Asian Hospital Management Awards 2012 – General Information

Asian Hospital Management Awards 2012

Honoring the Best Practices of Asian Hospitals

Hanoi, Vietnam, September 14, 2012

Deadline for submission of entries: June 15, 2012

Information excerpted from

I. Background

The Asian Hospital Management Awards recognizes and honors hospitals in Asiathat implement best hospital practices. Now in its eleventh year, it is the accepted hospital management awards program for the Asia Pacific region. Awards are given to hospitals in the region that, in the opinion of the judges and advisers, have implemented or enhanced outstanding and innovative projects, programs, and best practices during the prescribed time period.

II. Awards Ceremonies

The Awards ceremonies will take place during the Gala Dinner and Awards Night of the Hospital Management Asia 2012 tentatively planned inHanoion September 14. Hundreds of hospital professionals, technology experts, and leading medical equipment and solution providers from the region, as well as local and international media, will be present.

III. Eligible Entries

The 2012 Awards are for projects and programs implemented or significantly enhanced between January 2011 to May 2012

IV. Deadline for submission of entries: June 15, 2012

V. Categories and Criteria


1. Corporate Social Responsibility (CSR) ProjectThe award is for an undertaking that made a difference in the improvement of healthcare in the community. Is the project or program sustainable? Does the hospital merely provides resources or makes it an integral part of its community involvement. Does the hospital give of its management time and expertise? Is it innovative? More weight is given to how meaningful is it to the community it serves.
2. Cost reduction projectA project undertaken with the specific goal of reducing costs in any area of hospital operations. Ideally the project did not require capital investment and a large part of the savings was passed on to the patient. Did the project generate savings that would continue into the future? Did the nature of the savings allow the hospital to pass it on directly to the customer? Was the cost saving significant in relation to the costs in that category or in relation to total hospital expenses?
3. Human Resource Development ProjectA series of activities or a project undertaken by the hospital that was aimed at developing a large percentage of its people as knowledge-based workers. Is it a sustainable activity and did it achieve its goals? How innovative was the project and program. Did it have a lasting improvement in the skills of its employees? How meaningful was the program to the employees? How useful is it in their work? Special weight is given to the percent of employees covered, how well it motivates employees to provide better service and how the training improves service.
4. Service improvement for Internal CustomersThese are awards for any hospital department or unit that implemented any outstanding projects on how better to serve their co-departments or employees better. How well did the project look upon the other department(s) as a “customer”? Special weight is given to how innovative the project is, how well it reinforces the concept of “internal customer”, at no additional expense and how it improves service to its clientele.
5. Marketing, PR or Promotional ProjectA project that made an impact on clients and the public, and/or that resulted in the hospital’s gaining recognition as an innovator or leader in the field, or that resulted in business generation. The emphasis here is on business generated that can be more or less attributable the project and what this is as a percent of the department or hospital’s revenue. In this sense, a department or center (and not necessarily a hospital wide program) that launched a successful campaign and can show results is eligible. More weight is given to how it used marketing tools to improve its revenue at least cost.
6. Patient SafetyThis award is for the hospital that introduced an outstanding project for the monitoring and improvement in the delivery of a patient centered, safe medical care. Projects for the reporting, deliberation, management, and prevention of Sentinel Events are included as part of this category. More weight is given to how much the project or program improved patient safety and are there measurements to back this up. In other words the judges will particularly look at the percent improvement.
7. Clinical Service Improvement ProjectA clinical improvement project that was successfully completed in any of the specialized (technical) areas of hospital management, such as Nursing, Laboratory, Radiology or in specialty clinics such as Eye center, Kidney center, etc. The project should show measurable results of having improved the service in such areas as reduction in medication errors, reduced waiting times, prevention of service defects, or faster results with little or no capital outlay.
8. Customer Service ProjectA customer service project that responded well to the needs of its clientele, drew praise from them, and positively projected the hospital as a quality service provider. The judges favor entries that also reduced costs, and did not require major capital expenditure. More weight is given to projects that are innovative (in relation to where the hospital is located). Is it a meaningful improvement of its service considering the environment in which it operates?
9. Bio Medical Equipment / Facilities improvement ProjectA project or program that sought to improve customer service and quality of care by preventive maintenance, systems and procedures for use or improvement in biomedical equipment and/or facilities of the hospital or department. Did the project improve the hospital’s ability to deliver better service? Did it help employees to service patients better?

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