STRATEGIC MANAGEMENT AND PLANNING FOR HEALTH CARE ORGANIZATIONS IN GEORGIA

BACKGROUND: In order to better adapt to the constantly changing global and local environment, the main priority of the healthcare system is the stable functioning of the hospital sector, for which it is necessary to constantly execute efficient strategic management processes. The purpose of the research is to study the barriers to effective implementation of strategic plans in healthcare organizations in Tbilisi (Georgia).METHODS: As part of this quantitative research, a survey of 23 senior managers of 10 large hospitals in Tbilisi was conducted using a pre-structured questionnaire.RESEARCH RESULTS: None of the hospitals employed external consultants for strategic planning. A relatively small number of hospitals had representatives attend strategic planning lectures and training (13%), and only one of the hospitals surveyed had a strategic planning committee (4.3%), with the majority of surveyed hospitals (87%) had a documented strategic plan. Strategic planning was primarily engaged by the management board (69.6%), with doctors participating to a lesser extent (30.4%). Only one-third (34.8%) of hospitals develop their budget according to the strategic plan. Resources (43.5%), allocation of budget funds (47.8%), and identification and acquisition of additional financial resources (47.8%) are not done in accordance with the goals and priorities of the strategic plan. The majority of hospitals are less likely to compare the results of the evaluation of goal achievement indicators with those of other hospitals (52.2%), Only a few of them report the values of actions taken to accomplish the strategic plan's goals to the hospital (43.5%), Most of the hospitals rarely do benchmarking of other hospitals' goal-achieving measures to assure the effectiveness of strategic projects (78.3%).DISCUSSION: Only a small number of healthcare organisations have a strategic management process that as a consequence affects their status and success in the healthcare market. Hospitals may develop a strategic plan, but its implementation is poorly monitored and not based on scientifically solid methods. Due to inappropriate competence, a lack of knowledge, and a misperception of strategic importance, physicians' strategic planning skills are at a low level. In order to master such skills, it is necessary to conduct systematic training.CONCLUSION: It is reasonable for the State to impose a legislative requirement that the health care organisations must produce a written strategic plan and employ a strategic management manager. It is essential to provide educational training on hospital strategic management processes.