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From Survey Results to a Decision-Making Matrix for Strategic Planning in Healthcare: The Case of Clinical Pathways

Author

Listed:
  • Lavinia Bianco

    (Department of Public Health and Infectious Diseases, “Sapienza” University of Rome, Piazzale Aldo Moro 5, 00185 Rome, Italy)

  • Salvatore Raffa

    (Department of Clinical and Molecular Medicine, “Sapienza” University of Rome, Viale Regina Elena 291, 00161 Rome, Italy
    Sant’Andrea University Hospital, Via di Grottarossa 1035-1039, 00189 Rome, Italy)

  • Paolo Fornelli

    (Associazione Italiana per la Qualità della Assistenza Sanitaria e Sociale (ASIQUAS), Largo Konrad Adenauer 1/B, 00144 Rome, Italy
    Department of Social Sciences and Economics, “Sapienza” University of Rome, Via Salaria 113, 00198 Rome, Italy)

  • Rita Mancini

    (Department of Clinical and Molecular Medicine, “Sapienza” University of Rome, Viale Regina Elena 291, 00161 Rome, Italy
    Sant’Andrea University Hospital, Via di Grottarossa 1035-1039, 00189 Rome, Italy)

  • Angela Gabriele

    (Azienda Sanitaria Locale (ASL) Frosinone District C and D, Via De Bosis-03043 Cassino, Via Piemonte, 03039 Sora, Italy)

  • Francesco Medici

    (Azienda Ospedaliera San Camillo-Forlanini, Circonvallazione Gianicolense, 87, 00152 Rome, Italy)

  • Claudia Battista

    (Department of Mental Health and Pathological Addictions, Azienda Sanitaria Locale (ASL) RM 6, Via Borgo Garibaldi 12, 00041 Albano Laziale, Italy)

  • Stefania Greco

    (Azienda Ospedaliera San Camillo-Forlanini, Circonvallazione Gianicolense, 87, 00152 Rome, Italy)

  • Giuseppe Croce

    (Internal Medicine Unit, “G. Mazzini” Hospital, ASL 4 Teramo, Piazza Italia 1, 64100 Teramo, Italy)

  • Aldo Germani

    (Department of Clinical and Molecular Medicine, “Sapienza” University of Rome, Viale Regina Elena 291, 00161 Rome, Italy)

  • Simona Petrucci

    (Department of Clinical and Molecular Medicine, “Sapienza” University of Rome, Viale Regina Elena 291, 00161 Rome, Italy
    Sant’Andrea University Hospital, Via di Grottarossa 1035-1039, 00189 Rome, Italy)

  • Paolo Anibaldi

    (Sant’Andrea University Hospital, Via di Grottarossa 1035-1039, 00189 Rome, Italy)

  • Valerio Bianco

    (Department of Medical Surgical Sciences and Translational Medicine, “Sapienza” University of Rome, Via di Grottarossa 1035/1039, 00189 Rome, Italy)

  • Mario Ronchetti

    (Associazione Italiana per la Qualità della Assistenza Sanitaria e Sociale (ASIQUAS), Largo Konrad Adenauer 1/B, 00144 Rome, Italy
    Department of Social Sciences and Economics, “Sapienza” University of Rome, Via Salaria 113, 00198 Rome, Italy)

  • Giorgio Banchieri

    (Associazione Italiana per la Qualità della Assistenza Sanitaria e Sociale (ASIQUAS), Largo Konrad Adenauer 1/B, 00144 Rome, Italy
    Department of Social Sciences and Economics, “Sapienza” University of Rome, Via Salaria 113, 00198 Rome, Italy)

  • Christian Napoli

    (Sant’Andrea University Hospital, Via di Grottarossa 1035-1039, 00189 Rome, Italy
    Department of Medical Surgical Sciences and Translational Medicine, “Sapienza” University of Rome, Via di Grottarossa 1035/1039, 00189 Rome, Italy)

  • Maria Piane

    (Department of Clinical and Molecular Medicine, “Sapienza” University of Rome, Viale Regina Elena 291, 00161 Rome, Italy
    Sant’Andrea University Hospital, Via di Grottarossa 1035-1039, 00189 Rome, Italy)

Abstract

Background: It is a well-known fact that the information obtained from a survey can be used in a healthcare organizational analysis; however, it is very difficult to compare the different results found in the literature to each other, even through the use of metanalysis, as the methodology is often not consistent. Methods: Data from a survey analyzing the organizational and managerial responses adopted in pathology-specific clinical pathways (CPs) during the first two waves of the COVID-19 pandemic were used for constructing a decisional matrix, a tool called SPRIS system, consisting of four different sheets. The first sheet reports the results of the survey and, using a streetlight color system, identifies strengths and weaknesses; the second one, by assigning a priority score, establishes the priority of intervention on each of the strengths and weaknesses identified; the third sheet reports the subjective items of the questionnaire in order to identify threats and opportunities and their probability of happening; in the last sheet, a SWOT Analysis is used to calculate the performance index of the whole organization. Results: The SPRIS system, applied to data concerning the adaptation of four CPs to the COVID-19 pandemic, showed that, whereas all the CPs had a good performance index, some concerns remained unsolved and need be addressed. Conclusions: The SPRIS system showed to be an easily constructed tool that is able to give an overview of the organization analyzed by the survey and to produce an index that can be used in a direct quality comparison between different services or organizations.

Suggested Citation

  • Lavinia Bianco & Salvatore Raffa & Paolo Fornelli & Rita Mancini & Angela Gabriele & Francesco Medici & Claudia Battista & Stefania Greco & Giuseppe Croce & Aldo Germani & Simona Petrucci & Paolo Anib, 2022. "From Survey Results to a Decision-Making Matrix for Strategic Planning in Healthcare: The Case of Clinical Pathways," IJERPH, MDPI, vol. 19(13), pages 1-30, June.
    • Handle: RePEc:gam:jijerp:v:19:y:2022:i:13:p:7806-:d:847787
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    References listed on IDEAS

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