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7/27/2019 CMZ ORGANIZATIONAL PROFILE
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CIUDAD MEDICAL ZAMBOANGAORGANIZATIONAL PROFILE
FILIPINAS R. ROJO, MD, MHA
CIUDAD MEDICAL
ZAMBOANGA
7/27/2019 CMZ ORGANIZATIONAL PROFILE
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+P.1 Organizational Description
Ciudad Medical Zamboanga
(CMZ) is a private, Level 2general hospital located along
Mayor Vitaliano Agan Avenue,
Zamboanga City. It is owned by
Zamboanga Polymedic Hospital,
Inc. (ZPHI) and was opened to
the public in October 2003.
FIRST BUILDING SECOND BUILDING
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+AERIAL VIEW OF CMZ 2005 & 2012
CMZ 2005
CMZ 2012
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+ P.1a Organizational Environment
P.1a.1 Product Offerings
CMZ’s main product offering ishealthcare services in a
hospital setting under the
Department of Health (DOH)
level 2 hospital category
The health services consist of
both basic and specialized
ones that can be provided on
an inpatient (IP) andoutpatient (OP) system and on
an emergency and non-
emergency basis.
EMERGENCY ROOM
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+ P.1a Organizational Environment
P.1a.1 Product Offerings
The healthcare services are
further categorized into 1) preventive and promotive 2) diagnostic; 3) therapeutic; 4) rehabilitative; and 5) supportive services.
these are all needed in theholistic care of any patientseeking help from a hospital.
The healthcare services aredelivered directly to any patientwho goes to the hospital.
These are also deliveredthrough physicians and healthmaintenance organizations andcompanies (HMOC) who seekaccreditation with CMZ.
ENTRANCE DOOR OF
THE MAIN BUILDING
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+P.1a.2 Vision, Mission, Core
Values and Core Competencies
VISION
A hospital with
performance
excellence that is
nationally
recognized.
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+P.1a.2 Vision, Mission, Core
Values and Core Competencies
Mission:
To provide integrated
value-based health care
services
To provide highly
competent staff
To pursue Corporate
Social Responsibility
program.
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+P.1a.2 Vision, Mission, Core
Values and Core Competencies
VALUES
C-ompetenceI -ntegrity
U-nity
D-ynamism
A-ccountability
D-riven by Results
WARD H
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+P.1a.2 Vision, Mission, Core
Values and Core Competencies Core Competencies As related to Mission
Integrated value-based
healthcare services
To provide integrated value-
based healthcare services
Learning organization To provide highly competent
staff
Corporate Social Responsibility
(CSR) program with tangible
social impact
To pursue CSR program
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+ P.1a.3 Workforce Profile CMZ workforce consists of
accredited physicians andemployees.
The accredited physicians arenot employees of the hospital.
MDs voluntarily apply and are
given privilege to practicemedicine in the hospital.
They are considered part of theworkforce as they are theprimary healthcare service
providers to all patient-clients of CMZ.
Since they bring in patient-clients, they are alsoconsidered partners andcustomers of CMZ.
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+ P.1a.3 Workforce Profile As of December 2012, there are 53 active consultants and
162 visiting consultants distributed among the differentmedical specialties, such as internists, surgeons,pediatricians and obstetrician-gynecologists.
We also have Anesthesiologists, Radiologists, Pathologist.
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+ P.1a.3 Workforce Profile
As to employees, there is
a total of 544 personnel,of which 91% are regular
and 9%, outsourced.
The employee workforce
can be segmented intothe following groups:
administrative
finance staff;
nurses and midwives
allied medical staff; and
support staff.
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+P.1a.3 Workforce Profile
Key elements that engagethe workforce inaccomplishing CMZ visionand mission consist of thefollowing: induction program; presentation of annual
hospital business plans atthe start of each year;
conducive and safe workenvironment;
opportunities for trainingand career development;
benefits; awards and recognitions.
induction
programs
trainings
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+P.1a.3 Workforce Profile
induction program training and career development
healthy lifestyle projects for its workforce DTI roadshow
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+P.1a.3 Workforce Profile
CMZ has a workforce healthand safety promotion
program that includes:
protection from
communicable diseases
through:
education and
provision of vaccination
and personal protective
equipment.
supports healthy lifestyle
projects for its workforce.
Immunization
program
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+ P.1a.3 Workforce Profile
CMZ has no labor union.
The management ensuresprovision of benefits guidedby statutory and regulatoryrequirements.
BOD with New CEO
Cardio-Pulmo Unit
Interview with Applicants
Workshop on Performance
Management System ACLS training
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+ P.1a.4 Assets
2003
In 2005, CMZ
increased to97 beds
capacity.
CMZstarted as
a 30-bed
hospital in 2003
In 2004, CMZ
acquired
PhilHealth
accreditation
and increased
to a 67-bedhospital.
In 2008, CMZ increased to
160 bed tertiary hospital.
The lot adjacent to CMZ is
already acquired by CMZ.
2012: Master Plan for
Expansion ongoing
2013
2005
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+P.1a.4 Assets
Hospital lobby
During the stand-off Entrance and mid-aisle
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+P.1a.4 Assets
EMERGENCY ROOM
Entrance to ER Information
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+P.1a.4 AssetsPharmacy
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+P.1a.4 Assets
HEMODIALYSIS
ICU
OR/DR/P ACU
NICU
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+P.1a.4 Assets
PHYSICAL MEDICINE AND
REHABILITATION UNIT
LABORATORY
CARDIO-PULMO UNIT
Ancillary Department
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+ P.1a.4 AssetsRADIOLOGY
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+ P.1a.4 AssetsRADIOLOGY
DIGITAL
MAMMOGRAPHY 1.5T MRI
DUAL SLICE CT
64 SLICE CTSCAN
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+ P.1a.5 Regulatory Requirements
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+P.1a.5 Regulatory Requirements
CMZ has voluntarily sought
accreditation with PhilHealth to
improve its quality management
system and to support its
licensure requirements with
DOH.
Since 2009, it has been using
the standards of the Baldrige
Health Care Criteria for
Performance Excellence
(BHCCPE). CMZ is currently
(2013) applying for thePhilippine Quality Award (PQA)
with the objective of continually
improving its quality
management system
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+P.1b Organizational Relationships
P.1b.1 Organizational Structure
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+P.1b.2 Customers and Stakeholders
Table P.7 CMZ Key customers and stakeholders
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+P.1b.3 Suppliers and Partners
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+P.1b.3 Suppliers and Partners
CMZ key mechanisms for
communicating with suppliers,
partners, and collaborators
consist of face-to-face meeting,
online communication,
memoranda, and contracts.
The roles played by these
parties in implementing
innovations of CMZ are as
suppliers; partners; and
collaborators.
CMZ key material supply-chainrequirements consist of the following:
1) determination of customers’ (patient-clients; physician-clients; workforce)needs and requirements;
2) securing of supplies based on
customers’
needs and requirementswith consideration of quality, safety andcost;
3) promotion of efficient inventory(reduced overstocking but productsreadily available when needed);
4) risk management of supplies duringnon-crisis and crisis situations; and
5) supplier relationship management.
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+PARTNERS:
SUPPLIERS (PHARMACEUTICALS)
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+ PARTNERS:
SIEMENS
ENGINEERS
SALES AND PRODUCT PRESENTATIONS
QUARTERLY TRAINING
FOREIGN TRAINOR
ADS
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+PARTNERS: LOCAL AFP
LECTURES HEALTH FAIRS
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+PARTNERS: AFPVISIT TO SOLDIERS
DILG SECRETARY: MAR ROXAS
SECRETARY OF DEFENSE: VOLTAIRE GAZMIM
AFP CHIEF OF STAFF: EMMANUEL BAUTISTA
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+PARTNERS:
JSOTF (BALIKATAN)
2006
2013
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+P.2 Organizational Situation
P.2a Competitive Environment
P.2a.1 Competitive Position
CMZ competitors for patient-clients (market share) consistprimarily of:
the two level 2 hospitals
two level 1 hospitals
clinics, and
laboratories
operating within its primary andsecondary catchment communities,which are Zamboanga City, andZamboanga Peninsula andneighboring islands, respectively.
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+P.2 Organizational Situation
P.2a Competitive Environment
P.2a.1 Competitive Position
CMZ’s immediate
competitors are Zamboanga
Doctors’ Hospital (ZDH) and
Western Mindanao Medical
Center (WMMC) as the two
are also private, level 2,
general hospitals located
within a 3-kilometer radius
Level 1 private hospitals
which can compete with
CMZ on the basis of
geographic proximity (within
a radius of 5 km) consist of
Zamboanga Peninsula
Medical Center (ZamPen)
and Zamboanga Arturo
Eustaquio Community
Medical Center (ZAEC).
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+P.2a.2 Competitiveness Changes
The key changes taking place that
affect the competitive situation of CMZ
are:
1) commercialization of healthcare
services (investors using business
methods for profit) and2) ambulatory health services
(outpatient services).
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+P.2a.3 Comparative Data
The key available sources of comparative and competitive data are
the DOH, SEC, within and outside the
healthcare industry.
The usual limitations are availability,
completeness and comparability of
data.
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+P.1b.2 Customers and Stakeholders
Table P.7 CMZ Key customers and stakeholders
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+P.2c Performance Improvement System
Since 2009, the performance
improvement system of CMZ hasconsisted of:
1) formulation of performance
targets during strategic planning
and annual performance review
and planning conferences;
2) tracking and regular reporting to
top management of performance
on a monthly to quarterly basis;
3) identification of needed
improvements followed by action
plans; and 4) summative evaluation every
year-end and every 3 years for the
strategic plans.
A balanced scorecard (BSC)
was initiated in 2009.
It was refined in 2012.
CMZ has been using externalauditing and accreditingbodies (see P.1a.5) tocomplement its internalassessment;
to promote continualorganizational and personallearning; and
to facilitate continualimprovement of itsperformance system.
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