m

Presented to you by :

Asmaa Abdelbaset Mahmoud 20121001

Doaa Hussien Mohamed 19122137
Hend Hassan Al-sherif 20122055
Marwa Khaled Mohsen 20122075

Rabab Samir Abd el-fatah 20121051

Rehab Ahmed Mustafa 20121037
Industry brief:
Healthcare industry (also called health economy) consists of sectors/businesses that
provide goods/service to treat patient, manufacture medical equipment/ drugs, and
provide medical insurance.

Hospital description:

Our institution was established in 2020, located at down town

It is a governmental healthcare facility , built, staffed, and equipped for
the diagnosis of disease; for the treatment, both medical and surgical, of the sick
and the injured; and for their housing during this process.
To better serve the wide-ranging needs of the community, the modern hospital has
often developed outpatient facilities, as well as emergency, intensive care, and
rehabilitation services.
And its role has been magnified by the appearance of COVID pandemic.
Strategic Management: a set of managerial decisions and actions
that determines the long-run performance of a corporation
Environmental Scanning
the monitoring, evaluation and dissemination of information from the external and
internal environments to key people within the corporation

External scanning

P E S T E L
analysis

Political factors
 The political environment is perhaps among the least predictable elements in the business
environment. A cyclical political environment develops; as democratic governments have to pursue re-
election every few years. This external element of business includes the effects of pressure groups.
Pressure groups tend to change government policies.
 Political stability:
 There is increasing political will in Egypt to develop the healthcare sector
 In July 2018, the World Bank announced plans to invest EGP9.5bn (USD530mn) towards
Egypt's healthcare system as part of the country's health reform package. The investment will be
staggered over the coming five years to 2022 and will be implemented via the Egyptian Ministry
of Health and Population (MOHP)
  Taxation, Egypt personal income tax rate forecast
It has been stable at 25% for the last two years (2020,2021)
and is projected to trend around 22.5% in 2022 and 2023 according to our econometric
models (TRADEECONOMICS.COM/Egypt tax authority)

Economic factors
 Although The health expenditure as an absolute number is increasing, total health
expenditure as a percentage of GDP is declining. The Egyptian healthcare market is
based mainly on OOP expenditures and the next period anticipates a shift toward more
public spending after Universal Health Insurance gets implemented.
 Level of current health expenditure expressed as a percentage of GDP. Estimates of
current health expenditures include healthcare goods and services consumed during each
year. This indicator does not include capital health expenditures such as buildings, machinery, IT and
stocks of vaccines for emergency or outbreaks
  The Egyptian finance minister stressed that in March 2020, following the outbreak of the
coronavirus crisis, EGP 100 billion – or two per cent of GDP – were allocated to alleviate the
repercussions of the pandemic, some EGP 16.5 billion of which were dedicated to the healthcare
sector.

The rest were directed to mitigate the effects of the pandemic on the most affected sectors and
the most vulnerable groups.

In 2021/22 the budget stood at EGP 275.6 billion, up by EGP 17.1 billion or 1.4 percent on the
year before. The increase recorded was higher than that stated in the constitution, and in 2020/21
the healthcare sector’s budget increased by 24.3 percent on 2019/20.

Investments in the Egyptian healthcare sector recorded EGP 26.4 billion, or 24.3 percent of the
total spent on the sector

 Egypt inflation rate

 Health workforce in Egypt, WHO

 An out-migration of health professionals is contributing to the shortage of a qualified
health workforce

 Russian-Aukranian war
 The emergence of monkey pox pandemic
Socio-cultural

factors
 Changes in demographic patterns like aging population, migration trends and socio-
economic variables have paramount importance on healthcare sector.

 The current life expectancy for Egypt in 2022 is 72.38 years, a 0.22% increase from
2021. (increasing average life expectancy, increases the need for extra health care)
 Population distribution among Egypt, Cairo is the highest in population,

 There have been some improvements in aggregate health indictors over the past few
decades. However, they mask striking inequalities among Egyptians by gender, income
 level, education and geographic location. For instance, child mortality is twice as high in
rural upper Egypt
 Efforts have been made to reform the situation in Egypt. The most prominent voices in
the fight to overhaul the health system have been medical doctors, who have coupled
their professional demands for better wages, working conditions and training
opportunities with social and political demands to improve the health-care system and
increase public spending on health. Among various other efforts, doctors staged two long
strikes, in 2012 and 2014
 Lower poverty rate in Cairo

 Increased number of multiple sclerosis patients in Egypt

Number of people with MS : 59,671 people are living with MS.

This equates to 1 in every 1,500 people.

9,244 new people are diagnosed each year.
That's 770 diagnosed every month.
https://www.atlasofms.org/fact-sheet/egypt
Technological factors
 With a population of reportedly 100 million, Egypt is making several key investments in
the area of health technology to reduce costs and provide efficient care to its
people. COVID-19 has further accelerated digital transformation in the country with the
increased use of remote monitoring, telehealth platforms and Artificial Intelligence (AI)-
enabled apps and devices.

 The country has also developed a national AI strategy to integrate the technology in
different sectors including healthcare.

 The Egyptian government is driving digitalization across sectors and has been pushing
for universal healthcare and cross-industry collaborations. This is evidenced in the recent
partnership announced with British telecom operator Vodafone. According to reports,
with the backing of the UK Department for International Trade, Vodafone won a
£100m contract to help Egypt develop a new health insurance IT system on the lines of
UK’s National Health Service (NHS).

 An app that has been making healthcare accessible for all in Egypt is Vezeeta. Its
founder/CEO Amir Barsoum’s aim is to empower consumers to make more informed
healthcare decisions. The app allows users to book online appointments,
teleconsultations, doctors’ home visits and can also be used for online ordering and
delivery of medications.

 Health 2.0 Egypt (network of Egyptian digital health leaders run and build a digital health
ecosystem in the country) is a network whose purpose is to connect digital health
stakeholders with both the local and global innovation community. The knowledge
sharing and support that has been generated from its activities have created jobs, helped
start-ups find clients and investors, and provided the digital health work in Egypt global
exposure.
Ecological factors
 Air Pollution The greater Cairo area, home to 15 million people, has the worst air
pollution in Egypt
 Egypt’s rising level of energy consumption is a major factor behind the country’s air
pollution problems. Over the last 20 years, Egyptian energy consumption has risen by
more than 200%,
 Renewable Energy Sources Aside from hydroelectricity, Egypt is boosting its use of
renewable energies such as solar and wind power.
 Water scarcity

Legal factors
 The universal health insurance law, the law aims to make available and provide high
quality healthcare for all citizens without discrimination, regardless of their ability to pay,
relying on a strong, effective financing mechanism that pools risk and is supported by
premiums paid by citizens based on their income, in order to provide care and treatment
for all.
 Porter’s five forces

Competitive rivalry within the industry

The intensity of rivalry of Care Hospital is influenced by the following characteristics:

 A large number of hospitals (New Cairo hospital, Shifa Hospital, Nasaam Hospital)
increases rivalry because more hospitals will compete for the same customers and
resources. The rivalry intensifies as some hospitals have the same or near market share,
leading to struggle for market leadership.
 Slow market growth: causes hospital to fight for market share.
 High fixed costs: result in an economy of scale effect that increases rivalry. As total
costs are mostly fixed costs, the hospital must produce near capacity to attain the
lowest unit costs.
 As the hospital is a multi-specialized one, this is associated with high levels of
competition.
 The diversity of rivals: with different cultures, histories, and philosophies make the
healthcare industry unstable, where there’s misjudging of rivals’ moves.
 Keep in mind the managed care contracts that are negotiated, managed care
organizations contract with hospitals offering most favorable rates.
Threats of rivals can be reduced by employing a variety of tactics. To minimize price
competition, distinguish your product from your competitors’ by innovating or improving
features. Other tactics include focusing on a unique segment of the market, distributing
your product in a novel channel, or trying to form stronger relationships and build
customer loyalty.

Threat of new entrants

It’s not only incumbent rivals that pose a threat to the hospital; the possibility that
new hospitals may enter the healthcare industry also affects competition. For every
entry, there are barriers. From a strategic perspective, barriers can be created or
exploited to enhance the any firm’s competitive advantage. This is different in
healthcare industry as there are other factors concerning new hospitals:
- Common technology.
- Hospitals are capital intensive.
- Government regulations on new hospital construction.
- Brand identity is not easy for new hospitals.
- Start-up costs are high for new businesses entering the industry. The more
commitment needed in advertising, research and development, and capital assets,
the lesser the chance of new entrants to the industry.

Reducing the Threat of New Entrants:

Enhancing your marketing/brand image, utilizing patents, and creating alliances

with associated products/services can minimize the threat of new entrants.
Important tactics you can follow include demonstrating your ability and desire to
retaliate to potential entrants and setting a product/service price that deters entry.
Because competitors may enter the industry if there are excess profits, setting a
price that earns positive but not excessive profits could lessen the threat of new
entry in your industry.
Threat of substitutes

It’s more difficult for a firm to try to raise prices and make greater profits if there are
close substitutes and switching costs are low.
Substitutes, or alternative health services, include:
- Not for Profit hospitals: Medium to High threat depending on hospital location
- Day Care hospitals: Medium threat depending upon type of service and location
- Technology as a Substitute to private hospital care (e.g. e-health): Low threat
- Outpatient diagnostic facilities (ODF)

You can reduce the threat of substitutes by using tactics such as staying closely in tune
with customer preferences and differentiating your services, customers’ surveys to learn
about their preferences.

Bargaining power of suppliers

Any business requires inputs—labor, parts, raw materials, and services. The cost of
your inputs can have a significant effect on your company’s profitability. Whether the
strength of suppliers represents a weak or a strong force hinges on the amount of
bargaining power they can exert and, ultimately, on how they can influence the terms and
conditions of transactions in their favor. Suppliers would prefer to sell to you at the
highest price possible or provide you with no more services than necessary. If the force is
weak, then you may be able to negotiate a favorable business deal for yourself.
Conversely, if the force is strong, then you are in a weak position and may have to pay a
higher price or accept a lower level of quality or service.
Examples:
 Demand for nurses is high, supply is low
 Price rising for drugs and other medical supplies and medical equipment.
 Increased demand for personal protective equipment by the emerge of corona
pandemic

Reduce power of suppliers: We might consider forming a partnership with our supplier.
This can result in a more even distribution of power. This can be mutually beneficial for
both supplier and buyer if they can:
• Reduce inventory costs by providing just-in-time deliveries
 • Enhance the value of goods and services supplied by making effective use of
information about customer needs and preferences
• Speed the adoption of new technologies.
 Increase dependency

Bargaining power of buyers

The power of buyers describes the effect that your customers have on the profitability of
your business. Many small customers acting as a group can create a strong force. For
instance, because of their size, health maintenance organizations (HMOs) can purchase
health care from hospitals and doctors at much lower cost than can individual patients.
Insurers wield substantial power.
Individual patients wise; the role of patients in isolation to other influencing factors, it
can be said that their ability to impact on industry players in a negative or damaging way
to shareholder interests or assets and returns is low. Hence this element is favorable to
industry members.
Ex, patients requiring higher service quality.
Reducing the Bargaining Power of Buyers

You can reduce the bargaining power of your customers by increasing their loyalty to
your business through partnerships, dealing directly with consumers/patients, or
increasing the inherent- - or perceived value of a product by adding features or branding.
In addition, if you can select the customers who have little knowledge of the market and
have less power, you can enhance your profitability.

 After finishing the external analysis, now we can

extract the opportunities and threats that facing
our hospital
Opportunities Threats
 There is increasing political will in Egypt to  Income tax rate projected to trend around 22.5%
develop the healthcare sector in 2022 and 2023 according to our econometric
 Investments in the Egyptian healthcare sector models
recorded EGP 26.4 billion, or 24.3 percent of  An out-migration of health professionals is
the total spent on the sector contributing to the shortage of a qualified health
 The current life expectancy for Egypt in 2022 workforce
is 72.38 years, a 0.22% increase from 2021.
(increasing average life expectancy, increases  COVID-19 has further accelerated digital
the need for extra health care) transformation in the country with the increased
 Population distribution among Egypt, Cairo is use of remote monitoring, telehealth platforms
the highest in population and Artificial Intelligence (AI)-enabled apps and
 Lower poverty rate in Cairo devices.
 Increased number of multiple sclerosis
patients in Egypt  Air Pollution The greater Cairo area, home to 15
 The Egyptian government is driving million people, has the worst air pollution in
digitalization across sectors and has been Egypt
pushing for universal healthcare and cross-  Egypt’s rising level of energy consumption
industry collaborations  Water scarcity
 An app that has been making healthcare  A large number of hospitals in Cairo like (New
accessible for all in Egypt is Vezeeta, which Cairo hospital, Shifa Hospital, Nasaam Hospital,
enables advertising for doctors in our hospital causes hospital to fight for market share
 The universal health insurance law  The possibility that new hospitals may enter the
 Patients requiring higher service quality. healthcare industry increases the competition
 Increased number of Day Care hospitals, not
profit organizations, Outpatient diagnostic
facilities and private clinics
 Demand for nurses is high, supply is low
Price rising for drugs and other medical supplies
and medical equipment (limited resources).
 Increased demand for personal protective
equipment by the emerge of corona pandemic
 Russian-Aukranian war
 The emergence of monkey pox pandemic
 Issues priority matrix- used to identify and analyze developments in the
external environment

Impact on corporation
High Medium Low
 opportunities  Opportunities  Opportunities
 Improve the health care system and  Increase life expectancy for  Lower poverty rate in Cairo
Probability of occurrence

increase public spending on health Egypt up to 75 years by 2023

 Increased population in Cairo  Change in demographic pattern  Threats
 Increased number of M.S patients like aging population, migration  Increased Egypt personal
 Patients requiring higher service quality trends, and socioeconomic income tax rate
High

 Threats variable
 Limited resources  Universal health insurance law
 Possibility of Change in governance due to  Threats
the ministerial change  Rising of energy consumption
 Migration of health professionals  Increased demand for personal
 Demand for nurses is high, supply is low protective equipment

 Opportunities  Opportunities  Threats

 Increasing political will in Egypt to  Increased investments in H.C  Increased air pollution in
develop H.C over the coming 5 years Cairo
 Threats  Vezeeta App.
 National strategy to integrate technology in  Threats
Medium

H.C  Drive digitalization across the

medical sector
 A large number of hospitals in
Cairo
 The emergence of monkey pox
pandemic

 Threats
 Water scarcity
Low

 Russian-Aukranian
war

High priority
Low priority
medium priority
 Key success factors in healthcare industry

Key success factors Weight Care Care El Shifaa El Shifaa

hospital hospital hospital hospital
rating weighted rating weighted
score score

Location 0.1 5 0.5 4 0.4

Service quality 0.2 3 0.6 5 1
Infrastructure 0.2 5 1 5 1
Surgical operations 0.2 3.5 0.7 5 1
Patient satisfaction 0.2 3 1.5 4 0.8
HR capability 0.1 3 0.3 5 0.5
Total 1 4.6 4.7
 External Factor Analysis Summary (EFAS Table)
External factors Weight Rate Weighted
score
Opportunities
Improve the health care system and increase public spending on health 0,1 4 0.4

Increased population in Cairo 0,03 3 0.09

Increased number of M.S patients 0,08 5 0.4

Patients requiring higher service quality 0,04 4 0.16

Increase life expectancy for Egypt up to 75 years by 2023 0,02 2 0.04

Change in demographic pattern like aging population, migration trends, and 0,03 3 0.09
socioeconomic variable

Universal health insurance law 0,06 4 0.24

Vezeeta App 0,05 4 0.2

Threats
Limited resources 0,08 4 0.32

Possibility of Change in governance due to the ministerial change 0,06 3 0.18

Migration of health professionals 0,06 4 0.24

Demand for nurses is high, supply is low 0,07 4 0.28

Rising of energy consumption 0,03 3 0.09

Increased demand for personal protective equipment 0,07 4 0.28

National strategy to integrate technology in H.C 0,06 3 0.18

A large number of hospitals in Cairo 0,07 5 0.35

Increased air pollution in Cairo 0,02 2 0.04

The emergence of monkey pox pandemic 0,03 5 0.15

Water scarcity 0,02 2 0.04

Russian-Aukranian war 0,02 3 0.06

Total 1 3.83
 Environmental scanning
Internal scanning
Organizational structure, Functional structure

Hospital
manager

Pharmacy Nursing Medical Training Infection Quality

IT dep. HR
dep. director director dep. control dep.

outpatien Internal External

clinical
t services services

general blood
MS ICU lab. E.R
surgery banks
 Hospital business model canvas

key partners Key activities Value preposition Customer Customer

 Administration relationship segment
 patients process (maintaining  Quality and outcomes *long term *people of all
 insurance patient record, (patient experience, relationship with ages that are
companies appointment billing, clinical outcomes) patients, who are in need of
 Health paper work, ordering  Workforce culture sure that the hospital therapeutic
expert. medical supplies) and engagement is a safe and assistance.
 MOH  Patient care process (motivation, morale, qualified healthcare
 physicians · (diagnosis, clinical culture and facility.
 Pharmacist · investigations and capability)
 Healthcare treatment)  Operational efficiency Channels
Technical (operational KPI’S,  Direct channels
experts Key resources utilization of resources) (hospital,
 Governance  Physical (hospital, Finance website,
patient, equipment, (maximizing advertising)
system ·
 Financial ambulance and income,  Indirect
service patient care supplies) minimizing channels
providers  Financial expenditure, (referrals, other
resources(government appropriately hospitals,
 Ambulance
subsidization, % of funded) doctors)
service
hospital income)
 Healthcare
knowledge

Cost structure Revenue stream

 Technical and health expert salaries ·  Health services
 Hospital maintenance · (surgeries and MS
 Marketing and sales. patients’ services)
 Medical supplies  Reimbursement through
 Utilities insurance
 Value chain analysis
Support activities

Human resources department

IT department

Hospital administration (board of directors, medical director, chief nurse)

Profit margin
Hospital support service (procurement, housekeeping, maintenance and security services)

Admission Discharge Marketing and Services

Care sales
(ER, outpatient (sent home, (ambulatory
(clinical (pricing, pt.
referral to other
Dep., admitting evaluation, satisfaction Services)
health facility)
diagnosis, survey, insurance)
Patient) treatment,
referral)

Primary activities
Resources, capacity analysis of hospital based resources
Tangible resources and capabilities
Building 5 floors Well used
Financial situation Government Ability to generate internal funds
subsidizing
Hospital departments Most  Opening of new department for burns
specialties with intensive care unit
are available Offering service for (multiple
sclerosis patients MS) diagnosis and
treatment

Number of physicians 250 Enough number , except in

managerial department
Number of nurses 270 Lacked number of nurses
Number of pharmacists 80 Working in pharmacies and in other
managerial roles
Lab and radiology technicians 20 Enough number of employees and
Number of admission employees 50 well distributed among
departments/admission system
including HR
Number of beds 110 Used at full capacity
ICU beds 30
Lab Machines /Mechanical ventilators Not very well equipped
Number of specialties 8

Intangible resources and capabilities

Human skills  Not well performing in all departments due to the lack of qualifications

Reputation / position  good reputation especially in the field of surgery especially bone
surgery
 The hospital has a very good location and good infrastructure
 And the only in the area providing service to MS patients

Innovation  No supportive atmosphere for new ideas

 No capacity for organizational change
 V R I O
MODEL

Resource or VALUABLE RARE IMMITABLE ORGANIZATION

capability
Location Yes Yes Yes Yes

Reputation Yes No No Yes

MS service Yes Yes Yes Yes

Admission system Yes No No Yes

Bone surgery Yes No No Yes

 Hospital culture and values

 Quality We strive to exceed the expectations of all of our clients by committing to

deliver excellence and value in every aspect of our work. We will enhance quality for
all of our patients by educating them on their health and empowering them to be
partners in their care.

 Compassion Our culture of caring will unmistakable in every personal interaction: as

we treat individuals, families and colleagues with empathy, honesty and openness.
 Respect We promise to honor the dignity, individuality and rights of everyone at
Care Hospital, and to pay particular attention to patients’ rights to privacy,
confidentiality and information.
 Civil Engagement We acknowledge our vital and dynamic role in our communities
therefore we will foster growth and development in a manner that understands and
serves our society.

 Continuous improvement
 No Smoking
 Effective Communications
 Ensuring availability of treatment
 Compliance with Laws and medical policies
  After finishing the internal analysis, now we can extract
the strengths and weaknesses that is inside our hospital

Strengths Weakness
 Support from government  Unqualified HR staff
 Ease of access  Low lab support
 Cost advantage  The lab is not well equipped
 M.S outpatient service  Absence of marketing plan
 Qualified medical staff  Lagging in technology
 Central location  Lacked number of nurses
 Good Infrastructure  Wasting of resources in some departments
 Most medical specialties are available  Inability to attract new patients
 Unique values  Lack of staff development
 Wide parking area  Lack of maintenance
 No disaster management training
 Low satisfaction score on employee survey
 Internal Factor Analysis Summary (IFAS Table)
Internal factors Weight Rate Weighted
score
Strengths
Support from government 0,1 3 0.3

Ease of access 0.03 3 0.09

Cost advantage 0.08 3 0.24

M.S outpatient service 0.04 5 0.20

Qualified medical staff 0.08 4 0.08

Central location 0.03 4 0.12

Good Infrastructure 0.06 3 0.18

Most medical specialties are available 0.05 3 0.15

Wide parking area 0.02 3 0.24

Weaknesses
Unqualified HR staff 0.06 4 0.24

Low lab support 0.06 3 0.15

The lab is not well equipped 0.05 3 0.18

Absence of marketing plan 0.03 4 0.12

Lagging in technology 0.07 3 0.21

Lacked number of nurses 0.06 4 0.24

Wasting of resources in some departments 0.06 3 0.18

Inability to attract new patients 0.02 4 0.08

Lack of staff development 0.03 3 0.09

Lack of maintenance 0.02 4 0.08

No disaster management training 0.03 3 0.06

Low satisfaction score on employee survey 0.02 4 0.12

Total 1 3.53
 Summary Factor Analysis (SFAS)

Weight Rate Weighted Duration

score
Opportunities
Improve the health care system and increase public 0.08 4 0.23 Medium
spending on health
Increased number of M.S patients 0.08 5 0.40 Short

Universal health insurance law 0.08 4 0.32 Medium

Threats
Limited resources 0.08 4 0.32 Short

Demand for nurses is high, supply is low 0.07 4 0.28 Medium

Migration of health professionals 0.07 4 0.28 Medium

A large number of hospitals in Cairo 0.07 5 0.35 Short

Strengths
Support from government 0.03 3 0.09 Medium

Cost advantage 0.02 3 0.06 Short

Qualified medical staff 0.08 4 0.32 Short

Good Infrastructure 0.07 3 0.21 Short

Weaknesses

Unqualified HR staff 0.08 4 0.32 Medium

Lacked number of nurses 0.08 4 0.32 Short

Wasting of resources in some departments 0.07 3 0.21 Short

Low lab support 0.04 3 0.12 Medium

Total 1 3.92
 TWOS matrix

Internal Strengths Weakness

 Support from government  Unqualified HR staff
 Cost advantage  Lacked number of nurses
External  Qualified medical staff  Wasting of resources in some
 Good Infrastructure departments
 Low lab support

Opportunities SO Strategies WO Strategies

 Improve the health care  Expand M.S services  Use the government and
system and increase public  Prepare for GAHAR accreditation public spending on
spending on health  Implement marketing plan to attracting new nurses
 Increased number of M.S Attract new patients  Implement waste
patients  New outpatient services management department
 Universal health insurance
 Plan to be a part of UHC system  Training program for HR
law
personnel
 Assign new HR manager

Threats ST Strategies WT Strategies

 Limited resources  Use the support of government in  Offer flexible time
 Demand for nurses is acquiring more resources schedules for nurses
high, supply is low  Use the location and  Hospital lab partnering
 Migration of health infrastructure of the hospital as a with a commercial lab
professionals marketing material
 A large number of
hospitals in Cairo
Corporate strategy: an organizational strategy that determines what
businesses a company is in or wants to be in, and what it wants to do with
those businesses
The new corporate strategy growth strategy expansion into new
markets (multiple sclerosis patients)
Renewal strategy a corporate strategy designed to address declining
performance. (the hospital lab)

Business strategy
Differentiation Offering services to M.S patients (medical,
psychological, nutritional support) which not offered by other
hospitals in the area
Cooperative strategy, gain a competitive advantage within an industry by
working with other firms, strategic alliance between the hospital lab and a
commercial lab
 Vision
Leading the public health sector nationally.

Strength: forward looking

Criticism: Should state more of its future hopes

New vision:
 To continuously be the hospital of choice for patients, physicians and employees due
to our preeminent patient care and services.
 To be the leading provider of quality, compassionate patient centered care that seeks
physical cures and comfort – that will lead to a peace of mind and peace at heart.

Mission
Working together to promote and protect the health of our citizens.

Strength: States the main goal clearly

Criticism: Should state more of its services

New mission:
our mission is to participate in the creation of healthier lives within the community; by
practicing to serve and manage illnesses with skill and compassion.
We will improve the life of Multiple Sclerosis’ patients by empowering them through
offering the best support physically and psychologically.
Objectives
 Obtain GAHAR accreditation by the end of 2024
 Open 2 clinics for multiple sclerosis patients (nutrition and psychological
clinics) by April 2023
 Enhance education and training systems to prepare health professionals and
support the career development of all health personnel, by implementing a
new training system targeting all medical staff to increase the percentage of
training from 40% to 80% by the end of 2023
 Enhance communication between the medical teams inside the hospital by
implementing a new communication system
 Increase our market share by 30% by the end of 2024.
 Hospital lab partnering with a commercial lab by May 2023.
 Improve hospital maintenance system by contracting with new maintenance
company in October 2022
 Attracting qualified medical practitioners working in the field of multiple
sclerosis
 Open (resource management) department in dec.2022, to be responsible for
resources allocation.
 Improve MS patients’ hospital stay by offering some options, (ensure the
presence of TVs in the rooms, offer healthy drinks and foods)
Strategy implementation- the sum total of all activities and choices required for the
execution of a strategic plan

Care hospital strategic action plan

Objectives Activities KPI Responsible Target

date
 Number of policies in  Quality
1- Make sessions to educate hard copy delivered to department(execution) Oct.22-
people about GAHAR each department  The assigned persons Dec24
accreditation  80% training in each of each department
2- Get the hard and soft copy department on GAHAR (execution)
of GAHAR handbook standards  Middle
3- Assign a person in each  Hospital Audit done management(monitor)
GAHAR
department to be monthly
accreditation
responsible for educating
others about the policies
of GAHAR in this
department
4- Start training sessions for
each department
 The clinics are prepared  Medial director
1- Prepare the fourth floor and in 3 months starting (monitor) Oct.22A
prepare the basic clinics from now  HR assigned pril-23
requirements  Job ad. Is published in person(execution)
2- Publish job advertisement Dec. 2022  Head of internal dep.
M.S nutrition to attract nutritional and  The applicants are (monitor)
and psychological doctors interviewed in Jan and  Purchases
psychological 3- Assign a nurse for each Feb. 2023 manager(monitor)
clinic  Interview the nurses in
clinics  Purchases
Dec.2022 person(execution)
 Doctors and nurses are  Housekeeping
assigned for the job in (execution)
March 2023
 1- Implementing new Training % in each  training Oct.22-
training system targeting department department(execution) Dec23
all medical staff  continuous
2- Training schedules Medical staff assessment improvement
3- regular assessments for results department(monitor)
medical staff  head of
4- collaboration with local Number of certificates
departments(monitor)
Enhance government and
education and healthcare, educational
implement institutions.
training system 5- provide facility and
budget needed for training
system.

1- Implement Communication Key  Quality department Now -

Enhance communication system performance indicator for (execution and Dec 22
communication 2- Provide patient follow up hospital ( Medical staff monitor)
between system engagement Rate ,  Medical
medical teams 3- Improve patient medical Patients feedback, director(monitor)
inside the
hospital
record Employees and patient  Human resources
satisfaction, web pages (execution)
(between staff/
between staff
visits ,medical record  IT
completion protocol) department(execution)
and patients)
for statistics
 Purchase
1- Offer RFP  Offer RFP by the end of manager(execution) Jan-23
2- Contract with the most 2022  Hospital
suitable maintenance  Contract by Jan 2023 manager(execution)
company
Contract with
new hospital
maintenance
company
  Market share %  Marketing
1- Enhance Brand awareness  Liquidity ratio department(execution) Dec.22-
2- Advertising  Revenue growth  Quality team(monitor) Dec.24
Increase 3- Increase quality of service patient satisfaction rate  Medical
Market share 4- Obtain accreditation
by 30%  number of patients visits teams(execution)
Cultural transformation framework
 Keep satisfied Manage closely
MOH/central auditing the management/doctors
organization syndicate/patients
Power

The Power-
Interest Grid

Keep informed
Monitor
medical staff/employees
press

Interest
 Strategy Evaluation and Control
Ensure that the hospital is achieving what it set out to accomplish by comparing
performance with desired results and taking corrective actions as needed

Balance score cards

learning /growth perspective

Financial perspective
Goal Measures
Goal Measures Implement Training %
Increase training system Number of
Market
certificates,
market share share%, assessment results
liquidity
by 30%.
ratio,
revenue
growth
Internal business
perspective
Goal Measures
Enhance Medical staff
communication engagement
between
rate, % of
medical staff
medical
record
completion

Customer perspective
Goal Measures
On track Increase service patient satisfaction rate
/number of patients
quality(patient
visits/patient feedback
satisfaction)
At risk
Behind