Internal Communication for Performance Excellence of Hospitals

Internal Communication for Performance Excellence of Hospitals

In all hospitals, a powerful internal communication management system must be in place to facilitate achievement of performance excellence, its foremost terminal objective.

An effective and sustainable internal communication management system must be in place to promote commitment, support, involvement and engagement of staff and facilitate alignment, coordination, collaboration and integration of all staff, services, projects and processes in the hospital, both in emergency-disaster-crisis situations and in non-emergency-disaster-crisis situations.

What are the ultimate or key success or performance excellence indicators of a hospital internal communication management system whose goal is to achieve performance excellence?  These indicators, once identified, should be translated to the goals of the system.

KSI/KPEI #1:

As a result of the internal communication management system, there is commitment, support, involvement and engagement of staff thereby promoting achievement of performance excellence for the hospital.

There is commitment, support, involvement and engagement of staff thereby promoting achievement of the macro-indicators of an excellent hospital: (1) contributing to achievement of targeted health outcomes of its catchment community; (2) providing value-based healthcare services; and (3) sustainable while providing excellent services.

There is commitment, support, involvement and engagement of staff thereby promoting thereby promoting achievement of an integrated approach to hospital performance management that results in (1) delivery of ever-improving value to patients and stakeholders, contributing to improved health care quality and organizational sustainability; (2) improvement of overall organizational effectiveness and capabilities as a health care provider; and (3) organizational and personal learning.

 

 KSI/KPEI #2:

As a result of the internal communication management system, there is alignment, coordination, collaboration, and integration of staff, services, projects, and processes thereby facilitating achievement of performance excellence for the hospital.

There is alignment, coordination, collaboration, and integration of staff, services, projects, and processes thereby facilitating achievement of the macro-indicators of an excellent hospital: (1) contributing to achievement of targeted health outcomes of its catchment community; (2) providing value-based healthcare services; and (3) sustainable while providing excellent services.

There is alignment, coordination, collaboration, and integration of staff, services, projects, and processes thereby facilitating achievement of an integrated approach to hospital performance management that results in (1) delivery of ever-improving value to patients and stakeholders, contributing to improved health care quality and organizational sustainability; (2) improvement of overall organizational effectiveness and capabilities as a health care provider; and (3) organizational and personal learning.

Specific Metrics Targets:

Presence of evidences of commitment/support, involvement and engagement of staff as a result of powerful internal communication as reflective of the contents of formal internal communication (using paper-letters and emails) [Y1- at least one per line manager per year {either as sender or responder}; Y2 – at least 2; Y3 – at least 3]

Presence of evidences of commitment/support, involvement and engagement of staff as a result of powerful internal communication as demonstrated by actual practice (using observation)  [Y1- at least one per line manager per year; Y2 – at least 2; Y3 – at least 3]

Presence of evidences of alignment, coordination/collaboration and integration of staff, services, projects, and processes as a result of powerful internal communication as reflective of the contents of formal internal communication (using paper-letters and emails) [Y1- at least one per line manager per year {either as sender or responder}; Y2 – at least 2; Y3 – at least 3]

Presence of evidences of alignment, coordination/collaboration and integration of staff, services, projects, and processes as a result of powerful internal communication as demonstrated by actual practice (using observation)  [Y1- at least one per line manager per year; Y2 – at least 2; Y3 – at least 3]

 

Template of Letter / Email

Date:

ID: Name of Office – Initials of Sender –  No. (Ex. SVCA-ROJ-12-001)

TO:

FR:

RE:

Body of Letter

Complimentary Close –

Hoping this letter will promote commitment, support, involvement, and engagement and facilitate alignment, coordination, collaboration, and integration for a performance excellence of our hospital. (one can underline any word or words to put emphasis on the intended outcome of the letter.  E.g. “Hoping this letter will promote commitment, support, involvement, and engagement and facilitate alignment, coordination, collaboration, and integration for a performance excellence of our hospital.”)

Signature (or sign in the TO in the “Heading”)

++++++++++++++++++++++++++++++++++++++++++++++++++++++

What are the critical success factors or key results areas of a hospital internal communication management system?  These factors or key result areas will be translated to the specific objectives of the system.

  Critical Success Factors:

  1. Presence of a master design and development plan (MDDP) on establishing and developing an internal communication program that is promoting performance excellence for the hospital.
    1. Presence of a document containing the MDDP approved by top management
    2. b.      Presence of a list of core information that must be communicated by the top, senior, and middle management and project management all year round and in a 3-year cycle
  2. Presence of deployment of the approved MDPP.
    1. Presence of a deployment plan – communication plan and education plan with needed infrastructure for deployment and implementation
    2. Evidence of effective deployment across and at all levels in the hospital
  3. Presence of monitoring, evaluation, and continual improvement plan on the implementation of the MDDP.
    1. Presence of a monitoring, evaluation and continual improvement plan
    2. Evidence of effective implementation of the monitoring and continual improvement plan

To be refined after November 5, 2012 (hopefully before 2012 ends).

 

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