vgdh final

8/11/2019 Vgdh Final

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Contents

I. Public Hospital

A. History of Organization

B. Organizational Structure

C. Strategic Thinking Map or Strategic Management

D. Eternal !n"uences

E. Competiti#e A$#antage

%. Analyzing the !nternal En#ironment

&. Mission ' (ision Statement) *hilosophy an$ &oals of

Organization

H. De#eloping Strategic Alternati#es

!. S+OT Matri ,Strength) +eaknesses) Opportunities) ' Threats-

. /nits in the C0Os ,Chief 0ursing o1cer- Domain

2. (alue A$$ing Support Strategies

3. Strategic plan

II. Private Hospital

A. History of Organization

B. Organizational Structure

C. Strategic Thinking Map or Strategic Management

D. Eternal !n"uences

E. Competiti#e A$#antage

%. Analyzing the !nternal En#ironment



&. Mission ' (ision Statement) *hilosophy an$ &oals of

Organization

H. De#eloping Strategic Alternati#es

!. S+OT Matri ,Strength) +eaknesses) Opportunities) ' Threats-

. /nits in the C0Os ,Chief 0ursing o1cer- Domain

2. (alue A$$ing Support Strategies

3. Strategic plan



On anuary 6) 67=6) the Sisters of ulie *ostel $onate$ their

Mag$alen Hospital to the national go#ernment. All of the ser#ices ?ere

then transferre$ to the national go#ernment an$ rename$ it (icente

&ustilo Memorial Hospital.

!n 6778) the hospital ?as $e#elope$ to the *ro#ince of 0egros

Occi$ental an$ rename$ it (icente &ustilo District Hospital.(icente &ustilo District Hospital is presently locate$ at 3opez

Dri#e) Escalante Cty) 0egros Occi$ental. !t is <55 meters a?ay from

the national high?ay an$ 7; kilometers from Bacolo$ City) the

pro#incial capital.(icente &ustilo District Hospital is a le#el 4 institution ?ith a 95

>e$ capacity license$. +ith *hilhealth Accri$itation on a secon$ary

le#el ?ith <9>e$ capacity accre$ite$. The hospital is the core referral hospital of the interlocal health

zone compose$ of the cities of San Carlos an$ Escalante an$ the

municipalities of Calatra#a) To>oso an$ Don Sal#a$or Bene$icto. !t also

caters to the patients coming from the a$acent cities of Sagay an$

Ca$iz.

III. !trate)ic T(in+in) Map or !trate)ic Mana)e,entIN%ENTI-IE% GAP!



6. /pgra$ing of (&DH in terms of infrastructures) manpo?er an$

euipment

I%ENTI-IE% !OL$TION

/. Rational $p)ra0in) o' VG%Ha. Construction of a ne? hospital >uil$ing

Cost of program 6=5MSuccess in$icator

• health facility impro#e$

• accommo$ate increase of $eman$ for health

ser#ices>. Construction of staF houses) $octorGs uarter an$ $ormitory

Cost of *rogram 7MSuccess in$icator

• Timely response

• %ast $ecisionmakingc. Euipment Acuisition

Cost of *rogram 65MSuccess !n$icator

• Meet increasing $eman$ for uality ser#ice

• More ser#ices ren$ere$

• More re#enues generate$

$. Manpo?er rationalization an$ a$$itionCost of *rogram 6.=MSuccess !n$icator

• e$uce$ referrals

• A#aila>ility of professionals ?ith specialize$

trainings

• More clients ser#e$

• !ncrease$ re#enues

I%ENTI-IE% GAP!

6. 3imite$ >u$get for me$ical supplies) la>oratory) ray) $ental an$

me$icines

I%ENTI-IE% !OL$TION



6. !ncrease >u$get for Maintenance an$ Other Operating Epenses

,MOOE-a. 3o>>y for increase of MOOE >u$get

Success !n$icator

•More re#enues

• More clients ser#e$

• *atients properly manage$4. etention of *H!C re#enues

a. *assage of *ro#incial Or$inance for the retention of *H!C

re#enues.Success !n$icator

• 3ess su>si$y

• More clients ser#e$8. Direct consignment scheme of procurement

a. %inalization of plan for the implementationSuccess !n$icator

• Timely $eli#ery of supplies an$ me$icines

• A$euate supply

I%ENTI-IE% GAP!

6. 3o? re#enue collections

I%ENTI-IE% !OL$TION

6. !ncrease of collectiona. /n$ertake intensi#e information) e$ucation to patients>. *roper social ser#ice classication of patientsc. Encourage enrollment in *H!C

Success in$icators

• Decrease of in$igent patients

• !ncrease of socialize$ insurance

• esponsi>le patientsIV. E1ternal In2uences

/. Mar+et %e,an0 To >e a>le to meet the nee$s of their constituencies) the (&DH

ha#e to ha#e a clear un$erstan$ing of the nature of the

hospitalization reuirements of the mem>ers of the communities



they ser#e. *atient $eman$ for hospital ser#ice increases un$er the

follo?ing con$itionsa- ?orsening $emographic an$ socioeconomic con$itionsI>- impro#ement in the health consciousness of the populationI

c- eFecti#e mass communicationI$- eistence of Me$icare >enets an$ other health >enetsIe- high employment rate an$ personal incomeI an$f- high literacy

3. Net4or+in) an0 Re'erral !&ste, The hospital referral net?orking system ena>les the hospital to

pro#i$e uality patient care ?ithout straining its resources too much

>y linking ?ith other hospitals in the system. The net?orking

system co#ers the areas of patient care) training an$ research. The

most freuent reasons for referrals are ina$euacy of >e$s) lack of

euipment an$ complications from the original illnesses ?hich the

hospital is illeuippe$ to treat5. Healt( Care -inancin) Pro)ra,s

The *hilhealth speically pro#i$e the hospital ?ith a lot of

patients. This coul$ mean a higher utilization rate of the hospitalJs

facilities an$ euipment. The *hilhealth to$ay is proecting a rapi$

gro?th of the in$ustry. HMOs are looke$ upon as a ?ay of paying for

the rising health care cost >rought a>out >y in"ation) the high cost

of technology) an$ unrestricte$ fees an$ rate setting >y pro#i$ers.6. Tec(nolo)&

Essentially) one might say that hospitals are technology $ri#en.

The technology has a critical role in the e1cient $eli#ery of health

care ser#ices. There are) ho?e#er) se#eral pro>lems relate$ to

hospital technology in the *hilippines6- The mal$istri>ution an$ une#en $istri>ution of technology in

go#ernment hospitals



4- The rapi$ly changing technology an$ the rising costs of its

maintenance an$ the e#entual o>solescence of euipment ?hich

make it $i1cult for go#ernment hospitals to cope ?ith their

limite$ resources.

7. Govern,ent Policies

The *hilippine legislation aFects hospitals. The licensing

regulations ha#e great eFects since the re#ocation of hospital

licenses can >e $one.

The follo?ing go#ernment agencies ha#e >een man$ate$

to regulate the hospital operations

,6- Department of Health for licensing an$ Me$icare

insurance claims.,4- Department of 3a>or for the implementation of the

3a>or Co$e for hospital personnelI an$,8- Department of !n$ustry) specically the Boar$ of

Hospital !n#estments to encourage the pri#ate sector to

put resources in the hospital in$ustry through ta

incenti#es ,e.g.) ta allo?ance for in#estment) capital gains

ta eemption) incenti#es to hospital >enefactors-

V. Co,petitive A0vanta)es/. P(&sician ali)n,ent

(&DH >elie#e that strong physician alignment is the most

impactful competiti#e a$#antage to support uality an$ cost

structure initiati#es. The hospital has a surgeon an$



anesthesiologist a#aila>le $uring emergency operations. The

resi$ent physicians ha#e their o?n specialties that make

colla>oration at ?ork easier. Strong alignment >et?een a

hospital an$ its me$ical staF can ser#e as an eFecti#e >arrier

against a competitor.VI. Anal&*in) t(e Internal Environ,ent

A. E1istin) E8uip,ents6. Emergency oom

• Emergency Cart

• E2& Machine

• Computer Machine4. O*D

• Basic (ital Assessment Euipments• Tele#ision Set

• %illing Ca>inet an$ Ta>les8. Operating oom

• Suction Machine ,Hea#y Duty-

• O !nstruments) ta>les) an$ lights

• esuscitator

• /tility Cart<. Kray Section

• Kray Machine

• Kray Cassette9. 3a>oratory Section

• Bloo$ Bank efrigerator

• Electric Microscope;. *harmacy Section

• Computer Machine

• Aircon$ition:. Dental Section

• 3ight Care /nit

• /ltra Sonic Sealer

• Dental Chair=. O1ces ' ecor$ Section

• Aircon$ition

• Computer Set9. :ell Traine0 Healt( Care Personnel



reliant citizenry ?ith a glo>allycompetiti#e) agroin$ustrial)

$i#ersie$ economy anchore$ on sustaina>le go#ernance

promoting gen$er euity an$ social ustice share$ >y a $ynamic

ci#il society.

A)enc& Vision

A healthy an$ pro$ucti#e life for the empo?ere$ 0egrenses

especially the lesspri#ilege$ thru team?ork) pro#i$es an

eFecti#e) uality health care in partnership ?ith other sectors for

pu>lic ser#ice ecellence.

VIII. %evelopin) !trate)ic Alternatives To meet goals of impro#e$ uality an$ re$uce$ costs in

to$ayJs changing healthcare en#ironment) hospitals are >eing

force$ to >e creati#e an$ "ei>le in their strategies. As part of the

transformation to #alue>ase$ care) many hospitals are >eginning

to focus strategies on population health management) one of the

core goals of healthcare reform. Managing population health ?ill

reuire close relationships ?ith physicians) partnerships ?ith

organizations in the community an$ epansion into pre#entati#e

an$ outpatient care.

The follo?ing are the alternati#e strategies of (icente &ustilo

District Hospital uality health management an$ other uality an$

cost goals./. -or,in) relations(ips 4it( p(&sicians



Hospitalphysician relationships ha#e change$

$ramatically in recent years in the (&DH. The hospital is

>eginning to le#erage this relationship for a #ariety of

initiati#es. Currently) the hospital ha#e 7 resi$ent

physicians. The surgeons Dr. $el Carmen an$ Dr.

(illanue#a) OB&yne Dr. Dionela) *e$iatrics Dr. Bil>ao)

!nternal Me$icine Dr. De uan) an$ other resi$ents Dr.

Catot) Dr. 0a#a) Dr. Dolosa an$ Dr. 3ausa. The hospital also

has pri#ate physicians) Dr. Hinolan !nternal Me$icine an$

Dr. (a"or L *e$iatrics. These physicians are on call if the

patients ?ant their ser#ices >ut ?ith etra charges for their

professional fee.On a market share le#el) partnering ?ith physicians

gi#es the hospital the opportunity to epan$ the market

share) as physicians are typically the source of patient

referrals.On a hospital uality le#el) physicians can also help

hospitals increase uality. Engaging physicians is crucial to

any uality impro#ement proect >ecause they are the

ones $eli#ering care $irectly to the patient. !n#ol#ing

physicians in lea$ership of the hospital can ensure

e#eryoneJs goals are aligne$ an$ that the focus stays on

uality.4. Maintainin) partners(ip 4it( PHIC



The (&DH is seeking to re$uce costs an$ impro#e

uality health care ser#ices through seeking partnership

?ith *H!C to create payment mo$els that re?ar$ #alue.

The *H!C helps to align incenti#es for lo? cost) high uality

care. Through *hilhealth) the in$igents ?ere a>le to

recei#e the uality health care they nee$ thus impro#ing

the health of the community an$ the hospital ?ill ha#e

high re#enues from *hilHealth.

8. Partnerin) 4it( t(e co,,unit&!n a$$ition to partnering ?ith physicians an$ *H!C) (&DH is

also partnering ?ith other organizations in the community to

>etter coor$inate ser#ices for patients along the continuum of

care.

Colla>orating ?ith organizations in the community such as

City Health O1ce can help the hospital manage transitions of

care an$ impro#e population health.

The (&DH aim to >etter manage population health as ?ell

>y partnering to share $ata on patients throughout the

community to i$entify current pro>lems an$ strategize ?ays to

eliminate them.

<. -ocusin) on t(e outpatient 0epart,entAnother strategy of this hospital is using to re$uce costs is

in#esting in outpatient care. !n this ?ay) uality ?as increase$)



cost ?as $ecrease$ an$ population health ?as impro#e$. *atient

care to outpatient settings is less epensi#e. en$ering health

e$ucation to patient in our Outpatient Department ?ill promote

health a?areness to the community.I=. !:OT Matri1 "!tren)t(s< :ea+nesses< Opportunities an0

T(reats#

!tren)t(s

• 3e#el !! hospital

• +ith O facility

• 4< hours surgeon a#aila>le• O?n la>oratory $epartment an$ Kray

• 95 >e$ capacity >ut can cater up to 689 patients

• Competiti#e staF nurses an$ personnel

• Departmentalize$

• !t has its o?n pharmacy open for 4< hours

• *hilHealth accre$ite$ , 0OCH* an$ S+A-

• 3o?er cost of care compare$ to pri#ate hospitals

• Strong hospital partners >ecause of eFecti#e referral system

• 3ocation of the hospital is accessi>le to the people

:ea+nesses

• Manpo?er shortage

• 3ack of Hospital Supplies

• 3ack of Hospital Euipments

• e$uce$ >u$get for hospital technology impro#ement

Opportunities



• %or the hospital) to increase its 95 >e$ capacity accre$itation

to 655 >e$ capacity $ue to its large allotte$ lan$ area.

*ro#i$e$ they ?ill meet all reuirements for 655 >e$ capacity

accre$itation.

• %or staF) increase manpo?er once accre$itation upgra$e$.

• %or patients) (&DH is a core referral hospital of interlocal

health zone cities an$ municipalities in times of out>reaks.

• /pgra$e ne?>orn screening a1liation an$ facilities.

• /pgra$e into tertiary hospital once all reuirements met.

T(reats

• Slo? procurement process lea$ing to slo? progress) lack of

man po?er an$ lack of a$#ance facilities.

• !ncrease referral to tertiary hospital $ue to $elaye$ $eli#ery of

supplies an$ lack of facilities that ?ill hin$er (&DH to >e

upgra$e$ to tertiary hospital category.

• /nsecure$ area $ue to lack of security. Thus prone to ro>>ery

an$ unnotice$ patients $ischarge ?ithout settlement of >ills.

• &raft an$ corruption

• (ine communication

• 3anguage >arrier

• 0urse$octor relationship

• 0ursenurse relationship

• *olitical connection=. $nits in t(e CNOs %o,ain

MaGam 3eah &arcia) 0 M0) is the Chief 0ursing O1cer of

(&DH an$ she is responsi>le for the $irection of nursing an$

other patient care ser#ices as assigne$. As a mem>er of the

senior management team) her position carries ultimate nursing

authority an$ responsi>ility for planning) organizing)



implementing) an$ e#aluating nursingpatient care programs)

performance impro#ement acti#ities) infection control initiati#e)

an$ hospital?i$e planning an$ regulatory compliance acti#ities.

As a chief nurse) she has the authority to speak on >ehalf of

nursing $epartment to the same etent that other hospital

lea$ers speak for their respecti#e $isciplines or $epartments.Nursin) !ervice %epart,ent

• *lans) organizes an$ $irects hospital nursing $epartments as

assigne$.

• Ensures appropriate nurse sta1ng an$ clinical care per

regulatory an$ hospital policies.

• Esta>lishes an$ $irects the nursing mo$elI re#ie?s an$ e#aluates

clinical nursing proce$ures ?ithin the hospitalI $irects an$

o#ersees the $e#elopment an$ implementation of clinical an$

operational policies) proce$ures an$ stan$ar$s) inclu$ing uality

assurance acti#ities) for assigne$ areasI initiates changes as

nee$e$.

• Directs the $e#elopment an$ implementation of an inser#ice

training programI confers ?ith e$ucation an$ training staF to

ensure that the e$ucation an$ training nee$s for staF in assigne$

areas are met.

• May pro#i$e $irect patient care as nee$e$.

Hu,an Resource %epart,ent

• Directs the personnel management acti#ities of assigne$ areasI

gui$es su>or$inate $irectors) managers an$ super#isors in the



selection) hiring) training an$ $e#elopment of staF as ?ell as

performance appraisal) $ocumentation of $eciencies)

performance recognition an$ $isciplinary actionI $e#elops)

super#ises an$ appraises $irect su>or$inatesI plans an$

implements $isciplinary actions as nee$e$) ?orking ?ith Human

esources an$ legal staF as appropriateI makes

recommen$ations to the Chief Eecuti#e O1cer regar$ing the

e#aluation) promotion) transfer or $iscipline of nursing personnel.Recor0s !ection

• Directs the preparation an$ maintenance of nursing recor$s)

reports an$ statistics in accor$ance ?ith a$ministrati#e an$

nursing policies.

• *repares or re#ie?s special stu$ies) reports an$ $ocumentsI

re#ie?s an$ ensures proper completion of reports) recor$s an$

other $ocumentation.Laborator& %epart,ent

N Super#ise all me$ical an$ la>oratory ser#ices as per resi$ent

reuirement.

Ot(er responsibilitiesN Confers ?ith other hospital management an$ super#isory

personnel to $iscuss management an$ patient care issuesI confers

?ith hospital a$ministrati#e an$ me$ical staF regar$ing nursing

program nee$s an$ a$ministrati#e matters.N *articipates in hospital?i$e strategic planning acti#ities to

ensure the $eli#ery of comprehensi#e an$ coor$inate$ health

ser#ices.



N Monitors an$ e#aluates ne? or re#ise$ regulatory agency an$

in$ustry la?s) regulations an$ stan$ar$s applica>le to assigne$

areas an$ ensures that assigne$ acti#ities comply ?ith all

reuirements.N epresents assigne$ areas to other hospital $i#isions) other

County $epartments) an$ eternal agencies to coor$inate acti#ities)

i$entify issues) resol#e pro>lems an$ share information.N Con$ucts an$or participates in a #ariety of staF an$ committee

meetingsI ser#es on task forces an$ commissions as assigne$.N Directs an$ participates in the preparation an$ a$ministration of

0ursing Ser#ice) >u$gets) an$ capital outlay reuestsI e#aluates

sta1ng) euipment an$ supply nee$sI prepares ustications an$

cost >enet analysesI re#ie?s an$ recommen$s appro#al of

epen$ituresI o#ersees the procurement of supplies an$ euipment

for assigne$ areas.=I. Value A00in) !upport !trate)ies

N Create training plan for ne? an$ current hospital staF to

maimize positi#e eperiences,e.g. !ntra#enous Training) Basic 3ife Support) A$#ance Car$iac 3ife

Support-N !nitiate ?eekly staF meetings to re#ie? issues ' recognize staF

for eemplary ser#iceN Buil$ $irect lines of communication >et?een staF ' managementN %inancial !n#estigate lo?cost options to meet goals ,interns)

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