Pulpit rock

The Categories and Criteria of the

Asian Hospital Management Awards 2015

 

1. Corporate Social Responsibility (CSR)
(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?

2. Human Resource Development
(Includes programs for training, retraining, and retaining of staff)

This is 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 teamwork promoted? Is there better communications? 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.

3. Service improvement for Internal Customers
(What one department does to serve other departments 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 any outstanding projects 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

4. Marketing, PR or Online Presence
(The area between marketing and IT is closing – hence the inclusion of online projects for marketing activities)

This is 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 to 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.

5. Patient Safety
(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?

6. Clinical Service Improvement
(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).

This is 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 the service in such areas as reduced waiting times, prevention of service defects, or faster results 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?

7. Customer Service
(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?

8. Bio Medical Equipment / Facilities improvement
(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?

9. Innovations in Hospital Management and Governance
(Has to do with the basic functions of management, setting strategic directions and how management assures itself that it has control and feedback).

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. This award does not differentiate between large and small hospitals and a small hospital should have an equal chance of winning. It also does not differentiate between a public or private hospital. The entry needs to demonstrate measurable results attributable to the innovations. Is there “visible” leadership to create the right mindset and culture for a superior patient experience?

10. Innovations in Healthcare IT (New)
(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 is information 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?

11. Community Hospital Improvement (New)
(This is a special award for small hospitals that mainly serve a 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 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.

12. Grand Award
(For overall exemplary results across categories)

The GRAND AWARD is for the hospital that in the opinion of the Organizers is so exemplary for its projects or programs in the past year – as reflected in the number of projects and programs that became finalists. The award is for the hospital that made improvements in two or more of the eleven award categories above or had truly superior and outstanding (overarching) results in one area. The organizers will also consider that the improvements had the greatest impact on the hospital’s operations that will give due weight to the background and circumstances in which the results were achieved. In general, weight is given to innovation and improvements generated with the least use of capital, if any.

The GRAND AWARD winner will be selected from one of the winners and runners-up. It is possible that one hospital does consistently well and appears as a finalist (not a winner) in three or four categories. In such a case, this hospital MIGHT still get the GRAND AWARD. At least it can be shortlisted and the committee can argue the merits at that time. In general though, one of the winners will also be a runner-up in some categories. The likelihood therefore is that one of the winners will be the GRAND AWARD winner.

Note: The Awards do not recognize any particular hospital as the “best” in a particular category. The Board of Judges and Advisers state however that the project they have selected for a specific Award is an outstanding one that deserves recognition and that may serve as a benchmark for other hospitals. It follows that there may be more than one winner in a category, and conversely there may be none.

LIFETIME ACHIEVEMENT AWARD

The HMA Award for Lifetime Achievement is for an outstanding health care professional in Asia, with a preference that he or she be from the host country of the event, which has done the most for making patients feel better or get better. As the term implies, it must also go to a person who has devoted his life or a large part thereof to this endeavor.

The person can be a hospital CEO, if he has been that a VERY long time and generally known to put patient’s rights ahead of everything else, or is known for his generosity in treating the poor and has consistently done this all his life. He or she can also be someone who has devoted his life to areas working with the poor, or devoted to working with drug rehabilitation, or has a distinguished career in the health care, civil service, etc. Specifically, we are looking for someone well respected and senior in age (about 60+). We are not really looking at a specific sector like public, private, university, and others. It can be any of the above.

It could even be an elderly nurse somewhere, who has devoted her life to the care of newborns in the nursery, for example.

HM14ListofWinnersButton

 

For further inquiries regarding Asian Hospital Management Awards, please contact:
Ms. Kari Mandhyan
Awards Coordinator
Email: karimandhyan@exedraevents.com
Tel: +632 8468349

 

  • HMA 2014 Partners and Sponsors
    Presented by
    Principal Partners

    Private Hospitals Association of the Philippines
    Private Hospitals Association of the Philippines

    The Australian Council on Healthcare Standards International

       
    Strategic Corporate Partners

    Johns Hopkins Medicine International

    Joint Commisoin International

    Austco Marketing & Service    

         
    Official Industry Partners
    Knowledge Partner
    Cooperating Partners

    The Australian Council on Healthcare Standards International

    DNV GL

    PLDT Alpha

    Elsevier

         
    International and Regional Partner
     

    Asian Hospital Federation

    International Hospital Federation

     
    Conference Partners

    Association of Healthcare Providers

    Media and PR Partners

    BusinessWorld

    Charlton Media Group

    PRWorks, Inc.

    ACN Newswire

    Creative Crest

    Integrated Public Relations