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CIUDAD MEDICAL ZAMBOANGA ORGANIZATIONAL PROFILE

FILIPINAS R. ROJO, MD, MHA CIUDAD MEDICAL ZAMBOANGA

P.1 Organizational Description

Ciudad Medical Zamboanga (CMZ) is a private, Level 2 general hospital located along Mayor Vitaliano Agan Avenue, Zamboanga City. It is owned by Zamboanga Polymedic Hospital, Inc. (ZPHI) and was opened to the public in October 2003.

FIRST BUILDING

SECOND BUILDING

+ AERIAL VIEW OF CMZ 2005 & 2012

CMZ 2005

CMZ 2012

+ P.1a Organizational Environment

P.1a.1 Product Offerings
CMZs

main product offering is healthcare services in a hospital setting under the Department of Health (DOH) level 2 hospital category health services consist of both basic and specialized ones that can be provided on an inpatient (IP) and outpatient (OP) system and on an emergency and nonemergency basis. EMERGENCY ROOM

The

+ P.1a Organizational Environment

P.1a.1 Product Offerings
1) preventive and promotive 2) diagnostic; 3) therapeutic; 4) rehabilitative; and 5) supportive services.

The healthcare services are further categorized into

these are all needed in the holistic care of any patient seeking help from a hospital. The healthcare services are delivered directly to any patient who goes to the hospital.

ENTRANCE DOOR OF THE MAIN BUILDING

These are also delivered through physicians and health maintenance organizations and companies (HMOC) who seek accreditation with CMZ.

P.1a.2 Vision, Mission, Core Values and Core Competencies

VISION
A

hospital with performance excellence that is nationally recognized.

P.1a.2 Vision, Mission, Core Values and Core Competencies

Mission:
To

provide integrated value-based health care services To provide highly competent staff To pursue Corporate Social Responsibility program.

P.1a.2 Vision, Mission, Core Values and Core Competencies VALUES

C-ompetence I

WARD H

-ntegrity

U-nity D-ynamism A-ccountability D-riven

by Results

P.1a.2 Vision, Mission, Core Values and Core Competencies

Core Competencies Integrated value-based healthcare services As related to Mission To provide integrated valuebased healthcare services

Learning organization

To provide highly competent staff

Corporate Social Responsibility To pursue CSR program (CSR) program with tangible social impact

+ P.1a.3 Workforce Profile

CMZ workforce consists of accredited physicians and employees. The accredited physicians are not employees of the hospital. MDs voluntarily apply and are given privilege to practice medicine in the hospital. They are considered part of the workforce as they are the primary healthcare service providers to all patient-clients of CMZ. Since they bring in patientclients, they are also considered partners and customers of CMZ.

+ P.1a.3 Workforce Profile

As of December 2012, there are 53 active consultants and 162 visiting consultants distributed among the different medical specialties, such as internists, surgeons, pediatricians and obstetrician-gynecologists. We also have Anesthesiologists, Radiologists, Pathologist.

+ P.1a.3 Workforce Profile

As

to employees, there is a total of 544 personnel, of which 91% are regular and 9%, outsourced. employee workforce can be segmented into the following groups: administrative finance staff; nurses and midwives allied medical staff; and support staff.

The

P.1a.3 Workforce Profile

Key elements that engage the workforce in accomplishing CMZ vision and mission consist of the following: induction program; presentation of annual hospital business plans at the start of each year; conducive and safe work environment; opportunities for training and career development; benefits; awards and recognitions.
trainings

induction programs

P.1a.3 Workforce Profile

induction program

training and career development

DTI roadshow

healthy lifestyle projects for its workforce

P.1a.3 Workforce Profile

CMZ has a workforce health and safety promotion program that includes: protection from communicable diseases through: education and provision of vaccination and personal protective equipment. supports healthy lifestyle projects for its workforce.

Immunization program

+ P.1a.3 Workforce Profile

CMZ has no labor union. The management ensures provision of benefits guided by statutory and regulatory requirements.

BOD with New CEO

Cardio-Pulmo Unit

Interview with Applicants

Workshop on Performance Management System

ACLS training

+ P.1a.4 Assets

2005

In 2005, CMZ increased to 97 beds capacity.

2003
CMZstarted as a 30-bed hospital in 2003 In 2004, CMZ acquired PhilHealth accreditation and increased to a 67-bed hospital.

2013

In 2008, CMZ increased to 160 bed tertiary hospital. The lot adjacent to CMZ is already acquired by CMZ. 2012: Master Plan Expansion ongoing for

P.1a.4 Assets +

Hospital lobby

Entrance and mid-aisle

During the stand-off

P.1a.4 Assets +

Entrance to ER

Information

EMERGENCY ROOM

P.1a.4 Assets
Pharmacy

P.1a.4 Assets
ICU

OR/DR/P ACU

NICU

HEMODIALYSIS

P.1a.4 Assets

Ancillary Department

PHYSICAL MEDICINE AND REHABILITATION UNIT

LABORATORY

CARDIO-PULMO UNIT

+ P.1a.4 Assets
RADIOLOGY

+ P.1a.4 Assets
RADIOLOGY

DUAL SLICE CT

DIGITAL MAMMOGRAPHY

1.5T MRI

64 SLICE CT SCAN

+ P.1a.5 Regulatory Requirements

P.1a.5 Regulatory Requirements

CMZ has voluntarily sought accreditation with PhilHealth to improve its quality management system and to support its licensure requirements with DOH. Since 2009, it has been using the standards of the Baldrige Health Care Criteria for Performance Excellence (BHCCPE). CMZ is currently (2013) applying for the Philippine Quality Award (PQA) with the objective of continually improving its quality management system

+ P.1b Organizational Relationships

P.1b.1 Organizational Structure

+ P.1b.2 Customers and Stakeholders

Table P.7 CMZ Key customers and stakeholders

P.1b.3 Suppliers and Partners

P.1b.3 Suppliers and Partners

CMZ key mechanisms for communicating with suppliers, partners, and collaborators consist of face-to-face meeting, online communication, memoranda, and contracts. The roles played by these parties in implementing innovations of CMZ are as suppliers; partners; and collaborators.

CMZ key material supply-chain requirements consist of the following: 1) determination of customers (patientclients; physician-clients; workforce) needs and requirements; 2) securing of supplies based on customers needs and requirements with consideration of quality, safety and cost; 3) promotion of efficient inventory (reduced overstocking but products readily available when needed); 4) risk management of supplies during non-crisis and crisis situations; and 5) supplier relationship management.

+ PARTNERS: SUPPLIERS (PHARMACEUTICALS)

+ PARTNERS: SIEMENS
SALES AND PRODUCT PRESENTATIONS

ADS
ENGINEERS

QUARTERLY TRAINING FOREIGN TRAINOR

PARTNERS: LOCAL AFP

LECTURES

HEALTH FAIRS

+ PARTNERS: AFP
VISIT TO SOLDIERS DILG SECRETARY: MAR ROXAS SECRETARY OF DEFENSE: VOLTAIRE GAZMIM AFP CHIEF OF STAFF: EMMANUEL BAUTISTA

PARTNERS: + JSOTF (BALIKATAN)

2006

2013

+ P.2 Organizational Situation

P.2a Competitive Environment P.2a.1 Competitive Position

CMZ competitors for patientclients (market share) consist primarily of: the two level 2 hospitals two level 1 hospitals clinics, and

laboratories

operating within its primary and secondary catchment communities, which are Zamboanga City, and Zamboanga Peninsula and neighboring islands, respectively.

+ P.2 Organizational Situation

P.2a Competitive Environment P.2a.1 Competitive Position

CMZs immediate competitors are Zamboanga Doctors Hospital (ZDH) and Western Mindanao Medical Center (WMMC) as the two are also private, level 2, general hospitals located within a 3-kilometer radius

Level 1 private hospitals which can compete with CMZ on the basis of geographic proximity (within a radius of 5 km) consist of Zamboanga Peninsula Medical Center (ZamPen) and Zamboanga Arturo Eustaquio Community Medical Center (ZAEC).

P.2a.2 Competitiveness Changes

The

key changes taking place that affect the competitive situation of CMZ are: commercialization of healthcare services (investors using business methods for profit) and

1)

2)

ambulatory health (outpatient services).

services

P.2a.3 Comparative Data

The

key available sources of comparative and competitive data are the DOH, SEC, within and outside the healthcare industry.

The

usual limitations are availability, completeness and comparability of data.

+ P.1b.2 Customers and Stakeholders

Table P.7 CMZ Key customers and stakeholders

+ P.2c Performance Improvement System

Since 2009, the performance improvement system of CMZ has consisted of:

A balanced scorecard (BSC) was initiated in 2009. It was refined in 2012. CMZ has been using external auditing and accrediting bodies (see P.1a.5) to complement its internal assessment; to promote continual organizational and personal learning; and to facilitate continual improvement of its performance system.

1) formulation of performance targets during strategic planning and annual performance review and planning conferences;
2) tracking and regular reporting to top management of performance on a monthly to quarterly basis; 3) identification of needed improvements followed by action plans; and

4) summative evaluation every year-end and every 3 years for the strategic plans.