CMZ ORGANIZATIONAL PROFILE

7/27/2019 CMZ ORGANIZATIONAL PROFILE

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CIUDAD MEDICAL ZAMBOANGAORGANIZATIONAL PROFILE

FILIPINAS R. ROJO, MD, MHA

CIUDAD MEDICAL

ZAMBOANGA



+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



+AERIAL VIEW OF CMZ 2005 & 2012

CMZ 2005

CMZ 2012



+ 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



+ 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



+P.1a.2 Vision, Mission, Core

Values and Core Competencies

VISION

A hospital with

performance

excellence that is

nationally

recognized.





Mission:

To provide integrated

value-based health care

services

To provide highly

competent staff

To pursue Corporate

Social Responsibility

program.





VALUES

C-ompetenceI -ntegrity

U-nity

D-ynamism

A-ccountability

D-riven by Results

WARD H




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



+ 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.



+ 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.



+ 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.



+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




induction program training and career development

healthy lifestyle projects for its workforce DTI roadshow




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



+ 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



+ 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



+P.1a.4 Assets

Hospital lobby

During the stand-off Entrance and mid-aisle



+P.1a.4 Assets

EMERGENCY ROOM

Entrance to ER Information



+P.1a.4 AssetsPharmacy



+P.1a.4 Assets

HEMODIALYSIS

ICU

OR/DR/P ACU

NICU



+P.1a.4 Assets

PHYSICAL MEDICINE AND

REHABILITATION UNIT

LABORATORY

CARDIO-PULMO UNIT

Ancillary Department



+ P.1a.4 AssetsRADIOLOGY



+ P.1a.4 AssetsRADIOLOGY

DIGITAL

MAMMOGRAPHY 1.5T MRI

DUAL SLICE CT

64 SLICE CTSCAN



+ P.1a.5 Regulatory Requirements



+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



+P.1b Organizational Relationships

P.1b.1 Organizational Structure



+P.1b.2 Customers and Stakeholders

Table P.7 CMZ Key customers and stakeholders



+P.1b.3 Suppliers and Partners



+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.



+PARTNERS:

SUPPLIERS (PHARMACEUTICALS)



+ PARTNERS:

SIEMENS

ENGINEERS

SALES AND PRODUCT PRESENTATIONS

QUARTERLY TRAINING

FOREIGN TRAINOR

ADS



+PARTNERS: LOCAL AFP

LECTURES HEALTH FAIRS



+PARTNERS: AFPVISIT TO SOLDIERS

DILG SECRETARY: MAR ROXAS

SECRETARY OF DEFENSE: VOLTAIRE GAZMIM

AFP CHIEF OF STAFF: EMMANUEL BAUTISTA



+PARTNERS:

JSOTF (BALIKATAN)

2006

2013



+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.



+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).



+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).



+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.



+P.1b.2 Customers and Stakeholders

Table P.7 CMZ Key customers and stakeholders



+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.

Documents

CMZ ORGANIZATIONAL PROFILE