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STRATEGIC POSITION
FROM TO
Regional multi-specialty training
hospital with specialty services in
Critical Care, Infectious Diseases
(Emerging and Re-emerging) and
Women’s Reproductive Health with a
700 functional bed-capacity serving
Central Luzon
2022: Regional multi-specialty, training
hospital with end-referral specialty
units in Critical Care, Infectious
Diseases (Emerging and Re-
emerging) and Women’s
Reproductive Health, with an 850
functional bed-capacity serving
Central Luzon
2028: Regional multi-specialty training
hospital with end-referral specialty
centers in Critical Care, Infectious
Diseases (Emerging and Re-
emerging) and Women’s
Reproductive Health, serving Central
Luzon with a 1000 bed capacity
STRATEGIC GOAL
Goal Measure BL 2022
Position Jose B. Lingad
Memorial General Hospital
as an 850 functional-bed
multi-specialty hospital with
end-referral specialty units
serving Central Luzon by
2022
Fully functional end-
referral specialty
units
Clinical
Departments
with multi-
specialty
services
Critical Care
Infectious
Diseases
(Emerging and
Re-emerging)
Women’s
Reproductive
Health
Functional bed-
capacity700 850
STRATEGY MAP 2022
Jose B. Lingad Memorial General
HospitalIm
pact
Su
pp
ort
Pro
ces
sC
ore
Pro
cess
MISSION
JBLMGH is committed to deliver effective and efficient multi-specialty services and training
through highly competent personnel, research, and new technologies.
CORE VALUES
Integrity | Commitment | Compassion |
Excellence
Position Jose B. Lingad Memorial General Hospital as an 850 functional-bed multi-specialty
hospital with end-referral specialty units serving Central Luzon by 2022
HR OrganizationInfra and Equipment
Finance
Str
ate
gic
Po
sit
ion
Better Health Outcomes
LinkagesPatient Care ResearchTraining
IT
Financial Risk ProtectionResponsive Health Systems
VISION
To be the leading end-referral regional multi-specialty training hospital in Critical Care,Infectious Diseases (Emerging and Re-emerging) and Women’s Reproductive Health
in Central Luzon by 2022.
STRATEGY MAP 2022
Jose B. Lingad Memorial GeneralHospital
Imp
act
Su
pp
ort
Pro
ces
sC
ore
Pro
ces
s
CORE VALUES
Integrity | Commitment | Compassion |
Excellence
Position Jose B. Lingad Memorial General Hospital as an 850 functional-bed multi-specialty
hospital with end-referral specialty units serving Central Luzon by 2022
HR OrganizationInfra and Equipment
Finance
Str
ate
gic
Po
sit
ion
Better Health Outcomes
LinkagesPatient Care ResearchTraining
IT
Financial Risk ProtectionResponsive Health Systems
Expand services to
improve access to
quality specialized
health care
Capacitate health care
providers to deliver
quality specialized care
Seek PRIME HRM
Accreditation to
institutionalize a
strategic HR system
Ensure people safety and
promote healthy hospital
environment for work-life
balance
Provide state-of-the-art
equipment and facilities
for an efficient delivery of
specialized services
Grow and manage resources to meet increasing demand for hospital services
Cascade expanded
services and training
opportunities to the
community for a more
functional SDN
Create a culture of
research that will improve
the quality of hospital
services and public health
Improve hospital
operations through
efficient and effective
information
communication technology
MISSION
JBLMGH is committed to deliver effective and efficient multi-specialty services and training
through highly competent personnel, research, and new technologies.
VISION
To be the leading end-referral regional multi-specialty training hospital in Critical Care, Infectious Diseases (Emerging and Re-emerging) and Women’s Reproductive Health
in Central Luzon by 2022.
PATIENT CARE ROADMAP
Expand services to improve access to quality
specialized health care
Decrease in number of referrals to other hospitals
Increase in number of referrals from other hospitals
Increase in number of recoveries
Decrease in number of mortalities
Increase in patient census for new specialized services
KRADELIVERABLES
2019 2020 2021 2022
Serv
ices s
upport
ed b
y C
linic
alP
ath
ways Critical Care
• Acute Stroke Unit (AcSU)
• OB GYNE PACU
• Surgical Intensive Care Unit
(SICU)
• Pediatric ICU
• NICU
• CVU/Neurological ICU
• Maternal and Neonatal
Emergency Transport System
• OB High Risk Unit
• Intensive Maternal Unit
• Maternal ICU • Orthopedic Critical Care
Unit
Infectious
disease
(Emerging
and Re-
emerging)
• 18-bed Isolation Building II for
emerging and re-emerging
Infectious Disease
• RTPCR for SARS COV 2 viral
RNA
• EREID ICU
• EREID OR
• EREID WARD
• EREID PACU
• EREID ER
• Isolation rooms for pregnant
infectious cases
• Respiratory Panel
• PCR Molecular Microbiology
Test
• Expansion of Pathology
and Molecular Laboratory
services for other
Emerging and re-
emerging Infectious
Diseases
Women’s
Reproductive
Health
• Perinatology Services
• Gyne-Onco Services
• Family planning services
• Basic infertility services
• Reproductive Tract Infectious
Disease Services
• The Maternal, Newborn, Children
Health and Nutrition (MNCHN)
• Basic Emergency Obstetrics and
Newborn Care (BEmONC)
• Gynecology Oncology Unit
• Family Planning Unit
• Adolescent Reproductive
Health care
• Mullerian Unit
• Reproductive Medicine Unit
(Fertility, Menopause)
TRAINING ROADMAP
Capacitate health care providers to deliver quality
specialized careIncrease in patient census for new specialized services
KRADELIVERABLES
2019 2020 2021 2022
Medical
Trained
Critical Care • 1 Pediatric-Intensivist
Infectious diseases
(Emerging and Re-
emerging)
• 1 Molecular Pathologist
• 1 Rotation of residents for
Infectious Diseases
(COVID – 19)
• 1 MOIV Training for
Emerging and Re-
emerging Infectious
Diseases (basic
orientation for additional
manpower for Infectious
Diseases)
• 1 Rotation of residents
for Infectious Diseases
(COVID – 19)
• Designation of 1 Doctor
for Field Epidemiology
Training Program (FETP)
• 1 Designation of Doctor
for Infectious Disease
Specialization for Pedia,
Adult and OB (If HR
cannot hire an IDS)
Women’s
Reproductive
Health
• 1 OB-Gyn Sonologist • 1 Perinatologist • 1 Gynecology Oncologist
• 1 Urogynecologist
• 1 Pedia - Gynecologist
Nursing
Trained
Critical Care
• 4 ICU Nurse
• 4 PICU/NICU Nurse
• 5 SICU Nurse
• 3 Maternal ICU Nurse
• 9 OB-GYN PACU Nurse
• 4 ICU Nurse
• 4 PICU/NICU Nurse
• 5 SICU Nurse
• 4 NeuroICU Nurse
• 4 ICU Nurse
• 4 PICU/NICU Nurse
• 5 SICU Nurse
• 1 Ortho Critical Care Nurse
• 2 Stroke ICU Nurse
• 2 NeuroICU Nurse
• 4 ICU Nurse
• 4 PICU/NICU Nurse
• 5 SICU Nurse
• 2 Stroke ICU Nurse
• 2 NeuroICU Nurse
Infectious diseases
(Emerging and Re-
emerging)
• 2 PHICNA Trained and
Certified Infection Control
Nurses
• At least 2 PHICNA Trained
and Certified Infection
Control Nurse
• At least 2 PHICNA
Trained and Certified
Infection Control Nurse
• Designation of 1 Nurse
for Field Epidemiology
Training Program (FETP)
Women’s
Reproductive
Health
• 1 Family planning Nurse • 1 Family planning Nurse
• 1 Women’s Reproductive
Health Nurse
• 1 Family planning Nurse • 1 Family planning Nurse
Allied
Specialists
Trained
Critical Care • 1 Nurse Supervisor • 1 Nurse Supervisor • 1 Nurse Supervisor • 1 Nurse Supervisor
Infectious diseases
(Emerging and Re-
emerging)
• 32 Medical Technologist
Training for RTPCR
• 10 Medical Technologist
Training
• 10 Medical Technologist
Training
RESEARCH ROADMAP
Create a culture of research that will improve the
quality of hospital services and public health
Research outputs translated into hospital policy
Research outputs presented to local health board
Clinical research presented and/or published in national and/or international fora
KRADELIVERABLES
2019 2020 2021 2022
Medicine and
Nursing
Formulate research agenda
aligned to the strategic position
At least 1 community-based research from each clinical department every year
Research on COVID-19Research on epidemiology and
or infectious diseases
8 Mixed methods of
descriptive, Qualitative and
Quantitative research Tie-up
with HAU-Grad School of
Nursing
At least 1 community-based research from the nursing department every year
Admin
At least 2 approved research
proposals on identified hospital
concerns from admin
At least 1 completed non-clinical research based on identified hospital concerns from admin
department every year
At least 1 completed non-clinical research based on identified hospital concerns from finance
department every year
Research
Organization and
Processes
Level 2 PHREB Accreditation
Digital Abstract Presentation
Output-based research
workshop
Evidence-based
medicine workshop
Acceptance and ethics review committee approval of submitted
external research papers Level 3 PHREB Accreditation
LINKAGES ROADMAP
Cascade expanded services and training
opportunities to the community for a more
functional SDN
Increase in the number of JBLMRH-trained healthcare professionals from district
and private hospitals
Increase number of referrals received from primary and secondary hospitals
KRADELIVERABLES
2019 2020 2021 2022
In-Service Training
Program for LGU
and other private
Hospitals
At least 1 medical professional
from selected partner health
care institutions in Bataan and
Tarlac trained in critical care
management
At least 1 medical professional
from selected partner health
care institutions in Nueva
Ecija and Bulacan trained in
critical care management
At least 1 medical professional
from selected partner health
care institutions in Zambales
and Aurora trained in critical
care management
Certification
Programs for Allied
Healthcare
Professionals in
Public and Private
Hospitals
At least 1 certification program
for 3 medical technologists
from selected public and
private hospital in Pampanga
At least 1 certification program
for 3 medical technologists from
selected partner health care
institutions from Bataan and
Tarlac
At least 1 certification program
for 10 pharmacists from
selected partner health care
institutions from Pampanga
At least 1 certification program
for 3 medical technologist and
10 pharmacists from selected
partner health care institutions
from Nueva Ecija and Bulacan
At least 1 certification program
for 10 pharmacists from
selected partner health care
institutions from Bataan,
Tarlac, Nueva Ecija and
Bulacan
At least 1 certification program
for 3 medical technologists and
10 pharmacists from selected
partner health care institutions
from Zambales and Aurora
At least 1 certification program
for 10 pharmacists from
selected partner health care
institutions from Zambales and
Aurora
Practice-Based
Family and
Community
Medicine
At least 1 level 1 or 2 physician
from Pampanga hospitals
trained in practice-based
family and community medicine
at JBLMGH
At least 1 level 1 or 2 physician
from Bataan and Tarlac
hospitals trained in practice-
based family and community
medicine at JBLMGH
At least 1 level 1 or 2 physician
from Nueva Ecija and Bulacan
hospitals trained in practice-
based family and community
medicine at JBLMGH
At least 1 level 1 or 2 physician
from Zambales and Aurora
hospitals trained in practice-
based family and community
medicine at JBLMGH
Coordination with
Level 1 and 2
Hospitals
At least 1 Memorandum of
Understanding for referrals on
Critical Care, Infectious
Diseases (Emerging and Re-
emerging) and Women’s
Reproductive Health with Level
1 or Level 2 hospitals from
Pampanga
At least 1 Memorandum of
Understanding for referrals on
Critical Care, Infectious
Diseases (Emerging and Re-
emerging) and Women’s
Reproductive Health with Level
1 or Level 2 hospitals from
Bataan and Tarlac
At least 1 Memorandum of
Understanding for referrals on
Critical Care, Infectious
Diseases (Emerging and Re-
emerging) and Women’s
Reproductive Health with
Level 1 or Level 2 hospitals
from Nueva Ecija and Bulacan
At least 1 Memorandum of
Understanding for referrals on
Critical Care, Infectious
Diseases (Emerging and Re-
emerging) and Women’s
Reproductive Health with Level
1 or Level 2 hospitals from
Zambales and Aurora
HR ROADMAP
Seek PRIME HRM Accreditation to
institutionalize a strategic HR system
Availability of highly competent Human Resource for the continuity of specialty
services.
Progress on Civil Service Commission PRIME HRM accreditation level
KRADELIVERABLES
2019 2020 2021 2022
PR
IME
HR
M
Assessment of the current
capacity of the Human Resource
Management Office (HRMO) on all
four (4) HR systems.
Initiate an Assist Plan in
coordination with the Civil Service
Commission Regional Office III.
Filling of gaps identified in the
assessment of HRMO on all HR
Systems through the execution of
an Assist Plan coordinated with
the CSC Regional Office III.
Documentation and submission of
at least 25% of evidence
requirements for Level II Prime
HRM Accreditation on all HR
Systems.
Level II PRIME HRM Accreditation
on all HR Systems.
Integration of Information
Technology to all HR Systems in
preparation for Level III
accreditation.
Level III PRIME HRM
Accreditation.
Submission of evidence
requirements and application for
Level IV PRIME HRM
Accreditation.
Recru
itm
ent
and R
ete
ntion o
f S
kill
ed
Health C
are
Pro
fessio
nals
• 1 neonatologist
• 1 pediatric intensivist
• 1 surgical intensivist
• 1 Interventional Radiologist
• 1 neurosurgeon
• 1 neuro anesthesia specialist
• 1 Perinatologist
• 1 OB-Gyne Infectious Disease
Specialist
• 1 Orbit and Oculoplasty
Specialist
• 1 Geriatric specialist
• 1 Ophthalmic equipment
technician
• 1 Infectious Disease OB
Specialist
• 1 neurosurgeon
• 1 Pediatric Surgeon
• 1 Perinatologist
• 1 Pediatric Gynecologist
• 1 Breast imaging specialist
• 1 Infectious Disease Pediatric
• Designated Statistician for
HESU and Epidemiological
Researches
• Designated HESU Data
Manager
• Designated HESU and Infectious
Diseases Administrative
Assistant
• 1 Neonatologist
• 1 Surgical Intensivist
• 1 Vascular Cardiologist
• 1 Cardiovascular Intensivist
• At least 1 Infectious Disease
Specialist (Adult)
• At least 1 Infectious Disease
Specialist (Pedia)
• 1 Endocrine and Fertility and
MIS Gynecology Consultant
• 1 Urogynecologist
• 1 Pediatric Intensivist
• 1 Neuro Intensivist
INFRASTRUCTURE AND EQUIPMENT ROADMAP
Provide state-of-the-art equipment and facilities for an
efficient delivery of specialized services
Equipment purchased in WFP accepted by end-users
Infrastructure projects completed and accepted
as scheduled
KRADELIVERABLES
2019 2020 2021 2022
Equip
ment
Critical Care
• Cardiac Monitor (+18)
• Central Monitoring System
(3)
• Mechanical Ventilator (20)
• ECG Machine (3)
• Defibrillator
• CCU/CVU
• Thrombolytic agents
• 2D Pedia-echo
• Infantometer (5)
• Suction Machine (2)
• Infuction Pump
• Fetal Monitor (2)
• Fetal Doppler (2)
• Cardiac Monitors (40)
• Mechanical Ventilators (70)
• Defibrillator (+4)
• ECG (+20)
• 2D Echocardiogram bedside (4)
• ABG Machine (2)
• E-cart (4)
• Central Monitoring System (+1)
• Digital weighing scale
• Bed scale
• Fetal monitor (4)
• Fetal doppler (4)
• ER beds (10)
• Suction Machine (5)
• Capnograph (10)
• Incubators with weighing scales (10)
• Infant warming device with
electronic and rectal thermometers
(5)
• Infusion pump (20)
• Firefly Bili Light (10)
• Transport Incubators (2)
• Neonatal Monitors with apnea alarm
and NIBP (+10)
• Cardiac monitor with 6 parameters
• Portable X-ray (2)
• Cardiac monitors
• Hemoperfusion Machine
• Video Laryngoscopes
• 6 Heavy Duty Suction Machine
• 1 Mobile X-ray
• 3 High Flow Nasal Cannula
Oxygen Therapy
• 200 High Flow Oxygen Therapy
Machine With Nasal Cannula
(Adult, Pediatrics, Neonate)
• 6 High Flow Cannula
• 30 Powered Air Purifying
Respirator
• 26 Transport Stretcher
• 2 OR Lamp – Portable
• 2 Cautery Machine
• 1 Full PACS (Upgrade of the
existing mini PACS)
• 1 OR Microscope
• 1 ENT Treatment Unit
• 1 Endoscopy/Colorectal Tower
• Digital copies of HESU data (IT
support)
• Procurement of machine for
Respiratory Pathogen/ viral Panel
• Procurement of UV light equipment
• Procurement of terminal HEPA
filters and high-efficiency pre-filters
• Allocation of decontamination rooms
• Additional negative pressure rooms,
positive pressure rooms
• Procure cartridges for other
Genxpert tests (CT/NG,
Trichomoniasis, Hepatitis B DNA,
GBS, etc.)
• Plan for Negative Pressure
Rooms (ISO Building) (with
differential pressure gauges
outside the room and a
local alarm system to
monitor fan status)
• Plan for Waste Treatment
Machine
• CCTV cameras connected
to Infectious Disease and
Control Office and nurse
stations
INFRASTRUCTURE AND EQUIPMENT ROADMAP
Provide state-of-the-art equipment and facilities for an
efficient delivery of specialized services
Equipment purchased in WFP accepted by end-users
Infrastructure projects completed and accepted
as scheduled
KRADELIVERABLES
2019 2020 2021 2022
Equip
ment Infectious
diseases
(Emerging
and Re-
emerging)
• 2 CS Set
• 1 Basic Ortho Set
• 1 TAHBSO Set
• 4 Anesthesia Machine with
Ventilator and Patient Monitor
• 4 Convective Warmer
• 4 Cautery Machine, Heavy Duty
• 4 OR Instrument Table
• 4 OR Lamp – Ceiling Mounted
• 4 OR Table Surgery
• 4 OR Lamp – Portable
• 6 Cardiac Monitor, Portable, 5
Parameters
• 1 Plasma Freezer 747l Net
Volume
• 2 Continuous Renal
Replacement Therapy
Multifunctional for CRRT And
Plasma Therapy
• 6 Hemodialysis
• 2 Portable Reverse Osmosis
Machine
• 3 Fiberoptic Laryngoscope
(Adult)
• 3 Fiberoptic Laryngoscope
(Neonate)
• 1 Video Laryngoscope, Flexible
Type
• 2 Mechanical Ventilator (For
Adult, Pediatric, Infant and
Neonate)
• 1 Video Laryngoscope, Rigid
Type
• 1 2d Echo Machine (1 Adult; 1
Pediatric with Neonatal Probe)
INFRASTRUCTURE AND EQUIPMENT ROADMAP
Provide state-of-the-art equipment and facilities for an
efficient delivery of specialized services
Equipment purchased in WFP accepted by end-users
Infrastructure projects completed and accepted
as scheduled
KRA
DELIVERABLES
2019 2020 2021 2022
Equip
ment
Infectious
diseases
(Emerging
and Re-
emerging)
• 10 Cardiac Monitor With 2 CMS
Unit (Lot)
• 2 Medicine and Instrument
Cabinet
• 4 Fan Filter Unit with HEPA
Filter
• 17 Suction Machine
• 2 Appendectomy Set
• 5 Parameter Cardiac Monitor,
Portable
• 2 E-Cart
• 4 Mobile Plasma Air Sterilizer
• 2 ECG Machine
• 3 Biphasic Defibrillator with
AED/ECG
• 2 Video Laryngoscope,
Handheld
Women’s
Reproductiv
e Health
• Colposcope
• Cryotherapy
• Fetal Monitor (2)
• Fetal Dopplers (2)
• Ultrasound Machine with
Transabdominal and Transvaginal
probe and guide
• Mammogram
• Breast ultrasound
• DEXA- Bone Scan
• Acquisition of laparoscopic
hand instruments
INFRASTRUCTURE AND EQUIPMENT ROADMAP
Provide state-of-the-art equipment and facilities for an
efficient delivery of specialized services
Equipment purchased in WFP accepted by end-users
Infrastructure projects completed and accepted
as scheduled
KRA
DELIVERABLES
2019 2020 2021 2022
Infrastructure
Critical Care
• Renovation of 3 Bed
Maternal ICU
• 10 Bed Trauma Ward
• 6 Bed Burn Unit
• 10 Bed SICU
• 42 Bed EREID ICU
Upgrading of Medical Intensive Care Unit
Ortho Intensive Care Unit
Infectious
diseases
(Emerging and
Re-emerging)
• Renovation of 3rd to 6th
Floor of Medicine
Building for EREID
Facilities
• Renovation of 7th Flr
New OPD Building for
Mole Lab
• Installation of Negative
Pressure Equipment and
HEPA Filter for ORs and
ICU
• 4-story Center for Infectious Diseases Building
for Emerging and Re-emerging Infectious
Diseases
• 2-story Pathology and Molecular Laboratory
Building
• Expansion of the existing Waste holding Area
• Office Space
Women’s
Reproductive
Health
7-storey Women’s Reproductive Health Center Building with
Bunker
WCPU Renovation
Awaiting placement and availability of clinics in the
new building
PEOPLE SAFETY AND EXPERIENCE ROADMAP
Ensure people safety and promote healthy hospital environment
for work-life balance
Decrease sentinel events
Increase employee job satisfaction
KRADELIVERABLES
2019 2020 2021 2022
Patient
Safety
• Bundles of Care
• Enhance Braiden Pressure Ulcer Assessment Tool
• Medication Safety Protocol
• Correct Patient Identification Protocol
• Fall Prevention Protocol
• Correct site, procedure and surgery protocol
• Improve effective communication protocol
• Creation of Patient Safety Manual
for Each Unit
• Hospital Safety Committee Chair/
MCC Approved Hospital Order for
Patient Safety Subcommittee
• Hospital Safety Committee/ Chair
MCC Approved Reporting Tool
• Continued implementation and
monitoring of patient safety
programs
Employee
Safety
• Immunization
• Risk at Work Training (Needlestick, Radiation, PPE,
Electrical)
• Telephone/Output Messenger
Consultation
• Flu Vaccination
• Ergonomic Safe Workplace (e.g.
Office Layouts)
• Workplace Mental Health Program
During the Covid-19 Pandemic
• Proper Handwashing
• Appropriate Donning and Doffing
• On-line (Face-to-Face)
Consultation
• Pneumococcal Disease Vaccination
• Continued implementation and
monitoring of employee safety
programs
Employee
Satisfaction
• Conduct and analyze survey as basis for employee
relations program
• Identify employee relations program
• Implement employee relations
programs to support “new normal”
in the time of pandemic
• Evaluate effectiveness of employee
relations program through a survey.
• Institutionalize employee relations
program and employee job
satisfaction measurement tool.
Safe
Hospital
IT ROADMAP
Improve hospital operations through efficient and effective
information communication technology
Number of modules, reports, features information system
modified and created
Upgrading of computer hardware and software
KRADELIVERABLES
2019 2020 2021 2022
Infr
astr
uctu
re
Wireless connection to Doctor’s
quarter
OPD Building Cabling
Mobile Hotspot Frontline Building
Isolation Ward Wireless
Connection
Conversion of 4th Floor
Auditorium Building to Online –
Konsulta at TeleKonsulta System
Station Center
Fiber Optic Connection
(Building to Building)
JBLMGH Cloud Storage
Improvement of Personnel
information system
Info
rmation S
yste
m
HIM system
Improvement of the personnel
information system
Electronic Records Storage
System
Online-Konsulta at Tele-Konsulta
System
Molecular and Diagnostic
Pathology Laboratory System
Personnel Information System
(Digital Copies)
Electronic Records Registry
System
(Records)
Turnover of MEDIX HIS from
outsourced provider to IHOMP
Full access to Database system by
IHOMP
MEDIX HIS mobile application Improvement of the MEDIX HIS
Equip
ment
Computer Upgrade
FINANCIAL MANAGEMENT ROADMAP
Grow and manage resources to meet increasing
demand for hospital services
Increase revenues from non-PHIC financial sources
Decrease in percentage of PHIC RTH
Decrease in number of emergency purchases
Decrease in the reported discrepancies between actual and system
generated data
KRADELIVERABLES
2019 2020 2021 2022
Non-PHIC Financial
Sources
At least 1 MOA forged with
government agencies for the
Annual Physical Exam of
personnel.
At least 1 MOA forged with
government agencies for the APE or
random drug testing of their
personnel as mandated by CSC.
At least 1 MOA forged with government agencies for the Annual
Physical Exam of personnel.
Creation of Hospital
Rate/Pricing Committee
Identify specific drugs and medicines
that can be offered for sale to out-
patients/non-patients
PHIC
Reimbursement
Make a proposal for the creation of
Hospital Rates/Pricing Committee.
Make a proposal to consider creation of PHIC Committee to act as focal
group for the PHIC Benefit Packages Availment.
Conduct Root-Cause Analysis
regarding RTH claims.10% Decrease in the RTH
PhilHealth Claims.
10% Decrease in the RTH PhilHealth
Claims.
Procurement
Management Plan
At least 1 functional unit compliant
to the Automated Critical Stock
Level Monitoring System – Supply
At least 2 additional functional unit
compliant to the Automated Critical
Stock Level Monitoring System –
Pharmacy and CSR
At least 1 additional functional
unit compliant to the Automated
Critical Stock Level Monitoring
System – Lab
At least 1 additional functional unit
compliant to the Automated Critical
Stock Level Monitoring System – Radio
Materials
Management
At least 1 functional unit compliant
to the Automated HIS issuances in
inventory reporting
At least 2 additional functional unit
compliant to the Automated HIS
issuances in inventory reporting
At least 1 additional functional
unit compliant to the Automated
HIS issuances in inventory
reporting
At least 1 additional functional unit
compliant to the Automated HIS
issuances in inventory reporting
CORE PROCESSES
Objective # Measure 2018 2019 2020 2021 2022
A
Expand services
to improve
access to quality
specialized
health care
1
# of referrals
to other
hospitals
Critical care 91 76 3650% decreased
from baseline
75% decreased
from baseline
Women’s
Reproductive Health1 0 0
70% decreased
from baseline
100% decreased
from baseline
Infectious diseases
(Emerging and Re-
emerging)
10% decreased
from baseline
30% decreased
from baseline
70% decreased
from baseline
100% decreased
from baseline
2
# referrals
from other
hospitals
Critical care 552 1,004 76850% increased
from BL
75% increased
from BL
Women’s
Reproductive Health1, 794 849 1, 346
70% increased
from BL
95% increased
from BL
Infectious diseases
(Emerging and Re-
emerging)
30% increased
from baseline
50% increased
from BL
70% increased
from BL
100% increased
from BL
3
Patient
census for
new
specialized
services
Critical care 1, 420 1, 764 450 30% 40%
Women’s
Reproductive Health6, 801 3, 194 4, 021 30% 40%
Infectious diseases
(Emerging and Re-
emerging)
0 (Baseline) 0 20% 30% 40%
4
Increase in
number of
recoveries
Critical care
Women’s
Reproductive Health2, 850 1, 600 40% Increase 60%
Infectious diseases
(Emerging and Re-
emerging)
0 Covid Mortality
(Baseline)0 Covid Cases 20% 30% 40%
5
Decrease in
number of
mortalities
Critical care
Women’s
Reproductive Health21 2% decrease 2% decrease 2% decrease
Infectious diseases
(Emerging and Re-
emerging)
0 Covid Mortality
(Baseline)
0 Covid
Mortality20% 30% 40%
CORE PROCESSES
Objective # Measure 2018 2019 2020 2021 2022
B
Capacitate the
specialty unit
personnel to
deliver quality
specialized care
6
Patient
census for
new
specialized
services
Critical care 1, 420 1, 764 450 30% 40%
Women’s
Reproductive
Health
6, 801 3, 194 4, 021 30% 40%
Infectious
diseases0 (Baseline) 0 20% 30% 40%
C
Create a culture
of research that
will improve the
quality of
hospital services
and public health
7Research outputs translated into
QI hospital policy0 1 N/A 2-3 2-3
8Research outputs presented to
the local health board3 10 N/A 2-3 2-3
9
Clinical research presented
and/or published in national
and/or international fora
8 4 N/A 5-10 5-10
D
Cascade
expanded
services and
training
opportunities to
the community
for a more
functional SDN
10
Increase number of referrals
received from primary and
secondary hospitals
4, 118 7, 942 6, 017 30% 40%
11
# of
JBLMRH-
trained
healthcare
professionals
from district
and private
hospitals
Medical
Specialists170 96
N/A
At least 6At least 8 At least 10
Allied Medical
Professionals 93 119
N/A
At least 20At least 30 At least 40
SUPPORT PROCESSES
Objective # Measure 2018 2019 2020 2021 2022
A
Seek PRIME
HRM
Accreditation to
institutionalize a
strategic HR
system
12
Availability of highly competent
Human Resource for the
continuity of specialty services.
80% 70%1st 88.21
2nd 88.02
75% Filled
positions vs.
approved
authorized
staffing pattern
80% Filled
positions vs.
approved
authorized
staffing pattern
13 PRIME HRM accreditation level Level 1Assisted Level I
Assisted Level I
CSC Accredited
Level II StatusAssisted Level II
CSC Accredited
Level III
B
Provide state-
of-the-art
equipment and
facilities for an
efficient
delivery of
specialized
services
14Equipment purchased in WFP
accepted by end-users64% 76% 70% 80% 80%
17
Infrastructure projects
completed and accepted
as scheduled100%
55.64%
Due to the
delay in budget
allocation of
HFEP of DOH
CO
100% 100% 100%
C
Ensure people
safety and
promote healthy
hospital
environment for
work-life balance
18 Decrease sentinel events Patient - 16
Employee - 82Patient - 8 Patient - 3
40%
decreased from
BL
50% decreased
from BL
19Increase employee job
satisfactionN/A Baseline
N/A
20%
increased from
BL
30%
increased from
BL
>40%
increased from
BL
SUPPORT PROCESSES
Objective # Measure 2018 2019 2020 2021 2022
D
Improve hospital
operations
through efficient
and effective
hospital
information
system and
latest state of the
art health
technology
implementation
20
# of modules, reports, features
information system modified and
created
3049
20%
60
30-40%50-70% >90%
21Upgrading of computer hardware
and software10
21
20%
29
30-40%50-70% >90%
E
Grow and
manage
resources to
meet increasing
demand for
hospital services
22
Increase revenues from non-
PHIC financial sources161m
177m
10% increase
75m 1st Q
10% increase10% increase 10% increase
Decrease in percentage of PHIC
RTH13%
9.46%
< 8%
0.91%
10% decrease10% decrease 10% decrease
Decrease in # of emergency
purchases 14, 800, 201.29
3, 257, 280
30%
1ST 415, 754.38
2ND 248, 274.2570%
90% decrease
from BL
Decrease in the reported
discrepancies between actual
and system generated data
N/A 63.96%58.98% 1ST Q
52.12% 2ND Q50% 80%
Recommended