The Southeast Medical Centre can be termed as a mid level facility in terms of its bed capacity and patient turnover. It plays a major role in the provision of heath care services to the public and is thus the recipient of public scrutiny and interest. In order to adequately meet the needs of its customers and perform to the expected service level, it is critical for a system of values consistent with the delivery of high quality services and well thought out administration practices to be in place.
The success of these strategies can only be made possible with the full cooperation of the county`s administration, members of the physician team as well as other development partners and stakeholders. Other similar facilities that have successfully implemented high operating standards can be used by as a benchmark upon which the centre can map its practices(Wolper, 2004).
An argument is put forward by Halley that topping the list of key performance indicators is the facility`s ability to harness the available human resources be it limited or expansive. This is the mark of a highly progressive health care facility .One key recommendation made is that governance at the corporate level should take on a strategic approach while the institution itself should focus on operational matters (Lauriks, Buster, de Wit, Arah, & Klazinga, 2012). This allows a smooth running of affairs at the facility because the corporate governance concentrates on formulating the strategies that will enhance the overall success of the facility while employees at the operational level channel all their efforts towards implementing the proposed strategies.
The building block of this model is a multilevel operational governance approach with the initial level comprising of site level meetings and decisions by physicians and practitioners whose main agenda on meeting is to review the operational issues and general progress of the facility. During the meeting, the practitioners assess the extent to which the medical enterprise has been able to meet the goals and objectives that relate to the delivery of excellent services. Matters of administrative and structural nature are tackled in another meeting between the between the physicians and the CEO in charge of the facility. This creates a seamless integration of all processes and practices that actively contribute to the success of the facility.
Another critical element is the facility’s reward scheme for the medical practitioners whose services it has contracted. The scheme adopted should be one that recognizes and motivates exceptional performance. However, good performance should be encouraged not only for individual components but for the entire system in totality. Motivation of all employees working at the facility therefore, can be deemed a very important strategy and tactic in positioning a medical practice for success (Saltman, Sengoz, Spencer-Herrera, Needham, & Whittington, 1993).
Ultimately, the compensation model adopted will be affected by budgetary constraints and financial performance of the facility. However, it should also stimulate exemplary performance of the employees in various departments at the facility. Bearing this in mind, the model has to be tailored to the needs of the facility finding a balance between the factors above. This model has to be sustainable and influence long term improvement in performance and continued delivery of quality services.
The way forward involves the adoption by the facility of a reward model that matches reward with performance; higher reward for improved performance and vice versa. The level of performance is determined by analyzing historical data and comparing it with the present data thus coming up with a trend analysis. Thus, the salary or reward will vary by a certain percentage due to differences in performances. This strategy guarantees that the workforce will be motivated to produce good work results because they are assured of a higher return for their effort. They will be motivated to work towards a shared vision of progressive improvement in service knowing that each person’s effort counts in the overall performance audit of the facility.
The success of the facility will be driven by the characteristics of its workforce. There should be a thorough analysis of the staffing needs and the skills necessary to perform duties and responsibilities. It may be necessary to shuffle the workforce to suit the needs of the facility. Highly qualified and experienced individuals can be promoted and non-performing especially those in managerial positions should be replaced. The medical facility’s operations are crippled by structural and infrastructure failure (Mann & Okamoto, 2010).This needs to be tackled head on by sourcing for professionals to tackle specialized areas of operation for example in finance. This will be a sure way to obtain the anticipated results and contain costs thus ushering the facility to new realms of success.
An institution’s success is grounded on how well it is able incorporate the elements of the monetary value of its workforce and also the time value to its operational strategies. This will be achieved by the input of properly planned infrastructure that will provide the due support to meet the predetermined objectives. The proposed recommendations provide the facility with a detailed comeback strategy and their implementation will enable this facility to reclaim the spotlight it once enjoyed.
Lauriks, S., Buster, M. C., de Wit, M. A., Arah, O. A., & Klazinga, N. S. (2012). Performance indicators for public mental healthcare: a systematic international inventory. BMC Public Health, 12, 214. doi: 10.1186/1471-2458-12-214
Saltman, D. C., Sengoz, A., Spencer-Herrera, L., Needham, L., & Whittington, V. (1993). Community Health and Medical Practitioners Scheme: providers evaluate a pilot program of integration of services. Med J Aust, 159(4), 246-248.