3) the HSA plan which identified an excess of\ud acute medical-surgical beds, but a shortage of intensive\ud care newborn nursery beds; (4) a supportive medical staff;\ud and (5) pro-forma profitability statements.\ud Significant findings of the paper are: (1) the formation\ud of the Planning Committee, (2) interpretation of the\ud planning data, (3) development of planning alternatives,\ud (4) the Board of Directors' reactions to these alternatives,\ud (5) the adoption of a 20-Year Master Plan, (6) a\ud description of the strategic planning and decision-making\ud process, and (7) recommendations to the Board regarding the\ud Medical Center of Tarzana's planning and decision-making process.\ud Finally, this paper concludes with recommendations by\ud the author regarding the strategic planning and decision-making\ud process as it occurred. These recommendations were\ud discussed with hospital administration, corporate planning\ud staff, and members of the hospital board