CONTENTS

2. CONTENTS DEFINITIONS STRATEGIC PLANNING PROCESS STRATEGIC PLANNING FLOW CHART SFHP STRATEGIC PLAN 2008-2010 MISSION & VISION GOALS AND OBJECTIVES STRATEGIC OPERATIONAL PLAN EVALUATION

3. STRATEGIC PLANNING “ An organization-wide/ system-wide, ongoing look into the future”. Based on objective environmental assessment that focuses on current reality and the foreseeable future. Driven by needs, priorities, feasibility, capabilities, and available resources. Define the blueprint to be followed.

4. STRATEGIC PLAN The strategic plan respond to (7) questions: who are we? Mission Where are we now? Int. Assessment What is the environment? Ext. Assessment Where do we want to go? Vision How should we get there? Goals What will our path look like? Implementation Of Objectives How will we measure our progress? Measures

6. STRATEGIC PLANNING FLOW CHART

7. STRATEGIC/ OPERATIONAL PLANNING PROCESS

8. STRATEGIC PLAN AUDIT Strategic Audit Report was completed June 2006 Gaps Identified: There is great need to emphasize the followings: Hospital-wide plan deployment (Strategic/ Operational Plan) never the less Departmental/ Team Operational plan Performance Measures Annual Evaluation Feedback for revising strategic directions annually

9. SFHP STRATEGIC AUDIT -2006

10. SWOT ANALYSIS Strengths are inside factors. It points to certain strategies, programs or characteristics the organization might be successful in using. Weaknesses are inside factors. It points to certain things the organization needs to avoid or to correct. Opportunities/Threats refers to outside factors that can affect the future of the business.

11. SWOT ANALYSIS

12. MISSION & VISION Mission is Broad statement in which the organization states what it does and why it exists. (What/who the organization is?) Declares the broad purpose and role of the organization, and should address Commitment to Quality in all organization activities; High priority patient care; Competency and professional growth of Staff; Serving the community Vision is A mental image of a possible and desirable future state of the organization A good vision statement is simple,easily understood, and energizing. Inspires people. Creates a constancy of purpose. • Aids coordination and thoughtful decision making.

13. SFHP MISSION & VISION

14. SFHP MISSION AND VISSION 2008-2010 SFHP VISION Be recognized as a center of excellence that foster continuum quality care satisfying the needs of our clients . SFHP MISSION We–Security Forces Hospital Program (SFHP) are committed to deliver safe, high quality health care services through best utilization of resources and effective teamwork to meet the needs of our clients

15. STRATEGIC DEPLOYMENT Deploying the hospital mission and vision into (6) main strategic directions goals; that will be targeted by implementing strategies and main programs designed to accomplish the SMART strategic objectives

16. STRATEGIC/ OPERATIONAL PLAN DEPLOYEMENT

17. STRATEGIC/ OPERATIONAL PLAN DEPLOYEMENT

18. ELEMENTS OF STRATEGIC OPERATIONAL PLAN

19. SFHP STRATEGIC GOALS FIRST GOAL: Positioning SFHP as a center of excellence/quality- cultured organization that fosters Continuous Quality Improvement of Care and Services, meeting national and international standards   SECOND GOAL: Ensure appropriate, adequate, accessible care and services along continuum of care, through strengthening hospital relation with community partners and external health providers to improve integration of services   THIRD GOAL: Evolution of SFHP to be an e-Health Organization   FOURTH GOAL: SFH acts as a model for best utilization Hospital facility where resources are planned, managed, allocated effectively in accordance to the workload and requirements, maintaining a patient centered decision making   FIFTH GOAL: Ensure hazard free facility, towards safer and secured healthcare environment   SIXTH GOAL: Maintaining appropriate competent staffing pattern is our targeted return of investment

20. FIRST GOAL: Positioning SFHP as a center of excellence/quality- cultured organization that fosters Continuous Quality Improvement of Care and Services, meeting national and international standards 1.1 Achieve Hospital Recognition meeting national and international standards by 2009 1.2 Formalizing and standardizing planning, management, follow up of care and services in all clinical and administrative processes and services through effective implementation of Evidenced Based Medicine (EBM) standards of care, clinical pathways and practice guidelines for at least the top 10 most common diagnosis/ specialty / year that are regularly monitored using performance indicators that measure; compliance rate and degree of meeting the objectives behind adopting this guideline evaluating Impact on utilization in term of LOS; medication / investigation - safety measures complications/ readmission. etc 1.3 Regular / ongoing review and measuring of existing services, systems, programs to Identify, prioritize, and improve quality of patient care 1.4 Implementing annual Clients (Patient & Employee) Satisfaction Program to maintain at least 90 % satisfaction rates, managed complaints, and less than 10% turnover rate, fostering customer loyalty

21. SECOND GOAL: Ensure appropriate, adequate, accessible care and services along continuum of care, through strengthening hospital relation with community partners and external health providers to improve integration of services 2.1 Establish/ prepare communication with the new facilities as planned by end of 2009 to accommodate clients that may travel up to 1000 kilometers for service to improve patient accessibility to care 2.2 Establish formal coordination and communication mechanisms to ensure effective communication and coordination between the referral centers, the ministry, and the hospital by 2008 2.3 Launch improvement projects addressing patient concerns regarding timely accessibility to the services. 2.4Improve hospital understanding of the specific characteristics of the population served and their needs 2.5 Service expansion based on the specific characteristics of the population served and the scope of the service offered according to the identified priority needs

22. THIRD GOAL: Evolution of SFHP to be an e-Health Organization 3.1 Maximizing the usage of the Hospital Information System (HIS) and Medical Record (MR) Viewer by implementing the new IT solutions. 3.2 Evolution of the SFHP to become a paperless organization by eliminating the film/paper based processes 3.3 To comply with the e-Government requirement/campaign by enhancing/implementing the following systems. 3.4 Providing an on-going training to SFHP Staff by 1st quarter 2008 until 4th quarter 2010 3.5 Involve in the design and implementation of the MOI e-Health Portal by 1st quarter 2008 until 4th quarter 2010 3.6 To continue upgrading and improving the SFHP IT Infrastructure (Servers/ Network/ Peripherals and etc) to meet SFHP future requirements by 1st quarter 2008 until 4th quarter 2010

23. FOURTH GOAL: SFH acts as a model for best utilization Hospital facility where resources are planned, managed, allocated effectively in accordance to the workload and requirements, maintaining a patient centered decision making 4.1 Design and launch AN ANNUAL comprehensive Utilization Management Programs 4.2 Conduct an annual conference addressing UM related topics- recognize the best utilization project to Promote the concept of best utilization in the hospital and among community 4.3 Continuously monitor stock items to reduce medication/ supplies unavailability and wastage not exceeding 3% through improved planning/ management of medications/ supplies 4.4 Implement Annual update to LOS program to ensure appropriate utilization of available beds , existing guidelines/ care maps if any (ongoing study/ monitor bed occupancy rate and patient length of stay 4.5 Implement concurrent review of unscheduled re-admitted patient within 30 days for the same diagnosis excluding:Peritoneal Dialysis / Chemotherapy / Blood transfusion/ Labor & delivery 4.6 Maintain/ monitor effective utilization of ICU resources and expertise using performance indicators tracking mortality and morbidity outcomes, timeliness of intervention 4.7 50% annual increase on ambulatory procedures to Improve bed utilization and occupancy rate

24. 5.1 Implement an annually updated Hospital Wide Risk Management Program that addresses and maintains customer safety; 5.2 Develop/implement a comprehensive annual employee and patient safety awareness program. 5.3 Conduct regular environmental rounds to maintain compliance to environmental standards and recommendations; Monitor outcomes of different safety programs as in the detailed plan; 5.4 Conduct Monthly Mortality and Morbidity (M&M) case review conference/ department to discuss and present lessons learnt to eliminate preventable deaths and unexpected complications through compliance and adherence to developed practice standards relying on evidence based medicine; 5.5 Annual update with ongoing evaluation for the effective implementation of Hospital Disaster Plan (external and internal); 5.6 Maintaining Hospital compliance with Center for Disease Control (CDC) / national infection control benchmarks; 5.7 Develop Fall Prevention Program to eliminate all potential causes that would put customers at risk by mid 2008; 5.8 Implement plan to meet CCHSA survey recommendations as related to patient and environmental safety; 5.9 Ensure security of building, equipments, utility and staff. FIFTH GOAL: Ensure hazard free facility, towards safer and secured healthcare environment

25. SIXTH GOAL: Maintaining appropriate competent staffing pattern is our targeted return of investment 6.1 Conduct an annual evaluation and analysis of employment pattern to identify problems and implement solutions to ensure timely recruitment of qualified and competent employees 6.2 Publish credentialing and privileging criteria for all clinical specialties by end of 2008 6.3 Conduct monthly orientation program to all new employees and report the effectiveness of hospital/ departmental orientation program on a quarterly basis, using respondent rate and quarterly review of orientation questionnaire 6.4 Conduct ongoing staff skills development programs across all disciplines (as required) that address individual personal development plan requirements, to be included in the annual staff performance appraisal system and staff competency review 6.5 Organize and conduct at least monthly HR Development –related educational conferences, scientific meetings and symposia and include them in the annual education calendar 6.6 Maintain turnover rate of less than 10% by implementing aggressive retention strategies addressing career growth, staff motivation and giving importance to input from staff satisfaction program, employee suggestion, arrival and exit reports 6.7 Move to multidisciplinary team approach by establishing ( 3) functional / care team. 6.8 Plan and Implement improvement projects to meet CCHSA survey recommendations (as detailed in team improvement plan)

26. PUTTING STRATEGY AND PLAN INTO MOTION A phased implementation approach is recommended to implement the strategic plan as follows: Phase 1: Review and Approval Phase 2: Strategy Awareness & education. Phase 3: Implementation – Short-term Plans Phase 4: Outcome Assessment: Phase 5: Update of strategic plan; Implementation and outcome.

28. SAMPLE: STRATEGIC OPERATIONAL PLAN

29. SAMPLE: UMC OPERATIONAL PLAN

30. WHAT’S NEXT ?! EVALUATION Continuously review projects and programs in view of the strategic goals and make the proper recommendations to the Hospital Board to: Update the STRATEGIC/ OPERATIONAL Plan Introduce new programs/projects to support the strategic goals. Recommend resources required to implement the strategic goals. Assess the appropriateness and effectiveness of the Strategic Plan and present a yearly evaluation report on the progress of the Strategic Plan implementation. Modify the strategic goal in view of the Hospital’s Mission.

31. THANK YOU