Monrovia, Liberia . Strategic Plan 2016 -2021 . PRESENTATION FOR PARTNERS AND COMMUNITIES. Summary of the Presentation. Background and Context. Hospital Overview. . (including SWOT Analysis and Partner Analysis). ID: 631246
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St Joseph’s Catholic Hospital Monrovia, Liberia Strategic Plan 2016 -2021 PRESENTATION FOR PARTNERS AND COMMUNITIESSlide2
Summary of the PresentationBackground and ContextHospital Overview (including SWOT Analysis and Partner Analysis)Strategic Direction (including philosophy, mission, vision, core values and overview of the 13 SMART Goals)Making the Plan a Reality
(including governance arrangements, Goal leads and key messages)Slide3
1. Background and ContextSt Joseph's Catholic Hospital (SJCH) has been providing essential health care in Monrovia, Liberia for over 53 years, as part of the global St John of God network of mission hospitals The need for a Hospital Strategic Plan has been recognised for almost a year, however the focus has been on gradually recovering from the Ebola crisis. During 2015/16, by working as a team, the Hospital re-opened becoming fully operational again.
Now that the Hospital is functioning well and there is a strong management team in place, the focus has turned to the future. In March 2016, A comprehensive Five Y
ear Strategic Plan
was developed with detailed targets and milestones in
13 SMART Goal areas
The Hospital aspires to be the leading centre of excellence in health care provision in Liberia with nationally known maternity, diagnostic and general secondary health care facilities and services.
The Plan sets out how the management and staff intend to achieve this vision over the next five yearsSlide4
1. Background and ContextThe full public health context of Liberia has been considered when developing this plan:Highlighting the need to provide affordable, accessible and quality maternal and child health care as well as general secondary health care services
while ensuring that diagnosis is accurate and timely so that preventable conditions can be quickly treated. Also hospitals
as well as primary health care facilities must
undertake a public health education role
as part of its services, reaching out to encourage service uptake and educate on basic health promotion and disease prevention.
There is a comprehensive plan document for Hospital use
with all the detailed milestones, against the 13 SMART Goals, plus a shorter external plan version available for partners and the public. There is also a one page summary and an
Annual Plan for 2016/2017
Support is needed - This Plan
will take the hospital from a good to great medical institution
. In order to achieve this vision, current and future partners, government departments, training and regulatory bodies, together with local communities and civil society organizations are requested to support this Strategic Plan and work collaboratively with the Hospital leadership team and staff now and in the futureSlide5
2. Hospital OverviewSt Joseph's Catholic Hospital currently has a 120 bed capacity and 170 staff, with a $1.2 million USD turnover and treated approximately 20,000 patients per year in 2015. (next slide details the structural capacity)Services are provided by a range of specialist and generalist doctors
and nurses, both Liberian and internationalServices include
emergency and trauma care, internal medicine, paediatrics, general surgery, obstetrics and gynaecology and a range of traditional primary health care (including PMTCT, HIV care, antenatal and vaccinations
: Br. Peter L. Dawoh
Superior/Bioethics/ Pastoral Team Coordinator
: Br. Bernard I. Benda
: Dr. Senga Omeonga
Nursing Director: Mrs. Christine K Tarr-Attia Financial Director: Mr. Ibrahim Fatawu Human Resource Manager: Mr. Joel WilliamsSlide6
2. Hospital OverviewSlide7
2. Hospital Overview: SWOT AnalysisKey Strengths/Opportunities: a capable and skilled management team and staffgood administration systems and processes
a great reputation and strong services to build uponclear ethos and values
quality infrastructure with the ability
expand on the current
to increase income, diversify donors and financial strengthen
in recruiting local skilled staff and pay competitively; improvements
needed to HR policies and proceduresongoing struggle to maintain the estate and
instability and impact of currency
of available drugs and supplies in the local
lack of literacy and knowledge in the community about basic health conditions and how to treat them.Slide8
Achievements (in last 5 years)Renovation and extension of the maternity unitRe-opening of the hospital after the Ebola outbreak, withstanding major events
Re-branding the laboratory and installing new modern digital equipment
Good IPC in place with appropriate training updates
Management of the hospital by Indigenous people and Brothers
Management initiative for the strategic plan is great and much needed
Putting the oxygen plant back to work
Stronger procurement, financial, logistics and information management systems, with good adherence and internal financial controls
Increased participation of staff in planning and decision making
Staff are demonstrating more commitment than ever before
53 years of experience and assistance
A good range of in service training in place for clinical staff
There is increased visibility of the hospital amongst the Liberian population
Providing new services &new equipment
Recruitment of qualified doctors and nurse graduates, e.g. general surgeon
Ensuring high quality performance and good discipline through supervision of all categories of nursing staff
Improving patient care, improving quality
Great collaboration with INGOs partners, stakeholder and donors (some are new partners)Slide9
Challenges Now (March 2016)Need to have a more sustainable financial position
Too many stakeholders with competing priorities, can skew hospital management
Poor marketing/ communications/ publicity of the services offered to the community
Patients not paying their bills
Expansion and re-design of the hospital within infrastructure and space available
Training of specialised staff and maintaining their skill levels (eg neonatal care)
Staff retention difficult in general (Nos. have decreased) and current staff shortages
There is a need for more clinical policies and protocols to be implemented at dept level, in order to improve and measure quality (quality assurance approach is very limited)
Lack of HR policies and procedures, including HR handbook and occupational health approach
Its challenging to keep nursing and medical skills up to date
Need to improve financial controls
Lack of specialist staff locally and need to recruit international staff
Limited accountability and decision making structures – need to be developed
Underfunding of activities
Lack of incentives for staff and basic salaries need to increase
as they are not competitive
Enabling the hospital to undertake charity work and also remain financially viable
High running costs, especially fuel
The ongoing impact of the Ebola Outbreak and the devastation and deaths experienced by the hospital and staff
2. Hospital Overview: Partners
Productive and mutual relationships and partnerships have been forged with
the Hospital’s many partners
, with a clear engagement
have been grouped and stratified into the following five categories:Slide11
3. Strategic Direction: Philosophy, Mission, Vision, ValuesThe Hospital's Philosophy:
People are the creation of God, with intrinsic value and inherent dignity, so our work must be person centred and human rights based. We respect the freedom of conscience of every person and will therefore act without discrimination of any kind. The rights of the sick person must be upheld and defended and everyone has a right to be fully informed and involved in their own care. Finally we seek partnerships with others who uphold this philosophy in promoting the best quality of life for those we serve.
To provide holistic, affordable, quality health
to all people in Liberia, regardless of ethnicity,
religion, gender, age or
To be the leading centre of excellence in
care provision, delivered by a skilled, motivated and committed workforce, which applies the best evidence based practices, in order to improve the health and well-being of the people in Liberia.
and Integrity; Confidentiality ;
Hospitality and Customer
Service; Justice; Compassion; Staff
Commitment, Development and Responsibility
3. Strategic Direction: Core ValuesExcellence and
Quality – We strive to provide the best quality of health care through implementing evidence based practice and the use of quality improvement methods within available resources. Honesty and Integrity – We are honest in our dealing with each other, with patients and with hospital supporters and donors. Honesty and Integrity are strong moral principles emerging from Catholic values.
We ensure that all patients and staff records and relevant information are kept strictly confidential and only shared in the best interests of patients and staff.
We encourage effective teamwork to ensure satisfactory, high quality patient care and to increase productivity, by embracing the skills and ideas of all staff members.
Dignity and Respect –
We demonstrate a high level of respect for our clients, regardless of status and strive to uphold their dignity, human rights and respect their beliefs.
Hospitality and Customer Service –
Patient’s wellbeing and satisfaction is our focus! Our staff are friendly and welcoming and they listen attentively to client needs and strive to offer solutions and to make people feel at home.
We ensure equal treatment for all who need our service, regardless of status (religion, economic, gender, social, age nationality).
Compassion - We identify ourselves with the suffering of others and are always willing, prepared and ready to address their needs and concerns.
Staff Commitment, Development and Responsibility –
We have a responsible staff that are accountable to the needs of the clients and the institution. We enable and support staff to acquire new skills by offering a range of appropriate training opportunities. We recognise hard work through staff performance and incentives.Slide13
3. Strategic Direction: 13 SMART GOALSSlide14
SMART GOAL No.1By 2021, SJCH will be providing a range of high quality secondary health care services in the following areas:Expanded paediatrics (paediatrician and paediatric nurses)Expanded emergency medicine (supported by a new orthopaedic surgeon)Extended internal/general medicine (with possible extra Internist, with a specialty in medical cardiology)Increased capacity for general surgery, orthopaedics and ENT (new orthopaedic surgeon as above and an ENT surgeon) and Primary Health Care
New physiotherapist to support patients, post orthopaedic surgery and for general rehabilitationDietician to support inpatient nutritionPsychosocial care
Trained Resuscitation team in place by 2021 (and resuscitation equipment available)
SMART GOAL No.2By 2021, the maternity department of SJCH will have increased in size to manage the increased demand for maternity care by a skilled birth attendant. There will be additional staff (Obs & gynae Doctors, Midwives, neonatal nurses) a doubling of the beds (from 14 to 30/40), 10-20 cribs and 5-10 incubators. This will require an increase in drugs, medical supplies, diagnostic and monitoring equipment.A new ambulance service will reach out to patients in
need.There will be improved protocols and clinical guidelines, including IPC in place to assure quality and patient safety (SJCH will be adhering to the WHO Maternal and Child Health guidelines ).
a result the maternal and neonatal mortality rates in the Hospital will be minimised
SMART GOAL No.3By 2021, SJCH will have a state of the art diagnostic centre capable of providing timely and reliable results for all clients, in the areas of laboratory, radiology, EKG, ultrasound, endoscopy and others. Achieving this vision require highly qualified and skilled personnel (including a Radiologist), market analysis and prioritisation of needs, establishment of protocols and periodic evaluation of hospital activitiesSlide17
SMART GOAL No.4By 2021, the leadership team will be fully equipped to manage and continue to develop the leading secondary care facility in Liberia. There will be strong governance and decision making processes in place that allow effective delegation to service delivery. Staff are empowered to speak their minds and the leadership team is seen as listening and responding to the needs of patients and staff
SMART GOAL No.5By 2021, SJCH will be adequately staffed with skilled, professional and well motivated personnel, which will ensure reduction in staff turnover and increased productivity. We will achieve all of this through:The development of the HR handbook and standard policiesAnnual appraisal program for staffStandard operating procedures for all departmentsAn agreed year on year percentage increment in staff salaries
Performance related bonuses and scholarship/housing/car loan programsPeriodic in-service training programs, medical and improved terminal benefitsStaff occupational health policy will be in placeSlide19
SMART GOAL No.6By 2021, SJCH will be a financially viable institution with income diversification, increased income from direct fees, reduced reliance on donor support and doubling the annual revenue plus increased unrestricted incomeUnderpinned by excellent, effective, transparent financial and procurement systems.Slide20
SMART GOAL No.7By 2021, a newly established fully functioning IT department will manage an integrated and centralized electronic data system thereby reducing patient waiting time, improving service delivery and promoting client satisfaction. The Hospital will generate accurate, timely and reliable data to support clinical management decision making, the HMIS system and reporting and hospital policies. Staff will be trained on data collection, analysis, interpretation.
Staff will use data and understand the value of accurate clinical data as well as resource utilisation (drugs, supplies etc) and service uptake statistics.
new system will overcome the current challenges of paper based systems and enhance patient safety, improve resource use and patient billing, enable value for money to be measured, provide essential reporting and monitoring information and tools (including morbidity and public health data) and hence improving the management and productivity of hospital services.Slide21
SMART GOAL No.8By 2021, the current estate will have been expanded to accommodate new services (both inpatient and outpatient) and a new admin block and triage facilities. In addition, the existing clinical areas will be re-modelled based on best clinical practice and patient safety requirements. The Hospital will be working on solar power with reduced reliance on expensive generators.Slide22
SMART GOAL No.9By 2021, SJCH will deliver the safest, highest quality care to all clients by skilled committed staff. This will be achieved by creating a Quality and Patient Safety department, with a clinical lead, together with the development and implementation of new standards and operating procedures (SOPs). The department will oversee of the implementation, compliance and review of the agreed SOPs.
This will ensure both staff and patient safety, minimise critical incidents and uphold the good reputation of the Hospital.Slide23
SMART GOAL No.10By 2021, SJCH will use internal clinical audit and research tools to routinely to inform and improve patient care. The Hospital will also regularly review research from across the region in order to apply any relevant research findings to health care provision in the HospitalSlide24
SMART GOAL No.11By 2021 SJCH will routinely engage with community groups and leaders and use patient feedback to improve health care delivery. This would include:Patient and client feedback mechanisms in place, through support groups (like the HIV support group) and though exit interviews and suggestions boxesRegular meetings will take place with community stakeholders in order to Raise awareness of the Hospital services, changes, quality standards and so on, as part of the communications and marketing approach
Listen to community views about the Hospital, take this feedback and make changes within the Hospital where necessary and appropriateInform communities how their feedback is being acted upon by the Hospital and share achievements and challenges with the community as they often have great ideas on how to solve problems
Gain wider views on possible improvements, development and changes as the Hospital grows
Use these engagement opportunities for public health messaging and awareness raising on signs and symptoms of key illnesses
are encouraged to get involved and support the Hospital, enhancing community ownership
SMART GOAL No.12By 2021, SJCH will establish a strong and mutual relationship with various partners, stakeholders, training institutions and so on, in the management and development of services. To achieve this goal, transparency, communication and participation of identified partners will be encouraged.Slide26
SMART GOAL No.13By 2021, SJCH will have a national profile, with a key identity as the leading secondary care hospital in LiberiaThe Hospital will be known for quality services, high patient satisfaction and good client and customer care , accessible and affordable care, highly skilled staff and working to core Christian values.All staff will know the key messages and be able to explain them to partners, communities and patientsSlide27
4. Making the Plan a Reality: GovernanceThe Strategic Plan has internal ownership
and oversight with quarterly reporting:Each of the 13 SMART goals has a named
Senior management team will oversee performance and progress
of the Plan, led by the Hospital Director and this will be integrated into the monthly leadership team meetings. The 2016/17 Annual Plan
has been produced as a separate document and has quarterly targets for year one of the Five Year Strategic Plan.
SMART Goal Owners will produce written performance reports on a quarterly basis
using a specified
template for the management team.Slide28
4. Making the Plan a Reality: Key Communication Messages
Quality Services: We provide diverse and high quality services such as Maternal and Child health care, laboratory services, surgery and internal medicine.
We are always open to receiving patient feedback and suggestions on how to continue to improve our quality of care.
Our responsive and transparent cost recovery practices allows us to focus on our patient
services are not expensive and also free to the poor and needy.
Our Hospital serves as a one-stop-shop for all necessary care and all care is accessible within the building.
Highly Skilled staff
: We have some of the most renowned and skilled midwives and doctors who provide the best health care in the country.
Charity Care fund
: We increase access to health services to the most vulnerable populations through the provision of charitable services.
We have friendly, caring, informed staff who are prompt and efficient.
We are open to all, regardless of income or status and in an easily accessible location.
We have a nationally recognised service, providing accurate and timely results with state of the art equipment.
Reduced waiting times:
You won't have to wait as long as other hospitals to see a doctor or nurse at our hospital.
Dedicated Maternal and Child Health Services:
With the top Doctor in the country leading our excellent team, we provide high quality and safe services to all mothers and babies with a one-stop-shop approach
Our services are based on our values of honesty, hospitality, teamwork, quality and customer care.Slide29
We are great because....We have an experienced management teamOf our skilled qualified staff and the way in which we provide caring services
We have a great location in the heart of Monrovia, accessible to all
We are united, willing and because we care!
We have a well equipped laboratory and x-ray depts providing a quality diagnostic services
Our prices are competitive
We have both general and specialist staff
Of our strong values
hospitality, respect of human dignity and dedication to serving people holistically
We work as a family with everyone participating
We are respected and have a long standing reputation for service delivery
We work as a team
We provide quality health care
We are honest with partners, staff and patients
Patients believe in us
We are always ready to serve, despite challenging conditions
We do not discriminate against patients or staff regardless of their status (religion, social background etc)Slide30
Any Questions or Comments?For more information and copies of the documents, please contact Br Peter Lansana Dawoh: firstname.lastname@example.org
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