The Asian Hospital Management Awards recognizes and honors hospitals in Asia that implement best hospital practices. Now in its thirteenth year, it is the accepted hospital management awards program for the Asia Pacific region. Awards are given to hospitals in the region that, in the opinion of the judges and advisers, have implemented or enhanced outstanding and innovative projects, programs, and best practices during the prescribed time period.
The Awards ceremonies will take place during the Gala Dinner and Awards Night of the Hospital Management Asia 2014, scheduled on August 28 and 29, 2014 in Cebu City, Philippines. Hundreds of hospital professionals, technology experts, and leading medical equipment and solution providers from the region, as well as local and international media, will be present.
- Bio Medical Equipment / Facilities improvement
- Clinical Service Improvement
- Community Hospital Improvement (New)
- Corporate Social Responsibility (CSR)
- Customer Service
- Human Resource Development
- Innovations in Healthcare IT (New)
- Innovations in Hospital Management and Governance
- Marketing, PR or Online Presence
- Patient Safety
- Service Improvement for Internal Customers
- Grand Award (No entries are entertained for this award. The Grand Award winner is selected from the finalists)
- Lifetime Achievement Awards (No entries are entertained for this award. The Lifetime Achievement awardee is selected by a special country panel)
(How improvement in the care, improvement of equipment and facilities improve the standards of care.)
This is a project or program that sought to improve customer service and quality of care by special maintenance, systems and procedures for usage or improvement in biomedical equipment and/or facilities improvement in general. Did the project improve the hospital’s ability to deliver better service for the comfort of its clientele? Did it help employees service patient needs better? Was there less downtime? Was there less cost or maintenance and repair?
(This category is for the medical or clinical side of “customer service”. Programs of patient centered care belong here as do those that demonstrate physician leadership).
A clinical practice improvement project that was successfully completed in any of the specialized (technical) areas of hospital management, such as Nursing, Laboratory, and Radiology or in specialty clinics such as eye center, kidney center, etc. The project should show measurable results of having improved service, diagnostics and treatment with little or no capital outlay. Are clinical outcomes measured and how well are these measurements used. Is there a program to improve the quality of the doctor-patient relationship? Is there a discernible focus on improving different aspects of the patient physician interaction?
(This is a special award for small hospitals that mainly serve a defined community)
Note: This award is only for community hospitals with less than 100 beds. A community hospital is one that is designed to meet the needs of a local community/population, usually providing primary care but also some acute care, close to home. These community hospitals must not be part of a larger group, chain or University.
The award is for the hospital which in the opinion of the judges is the most improved community hospital. The improvements should primarily be in the areas of how well it has served its community, in customer service and patient safety. However the judges will also consider improvements in areas like continuing employee education, cost reduction, building and equipment improvements and maintenance, implementation of a continuous quality improvement program and involvement with the community. The entry should emphasize what the hospital IMPROVED in the period specified.
(Mainly community involvement but includes environment, energy and green activities)
This is an undertaking led by the hospital that made a difference in the improvement of healthcare in the community. Is the project or program sustainable? Does the hospital merely provides resources or makes it an integral part of its community involvement? Does the hospital give of its management time and expertise? Is it innovative? More weight is given to how meaningful is it to the community it serves. Does the hospital have an outstanding program of environment protection, energy conservation and/or being green?
(This category is for the “non-medical” aspects of “customer” service)
This is a customer service project that responded well to the needs of its clientele, drew praise from them, and positively projected the hospital as a quality service provider. The judges favor entries that also reduced costs, and did not require major capital expenditure. More weight is given to projects that are innovative (in relation to where the hospital is located). Is it a meaningful improvement of its service considering the environment in which it operates? These include among others, service improvements to CUSTOMERS by “support” departments like Food and Nutrition, Housekeeping, Transportation or Ambulance, Laundry, Security, Supply Chain or Purchasing Department, Engineering Department. Was the patient experience improved?
(Includes programs for training, retraining, and retaining staff)
This is a series of activities or a project undertaken by the hospital to develop a large percentage of its staff as knowledge-based workers. Is teamwork promoted? Is there better communications and did it achieve its goals? How innovative was the project and program? Did it have a lasting improvement in the skills of its employees? How meaningful was the program to the employees? How useful is it in their work? Special weight is given to the percent of employees covered, how well it motivates employees to provide better service and how the training improves service
(Healthcare, is seriously and increasingly technology dependent. How well is the hospital using IT?)
Specifically this award is for the project or program the hospital implemented on better use of information technology to improve the overall quality, safety and efficiency of the healthcare delivery system. How information is managed across different systems and are these computerized? Is the information safe and secure? Does the system integrate requirements of patients, providers, government, insurers and other stakeholders? Does it improve healthcare productivity of efficiency? Does it prevent medical errors and increase accuracy? Does it improve efficiency and reduce paperwork?
(Has to do with the basic functions of management, setting strategic directions and how management assures itself that it has control and feedback and practices good governance).
This award is for the hospital that implemented the most effective management innovations. The innovations can be in one or more areas of governance or implementing management policies, in setting goals and organizing to meet them, improvements in how the hospital plans its services, manages its finances, motivates its staff and has developed an effective feedback /control and management review processes. The entry needs to demonstrate measurable results. Is there “visible” leadership to create the right mindset and culture for a better patient experience?
(Projects or programs to keep a patient SAFE, such as use of right equipment, infection control, minimize slips and falls and prevention of sentinel events.)
This award is for the hospital that introduced an outstanding project for the monitoring and assurance for safety in the diagnosis, and delivery of care. Projects for the reporting, deliberation, management, and prevention of Sentinel Events like wrong site surgery are included as part of this category. Medication errors, infection control are included. More weight is given to how much the project or program improved patient safety and if there are measurements to back this up. In other words, the judges will particularly look at the percentage of improvement. Was there therapeutic error reduction?
(Projects or programs to keep a patient SAFE, such as use of wheelchairs, bed railings, infection control, slips and falls and related.)
This award is for the hospital that introduced an outstanding project for the monitoring and assurance for safety in the diagnosis, and delivery of care. Projects for the reporting, deliberation, management, and prevention of Sentinel Events like wrong site surgery are included as part of this category. Medication errors, infection control are included. More weight is given to how much project or program improved patient safety and if there are measurements to back this up. In other words, the judges will particularly look at the percentage of improvement. Was there therapeutic error reduction?
(What one hospital department does to serve other hospital department(s) or group of employees better)
NOTE: JUDGES WILL NOT SCORE ENTRIES THAT ARE NOT CLEARLY MEANT TO SERVICE INTERNAL I.E. HOSPITAL STAFF AND PHYSICIANS AS THE PRIMARY BENEFICIARIES. PROJECTS THAT SERVE PATIENTS BETTER SHOULD BE ENTERED IN OTHER CATEGORIES.
These are awards for any hospital department or unit that implemented a project on how to serve their co-departments or employees better. How well did the project look upon the other department(s) as a “customer”? Special weight is given to how well it reinforces the concept of “internal customer”, at no additional expense. These include among others, service improvements to FELLOW departments, i.e. INTERNAL customers by “support” departments like Food and Nutrition, Housekeeping, Transportation or Ambulance, Laundry, Security, Supply Chain or Purchasing Department, Engineering Department.