In the last decade, development within the University City of Sharjah has increased as many learning institutions and other organizations are set up in this region. As a strategy of managing the rising need for health care services, the proposed Sheik Abdul Hospital’s quality management department had an uphill task of reviewing critical health improvement needs in order to create a three-year strategic plan for the year 2015 through to the year 2018. The plan aims at addressing the current health needs with the intention of making improvement to the service charter to cater for the growing population of those in need of improved health care services. Therefore, the proposed improvement in the current service charter will reflect the current population growth rate and general development within the University City of Sharjah environment. In order to come up with this strategic plan, there were series of intense and strategic meetings among the stakeholders as a strategy for creating a dynamic and flexible plan within the best interests of local leaders and residents. In the discussions, the planning team members were specific to the goals, mission, and values of the strategic plan as a prerequisite for guided and quantifiable development schedule within the three-year period. The focus of the critical planning was aligned to address needs such as employee satisfaction, provision of clinical services, organization effectiveness, quality patient care, and expertise development, and creation of networks as part of the service charter at the proposed Sheik Abdul Hospital.
Mission, Vision & Values
The mission, vision, and values of the proposed Sheik Abdul Hospital are aligned to the proposed three-year plan to ensure that its implementation falls within the scope of the projected annual operation. The board of directors of the hospital is empowered by the mission statement to ensure that performance is optimal within the values and standards of the Sheik Abdul Hospital.
The mission of the proposed hospital will be to provide quality and sustainable healthcare services through strategic, focused, and subsidised care. The mission aims at maintaining quality and improved health care in the region of University City of Sharjah.
To provide health care services to residents of the University City of Sharjah region and beyond. The vision is inclined on the pillars of provision of affordable health care and proper systems for reaching all the targeted persons.
The values of the Sheik Abdul Hospital operate on the three building blocks of learning consisting of a supportive learning environment, concrete learning processes, and practice leadership that reinforce quality assurance. The executive board is expected to play a significant role in setting up the learning environment for the employees (Escrig-Tena, Bou-Llusar, Beltran, & Roca-Puig 2011). This culture is meant to create an ideal climate for quality performance and communication among the employees. The Sheik Abdul Hospital’s team work culture spells the rules of engagement and expected performance of the employees and other departments within the hospital as part of the value chain. These rules appreciate diversity and uphold integrity in judgment as enshrined in the hospital’s vision and mission statement. Generally, the Sheik Abdul Hospital is committed to compliance and adoption of standard health care practices through the actions of the board of directors in managing hospital functions and stakeholder interests.
The value chain also operates within the objective of providing sufficient information on the real management goals that facilitate the occurrence of good governance as a result of business strategic planning. This objective substantiates differences between management, employee behaviour, and professionalism in monitoring control system in the best interests of the shareholders and other stakeholders. Thus, the plan execution team must use this information in improving monitoring systems and inclusive structuring as the University City of Sharjah region may demand healthcare services (Escrig-Tena et al. 2011). A well structured value statement consists of an expertise mandated with the responsibility of systematic knowledge gathering from which testable and definite condensed results are achievable. In relation to the Sheik Abdul Hospital, the expert role is provided by the planning team on behalf of the board of directors, which represents the interests of the shareholders. In order to enhance the achievement of the same, the board of directors manages several internal control policies that create consistency and health care sustainability as part of the Sheik Abdul Hospital functioning module.
Despite the dynamics in the healthcare provision environment, Sheik Abdul Hospital has structures and systems to ensure that corporate governance is ideal and flexible enough to manage the proposed strategic plan. Therefore, the proposed three-year strategic plan has been created to balance the pillars of mission, vision, and the current goals for quality health care service delivery (Escrig-Tena et al. 2011). The proposed values and critical objectives of the three-year strategic plan are discussed in the next section.
- Excellent and quality healthcare services
- Expertise and professional approach to service provision
- Recruitment of the best service providers
- Collaboration, training, and promotion of proactive teamwork
- Provision of sufficient resources for provision of healthcare services
- Proper treatment of the clients
- Provision of customized heath services to each segment of clients
- Creation of a holistic healthcare environment
- Implementing the best human resource management practices to ensure service care sustainability
- Continuous process evaluation to ensure optimal performance of all department at the hospital
Six areas were noted as critical in the successful creating of a sustainable and quality healthcare environment in the proposed hospital for the next decade. Each element or area of focus is aligned to specific objective that will form the blueprint for evaluating its success at the end of the three-year period. Each objective was created with a clear rationale for the section to ensure that the aspect of focus and realistic implementation is achievable. Besides, the objectives can be quantified and tested for their appropriateness and level of implementation. The strategic objectives are expanded below for each of the identified areas of focus in the three-year quality performance plan.
General health care services
The quality healthcare services will be provided in the most professional manner and in the friendliest environment to address the needs of each patient. The services will operate within customer centricity model to create the ideal healthcare service environment.
The proposed hospital plans to provide customized health services to patients across the region of operations and beyond. Currently, there is a gap is health care provision since population within the University City of Sharjah region are not efficiently serviced in terms of health care provision.
The primary focus of the proposed hospital is the provision of quality healthcare services to residents of the University City of Sharjah region since the hospitals within the region cannot meet the current demand. Therefore, creation of structures to deliver quality health services will not only ensure that the operations at the hospital are sustainable, but also accessible by a population of more than 20,000 people. The key to sustainable operations and implementation success of the proposed hospital will depend on the ability to create customized healthcare services to address the needs of each targeted client. The hospital will be divided into subsections that offer technical support in the form of computer-based patient record (CPR), health information systems (HIS), telemedicine, and other technical aspects of information management. The health informatics support services that will be offered by the hospital will have a series of different computer-based patient record management systems for the inpatients and outpatients. Besides, the hospital information system will manage medical devices, telemedicine services, scheduling, and billing (MacKay & McKiernan 2008). Therefore, the proposed hospital will continuously strive to systematically improve the scope and nature of each health care service it provides.
Patient centricity and utmost care
The primary and secondary demands of each patient will be addressed in the most professional and timely manner to ensure that the health environment is not only friendly but also promoting equitability and proactive patient-personnel interaction.
The proposed patient centricity approach will encompass proactive communication channel building to ensure that the process of encoding and decoding information when interacting with each patient promote confidentiality and friendly interaction. Basically, this objective will operate on the pillar of equality in handling the concerns of all patients such as first-come-first-serve policy, follow-up on previous treatment, and provision of accurate information to all patients.
The health institution is aware of the significance of the patient in the healthcare provision environment, since the hospital would be nonexistent if there are no patients. Therefore, it is our primary role to ensure that the patients are made to feel as comfortable as possible to make the patient-personnel interaction healthy. The hospital will oversee long term services focused on improving the scheme for managing patient records and other health information systems. Before administering every form of treatment, the consent of the patient and openness will be activated through proper and professional interaction. This strategy is aimed at balancing any cultural concerns of the targeted patients who are mostly Muslims (MacKay & McKiernan 2008).
Our primary goal in the employee performance management is proper motivation of our personnel to ensure that their physical and psychological work environment is friendly to their needs when serving patients. The hospital has endeavored to create an ideal work environment that promotes employee development and growth through structured promotion and monitory rewards.
Creating an ideal work environment is our key priority. In the health sector, the performance and conduct of the employees are very important since they have an impact on the patient’s health and lives. In addition, the principal challenge in the health care sector is the implementation of the processes that ensures that conflicts are managed in a fair and just manner. As an institution that aims to be the regional leader in employee satisfaction, we have laid down strategies to ensure that the employees are motivated, well trained, and constantly rewarded. The overall well being of our employees is affected by numerous factors, which include intricate and multidimensional family demands, transport systems, economic demands, societal changes, and technological demands among others (MacKay & McKiernan 2008). Fortunately, we have systems and packages that address these demands.
The input of our personnel cannot be matched to any other thing. The team’s level of motivation and general satisfaction determine every level of success of the hospital since they are the implementers of every quality performance policy. Our well defined and implemented policies ensure timely reward and motivation among the healthcare workers. These policies provide a proactive and steady response, encourage open communication, and support all-inclusive problem solving as a means of ensuring optimal employee performance. The employee training programs within the hospital should be able to develop and operate solutions that incorporate data from a wide range of sources and technology to effectively provide ideal services to clients (Weiss 2010). When the system functions within accepted parameters, employees will eventually develop a self consciousness to deliver quality services and defend the Sheik Abdul Hospital as part of a family.
Effectiveness of the hospital organization
The current organization climate is aligned to quality performance through corporate governance, quality improvement channels, internal controls, and proactive leadership structures to micromanage performance and growth of each department.
Total quality management is critical in monitoring the efficiency and proactive organizational culture in line with the objective, goals, and mission of an organization. Quality improvement facilitates sustainable and optimal use of resources in service delivery. Organizations function best when the intra and inter performance systems are perfect. Therefore, successful organizations manage information continuously. The practice of proactive management involves the science of processing information to facilitate informed decision making among managers. In the case of the Sheik Abdul Hospital, the performance tracking system will be implemented to guarantee organization effectiveness. Reflectively, the system offers the opportunity for the Sheik Abdul Hospital to fill the vacuum that often exists between company actions and strategies adopted. At the same time, the system engages a multi faceted user board in planning for the immediate, midterm and long term strategies. Also, the system has application for tracking feedback against the progress of each strategy and records any changes in the dynamic healthcare environment (Kinicki & Kreitner 2009). Thus, the performance tracking system is a necessary tool for systematic evaluation of the strategies in place at the Sheik Abdul Hospital against future focus in order to successfully translate the strategies into deliverable variables that can be quantified.
Performance management system is a process of fostering development within the organization setups through the adoption of a cycle of well planned intervention approaches aimed at enhancing the general efficiency of an organization, and at the same time bettering the positions of a majority of its members. Specifically, a good working environment should be flexible, relevant, and comfortable within set measurement standards that support intrinsic and extrinsic relationship between an organization and different performance systems. There are laid down structures at the Sheik Abdul Hospital formulated to keep staff in healthy and stable mind in their duty of serving the interests of an organization through regulatory ethical communication models. Organizational behaviour at the Sheik Abdul Hospital is aligned within four models. These models are the motivation to acquire, bond, comprehend, and defend. Besides, the hospital has strategic leadership management system which ensures that managers are periodically trained in the ideal organizational leadership skills to foster proactive performance (Weiss 2010). The hospital will put out most of the documents such as policies, procedure manuals, and new rules through the intranet web pages. This will save Sheik Abdul Hospital costs relating to printing, maintaining and circulating such documents. Also, an intranet makes it easier for communication across the organization.
Proper partnerships and sustainable networks
The hospital will strive to develop critical networking partnerships with the local healthcare organizations, government agencies, and hospitals to ensure that best practices are borrowed or exchanged in s structured manner. These alliances will make the referrals and consultations easy to act on since the health facility will be functioning as a healthcare partner to other providers.
Basically, a networking system is a complex association comprising of suppliers, healthcare providers, and other players that function within the healthcare industry. The system includes direct players such the Sheik Abdul Hospital, independent entities such as business associations or regulatory agencies providing health care support. The Sheik Abdul Hospital will implement the networking system as basically aimed at making an improvement to the general state of relationships between its service provision charter and that of the local healthcare agencies (Soumendu 2010). To attain this, the Sheik Abdul Hospital will appoint a network building team comprising of four persons to create a proactive relationship with other local healthcare providers.
Since Sheik Abdul Hospital will be the only healthcare centre in the region that offers specialized cancer therapy and treatment services, it is necessary to strengthen the partnership bond with the local healthcare organization. In the third year of the execution of the proposed plan, Sheik Abdul Hospital will partner with the local home-based cancer care organization to provide free cancer care training as part of its corporate social responsibility initiative.
Expertise and professional approach to service provision
We will ensure that the services at the hospital are offered on the most professional and satisfying way to all the stakeholders such as suppliers, logistics support, patients, and the local community.
Implementation of the expertise service strategy is a systematic measure that is instituted by an organization in order to maintain efficient and effective operation matrix. Therefore, it is important to have effective service delivery standards for controls within the Sheik Abdul Hospital to ensure efficiency.
Apparently, the benchmarking initiative for expertise service delivery involves streamlining service charter to ensure efficiency via a proactive quality mitigation channel, which reports progress of the intended quality improvement system. We will aspire to achieve efficiency in the chain of command between output and customer satisfaction. Since the scope of quality is universal across different sizes of businesses, implementation of total quality management at the Sheik Abdul Hospital cannot change, rather, it will only be modified to fit within different services that are demanded by the clients. The continuum of increasing the value of quality in operations at the Sheik Abdul Hospital will lie in data, information, and knowledge. Based on the credo emphasis, it will stress on ethical behaviour and customer satisfaction within accepted standards as part of the expertise input in offering treatment services. The moral obligation will be in the forefront while the stakeholders at the bottom of the triangle (Soumendu 2010). The value structure will be supported by a decentralized decision support system.
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