Operations Communication in Hospitals

Operations Communication in Hospitals

In all hospitals, a powerful operations communication management system must be in place to facilitate achievement of performance excellence.

The goal of Operations Communication consists of imparting and exchanging of information to facilitate day-to-day operations of the hospital and its departments in order to render quality and safe services thereby achieving performance excellence for the hospital.

What are the ultimate or key success or performance excellence indicators of a hospital operations communication management system whose goal is to achieve performance excellence through rendering of quality and safe services?  These indicators, once identified, should be translated to the goals of the system.

KSI/KPEI:

As a result of the operations communication management system, quality and safe services are provided by all the hospital staff and all times.   

Specific Metric Targets:

Presence of evidences to show that as a result of a powerful operations communication management system, quality and safe services are provided by all the hospital staff and all times.   

Critical Success Factors:

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

The operations communication have the following characteristics:

  • Clear
  • Concise
  • Timely
  • With check-backs
  • With response

 

Other Specific Metrics Targets:

  1. In non-crisis situations, for current information that are required to be known by all, at least 90% of all staff know and are up-to-date on what is happening in the hospital within two (2) weeks.
  2. At least 90% of all formal internal communication are disseminated to all concerned staff within a time span dictated by the urgency of the communication, with a maximum of 48 hours in urgent situations and two (2) weeks in non-urgent situations.
  3. In non-crisis situations, at least 90% of all formal internal communication are read and acted upon , such as new directives and revised policies and procedures being implemented, within two (2) weeks or sooner as dictated by the situation and specified in the formal communication.
  4. In non-crisis situations, all formal queries and requests must be acted upon within the period specified in the internal communication but not longer than two (2) weeks.
  5. In crisis situations, for information that are required to be known by all, at least 90% of all staff know what is happening in the hospital within 24 hours, if not, within 48 hours.
  6. In crisis situations, at least 90% of all formal internal communication are read and acted upon , such as new directives and revised policies and procedures being implemented, within 48 hours or sooner as dictated by the situation and specified in the formal communication.

Strategies:

  • Communication
  • Education

 

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

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