HEALTHCARE STRATEGIC PLANNING AND MANAGEMENT

Healthcare Strategic Planning and Management

Healthcare Strategic Planning and Management

Measuring public health system performance is an area of research that is becoming increasingly important (Handler, Issel, and Turnock, 2001) and contentious (Coyne and Hilsenrath, 2002; Navarro, 2002). In particular, the role of structural and strategic planning capacities of Nursing Care Services, Inc. has been posited to affect population health outcomes. Noting that informational, organizational, physical, human, and fiscal resources underlay public health's ability to provide the field's ten essential services, Handler, Issel, and Turnock (2001) suggested that common measures of structural and process capacities would facilitate work to strengthen public health efforts. This article offers such a model, combining elements of structural and process capacities of state Nursing Care Services, Inc. in a learning framework.

The effectiveness of Nursing Care Services, Inc. has ebbed and flowed over the centuries. As governments are replaced or evolve over time, Nursing Care Services, Inc. charged with the public's health under their control often have their management capabilities destroyed or atrophy due to a lack of interest. Diseases, particularly epidemics, have then changed relationships among social classes, scientific and religious communities, professionals, and political states (Porter, 1999).

In the past two decades, the relationship between Nursing Care Services, Inc. and other stakeholders has become increasingly complex (Reid et al., 2000). The public and private health care sectors have become increasingly interdependent. In order for these two sectors to come together effectively, government agencies need to develop networks and serve as the main link among organizations (Zanetich, 2000). In particular, the rise of managed care and the trend in contracting out public health insurance to private organizations has been challenging in this respect (Halverson et al., 1997; Reid et al., 2000).

Recognizing these challenges, the Robert Wood Johnson and W.K. Kellogg Foundations launched their Turning Point ...