The document discusses the experiences and perspectives of a consultant-adviser regarding performance management systems (PMS) in two private hospitals in the Philippines where he worked: Manila Doctors Hospital in 1999 and Ciudad Medical Zamboanga in 2009. The consultant provides thoughts, perceptions, opinions, and recommendations (TPORs) on: 1) the long journey towards performance excellence that may take at least 10 years of commitment and perseverance; 2) tools for evaluating the PMS at the hospital level including regular management reviews, internal/external audits, and balanced scorecards; and 3) factors to consider when pursuing various quality standards and accreditations.
Healthcare Management Consultation:
Revenue Management
Key Performance Indicators
Performance Measurement Concepts
KPI Hierarchy
Levels I, II, III, IV
Planning and Implementation
This document outlines a SWOT analysis for Wasso Hospital, a remote hospital in northern Tanzania. It identifies the hospital's main strengths as the trust of the community, good medical care, affordable services, and ethical work. Weaknesses include the remote location with high costs, lack of equipment/medicines, staff shortages and turnover, and knowledge/experience levels. Opportunities exist in developing protocols, retaining staff, and improving income. Threats include protocols not being followed, administrative issues overwhelming medical work, unpredictable funds/supplies, and resource shortages. The document recommends a way forward including more project-based and accountable work, routine communication, and time planning to define and evaluate goals.
This document discusses value adding service delivery strategies for health care organizations. It begins by introducing directional, adaptive, and competitive strategies that must be translated into action. Value adding service delivery strategies are then described as having three components: pre-service activities like marketing research and branding; point-of-service activities focused on clinical operations and patient satisfaction; and after-service activities such as follow-up calls and billing. Each of these components works together to position the health care organization, meet customer needs, and ensure quality from pre-visit to post-care. The document emphasizes that coordinating these explicit strategies across the value chain is critical for health care providers to survive in today's competitive environment.
This presentation focuses on SWOT analysis. The definition of a SWOT analysis and its purpose is covered. The presenter preforms a SWOT analysis on the American health retail sector and ends with recommendations and a summery.
Clinical Transformation: Fundamentally Changing Clinical Processes to Achieve...Huron Consulting Group
The document discusses clinical transformation at Maine Medical Center through reducing variability in care for patients requiring mechanical ventilation and tracheostomies. A team was formed to standardize processes and reduce length of stay and costs for these patients. The team identified over 70 action items and set goals around reducing length of stay, increasing standardization and palliative care screening, improving patient satisfaction, and generating savings. Metrics were established and showed progress towards the goals over 12 months, including reduced length of stay, increased compliance with best practices, and over $1 million in savings.
Achieving Asset Optimization: A Strategic Approach To Aligning Assets With Mi...Huron Consulting Group
This document provides an overview of a presentation on achieving asset optimization for healthcare organizations. The presentation aims to help participants strategically align program and facility assets with their mission and market needs. It defines asset optimization and rationalization and outlines a four-step process for planning and executing asset optimization. The steps include understanding the changing market, how current assets meet market needs, identifying gaps, and overcoming obstacles. The presentation also discusses governance imperatives and provides examples of successful and unsuccessful asset optimization efforts.
Healthcare Management Consultation:
Revenue Management
Key Performance Indicators
Performance Measurement Concepts
KPI Hierarchy
Levels I, II, III, IV
Planning and Implementation
This document outlines a SWOT analysis for Wasso Hospital, a remote hospital in northern Tanzania. It identifies the hospital's main strengths as the trust of the community, good medical care, affordable services, and ethical work. Weaknesses include the remote location with high costs, lack of equipment/medicines, staff shortages and turnover, and knowledge/experience levels. Opportunities exist in developing protocols, retaining staff, and improving income. Threats include protocols not being followed, administrative issues overwhelming medical work, unpredictable funds/supplies, and resource shortages. The document recommends a way forward including more project-based and accountable work, routine communication, and time planning to define and evaluate goals.
This document discusses value adding service delivery strategies for health care organizations. It begins by introducing directional, adaptive, and competitive strategies that must be translated into action. Value adding service delivery strategies are then described as having three components: pre-service activities like marketing research and branding; point-of-service activities focused on clinical operations and patient satisfaction; and after-service activities such as follow-up calls and billing. Each of these components works together to position the health care organization, meet customer needs, and ensure quality from pre-visit to post-care. The document emphasizes that coordinating these explicit strategies across the value chain is critical for health care providers to survive in today's competitive environment.
This presentation focuses on SWOT analysis. The definition of a SWOT analysis and its purpose is covered. The presenter preforms a SWOT analysis on the American health retail sector and ends with recommendations and a summery.
Clinical Transformation: Fundamentally Changing Clinical Processes to Achieve...Huron Consulting Group
The document discusses clinical transformation at Maine Medical Center through reducing variability in care for patients requiring mechanical ventilation and tracheostomies. A team was formed to standardize processes and reduce length of stay and costs for these patients. The team identified over 70 action items and set goals around reducing length of stay, increasing standardization and palliative care screening, improving patient satisfaction, and generating savings. Metrics were established and showed progress towards the goals over 12 months, including reduced length of stay, increased compliance with best practices, and over $1 million in savings.
Achieving Asset Optimization: A Strategic Approach To Aligning Assets With Mi...Huron Consulting Group
This document provides an overview of a presentation on achieving asset optimization for healthcare organizations. The presentation aims to help participants strategically align program and facility assets with their mission and market needs. It defines asset optimization and rationalization and outlines a four-step process for planning and executing asset optimization. The steps include understanding the changing market, how current assets meet market needs, identifying gaps, and overcoming obstacles. The presentation also discusses governance imperatives and provides examples of successful and unsuccessful asset optimization efforts.
Situational analysis in health care industryAbhi Manu
The document discusses various techniques for conducting situational analysis in healthcare. It defines situational analysis as the systematic collection and study of past and present data to identify trends and conditions that can influence business performance and strategy choices. For healthcare, situational analysis describes and analyzes the health status and services in an area to assess how well services address needs. It also prioritizes problems to inform planning. Common techniques include 5C analysis, PEST analysis, Porter's Five Forces, and SWOT analysis. The summary provides an overview of how each technique is applied to understand strengths, weaknesses, opportunities and threats to better plan healthcare services.
A Hospital is a highly challenging work place. There are numerous bottlenecks that deteriorates the productivity & efficiency of the Healthcare services delivered.
Brand reputation of a Hospital depends on how quick they resolve the issues raised without compensating the quality and patient satisfaction. Spontaneity to untangle any situation is possible only with a strong “Hospital Operations team”. Operations management team is responsible for managing all operational process of the Hospital which includes all clinical & non-clinical departments to have a smooth working environment.
University of Utah Health Exceptional Value Annual Report 2014University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
Patient management encompasses oversight of all functions related to the admission/registration processes for new and returning patients. The importance of effective front and back-end management cannot be undervalued, as one mistake in patient access services may result in a patient safety issue, a legal issue, a customer service issue, a patient billing issue, or a revenue issue for the facility.
Contemporary issues in healthcare managementAj Raj
This document discusses contemporary issues in healthcare management. It describes healthcare management as overseeing hospitals, health systems, and public health. It outlines the unique aspects of healthcare including its products, people, processes, structure, technology, and focus on quality. Some key issues discussed are strategic management challenges like changing environments and costs; financial issues like budgeting and cost cutting; human resource concerns like staffing shortages and training; operations challenges like efficiency and patient satisfaction; and ensuring quality, ethics, and reducing legal risks. The document emphasizes the complexity of balancing high quality care with reducing costs in a rapidly changing healthcare system.
The tertiary care hospital utilization of the balanced scorecard Nancy Southerland
The tertiary care hospital has as its primary responsibility to deliver health care to the most sick and severely ill. The management of the critically ill is seen as a wrathful driver of costs within the confines of the tertiary care hospital both in the United States and abroad. Through utilization of the Balanced Scorecard not only are the needed financial metrics elevated but the added dimensions of customer (both internal and external), internal business processes, and learning and growth dimensions are part of the balanced scorecard perspectives. Through use of the balanced scorecard in the tertiary care hospital, the wrath of the cost driver of the therapeutic management and intervention of the critically ill is assuaged. Tertiary care hospitals are able to deliver solid operating margins while ensuring patient satisfaction with good clinical outcome of the critically ill while experiencing much employee engagement. The tertiary care hospital enjoys the interconnectedness of the dimensions realizing quickly that over time all the Balance Scorecard perspectives are financial dimensions.
WEBINAR: Performance Improvement for Children’s Hospitals – Key Steps in Deve...Huron Consulting Group
In a recent webinar hosted by the Children’s Hospital Association, Huron leaders describe strategies that enable children's hospitals to thrive in the new healthcare environment.
University of Utah Health Exceptional Value Annual Report 2015University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
University of Utah Health Exceptional Value Annual Report 2016University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
There is no doubt patient experience is one of the most crucial factors in the Healthcare industry. Check out factors that influence patient satisfaction scores and how to use patient experience data more actionable.
Ambulatory Health Care Facility of the Future: Integrating Lean Workflow Rede...The Neenan Company
For more information, go to http://neenan.com or call 970.493.8747
As presented on March 19, 2010 at the 2010 AMGA Annual Conference
Presented by: Randall Huss, M.D., President, and Gerald Dowdy, VP Operations, St. John’s Clinic – Rolla Division; and Miguel Burbano de Lara, AIA, NCARB, Senior VP Healthcare, The Neenan Company
When faced with the opportunity of designing a new ambulatory facility to house a multi-specialty clinic practice, ASC and other outpatient services to be completed a year after implementation of their EHR, the St. John’s Clinic-Rolla team partnered with a progressive architectural team, The Neenan Company, to design and build a facility around the new electronic workflows. They integrated Lean workflow redesign and Lean facility design elements to achieve a facility capable of supporting the digital, paperless ambulatory practice of the future.
Accreditation as a Strategy / Tool for Hospital Quality Service ImprovementReynaldo Joson
The document discusses hospital accreditation as a strategy for quality improvement, defining terms like accreditation, certification, and compliance. It examines standards for accreditation in the Philippines from organizations like PhilHealth, JCI, ISO, and more. The document recommends that hospitals seek accreditation from PhilHealth first to establish a foundation before pursuing other international standards.
University of Utah Health Exceptional Value Annual Report 2013University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
Sylvester O. Foote has over 15 years of experience in healthcare administration and nursing. He currently serves as Vice President of Administration, Compliance and Security Officer for Newark Community Health Centers, where he oversees administrative services for 7 health centers. Previously, he held roles such as Vice President of Clinical Services for Enable Healthcare and Director of Clinical Operations for Horizon Health Center. He has a PhD(c) from Seton Hall University, MHA from Western Connecticut State University, and BSN from College of Mount Saint Vincent.
The document provides an overview of a presentation by Penn Krause on ROI from hospital-owned physician practices. It discusses the challenges hospitals face with physician practices, such as high investment costs and difficulties measuring downstream revenue. It then introduces PTS Physicians, a company that provides analytics and benchmarks to help hospitals improve ROI from their physician practices through two key pathways: accurately understanding total ROI and optimizing readmissions. PTS's software and process help hospitals identify specific opportunities to improve productivity, compensation, and financial performance at both the practice and physician levels.
Hospital administration role in quality patient careShaharul Sohan
The document discusses the role of hospital administration in providing quality patient care, outlining key aspects of hospital organization and management including planning, staffing, directing, coordinating, reporting, budgeting, and supervision. Effective administration requires establishing policies, training staff, maintaining facilities and technology, and ensuring patient satisfaction through accessible, efficient services. The overall goal of hospital administration is to guide a multifaceted organization in delivering comprehensive healthcare through sound leadership and control.
Q-Rounding is a patient experience tool that sends daily text messages to patients in the hospital with a feedback form. It provides real-time analytics and reporting on a dashboard about patient experiences to help hospitals address problems. It flags issues to the appropriate staff to help with service recovery. Hospitals and health systems use it to improve patient satisfaction, safety, and consistency of care by getting immediate feedback without taking up staff time. It works by texting patients a daily link to a feedback form, recording and reporting their answers on the online dashboard for staff to review and address any issues or praise.
Compliatric continuous compliance series chapter 5Compliatric
As Operational Site Visits (OSVs) resume virtually, it is important for Community Health Centers to maintain continuous compliance. Compliatric is excited to continue their “Compliance Webinar Series” where each month, program requirements are reviewed to assist health centers in understanding various elements. Participants will be able to utilize these webinars to increase their knowledge of the requirements, and also take compliance to the next level.
This month’s webinar will focus on the following chapter:
Chapter 5: Clinical Staffing
Webinar attendee takeaways will include:
· Understanding the requirements and why they are important
· Methods to maintain continuous compliance (without addressing it last minute or only during an OSV)
· How to use the requirement in everyday practice to improve your Community Health Center
Middlesex Hospital was facing problems with their performance management process including difficulty locating documents, reviews sometimes getting lost, and keeping job descriptions up to date. They chose the HRTMS Performance system to automate the process. The new system allows reviews to be completed and retrieved online, alerts HR when reviews are overdue, and controls merit increases. It is expected to dramatically decrease manual efforts and improve compliance with competency assessments.
How to Start, Run and Manage a Hospital Successfully by Dr.Mahboob ali khan Phd Healthcare consultant
The purpose of this paper is to give a brief outline of the pre-planning and strategic thinking in which an entrepreneur might consider before investing in or starting up a new hospital in the developing world.
There are numerous examples of hospital startups that were ill-conceived or poorly planned and have resulted in either a hospital that was partially constructed and abandoned or were completed and within two years failed in profitability and now sit idle. Other examples exist of underperforming assets. What went wrong? What could the investors have done to decrease their investment risk and increase the chances of the hospital being successful?Globalization of Healthcare.
Situational analysis in health care industryAbhi Manu
The document discusses various techniques for conducting situational analysis in healthcare. It defines situational analysis as the systematic collection and study of past and present data to identify trends and conditions that can influence business performance and strategy choices. For healthcare, situational analysis describes and analyzes the health status and services in an area to assess how well services address needs. It also prioritizes problems to inform planning. Common techniques include 5C analysis, PEST analysis, Porter's Five Forces, and SWOT analysis. The summary provides an overview of how each technique is applied to understand strengths, weaknesses, opportunities and threats to better plan healthcare services.
A Hospital is a highly challenging work place. There are numerous bottlenecks that deteriorates the productivity & efficiency of the Healthcare services delivered.
Brand reputation of a Hospital depends on how quick they resolve the issues raised without compensating the quality and patient satisfaction. Spontaneity to untangle any situation is possible only with a strong “Hospital Operations team”. Operations management team is responsible for managing all operational process of the Hospital which includes all clinical & non-clinical departments to have a smooth working environment.
University of Utah Health Exceptional Value Annual Report 2014University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
Patient management encompasses oversight of all functions related to the admission/registration processes for new and returning patients. The importance of effective front and back-end management cannot be undervalued, as one mistake in patient access services may result in a patient safety issue, a legal issue, a customer service issue, a patient billing issue, or a revenue issue for the facility.
Contemporary issues in healthcare managementAj Raj
This document discusses contemporary issues in healthcare management. It describes healthcare management as overseeing hospitals, health systems, and public health. It outlines the unique aspects of healthcare including its products, people, processes, structure, technology, and focus on quality. Some key issues discussed are strategic management challenges like changing environments and costs; financial issues like budgeting and cost cutting; human resource concerns like staffing shortages and training; operations challenges like efficiency and patient satisfaction; and ensuring quality, ethics, and reducing legal risks. The document emphasizes the complexity of balancing high quality care with reducing costs in a rapidly changing healthcare system.
The tertiary care hospital utilization of the balanced scorecard Nancy Southerland
The tertiary care hospital has as its primary responsibility to deliver health care to the most sick and severely ill. The management of the critically ill is seen as a wrathful driver of costs within the confines of the tertiary care hospital both in the United States and abroad. Through utilization of the Balanced Scorecard not only are the needed financial metrics elevated but the added dimensions of customer (both internal and external), internal business processes, and learning and growth dimensions are part of the balanced scorecard perspectives. Through use of the balanced scorecard in the tertiary care hospital, the wrath of the cost driver of the therapeutic management and intervention of the critically ill is assuaged. Tertiary care hospitals are able to deliver solid operating margins while ensuring patient satisfaction with good clinical outcome of the critically ill while experiencing much employee engagement. The tertiary care hospital enjoys the interconnectedness of the dimensions realizing quickly that over time all the Balance Scorecard perspectives are financial dimensions.
WEBINAR: Performance Improvement for Children’s Hospitals – Key Steps in Deve...Huron Consulting Group
In a recent webinar hosted by the Children’s Hospital Association, Huron leaders describe strategies that enable children's hospitals to thrive in the new healthcare environment.
University of Utah Health Exceptional Value Annual Report 2015University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
University of Utah Health Exceptional Value Annual Report 2016University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
There is no doubt patient experience is one of the most crucial factors in the Healthcare industry. Check out factors that influence patient satisfaction scores and how to use patient experience data more actionable.
Ambulatory Health Care Facility of the Future: Integrating Lean Workflow Rede...The Neenan Company
For more information, go to http://neenan.com or call 970.493.8747
As presented on March 19, 2010 at the 2010 AMGA Annual Conference
Presented by: Randall Huss, M.D., President, and Gerald Dowdy, VP Operations, St. John’s Clinic – Rolla Division; and Miguel Burbano de Lara, AIA, NCARB, Senior VP Healthcare, The Neenan Company
When faced with the opportunity of designing a new ambulatory facility to house a multi-specialty clinic practice, ASC and other outpatient services to be completed a year after implementation of their EHR, the St. John’s Clinic-Rolla team partnered with a progressive architectural team, The Neenan Company, to design and build a facility around the new electronic workflows. They integrated Lean workflow redesign and Lean facility design elements to achieve a facility capable of supporting the digital, paperless ambulatory practice of the future.
Accreditation as a Strategy / Tool for Hospital Quality Service ImprovementReynaldo Joson
The document discusses hospital accreditation as a strategy for quality improvement, defining terms like accreditation, certification, and compliance. It examines standards for accreditation in the Philippines from organizations like PhilHealth, JCI, ISO, and more. The document recommends that hospitals seek accreditation from PhilHealth first to establish a foundation before pursuing other international standards.
University of Utah Health Exceptional Value Annual Report 2013University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
Sylvester O. Foote has over 15 years of experience in healthcare administration and nursing. He currently serves as Vice President of Administration, Compliance and Security Officer for Newark Community Health Centers, where he oversees administrative services for 7 health centers. Previously, he held roles such as Vice President of Clinical Services for Enable Healthcare and Director of Clinical Operations for Horizon Health Center. He has a PhD(c) from Seton Hall University, MHA from Western Connecticut State University, and BSN from College of Mount Saint Vincent.
The document provides an overview of a presentation by Penn Krause on ROI from hospital-owned physician practices. It discusses the challenges hospitals face with physician practices, such as high investment costs and difficulties measuring downstream revenue. It then introduces PTS Physicians, a company that provides analytics and benchmarks to help hospitals improve ROI from their physician practices through two key pathways: accurately understanding total ROI and optimizing readmissions. PTS's software and process help hospitals identify specific opportunities to improve productivity, compensation, and financial performance at both the practice and physician levels.
Hospital administration role in quality patient careShaharul Sohan
The document discusses the role of hospital administration in providing quality patient care, outlining key aspects of hospital organization and management including planning, staffing, directing, coordinating, reporting, budgeting, and supervision. Effective administration requires establishing policies, training staff, maintaining facilities and technology, and ensuring patient satisfaction through accessible, efficient services. The overall goal of hospital administration is to guide a multifaceted organization in delivering comprehensive healthcare through sound leadership and control.
Q-Rounding is a patient experience tool that sends daily text messages to patients in the hospital with a feedback form. It provides real-time analytics and reporting on a dashboard about patient experiences to help hospitals address problems. It flags issues to the appropriate staff to help with service recovery. Hospitals and health systems use it to improve patient satisfaction, safety, and consistency of care by getting immediate feedback without taking up staff time. It works by texting patients a daily link to a feedback form, recording and reporting their answers on the online dashboard for staff to review and address any issues or praise.
Compliatric continuous compliance series chapter 5Compliatric
As Operational Site Visits (OSVs) resume virtually, it is important for Community Health Centers to maintain continuous compliance. Compliatric is excited to continue their “Compliance Webinar Series” where each month, program requirements are reviewed to assist health centers in understanding various elements. Participants will be able to utilize these webinars to increase their knowledge of the requirements, and also take compliance to the next level.
This month’s webinar will focus on the following chapter:
Chapter 5: Clinical Staffing
Webinar attendee takeaways will include:
· Understanding the requirements and why they are important
· Methods to maintain continuous compliance (without addressing it last minute or only during an OSV)
· How to use the requirement in everyday practice to improve your Community Health Center
Middlesex Hospital was facing problems with their performance management process including difficulty locating documents, reviews sometimes getting lost, and keeping job descriptions up to date. They chose the HRTMS Performance system to automate the process. The new system allows reviews to be completed and retrieved online, alerts HR when reviews are overdue, and controls merit increases. It is expected to dramatically decrease manual efforts and improve compliance with competency assessments.
How to Start, Run and Manage a Hospital Successfully by Dr.Mahboob ali khan Phd Healthcare consultant
The purpose of this paper is to give a brief outline of the pre-planning and strategic thinking in which an entrepreneur might consider before investing in or starting up a new hospital in the developing world.
There are numerous examples of hospital startups that were ill-conceived or poorly planned and have resulted in either a hospital that was partially constructed and abandoned or were completed and within two years failed in profitability and now sit idle. Other examples exist of underperforming assets. What went wrong? What could the investors have done to decrease their investment risk and increase the chances of the hospital being successful?Globalization of Healthcare.
The document provides an industry analysis of Apollo Hospitals, a leading private healthcare provider in India. It discusses the healthcare industry in India and key players. Apollo Hospitals was established in 1983 and today has over 7500 beds across 43 hospitals in India and overseas. It provides a wide range of healthcare services including hospitals, clinics, pharmacies, insurance, and education and aims to make India a global healthcare destination. The document outlines Apollo's business units and services.
An exploratory study of the relationship of workforce compensation and job pe...Alexander Decker
The document analyzes how compensation affects job performance in federal teaching hospitals in Nigeria. It conducted a study across 14 major hospitals, surveying 560 health workers. The results showed that health workers generally rated job performance as average, poor, or bad. For most hospitals, under half of respondents rated performance as good or excellent. The study used equity theory to examine how fair compensation impacts motivation. It found that compensation has a positive and significant effect on job performance. To improve work attitudes and performance, the document recommends hospitals coordinate compensation plans more closely with job performance.
Among other resources of organizations, Human Resource is the most critical one that makes a difference in an organization’s performance. For employees to work for an organization with interest and commitment, it is true that organizations should place an effective Human Resource Management system in practice. Sound Human Resources Management practices are essential for retaining effective professionals in Hospitals. Given the recruitment and retention reality of health workers in the twenty-first century, the role of Human Resource Management in hospitals should not be underestimated. Health care is now an upcoming field. Modern hospitals, which provide the latest medical facilities, now employ thousands of personnel including medical, paramedical and support staff.
The document discusses recruitment trends in the healthcare industry. It notes that healthcare organizations should diversify their talent base by recruiting from non-healthcare fields to gain different perspectives and address talent shortages. Data is presented showing the higher availability of talent from other industries compared to healthcare/education. The document recommends that healthcare companies perform job analyses to determine feasibility of new roles, adjust recruitment expectations to attract different types of candidates, and adapt training programs to onboard talent from various backgrounds.
Apresentação de Claudia Travassos no II Seminário Internacional sobre Qualida...Proqualis
Nessa apresentação, a Dra Claudia Travassos fala sobre as iniciativas nacionais nas últimas décadas, a investigação realizada no Brasil e a difusão da informação sobre o tema da Qualidade do Cuidado e a Segurança do Paciente.
A palestra foi proferida durante o II Seminário Internacional sobre Qualidade em Saúde e Segurança do Paciente - evento do Qualisus - que ocorreu dias 13 e 14 de Agosto de 2013, no Ministério da Saúde, em Brasília.
The document discusses a summer training project at AMRI Hospitals in Mukundapur, India. It provides an overview of the hospital infrastructure and various medical equipment used in departments like intensive care, imaging, and operating theaters. Specifically, it details the 10 major pieces of equipment found in operating theaters, including surgical lights, monitors, anesthesia machines, and defibrillators. It emphasizes that the 8-week training helped enhance the author's knowledge of modern medical instruments and their engineering principles.
1. AMRI Hospital conducts a SWOT analysis for its recruitment process to formulate strategies, aid decision making, analyze competition, and scope of the organization.
2. To attain speed in recruitment, AMRI can conduct campus recruitment, partner with recruitment agencies, contract channel partners, use internet recruitment, implement an employee referral scheme, and innovative tools like POKEN.
3. Post-recruitment, AMRI should implement an orientation program and training, including on-the-job and off-the-job training.
"Identificar os pacientes corretamente" é o tema da aula preparada pela equipe do INTO (Instituto Nacional de Traumatologia e Ortopedia). Trata-se de uma das 6 metas Internacionais de segurança do paciente definidas pela Organização Mundial de Saúde (OMS). Ano: 2008
The document provides an overview of medical equipment used at Columbia Asia Hospital in Kolkata, India. It describes equipment in various departments like radiology, cardiology, ICU, NICU, OT, cath lab, dialysis and gastro. For each major piece of equipment, it lists the manufacturer and some key features. It also details some major and minor breakdowns of equipment during the training period and how they were addressed.
Fortis acquired a majority stake in Chennai's Malar Hospital in February last year. The hospital was previously unprofitable and in disrepair. Fortis has implemented several strategies to turn the hospital around, including reconstructing patient rooms and infrastructure, establishing clear operational structures and processes, and attracting patients and doctors by investing in the hospital and emphasizing its affiliation with Fortis. As a result, the hospital has seen a 70-80% growth in revenue over the last 10 months since the acquisition. Fortis plans to continue investing in Malar Hospital over the next 2-3 years as part of its strategy to establish hub and spoke hospitals in Chennai and expand its presence in South India.
O documento discute a importância da cirurgia segura para salvar vidas. Ele descreve os objetivos da Aliança Mundial para Segurança do Paciente da OMS, incluindo aumentar os padrões de qualidade nos serviços de saúde e definir padrões centrais de segurança cirúrgica. Também resume estudos mostrando que o uso de uma lista de verificação cirúrgica reduz complicações e mortalidade pós-operatória.
Indicadores para Monitoramento da Qualidade em Saúde - Foco na Segurança do P...Proqualis
O documento discute indicadores para monitoramento da qualidade em saúde, com foco na segurança do paciente. Em três frases: (1) Define o que são indicadores e suas características; (2) Discutem atributos de bons indicadores e como elaborar fichas técnicas; (3) Apresenta exemplos de indicadores de segurança do paciente em diferentes protocolos como cirurgia segura, higiene das mãos e prevenção de quedas.
Five Ways For Improving Hospital Revenue Cycle ManagementHealth Catalyst
The document discusses five ways to improve hospital revenue cycle management. It recommends trending and benchmarking healthcare data using an enterprise data warehouse to analyze performance over time and compare to others. Mining the data in an EDW can reveal problems and ways to improve revenue cycle processes. The document also suggests constantly asking frontline staff for suggestions, monitoring payer contracts, and maintaining caring patient touchpoints to improve the revenue cycle. An example is given of a physician group that improved collection times by analyzing registration desk data and improving processes.
Apollo Speciality Hospital is part of Apollo Hospitals Enterprise, one of the largest integrated healthcare groups in India. Apollo Hospitals was a pioneer in integrated healthcare in Asia and globally. It now has over 10,000 beds across 51 hospitals in India and other countries, as well as over 1,500 pharmacies and 100 primary care clinics. The objectives of the study are to understand Apollo Speciality Hospital's organization structure, products and services, department functions, and management responsibilities. The healthcare industry in India is large and growing, but government hospitals are understaffed and overburdened, leading many to use private services. Major players in the Indian healthcare market include Apollo Hospitals, Fortis Healthcare, and Max Healthcare
O documento discute as premissas e diretrizes para a realização do processo de "disclosure", que é a comunicação aberta e transparente com pacientes sobre eventos adversos ocorridos durante seu tratamento de saúde. Ele explica que o disclosure reconhece o ocorrido, informa ao paciente e mantém a confiança no sistema, sendo um direito do paciente. Também apresenta como deve ser feito o disclosure inicial e final, considerando as expectativas do paciente, pontos críticos e desafios do processo.
An analysis of employee performance evaluation and employee motivationchrisnava
This document summarizes an analysis of employee performance evaluation and motivation. It outlines the interview methodology, which involved questionnaires with employees from various industries and departments. The data analysis methodology used Microsoft Excel to analyze the interview results and create comparative charts based on industry, organizational structure, and department. Key findings from the comparative analyses are presented in various charts related to performance evaluation criteria, frequency, point of views, and motivation evaluation areas and methods. The closing emphasizes customizing human resource practices to meet organizational needs, using employee feedback, and the importance of employee satisfaction and performance for long-term success.
Mba project on recruitment and selection processAnil Kumar Singh
Abstract: In this research paper, a study hs been made on the recruitment and selection processes between the two different sectors, i.e; Manufacturing sector and Services sector. The study indicates various techniques used by the two companies, that is, Kudos Chemical Limited, that is a manufacturing company and Virasat-e-Khalsa which belongs to the services sector. The study made under observation comprises of the services and guidance of a recruitment agency called Jobachievers, that is functioning from its office at Chandigarh, to provide job opportunities to the dserving candidates, in mostly areas in Punjab.
Index Terms: Recruitment, Selection
1) INTRODUCTION
The two companies undertaken in the project study comprises of a manufacturing firm named KUDOS CHEMICAL LIMITED and a servicing unit named VIRASAT-E-KHALSA. The former is having a chemical base and is in the business of manufacturing “caffeine”.
The latter is a service unit, having the structure of a theme museum, in which the culture of Punjab has been depicted in a versatile manner. Both of the companies need an adequate base of employees, who can carry out the various functions int the firms. Due to the different nature of the working aspects of these two firms, the recruitment and the selection process of both the firms are entirely different.
The only area in which the recruitment process of these two firms concides is that both the firms seeks out the help of recruitment agencies to find the appropriate and deserving candidates for their firms. The project report, hereby, includes my work at such a recruitment agency named “JOBACHIEVERS” under which I studied the recruitment and selection processes of various firms and prepared my project report on the comparison between the recruitment and selection process of a manufacturing firm and a service firm.
The process of recruitment begins with the sending of the “Job description” by the company. The job description is comprising of the following requirements:
1) Position vacant
This very first point, clarifies to the recruiter, for which required position, the candidate is needed. The recruiter then make use of the data that is available to him, or creates new data of the candidates. Since I undergone the training in a job consultancy, there was pre-recorded data already available. Thus, the recruiter can contact the person and can make him attend the scheduled interview for the required post.
2) Examining the Job description
The Job description provided by the company tells the recruiter, the complete insight of the position vacant and also provides the knowledge of what the company is seeking in the required candidate. Understanding the complete JD (Job description) only can help the recruiter to move to the next step. If the recruiter fails to understand the need of the company from the JD provided, then all of the steps undertaken by the recruiter would turn out to be a failure.
Criteria for Performance Excellence to Improve Pharmacy ServicesCompleteRx
- Enhance understanding of the Performance Excellence program and the impact on Healthcare organizations
- Be able to locate Process level and Results level items and how to begin
- Identify areas in the hospital pharmacy that can be impacted by the program
Quality and Excellence in Healthcare: Best PracticesReynaldo Joson
The document discusses best practices in quality and excellence in healthcare. It begins with operational definitions of key terms like "quality" and "performance excellence". It then outlines how to aim for best practices, including developing a comprehensive set of at least 25 best practices across various areas like leadership, operations etc. The processes of developing a best practice over 3 years is also described. Finally, examples of potential best practices for hospitals are mentioned, including strategic planning conferences conducted every 3 years and the use of a balanced scorecard at MDH and CMZ hospitals. The presentation aims to provide guidance on setting high standards of excellence in healthcare organizations.
Quality and Excellence in Healthcare: Best Practices - Cebu - 14jun27Reynaldo Joson
Quality and Excellence in Healthcare: Best Practices - Lecture in Visayas Regional Seminar of Private Hospitals Association of the Philippines, Inc, - Radisson Blu Hotel, Cebu, June 27, 2014
The document discusses hospital accreditation and quality standards. It provides an overview of hospital accreditation, outlining that it is a voluntary process where a hospital chooses an accrediting body and set of standards to be assessed against. The benefits of accreditation include promoting business development, assessing performance, and increasing credibility. Key standards discussed for Philippines hospitals are the PhilHealth Benchbook, Joint Commission International, Accreditation Canada, ISO, and Philippine Quality Awards. Recommendations are provided for standards compliance and accreditation.
Understanding and implementing quality management system in medical laboratoriesPathKind Labs
QMS is essential to run a good laboratory, but the various requirements pose a big challenge. Once you understand the reason for these requirements compliance may be easier.
The document discusses implementing a quality assurance program through accreditation, health technology assessment, peer review, feedback mechanisms, and performance monitoring. It outlines PhilHealth's accreditation of different types of healthcare providers like physicians, hospitals, rural health units, and more. Minimum requirements for accreditation include 100% compliance with core indicators and 60% compliance in key areas like patient rights, care, and safety for centers, or 75% compliance in additional areas like leadership for assistant centers. The document emphasizes continuous quality improvement.
The document discusses key performance indicators (KPIs) and their use in measuring organizational performance. It defines KPIs as quantitative and qualitative measures used to track progress against strategic goals. KPIs should be specific, measurable, attainable, relevant and time-bound. When developing KPIs for the health sector, it is important to consult stakeholders, select areas for measurement that can be improved, and achieve a balance across domains like economy, efficiency and effectiveness. KPIs can measure performance, set targets for improvement, and allow comparison over time and between organizations.
This document discusses quality management in healthcare. It defines quality as perfection, consistency, eliminating waste, and meeting customer expectations. Quality has evolved from reactive quality control to proactive quality assurance and total quality management. Key terms are defined, like quality control focusing on detecting and fixing defects, quality assurance preventing defects, and quality management determining customer needs. Total quality management involves organizational commitment to continuous quality improvement using tools like Lean Six Sigma and the PDCA cycle. The goal of quality improvement is to enhance outcomes and safety through monitoring quality indicators and applying methods like reducing waste and standardizing processes.
Importance of Hospital Quality Accreditation - ROJosonReynaldo Joson
This document discusses the importance of hospital quality accreditation. It begins by outlining the prescribed learning outcomes, which are to understand the importance of adhering to quality control standards in managing hospital departments and services, discuss the philosophy, objectives, structure, staffing, policies, systems, and methods of hospital quality accreditation, develop the ability to identify and solve problems in a hospital's quality control program, and draft a quality management framework. It then covers the philosophy, objectives, structure, staffing, policies, systems, and methods of hospital quality accreditation in detail. The overall objective of accreditation is to enhance a hospital's reputation to attract more patients and physicians and ensure financial viability.
The document discusses the importance of hospital quality accreditation. It explains that quality accreditation is a voluntary process where a hospital seeks recognition for complying with quality management standards from an external organization. This is different from licensure, which is required for legal operation. The document outlines various quality standards that hospitals in the Philippines seek accreditation for, including ISO 9001, and quality and patient safety standards from organizations like Joint Commission International and Accreditation Canada International.
NABH is an institutional member of the International Society for Quality in Health Care (ISQUA). ISQUA is an international body which grants approval to Accreditation Bodies in the area of healthcare as mark of equivalence of accreditation program of member countries.
ISQua Accreditation of NABH Standard , India
International Society for Quality in Healthcare (ISQua) has accredited “Standards for Hospitals” developed by National Accreditation Board for Hospitals & Healthcare Providers (NABH, India ). The approval of ISQua authenticates that NABH standards are in consonance with the global benchmarks set by ISQua. The hospitals accredited by NABH will have international recognition This will provide boost to medical tourism.
International Society for Quality in Health Care (ISQua ) is an international body which grants approval to Accreditation Bodies in the area of healthcare as mark of equivalence of accreditation program of member countries.
So far hospital standards of only 11 countries viz. Australia , Canada , Egypt , Hong Kong , Ireland , Japan , Jordan , Kyrgyz Republic , South Africa , Taiwan , United Kingdom were accredited by ISQua. India becomes the 12 th country to join in this group.
This document provides information about Riskpro, an Indian risk management firm. It has offices in major cities and alliances in other cities. Riskpro aims to provide integrated risk consulting services and be a preferred governance, risk and compliance solutions provider. It offers quality advisory services at affordable rates compared to large firms. Riskpro focuses on risk management and has over 200 cumulative years of experience. It provides various risk management and advisory services to healthcare clients, including risk assessments, audits, and training. The document discusses key issues often found in hospitals and Riskpro's internal audit methodology for the healthcare industry.
Total Quality Management in Pharmaceuticals. It is an integrated organizational effort designed to improve quality at every level. It uses strategy, data, and effective communications to integrate the quality discipline into the culture and activities of the organization.
Definition, Goals, Principles, Elements, Advantages, Applications.
CONCEPT OF QUALITY MANAGEMENT IN HEALTHCARE ORGANISATIONS.pptxMuhammadAboulMagd
This document provides an overview of quality management concepts in healthcare organizations. It defines quality according to the IOM and Donabedian, discussing that quality aims to increase desired health outcomes and consistency with current knowledge. Total quality management is introduced as a holistic, organization-wide approach to quality improvement and customer satisfaction. Continuous quality improvement is discussed as an ongoing commitment to iterative improvement cycles. Key dimensions of quality care are outlined as appropriate, available, competent, continuous, effective, timely, respectful, safe, and equitable. The document emphasizes that quality improvement benefits organizations through increased productivity, lower costs, higher customer satisfaction, and greater profits.
Quality Excellence in Healthcare_PHAPI_Baguio_14sept19Reynaldo Joson
The document discusses best practices in quality and excellence in healthcare. It begins with definitions of key terms like quality, performance excellence, and best practice. It then outlines the main topics to be covered: aiming for best practices in hospitals, how to develop best practices, and examples. Specific strategies are provided for developing a comprehensive set of best practices, including leadership commitment and clear communication. The goal is for hospitals to document numerous best practices to demonstrate the highest levels of quality and performance excellence.
This module provides an introduction to Total Quality Management (TQM). It defines TQM as a holistic management framework that focuses on continuous improvement, customer satisfaction, and the involvement of all organization members. The module outlines five key principles of TQM: delight the customer, management by fact, people-based management, continuous improvement, and top management commitment. It presents TQM as an integrating framework that can help organizations sustain productivity and quality gains. Finally, it maps TQM principles to the seven standards of the Business Excellence Framework, which is used as a self-assessment tool to measure organizational performance.
1) The document discusses leadership requirements in ISO 9001:2015, including demonstrating leadership commitment, establishing a quality policy, and defining organizational roles and responsibilities.
2) Top management must ensure the quality management system is effective and integrated, that resources are available, and that quality objectives align with strategic goals. Customer focus and satisfaction must also be promoted.
3) The quality policy provides a framework for quality objectives and commits the organization to satisfying requirements and continual improvement. It must be communicated and available as documented information.
This document discusses improving the quality of health care. It provides definitions and concepts of quality from various perspectives including the customer, product, and organization. It discusses frameworks for quality such as total quality management (TQM), six sigma, and lean methodology. TQM involves all stakeholders and continuous improvement. Six sigma aims for 3.4 defects per million. Lean looks to reduce waste and non-value added activities. The document also discusses Donabedian's framework for evaluating quality through structure, process, and outcomes.
Similar to Experiences on Performance Management System in a Private Hospital Setting: TPORs of a Consultant-Adviser (20)
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The document provides information about a zoom session on April 13, 2024 from 1400H to 1500H on High Blood Pressure (Hypertension) Management. The objective is for laypeople to have an essential understanding of managing hypertension as part of their health management. The session will include a presentation, group pictures, an online test for a certificate, and feedback in the chat box. [/SUMMARY]
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The document discusses radioactive iodine therapy (RAIT) for thyroid cancer treatment. RAIT involves using radioactive iodine-131, which is taken orally and concentrates in thyroid tissue to destroy cancer cells. It is effective for papillary and follicular thyroid cancers. RAIT is used for remnant ablation after surgery, adjuvant therapy to prevent recurrence, and treatment of known disease. While commonly recommended in the past, the use of RAIT has evolved to focus on patients at higher risk, as not all thyroid cancers require aggressive treatment like RAIT. The document questions whether RAIT can be skipped in some patients.
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ROJoson PEP Talk: DOES EVERYONE HAVE CANCER CELLS IN THEIR BODY?Reynaldo Joson
The document discusses whether everyone has cancer cells in their body. It explains that while our bodies are constantly producing new cells, not all of these cells are destined to become cancerous. A typical healthy cell goes through cycles of growth, division and death, while a cancer cell does not follow this normal cycle and keeps reproducing abnormally. Not everyone inherently has cancer cells in their body from the beginning - it is possible for initially normal cells to eventually develop into cancer cells due to certain risk factors.
ROJoson PEP Talk: Can one skip CHEMOTHERAPY in BREAST CANCER TREATMENT?Reynaldo Joson
Chemotherapy is a systemic cancer treatment that uses powerful drugs to destroy fast-growing cancer cells. It works by keeping cancer cells from growing and dividing. Chemotherapy can be given alone or with other treatments depending on the cancer type and stage. Factors like a person's age, health, and the cancer details help determine the chemotherapy plan and drugs. Chemotherapy aims to cure cancer, shrink tumors before other treatments, destroy remaining cancer cells after treatment, or slow cancer progression and relieve symptoms.
ROJoson PEP Talk: Do all patients need painkillers after an operation?Reynaldo Joson
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HIMMS TIGER resources are available to assist Health Informatics education.
Indian Health universities, IT Education institutions, and the healthcare industry must proactively collaborate to start health informatics courses on a big scale. An advocacy push from various stakeholders is also needed for this goal.
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This particular slides consist of- what is hypotension,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is the summary of hypotension:
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The facial nerve, also known as cranial nerve VII, is one of the 12 cranial nerves originating from the brain. It's a mixed nerve, meaning it contains both sensory and motor fibres, and it plays a crucial role in controlling various facial muscles, as well as conveying sensory information from the taste buds on the anterior two-thirds of the tongue.
nursing management of patient with Empyema pptblessyjannu21
prepared by Prof. BLESSY THOMAS, SPN
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Empyema is also called pyothorax or purulent pleuritis.
It’s a condition in which pus gathers in the area between the lungs and the inner surface of the chest wall. This area is known as the pleural space.
Pus is a fluid that’s filled with immune cells, dead cells, and bacteria.
Pus in the pleural space can’t be coughed out. Instead, it needs to be drained by a needle or surgery.
Empyema usually develops after pneumonia, which is an infection of the lung tissue. it is mainly caused due in infectious micro-organisms. It can be treated with medications and other measures.
Ensure the highest quality care for your patients with Cardiac Registry Support's cancer registry services. We support accreditation efforts and quality improvement initiatives, allowing you to benchmark performance and demonstrate adherence to best practices. Confidence starts with data. Partner with Cardiac Registry Support. For more details visit https://cardiacregistrysupport.com/cancer-registry-services/
VEDANTA AIR AMBULANCE SERVICES IN REWA AT A COST-EFFECTIVE PRICE.pdfVedanta A
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At Malayali Kerala Spa Ajman, Full Service includes individualized care for every client. We specifically design each massage session for the individual needs of the client. Our therapists are always willing to adjust the treatments based on the client's instruction and feedback. This guarantees that every client receives the treatment they expect.
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Experiences on Performance Management System in a Private Hospital Setting: TPORs of a Consultant-Adviser
1. Experiences in
Performance Management System
in a Private Hospital Setting:
TPORs of a Consultant-Adviser
Reynaldo O. Joson, MD, MHA, MHPEd, MSc Surg
Consultant-Adviser
Manila Doctors Hospital
Ciudad Medical Zamboanga
3. Experiences in
Performance Management System
in a Private Hospital Setting:
TPORs of a Consultant-Adviser
Experience
• experience of a hospital – PMS
• my personal experiences – consultant-adviser
on PMS
4. Experiences in
Performance Management System
in a Private Hospital Setting:
TPORs of a Consultant-Adviser
Experience
• experience of a hospital – PMS
• my personal experiences
• Thoughts, Perceptions, Opinions, and
Recommendations (TPORs)
– consultant-adviser on PMS of 2 private
hospitals
5. Experiences in
Performance Management System
in a Private Hospital Setting:
TPORs of a Consultant-Adviser
Private Hospital Setting
•Manila Doctors Hospital – 1999
•Ciudad Medical Zamboanga – 2009
TPORs – Thoughts, Perceptions, Opinions and Recommendations
from experience with MDH and CMZ as consultant-adviser
6. Experiences in
Performance Management System
in a Private Hospital Setting:
TPORs of a Consultant-Adviser
Performance Management System
• PMS in hospital system – not part of
presentation
•PMS in a stand-alone hospital and
its units – focus of presentation
• PMS for hospital clinician-physicians and PMS
for hospital clinical and administrative staff –
not part of presentation
8. Experiences in
Performance Management System
in a Private Hospital Setting:
TPORs of a Consultant-Adviser
Contents:
TPOR1: Journey towards performance
excellence of MDH and CMZ
TPOR2: Tools for evaluation of performance
management system (whole hospital)
TPOR3: Starting and continuing journey
towards performance excellence for private
hospitals
12. TPOR1: Journey towards performance
excellence of MDH and CMZ
Just look for and focus on
the similarities!
13. TPOR1: Journey towards performance
excellence of MDH and CMZ
Just look for and focus on
the similarities!
• Strategic Planning
• Balanced Scorecard
• Baldrige / PQA Criteria for
Performance Excellence
• PhilHealth Benchbook
15. TPOR1: Journey towards performance
excellence of MDH and CMZ
TPOR1.1
The journey towards performance excellence
is long and tedious.
It may take at least 10 years even with good
planning, commitment and support from top
management, and perseverance.
Recommendation: Allot 10 years!
16. Macro-indicators of Performance Excellence (Baldrige):
Integrated approach to organizational performance
management that results in
(1) delivery of ever-improving value to customers and
stakeholders, contributing to organizational
sustainability
(2) improvement of overall organizational effectiveness
and capabilities
(3) organizational and personal learning
GOAL
(short-/long-term)
17. 3 Macro-indicators of Excellent Hospital (ROJoson):
• Contributing to achievement of targeted health
outcomes in its catchment community
• Providing value-based health care services
• Sustainable while providing excellent services
GOAL
(short-/long-term)
18. Performance Excellence
• Five performance outcomes to monitor and
evaluate:
• Product and process outcomes
• Customer-focused outcomes
• Workforce-focused outcomes
• Leadership and governance outcomes
• Financial and market outcomes
19. TPOR1: Journey towards performance
excellence of MDH and CMZ
TPOR1.2
There are no absolute end-points in the
journey. It is a continuous journey.
Recommended initial end-points:
1. Being given the highest recognition from
the Philippine Quality Awards
2. With at least 25 documented best
practices
20. TPOR1: Journey towards performance
excellence of MDH and CMZ
“Best Practice”
- a formally documented method or
technique that has been institutionalized
in the hospital and
- that has consistently shown performance
excellence results at least if not yet
proven superior to those achieved with
other means and
- which can be or is being used as a
benchmark by other hospitals
21. TPOR1: Journey towards performance
excellence of MDH and CMZ
With at least 25 documented best practices
distributed as follows:
PQA Categories (6)
• Leadership
• Strategic Planning
• Customer Focus
• Measurement, Analysis, Knowledge
Management
• Workforce Focus
• Operations Focus
22. TPOR1: Journey towards performance
excellence of MDH and CMZ
With at least 25 documented best practices
distributed as follows:
International Hospital Health Care Standards
(8):
• Access to Care and Continuity of Care
• Patient and Family Rights
• Assessment of Patients
• Care of Patients
• Anesthesia and Surgical Care
• Medication Management
• Patient and Family Education
• Hospital Infection Control
23. TPOR1: Journey towards performance
excellence of MDH and CMZ
With at least 25 documented best practices
distributed as follows:
ROJ Recommended Steadfast Strategic Objectives
for Hospitals (10):
• Systems perspective in governance
• Integrated value-based health care service
• Physician engagement
• Maximal utilization of services with controlled
expenses and losses
• Customer delight
• Full compliance with the quality and performance
standards (local and international)
• Integrated IT-enabled operations system
• Staff engagement
• Learning organization
• CSR program with tangible social impact
24. TPOR1: Journey towards performance
excellence of MDH and CMZ
With at least 25 documented best practices
distributed as follows:
ROJ Recommended Steadfast Strategic
Objectives for Hospitals (10):
• Systems perspective in governance
• Integrated value-based health care service
• Physician engagement
• Maximal utilization of services with
controlled expenses and losses
• Customer delight
25. TPOR1: Journey towards performance
excellence of MDH and CMZ
With at least 25 documented best practices
distributed as follows:
ROJ Recommended Steadfast Strategic
Objectives for Hospitals (10):
• Full compliance with the quality and
performance standards (local and
international)
• Integrated IT-enabled operations system
• Staff engagement
• Learning organization
• CSR program with tangible social impact
26. TPOR1: Journey towards performance
excellence of MDH and CMZ
With at least 25 documented best practices
distributed as follows:
ROJ Additional Recommended Must-Have
Management System or Program for
Hospitals (1):
• Communication Management System
27. TPOR1: Journey towards performance
excellence of MDH and CMZ
TPOR1.3
Although helpful, one does not have to get
formal accreditation by all the available
standards-accrediting bodies.
Be COMPLIANT with the standards and
criteria without going for formal
accreditation! (through self-directed
learning and improvement!)
29. TPOR1: Journey towards performance
excellence of MDH and CMZ
TPOR1.3
Going for formal accreditation - depends on
your need and situation!
Need - to participate in National Health
Insurance Program and get benefits – go for
PhilHealth Accreditation!
Need - to participate in medical tourism
program and get benefits – go for
international accreditation (JCI / ACI / NABH)
30. TPOR1: Journey towards performance
excellence of MDH and CMZ
TPOR1.3
Going for formal accreditation - depends on
your need and situation!
Need – to satisfy requirement of corporate
accounts – go for accreditation!
Need – to satisfy expectations of the
community – go for accreditation!
31. TPOR1: Journey towards performance
excellence of MDH and CMZ
TPOR1.3
Going for formal accreditation - depends on
your need and situation!
Situation – to be with the trend of having an
international accreditation (not to be left out
– strong community expectation) – go for
accreditation!
32. TPOR1: Journey towards performance
excellence of MDH and CMZ
TPOR1.3
Going for formal accreditation - depends on
your need and situation!
Situation – want to fast-track improvement of
quality and safety of operations and services
with accreditation – go for accreditation
(assessment, training, improvement,
evaluation)!
33. Integrating Hospital Quality and
Performance Standards
• Baldrige Health Care Criteria for
Performance Excellence / Philippine
Quality Award Criteria for Performance
Excellence
• ISO Quality Management System
• PhilHealth Benchbook (including PH
statutory and regulatory requirements)
• Joint International Commission,
Accreditation Canada International
• Investors in People
*Compliant but NOT necessarily going for accreditation to all standards, except
PhilHealth Benchbook and Philippine Quality Awards for Performance Excellence
Performance
Excellence
•Business
Development
•Efficiency
•Learning
34. Integrating Hospital Quality and
Performance Standards
• Baldrige Health Care Criteria for
Performance Excellence / Philippine
Quality Award Criteria for Performance
Excellence
• ISO Quality Management System
• PhilHealth Benchbook (including PH
statutory and regulatory requirements)
• Joint International Commission,
Accreditation Canada International
• Investors in People
*Compliant but NOT necessarily going for accreditation to all standards, except
PhilHealth Benchbook and Philippine Quality Awards for Performance Excellence
Performance
Excellence
Increase in
utilization of
services
Increase in
corporate
accounts and
patient-clients
35. TPOR2: Tools for evaluation of performance
management system (whole hospital)
36. TPOR2: Tools for evaluation of performance
management system
2 goals of PMS
• To promote performance excellence in the
hospital.
• To evaluate whether the hospital has
achieved performance excellence.
37. Macro-indicators of Performance Excellence (Baldrige):
Integrated approach to organizational performance
management that results in
(1) delivery of ever-improving value to customers and
stakeholders, contributing to organizational
sustainability
(2) improvement of overall organizational effectiveness
and capabilities
(3) organizational and personal learning
GOAL
(short-/long-term)
38. 3 Macro-indicators of Excellent Hospital (ROJoson):
• Contributing to achievement of targeted health
outcomes in its catchment community
• Providing value-based health care services
• Sustainable while providing excellent services
GOAL
(short-/long-term)
39. 3 Macro-indicators of Excellent
Hospital:
• Contributing to achievement of
targeted health outcomes in its
catchment community
• Providing value-based health
care services
• Sustainable while providing
excellent services
GOAL
(short-/long-term)
Formal - Objective -
Stringent Assessment
(Internal & External)
40. 3 Macro-indicators of Excellent
Hospital:
• Contributing to achievement of
targeted health outcomes in its
catchment community
• Providing value-based health
care services
• Sustainable while providing
excellent services
GOAL
(short-/long-term)
Formal - Objective -
Stringent Assessment
(Internal & External)
Internal
Auditors
with Checklists-
Rating Scales
External Auditors
PQA
PhilHealth
DOH
Others (Int’l)
41. Macro-indicators of Performance
Excellence:
• Integrated approach
• Delivery of ever-improving value
to customers and stakeholders,
contributing to organizational
sustainability
• improvement of overall
organizational effectiveness and
capabilities
• Organizational and personal
learning
GOAL
(short-/long-term)
Formal - Objective -
Stringent Assessment
(Internal & External)
Internal
Auditors
with Checklists-
Rating Scales
External Auditors
PQA
PhilHealth
DOH
Others (Int’l)
42. TPOR2: Tools for evaluation of performance
management system (whole hospital)
TPOR2.1 Use management reviews regularly.
TPOR2.2 Use internal and external independent audits for
evaluating PMS at planned intervals.
TPOR2.3 Use integrated evaluation checklists when using
several standards.
TPOR2.4 Make Baldrige / PQA Criteria for Performance
Excellence as the motherhood standard or framework when
using several standards.
TPOR2.5 Use a checklist, rating scale or dashboard such as a
balanced scorecard to guide, align and integrate all units,
track and assess PMS.
43. Integrating Hospital Quality and
Performance Standards
• Baldrige Health Care Criteria for
Performance Excellence / Philippine
Quality Award Criteria for Performance
Excellence
• ISO Quality Management System
• PhilHealth Benchbook (including PH
statutory and regulatory requirements)
• Joint International Commission,
Accreditation Canada International
• Investors in People
*Compliant but NOT necessarily going for accreditation to all standards, except
PhilHealth Benchbook and Philippine Quality Awards for Performance Excellence
Performance
Excellence
Use
integrated
checklists
44.
45.
46. A – Approach
D – Deployment
L – Learning
I – Integration
L – Level
T – Trend
C – Comparison
I – Integration
47. TPOR2: Tools for evaluation of performance
management system
TPOR2.5 Use a checklist, rating scale or
dashboard such as a balanced scorecard to
guide, align and integrate all units, track and
assess PMS.
48. What is a balanced scorecard?
A balanced scorecard is a scorecard, a blueprint, or
a report card
formulated by an organization to be used as a guide
and reference
for the implementation of strategies and tactical
objectives,
monitoring the implementation, and
evaluation of results of implementation.
49. Integration refers to the extent to
which
• your results measures (often through
segmentation) address important customer,
product and service, market, process, and action
plan performance requirements identified in your
Organizational Profile and in Process Items
• your results include valid indicators of future
performance
• your results are harmonized across processes and
work units to support organization-wide goals
50. BSC Framework
Translate to Function Level Scorecards (Corporate, Unit, Individual)
Corporate BSC
– formulated by the Senior Management Team and approved by
Top Management.
Unit BSC
– formulated by all medical or non-medical specialty units in the
hospital (divisions, departments, committees, offices) cascaded
from / guided by the corporate BSC.
Individual BSC
– formulated by an individual staff on how he/she will contribute
to the unit BSC.
51. BSC Framework
Translate to Function Level Scorecards (Corporate, Unit, Individual)
Contents of BSC
• Perspectives (5)
• Goals (Strategic Intent – General Objectives)
• Tactical Objectives (Specific Objectives – Key Result
Areas)
• Performance Measures: Outcome and Target (Key
Performance Indicators)
• Initiatives (Programs, Projects, Tasks, Activities)
• Action Registers / Action Plans of Initiatives
• Resources / budget
• Timetable (Timelines or Gantt charts)
• Person-in-Charge (Champeons, Task Forces)
52. BSC Framework
Translate to Function Level Scorecards (Corporate, Unit, Individual)
Tabular Presentation of the Main BSC
(Scorecard with identification of “Initiatives”)
Perspective Goals
(Strategic
Intent –
General
Objectives)
Tactical
Objectives
(Specific
Objectives
– Key
Result
Areas)
Performance
Measures:
Outcome /Target
(Key
Performance
Indicators)
Initiatives
(Programs,
Projects, Tasks,
Activities)
53. BSC Framework
Translate to Function Level Scorecards (Corporate, Unit, Individual)
Tabular Presentation of the Main BSC
(Scorecard with performance data and analysis)
Perspective Goals
(Strategic
Intent –
General
Objectives)
Tactical
Objectives
(Specific
Objectives
– Key
Result
Areas)
Performance
Measures:
Outcome
/Target
(Key
Performance
Indicators)
Status
(Q1/Q2/Q3/Q4)
Data:
Analysis: Variance
- achieved /
NOTachieved
Resolutions for
negative
variance:
54. What is a sample of a BSC of a hospital unit?
PERSPE
CTIVE
Key
Result
Areas/
Goals
Tactical
Objective
Measures Action Plans
Key Performance
Indicators
CUSTOM
ER
Custom
er
delight
Provide
quality
service
1. External and
internal customer
satisfaction rating
>80%
2. No. of complaints
/ incident report < 6
per year
Orient and train AU
staff on revised/
upgraded Operations
Manual
55. What is a sample of a BSC of a hospital unit?
PERSPECTI
VE
Key
Result
Areas/
Goals
Tactical
Objective
Measures Action Plans
Key Performance
Indicators
PEOPLE Staff
engagem
ent
Promote
aligned,
motivated,
empowered
and
contented
workforce
Absenteeism < 10%
Tardiness < 10%
Staff satisfaction rating
> 80%
1. Create a human
resource management
and development
program for the
Admitting Unit aligned
and integrated with that
of the whole hospital.
2. Maintain a conducive
and safe working place
for the AU staff.
56. BSC and Baldrige /PQA HCC
BSC’s perspectives
Financial
Customer
Process
Learning and Growth
Results
Baldrige / PQA HCC
Leadership
Strategic Planning
Customer-Focused
Process Management
Workforce-Focused
Measurements,
Analysis,
Knowledge
Management
Results
SET of KEY FACTORS / DRIVERS FOR ORGANIZATIONAL. PERFORMANCE
57. 2013-2015 Strategic Objectives
STRATEGIC OBJECTIVES (2013-2015)
PERSPECTIVES OBJECTIVES
Governance, Service, and
Finance
1 Systems perspective in governance
2 Integrated value-based health care
service
3 Physician engagement (patronage and
loyalty)
4 Maximal utilization of services with
controlled expenses and losses
Customer 5 Customer delight
Process 6 Fully compliant with the quality and
performance standards (local and
international)
7 Integrated IT-enabled operations system
Learning and Growth of
People
8 Staff engagement
9 Learning organization
CSR 10 CSR program with tangible social impact
58. TPOR3: Starting and continuing journey
towards performance excellence for private
hospitals
59. TPOR3: Starting and continuing journey
towards performance excellence for private
hospitals
2 goals of PMS
• To promote performance excellence in the
hospital.
• To evaluate whether the hospital has achieved
performance excellence.
60. TPOR3: Starting and continuing journey
towards performance excellence for private
hospitals
TPOR3.1 Key drivers for successful journey
•Strategic planning
•Commitment
•Perseverance
61. TPOR3: Starting and continuing journey
towards performance excellence for private
hospitals
62. CMZ’ Overall Direction and Goal for Next 3 Years, 6
Years and to Infinity and Beyond
Commitment, Support, Engagement, Involvement, Alignment,
Coordination, Collaboration, Integration
Top
Management
Middle
Management
Senior
Management
Personnel
64. TPOR1: Journey towards performance
excellence of MDH and CMZ
Just look for and focus on
the similarities!
• Strategic Planning
• Balanced Scorecard
• Baldrige / PQA Criteria for
Performance Excellence
• PhilHealth Benchbook
71. TPOR3: Starting and continuing journey
towards performance excellence for private
hospitals
TPOR3.2 Creation of Hospital Teams and
Identification of Champions
Task Teams
MDH Quality Management Officer / QMR /
Internal Auditors
CMZ Task Team Corporate Planning / QC
72. TPOR3: Starting and continuing journey
towards performance excellence for private
hospitals
TPOR3.3 Assistance from an external
facilitator until a Learning Management
System is in place.
Facilitator:
• Familiar with and committed to help in the
journey to performance excellence
• Educator – innovator in facilitating learning
and development of best practices in
hospitals
76. Experiences in
Performance Management System
in a Private Hospital Setting:
TPORs of a Consultant-Adviser
Reynaldo O. Joson, MD, MHA, MHPEd, MSc Surg
Consultant-Adviser
Manila Doctors Hospital
Ciudad Medical Zamboanga
For queries and feedback:
0918-804-03-04
rjoson2001@yahoo.com