Long range planning of radiotherapy facilities in the Netherlands

This contribution discusses centralization vs. decentralization in healthcare strategic decision making, focusing on long-range planning of facilities for radiotherapy. The radiotherapy case illustrates that more centralized, comprehensive, and systematic planning and strategic decisions making may be necessary to account for inputs of various parties and decision-making levels in this area. The expertise required cannot generally be found at a local or even regional level. It requires initiatives from coordinating healthcare institutions such as the Health Council and other professional organizations.

[1]  Johan P. Olsen,et al.  Ambiguity and choice in organizations , 1976 .

[2]  Henry Mintzberg.  Mintzberg on management : inside our strange world of organizations , 1991 .

[3]  M. Bos,et al.  Infrastructure for radiotherapy in The Netherlands: development from 1970 to 2010. , 1997, International journal of radiation oncology, biology, physics.

[4]  J. Coebergh,et al.  Patterns of radiotherapy for cancer patients in south-eastern Netherlands, 1975-1989. , 1994, Radiotherapy and oncology : journal of the European Society for Therapeutic Radiology and Oncology.

[5]  Lutz E. Schlange.  Scenarios: The art of strategic conversation , 1997 .

[6]  P. F. Gross,et al.  The Swedish Council on Technology Assessment in Health Care , 1989, International Journal of Technology Assessment in Health Care.

[7]  J. Coebergh,et al.  Incidence of cancer in the Netherlands. , 2001 .

[8]  Theo J.B.M. Postma,et al.  Strategic Learning with Scenarios , 1997 .

[9]  B. V. Dean,et al.  Predicting doctorate production in the U.S.A.: Some lessons for long-range forecasters , 1990 .

[10]  H. Sigmund,et al.  Does health technology assessment benefit health services and politics? , 2002, The European Journal of Health Economics.

[11]  W. L. Gregory,et al.  SCENARIOS AND ACCEPTANCE OF FORECASTS , 2001 .

[12]  R Paterson,et al.  Radiotherapy for Cancer* , 1939, British medical journal.

[13]  O. Williamson,et al.  Markets and Hierarchies: Analysis and Antitrust Implications. , 1977 .

[14]  Oliver E. Williamson,et al.  Economic organization : firms, markets, and policy control , 1988 .

[15]  Theodorus Johannes Bernardus Maria Postma.  Strategische beslissingsprocessen in ziekenhuizen. Een casebenadering. , 1989 .

[16]  Richard Whittington,et al.  Exploring Corporate Strategy , 1988 .

[17]  F. Berrino,et al.  The EUROCARE II study , 1998 .

[18]  Herman Kahn,et al.  The Year 2000 , 1988, AAOHN journal : official journal of the American Association of Occupational Health Nurses.

[19]  Paul J. H. Schoemaker,et al.  Integrating scenarios into strategic planning at Royal Dutch/Shell , 1992 .

[20]  Henry Mintzberg.  The rise and fall of strategic planning , 1993 .

[21]  Robert J. Genetski,et al.  Long-Range Forecasting: From Crystal Ball to Computer , 1981 .

[22]  J. Coebergh,et al.  Incidence of Cancer in the Netherlands 1998 , 2002 .

[23]  A. V. Witteloostuijn.  De anorexiastrategie: over de gevolgen van saneren , 1999 .

[24]  Charles E. Lindblom,et al.  The Policy-Making Process , 1968 .

[25]  Ernest R. Alexander,et al.  A Transaction Cost Theory of Planning , 1992 .

[26]  G. Mooney.  Key issues in health economics , 1994 .

[27]  Gill Ringland,et al.  Scenarios in Business , 2002 .

[28]  P. M. Ginter,et al.  Handbook of health care management , 1998 .