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Blueprints and management strategies of Municipality Hospital “ Saint Mina” LTD - Plovdiv

Blueprints and management strategies of Municipality Hospital “ Saint Mina” LTD - Plovdiv. Dr. Yulia Peeva , Chief Assistant Professor, Faculty of Public Health, Medical University – Plovdiv, Bulgaria. I. Definition and Mission.

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Blueprints and management strategies of Municipality Hospital “ Saint Mina” LTD - Plovdiv

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  1. Blueprints and management strategies of Municipality Hospital “Saint Mina” LTD - Plovdiv Dr. YuliaPeeva, Chief Assistant Professor, Faculty of Public Health, Medical University – Plovdiv, Bulgaria

  2. I. Definition and Mission • MUNICIPALITY HOSPITAL FOR ACTIVE TREATMENT "ST. MINA“ LTD - Plovdiv • diagnosis and treatment of diseases; • childbirth; • rehabilitation; • diagnostics and consultations; • medical and cosmetic services; • clinical trials of drugs and medical equipment ; • educational and scientific activities.

  3. II. Objectives 1. Constant objective: To improve the quality of life of patients through full implementation of the "potential health" of the individual. 2. Main objectives 3. Strategic objectives 4. Long-term goals 5. Medium-term objectives 6. Short-term objectives

  4. III. Medical institutions comparison for 2008-2010 y

  5. IV. SWOT analysis of MH “Saint Mina” Strengths • central location; • modern equipment; • the range of subjects offered health services closed to the benefit of the patient; • the Patient has the right to vote; • the hospital is accredited for a period of 4 years with Order № RD 01-471 of 2009 by the MoH; • e-services are done with software "Gamma kodmaster“. Weaknesses • the hospital system is overloaded with patients; • remotely located units for specialized medical care; • Ophthalmic compartment needs recovery; • Internal compartment has a low score of competence level; • Surgery department does not even cover the first level of competence; • Physiotherapy, Emergency and Radiology Departments have an outdated facilities;

  6. Opportunities: • quality improvement programs of health facilities in the EU and utilization of regional development projects; • the working conditions for patients and all staff should be improved; • increasing revenue comes at the expense of concluded bigger number of clinical paths with the NHIF. It is admitted that doctors with two or more specialties are better paid for performing activities in clinical trails. Threats: • the number of patients decreases and tends to equalize rural to urban population; • in all surgical compartments the hospital beds are reduced (to 34.5% from all h.b.). These compartments are made 42.3 % from all occupant days in the hospital; • in the town of Plovdiv 34 are the private hospitals.

  7. V. The medical director role for the future of MH “St. Mina” and reasonable prospect for success* • leading the formation and implementation of clinical strategy; • taking a lead on clinical standards; • patient – centered approach; • medical staff planning; • providing clinical advice to the board; • providing professional leadership and being a bridge between medical staff and the board; • education; • providing translation, assessing the mood and, crucially, creating alignment between the organisation and doctors; • timing and changing role; • good correspondence in vertical and horizontal lines; • quality and safety. *Shalowitz J. What is a Hospital? Future Roles and Prospects for Success. Yale J Biol Med v.86(3); Sep 2013. http://www.ncbi.nlm.nih.gov/

  8. VI. Medical Leadership Competency Framework* 1. Why should we as physicians choose to lead? 2. What leadership attributes are required from Doctors? 3. What is the impact and management of political factors in delivering healthcare? ** Conclusions *NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges 2010. http://www.leadershipacademy.nhs.uk/ ** Warren O. Medical leadership: why it’s important, what is required, and how we develop it.PostgradMed J 2011;87:27e32 Thank you for your attention! julipeeva@abv.bg

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