Masoud Ferdosi; Ahmadreza Raeisi; Hamid Ganji; Sahar Vesal; Amir Jannesari; Hamzeh Yazdi
Volume 13, Issue 4 , November 2016, , Pages 292-296
Abstract
Introduction: One of the 8 service packages in the first phase of Iran health transformation plan (HTP) is dedicated to improving the quality of outpatient visits. We investigated the average visits/hour criterion at the Alzahra university hospital, Isfahan, Iran, as the biggest province health center, ...
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Introduction: One of the 8 service packages in the first phase of Iran health transformation plan (HTP) is dedicated to improving the quality of outpatient visits. We investigated the average visits/hour criterion at the Alzahra university hospital, Isfahan, Iran, as the biggest province health center, after implementation of health transformation plan.Methods: This descriptive cross-sectional study, conducted in all 26 clinics of Alzahra hospital using visit/hour as the main indicator for evaluating the quality of outpatient services. Data gathered from June 2014 to July 2015 from clinic secretaries with the help of a checklist. Gathered data were analyzed via calculating the quarterly mean and standard deviation of visits/hour separately for internal and surgical clinics using SPSS18 software.Results: Considering 8 visits/hour as the desired standard number, the mean visits/hour in the internal clinics in the first, second, third and fourth quarter were 6.06 ± 2.27, 7.76 ± 4.80, 7.02 ± 4.18 and 6.37 ± 2.52, respectively. For the Surgical clinics, the mean visit/hour was 9.88 ± 6.09, 10.11 ± 5.47, 9.40 ± 6.26 and 7.63 ± 2.93 for first, second, third and fourth quarters, respectively. Conclusion: After implementation of health transformation plan in Alzahra hospital in May 2014, the visits/hour criterion worsened during the second quarter but improved in the third and fourth quarters. This can be due to the increase in the number of patients at the start of the plan or financial issues and the effects of which was reduced due to better supervision later on. We suggest using different standards for surgical and internal clinics in order to improve the effectiveness of the plan.Keywords: Hospitals; Visit; Outpatients; Health Transformation Plan; Iran
Ahmad Reza Raeisi; Mohammad Hossein Yarmohammadian; Roghayeh MohammadiBakhsh; Hamid Gangi
Volume 10, Issue 4 , November 2013, , Pages 601-610
Abstract
Introduction: The application of balanced scorecard is growing in public health and nonprofit organization. This model is a conceptual framework for formulating a set of performance indicators in line with strategic objectives. One of the key principles of the balanced scorecard process is to identify ...
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Introduction: The application of balanced scorecard is growing in public health and nonprofit organization. This model is a conceptual framework for formulating a set of performance indicators in line with strategic objectives. One of the key principles of the balanced scorecard process is to identify those indicators that accurately measure the strategies to achieve. The purpose of this study was to determining the performance indicators of Al-Zahra Hospital of Isfahan University of Medical Sciences based on Iranian BSC model. Methods: This is a qualitative research study that was conducted in Al-Zahra academic medical center at Isfahan University of medical sciences in 2011. The research populations are hospital managers at different levels. Sampling method is purposive sampling in which the key informed personnel participated in determining the performance indicators of hospital selected as the BSC team members at focused discussion groups. By the focused group discussion meetings, hospital performance indicators were developed and finalized and then these indicators were classified and placed in balanced scorecard perspectives. Research tool for information gathering was a checklist that designed based on research indicators and proposed indicators by Al-Zahra hospital which The construct and content validity of the checklist were confirmed several times by reviews and by the help of research supervisors, consultant and senior hospital administrators. Data analyzing was conducted using quality content analysis method. Results: Balanced scorecard of this center was determined in four perspectives: patients and community (customer), internal processes, learning and growth and financial perspectives, and then indicators were defined for each perspective. Total number of balanced scorecards indicators was 30 cases that most indicators respectively finalized in internal processes and learning and growth perspectives. Conclusion: Balanced scorecard offers a tool to translate organizations mission into tangible and measureable goals, activities and performance indicators. Success of balanced scorecard is due to careful selection of indicators that contain main essence of the organizations strategy. Categorizing indicators in four perspectives are very useful in improving hospital performance level. Therefore continuous monitoring and evaluation of these indicators are required in line with achieving hospital goals and strategies. Keywords: Balanced Scorecard; Performance Evaluation; Hospitals
Marzieh Javadi; Hamid Ganji; Ahmadreza Reiesi; Maryam Yaghoobi; Parvin , Hematian
Volume 9, Issue 4 , September and October 2012, , Pages 539-547
Abstract
Introduction: In today’s world, organizations are attempting to achieve advantages andcompetitive results. Understanding mutual interactions between organizations and using modernmanagement techniques as well as modern management tools might have an influential effect onobtaining optimal organizational ...
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Introduction: In today’s world, organizations are attempting to achieve advantages andcompetitive results. Understanding mutual interactions between organizations and using modernmanagement techniques as well as modern management tools might have an influential effect onobtaining optimal organizational results. Nowadays, one of the competitive advantages is applyingthe excellence models. The present study aimed to evaluate the improvable areas in Al-ZahraHospital, (Isfahan, Iran) using EFQM (European foundation for quality management) model.Methods: This was an applied, cross-sectional descriptive study. Data collection was performedusing EFQM questionnaire through census method. Thirty-nine managers were involved in all thelevels (junior, senior and operational management) of this study.Results: The results showed the Al-Zahra Hospital obtained total score of 502.78 (out of 1000scores). The obtained score was 259.60 in enablers area and 243.08 in results area. Each of the nineEFQM-criteria score and percentages were as the following: Leadership 52 scores (52%) policy andstrategy 43 (54%), human resources 42 (47%), resources and companies 50 (56%) and processes 70(50.6%) for the enablers area. In the results area customer satisfaction score was 97 (48.8%), staffsatisfaction 31.5 (35%), society results 30.7 (51%) and key performance results was 83.6 (55.7%).Conclusion: Implementation of the self-evaluation model in this hospital led to identification ofstrengths and areas in need of improvement. Out of enabler and results criteria, staff andcostumer satisfaction were with lowest scores, respectively; which are considered as the areaswith improvement prioritization. Therefore, further attention is required for improving thesemodification criteria in hospitals.
