Brown Adalsteinn D, Alikhan L Miin, Sandoval Guillermo A, Seeman Neil, Baker G Ross, Pink George H
Institute for Clinical Evaluative Sciences, Toronto.
Healthc Q. 2005;8(3):36-47.
To explore the current and pending strategic agenda of Ontario hospitals (the largest consumers of the provincial healthcare budget), a survey of Ontario acute care hospital CEOs was conducted in January 2004. The survey, with an 82% response rate, identifies 29 strategic priorities under seven key strategic themes consistent across different hospital types. These themes include (1) human resources cultivation, (2) service integration and partnerships, (3) consumer engagement, (4) corporate governance and management, (5) organizational efficiency and redesign, (6) improved information use for decision-making, (7) patient care management. The extent to which an individual hospital's control over strategic resolutions is perceived may affect multilevel strategic priority-setting and action-planning. In addition to supporting ongoing development of meaningful performance measures and information critical to strategic decision-making, this study's findings may facilitate a better understanding of hospitals' key resource commitments, the extent of competition and collaboration for key resources, the perceived degree of individual control over strategic issue resolution and where systemic resolutions may be required.
为探究安大略省医院（该省医疗预算的最大消耗者）当前及未来的战略议程，2004年1月对安大略省急症护理医院的首席执行官进行了一项调查。该调查的回复率为82%，确定了七个关键战略主题下的29个战略重点，这些主题在不同类型的医院中具有一致性。这些主题包括：（1）人力资源培养；（2）服务整合与伙伴关系；（3）消费者参与；（4）公司治理与管理；（5）组织效率与重新设计；（6）改善决策中的信息使用；（7）患者护理管理。对单个医院对战略决策控制程度的认知可能会影响多层次的战略重点设定和行动计划。除了支持持续制定对战略决策至关重要的有意义的绩效指标和信息外，本研究的结果可能有助于更好地理解医院的关键资源投入、关键资源的竞争与合作程度、对战略问题解决的个人控制感知程度以及可能需要系统解决的方面。
