Evaluating Strategic Planning as Intervention Tool for Improving Healthcare Delivery in Private Hospitals in Ojodu, Lagos
Abstract:
The Nigerian healthcare sector is currently faced with various incapacitating
problems making universal health coverage difficult and the healthcare workforce
being poorly managed. In a bid to manage these problems effectively, it has become
pertinent, more than ever, for healthcare managers to resort to use of strategic
management tools to improve the overall health status of the teeming population
of Nigeria as these tools have been proven effective in other non-health industries.
This study, therefore, examines the influence of different aspects of strategic
planning like facility planning, professional improvement planning, manpower planning,
health services planning, and customer service planning on different components
of healthcare delivery like patient safety, waiting time, medical staff retention,
the effectiveness of health services, people-centeredness, and equitable service
delivery. Cross-sectional and random sampling
techniques were adopted to administer 123 copies of the questionnaire to
a population of 178 managers of private hospitals in Ojodu, out of which 111 copies were validly filled and returned by the
respondents representing a 90.24% response rate. Simple
regression analysis was adopted to analyze the six hypotheses of this study, and
the results showed that they were all statistically significant at a 5% significance
level. Based on the findings of this study, it is concluded that strategic planning
is a valuable tool that can be used to improve healthcare
delivery in private hospitals.
The study, therefore, recommends that
managers of private hospitals should be trained in the use of strategic planning
tools in order to fully exploit the benefits inherent in the strategic
planning processes.
References:
[1] Adenuga, O. A. (2012). Maintenance management practices
in the public hospital-built environment: Nigeria case study. Journal of Sustainable Development in Africa,
14(1), 185-201.
[2] Adeloye, D., David, R. A., Olaogun, A. A, & Adedapo,
A. A. (2017). Health workforce and governance: crisis in Nigeria. Human resources for Health, 15(32), 1-8.
[3] Miller,
S. H., Thompson, J. N., Mazmanian, P. E., Aparicio, A., Spivey, B. E., & Kahn,
N. B. (2008). Journal of Continuing Education in Health Profession, 28(2), 95 –
98.
[4] Asakitikpi,
A. (2019). Healthcare coverage and affordability in Nigeria: an alternative model
to equitable healthcare delivery. Universal
Healthcare, 1-15.
[5] World Bank
(2017). Nigeria: bi-annual economic update: fragile economy.
[6] Finlay,
P. (2000). Strategic management. London: Pearson.
[7] Jeroen,
D., Wijngaarden., Scholten, G., & van Wijk, K. (2012). Strategic analysis for
healthcare organizations: The suitability of the SWOT analysis. The International
Journal of Health Planning and Management, 27(1), 34-49.
[8] Swayne,
L., Duncan, W., & Ginter, P. (2006). Strategic management of health care
organizations. Oxford: Blackwell.
[9] Parvaneh,
E., Ali, M., & Ali, A. (2018). The success of strategic planning in the healthcare
organization in Iran. International Journal
of Health Care Quality Assurance, 563-574.
[10] Arasa,
R. & K’Obonyo, A. (2012). The relationship between strategic planning and firm
performance. International Journal of Humanities
and Social Science, 2(22), 201-213.
[11] Neluheni,
G. N., Pretorius, W., & Ukpere, W. (2014). The role of quality planning on organizational
success. Mediterranean Journal of Social Sciences,
5(1), 697-707.
[12] Saleh, S., Kaissi, A., Semaan, A., & Natafgi, N.M
(2012). Strategic planning processes and financial performance among hospitals in
Lebanon. Int J Health Plan Mgmt. doi:
10.1002/hpm.2128.
[13] Garcia,
M. C., & de Val Pardo, I. (2004). Strategies and performance in hospitals. Health
Policy, 67, 1-13.
[14] Okwwandu, G. A. (2002). Marketing strategies of hospital
service organizations in Nigeria: a study
of selected privately owned hospitals in Port Harcourt. Journal of Hospital Marketing & Public Relations, 14(1), 45-57.
[15] Kaissi, A. A., & Begun, J.W. (2008). Fads, fashion,
and bandwagons in health care strategy. Health Care Manage Rev, 33(2), 94 – 102.
[16] Langley, A. (1988). The role of formal strategic planning. Long Range Planning, 21(3), 40 – 50.
[17] Lega, F., Longo, F., & Rotolo, A. (2013). Decoupling
the use and meaning of strategic plans in public
healthcare. BMC Health Services Research,
13(5), 45-57.
[18] Jarrett,
P. G. (2006). An analysis of international health care logistics: the benefits and
implications of implementing just-in systems in the health care industry. Leadership
in Health Services, 19(1), 1-10.
[19] WHO (2022). Quality
of care. https://www.who.int/health-topics/quality-of-care#tab=tab_1.
[20] Begun, J. W., & Kaissi, A. A. Uncertainty in health
care environments: myth or reality? (2004).
[21] Health Care Manage
Rev, 29(1), 31 – 39.
[22] Zuckerman, A. L. (2014). Successful strategic planning
for a reformed delivery system. Journal of
Healthcare Management, 59(3), 168-172.
[23] Eisenhardt,
K. (1989). Making fast decisions in high-velocity environments. Academy of Management
Journal, 32(3), 543-576.
[24] Wirtz, B., Alexander, M., & Schilke, O. (2007), Strategy
in high-velocity environments. Long Range
Planning, 40, 295 – 313.
[25] Hart, S., & Barbary, C. (1994). How Strategy – making
processes can make a difference. Strategic
Management Journal, 15(4), 251 – 269.
[26] Brews, P. J., & Hunt, M. R. (1999). Learning to plan
and planning to learn resolve the planning /learning school debate. Strat. Mgmt. J., 20, 889 – 913.
[27] De Geus, A. P. (1998). Planning as learning. Harvard Business Review. 66(2), 70 – 74.
[28] Oloyede, B. (2002). Research methods information. Yaba: Forthright Education Publishers.
[29] Oyesiku, O. O., Abolade, A. J., Kajola, S. O. & Napoleon,
S.G. (1999). Basic of operations research.
(1st ed.), Ago-Iwoye: Ogun State University Press.
[30] Burns, R. B. & Burns, R. A. (2008). Business research methods and statistics using
SPSS. Los Angeles: Sage Publications.
[31] Reiling,
J. (2006). Safe design of healthcare facilities. Quail Safe Health Care 15 34 40.
[32] Ulrich,
R., & Zimring, C. (2004). The role of the physical environment in the hospital
of the 21st century: once in a lifetime opportunity. Report to The Centre for Health Design, for the
Designing of 21st Century Hospital Project, 3, 3- 25.
[33] Reason,
J. (1997). Managing the risks of organizational
accidents. Aldershot, UK: Ashgate Publishing.
[34] Leape,
L. (1994). Error in medicine. JAMA, 272,
1851 – 1857.
[35] Harrison, R. (2000). Employee development. Pretoria: Beekman Hart.
[36] Robertson, M.K., Umble, K. E., & Cervero, R. M. (2003).
Impact studies in continuing education.
The Journal of Continuing Education in Health
professions, 23,146 156.
[37] Bachelet, V.C., Goyenechea, M., & Carrasco, V. A.
(2019). The International journal of health
planning and management, 34(2), 1 - 21.
[38] Johannesen, K.A., & Alexandersen, N. Improving accessibility
for outpatients in specialist clinics: reducing long waiting time and waiting lists
with simple analytical approach. British Health
services Research, 18, 827- 839.
[39] Oladapo, V. (2014). The impact of talent management on
retention. Journal of Business Studies Quarterly,
5(3), 20 - 34.
[40] Van Deventer, C., McInerney, P., & Cooke, R. (2015). Patie nt’s involvement in improvement initiative: a qualitative systematic review. JBI Database of Systematic Reviews &Implementation Reports, 13, 232 - 290.
[41] Coulter, A., & Ellins, J. (2007). Effective strategies
for informing, educating, and involving patients. BMJ 335, 24 – 27.
[42] Oyeyemi, A., Gberevbie, D., Ibietan, J (2019). Influence
of citizen’s participation in primary healthcare service delivery in Ado Odo/Ota,
Ogun State, Nigeria. Proceedings of INTCESS
2019 6th International Conference on Education and Social Sciences, 1293 – 1302.
[43] Yamane, T. (1967). Statistics: An introductory analysis (2nd ed.). New York: Harper and
Row.