Experiential Learning Sessions on Business Plans – 2010 – ROJoson

MANILA DOCTORS HOSPITAL
Senior Vice-President for Corporate Affairs

INTER OFFICE LETTER

REF. NO.: SVP-CA-01-004
Date: January 11, 2010
FOR: Mr. Aniceto Sobrepeña, Atty. Pilar Almira, and other Senior Management Team Members
FROM: Dr. Reynaldo Joson
RE: Experiential Learning Sessions on MDH Business Plans

Attached is a draft of a curriculum, learning plan, or experiential learning sessions on MDH Business Plans.

I will be discussing and endorsing this to Dr. Manny Villegas and Human Resource Division.

This is a result of my pledge in the last December 20, 2009 Manteam Meeting when the Hospital Services Administration Courses was approved and I was asked by the Hospital Director to help.

I welcome feedback and discussions on this ELS on MDH Business Plans.

Thank you.

Reynaldo O. Joson, MD, MHA, MHPEd, MSc Surg
SVP-Corporate Affairs

xxxxxxxxxxxxxxxxxx

MDH Hospital Services Administration Courses

Module on Business Plans in MDH

Experiential Learning Sessions on MDH Business Plans


Reynaldo O. Joson, MD, MHA, MHPEd, MSc Surg

January 10, 2010

Introduction and Background:

All hospital line manager-leaders must know how to formulate and implement business plans for their services / units and how to do an evaluation of the results of implementation of their plans.

Hospital line manager-leaders refers to hospital director down to the supervisors of services / units.

A business plan in MDH is operationally defined since 2007 as a plan that sets out organization’s direction and objectives for the year; also known as organizational, corporate, strategic, development or improvement plan.

Planning is a must in all undertakings in the hospital, its services / units.

There is a popular quotation that runs like this: If you fail to plan, you are planning to fail.

Planning is the first step in any undertaking by any person in the hospital, its services / units. There is said to be a plan only if there is a written document of a plan.  The latter then serves as a guide in the implementation.  The plan serves also as a basis for evaluation at the end of the implementation.

If one looks at the Investors in People framework, one sees PLANNING listed as the first of three core principles:

  • Plan: Develop strategies to improve performance.
  • Do: Take action to improve performance.
  • Review: Evaluate and improve performance.

In the other standards the MDH is subscribing to, namely, ISO, PhilHealth Benchbook, Accreditation Canada / Joint Commission International, and Baldrige Health Care Criteria for Performance Excellence, doing a business plan is a big requirement.

 

MDH Culture on Business Plans

Since 2004, the business plans of MDH have come in the form of a balanced scorecard and a list of initiatives for the year.  There is a hospital wide balanced scorecard and there are unit balanced scorecards which are cascaded from and aligned with the hospital balanced scorecard.  There is a hospital wide list of initiatives and there is also a list of initiatives among the units.

Thus, since 2004, there have been documented business plans in the hospital in the form of balanced scorecards and list of initiatives at the very least.  Side-by-side with this culture of formulation of business plans has been the requirements to submit annual performance report.

By the end of January of each year, each unit is required to submit a year-end performance report based on business plan of the previous year and likewise to submit an annual plan for the current year.

Since 2007, MDH started the tradition of presenting the hospital business plan by the hospital director every first week of January.

 

Investors in People Requirements

If one looks at the first strategy or indicator of Investors in People, which is business strategy, one sees the following requirements:

Business Strategy

A strategy for improving the performance of the organization is clearly defined and understood.

Status

Suggestions for Improvement in 2010

1. Top managers make sure the organization has a clear purpose and vision supported by a strategy for improving its performance. Since 1999, there has been a clear vision and mission statements with strategies.Since 2004, the balanced scorecards serve as the overall strategy to achieve the vision-mission of MDH and to continually improve performance.
2. Top managers make sure the organization has a business plan with measurable performance objectives. Since 2004, there has been a structured annual business plans in the form of balanced scorecards and list of initiatives for the year.
3. Top managers make sure there are constructive relationships with representative groups (where they exist) and the groups are consulted when developing the organization’s business plan.  All sectors of the hospital are involved in the formulation of the MDH business plans.The Senior Management Team and the Middle Management Team and the personnel have been involved since 2008.

Every year, since 2008, there was a documented survey of all staff on suggested areas of improvement.

4. Managers can describe how they involve people when developing the organization’s business plan and when agreeing team and individual objectives. Ensure that managers can describe how they involve people when developing the organization’s business plan and when agreeing team and individual objectives.
5. People who are members of representative groups can confirm that top managers make sure there are constructive relationships with the groups and they are consulted when developing the organization’s business plan. Ensure that the people who are members of representative groups can confirm that top managers make sure there are constructive relationships with the groups and they are consulted when developing the organization’s business
6. People can explain the objectives of their team and the organization at a level that is appropriate to their role, and can describe how they are expected to contribute to developing and achieving them. Since 2007, there has been presentation of the annual business plan by the hospital director to all line mananger-leaders.All line managers-leaders are asked to contribute to the hospital plan by formulating business plans aligned to and integrating the hospital business plans. Ensure all directorates / divisions / department heads present their plans to their constituents and ask them how they can and will contribute to the plan.

Module on Business Plans in MDH

There will be three (3) submodules in this Module on Business Plans in MDH.

            Submodule 1: Formulation of MDH Business Plans

            Submodule 2: Execution of MDH Business Plans

            Submodule 3: Evaluation of MDH Business Plans

Intended Participants: All MDH Line Manager-Leaders

            Hospital Director

Directorates

Division Heads

Heads of Services / Units

Other Line Manager-Leaders

Module on Business Plans in MDH.

Submodule 1: Formulation of MDH Business Plans

 

Terminal Learning Objectives:

 

For Hospital Director

At the end of the experiential learning sessions on Formulation of MDH Business Plans, the hospital director must be able to:

  1. Explain what is a business plan as operationally defined in MDH.
  2. Explain the balanced scorecard as a business plan of MDH – its origin and template being used in MDH.
  3. Explain why the hospital and all its services / units should formulate business plans on an annual basis.
  4. Identify the requirement of the MDHtargeted accreditation bodies with regards to business plans:
  • Investors in People
  • PhilHealth Benchbook
  • Balridge / PQA
  • ISO
  • Accreditation Canada / Joint Commission International
  1. Lead all heads of services / units to formulate business plans for the hospital and  in their respective services / units.
  2. Lead all heads of services / units to coordinate and collaborate with each other  in   formulating business plans in their respective services / units and hospital-wide.
  3. Present an annual business plan to the Board of Directors / Executive Committee / MDH line manager-leaders at the start of the year.

For Directorates / Directors:

At the end of the experiential learning sessions on Formulation of MDH Business Plans, the directorates / directors must be able to:

  1. Explain what is a business plan as operationally defined in MDH.
  2. Explain the balanced scorecard as a business plan of MDH – its origin and template being used in MDH.
  3. Explain why the hospital and all its services / units should formulate business plans on an annual basis.
  4. Identify the requirement of the MDHtargeted accreditation bodies with regards to business plans:
  • Investors in People
  • PhilHealth Benchbook
  • Balridge / PQA
  • ISO
  • Accreditation Canada / Joint Commission International
  1. Lead all heads of services / units to formulate business plans in their respective services / units.
  2. Lead all heads of services / units to coordinate and collaborate with each other  in   formulating business plans in their respective services / units.
  3. Present an annual business plan of the Directorate / Divison  to the Hospital Director and Division Heads at the start of the year.

 

For Heads of Departments

At the end of the experiential learning sessions on Formulation of MDH Business Plans, the heads of departments must be able to:

  1. Explain what is a business plan as operationally defined in MDH.
  2. Explain the balanced scorecard as a business plan of MDH – its origin and template being used in MDH.
  3. Explain why the hospital and all its services / units should formulate business plans on an annual basis.
  4. Identify the requirement of the MDHtargeted accreditation bodies with regards to business plans:
  • Investors in People
  • PhilHealth Benchbook
  • Balridge / PQA
  • ISO
  • Accreditation Canada / Joint Commission International
  1. Lead all staff of service / unit to formulate business plans of the department.
  2. Lead all staff of service / unit to coordinate and collaborate with each other  in   formulating business plans for the department.
  3. Present an annual business plan of the Department  to the Division Head and staff of Department at the start of the year.

 

Evaluation:

Based on Learning Objectives earning Objectives

Based on evidences of accomplishment and achievement of learning objectives.

Certificate of Proficiency to be awarded to those who have consistently achieved all the learning objectives.

Learning Strategies / Methods / Activities:

Independent Study (study on my own)

Group learning (in learning sessions with other learners)

On-line and / or face-to-face learning sessions

Contents of Learning:

Based on Learning Objectives

MDH Business Plans

MDH Balanced Scorecard

MDH Template of Design and Development Plan

MDH Template of Annual Business Plans

MDH Template of Annual Performance Report

Leadership and Managership

Hospital Teamship

Timeline:

January, 2010

Facilitators:

           

            Dr. Reynaldo Joosn

Dr. Manuel Villegas, Jr.

 

Milestones of MDH business Plans

Hospital Director

Division Heads

Department Heads*

Formulation Deadline

Requisites

December of year before

Participatory

January of current year

Participatory

Aligned and with integration to hospital business plans

January of current year

Participatory

Aligned and with integration to hospital and directorate / division business plans

Approval of PlansAuthorized Office

Deadline

Board of Directors / Executive Committee

December of year before

Hospital Director

January of current year

Directorates / Division Heads

January of current year

DisseminationDeadline

Attendees

January, first week

All line manager-leaders of hospital

January of current year

All department heads of division

January of current year

All staff of department

ImplementationDuration

Deadline

January to December

December of current year

January to December

December

January to December

December

Evaluation Formative (Progress / updates)

Summative (end)

Quarterly

December – January

Quarterly

December – January

Quarterly

December – January

Annual Performance Report Submission

Presentation

January

January to February to Executive Committee / Board of Directors

January

January to February

to Hospital Director

January

January to February to Directorate / Division Head

*Department Heads – include also heads of services and committees.

Module on Business Plans in MDH.

Submodule 2: Execution of MDH Business Plans (to be formulated)

 

Module on Business Plans in MDH.

Submodule 3: Evaluation of MDH Business Plans (to be formulated)

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