The Asian Hospital Management Awards recognizes and honors hospitals in Asia that implement best hospital practices. Now in its eleventh 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 2013 in Bangkok, Thailand, on September 13, 2013. 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.
- Corporate Social Responsibility (CSR) Project
- Cost Reduction Project
- Human Resource Development Project
- Service Improvement for Internal Customers
- Marketing, PR or Promotional Project
- Patient Safety Project
- Clinical Service Improvement Project
- Customer Service Project
- Bio Medical Equipment / Facilities improvement Project
- Innovations in Hospital Management and Governance
- Most Improved Community Hospital
- 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)
An undertaking 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.
A project undertaken with the specific goal of reducing costs in any area of hospital operations. Ideally the project did not require capital investment and a large part of the savings was passed on to the patient. Did the project generate savings that would continue into the future? Did the nature of the savings allow the hospital to pass it on directly to the customer? Was the cost saving significant in relation to the costs in that category or in relation to total hospital expenses?
A series of activities or a project undertaken by the hospital that was aimed at developing a large percentage of its people as knowledge-based workers. Is it a sustainable activity 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.
These are awards for any hospital department or unit that implemented any outstanding projects on how better 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 innovative the project is, how well it reinforces the concept of “internal customer”, at no additional expense and how it improves service to its clientele.
A project that made an impact on clients and the public, and/or that resulted in the hospital’s gaining recognition as an innovator or leader in the field, or that resulted in business generation. The emphasis here is on business that can be more or less attributable the project and what this is as a percent of the department or hospital’s revenue. In this sense, a department or center (and not necessarily a hospital wide program) that launched a successful campaign and can show results is eligible. More weight is given to how it used marketing tools to improve its revenue at least cost.
This award is for the hospital that introduced an outstanding project for the monitoring and improvement in the delivery of quality medical care. Projects for the reporting, deliberation, management, and prevention of Sentinel Events are included as part of this category. More weight is given to how much project or program improved patient safety and are there measurements to back this up. In other words the judges will particularly look at the percent improvement.
A clinical improvement project that was successfully completed in any of the specialized (technical) areas of hospital management, such as Nursing, Laboratory, Radiology or in specialty clinics such as eye center, kidney center, etc. The project should show measurable results of having improved the service in such areas as reduction in medication errors, reduced waiting times, prevention of service defects, or faster results with little or no capital outlay.
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?
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 in general of the hospital. Did the project improve the hospital’s ability to deliver better service? It could be to but that comfort of its clientele? Did it help employees service patients better?
This award is for the hospital that implemented the most effective management innovations for the overall management of the hospital. The innovations can be in one or more areas of Governance, changing, setting or implementing management policies, in setting goals and organizing to meet them, overall 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. This award does not differentiate between large and small hospitals and a small hospital should have an equal chance of winning as a large hospital. It also does not differentiate between a public or private hospital – since the award is for innovations toward better overall management. The entry needs to demonstrate measurable results attributable to the innovations.
(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 hospitals are not 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 maintenance, implementation of a continuous quality improvement program and involvement with the community. The entry should emphasize what did it IMPROVE in the period specified.