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Leadership Development Program project.

Kenyatta National Hospital. Leadership Development Program project. Presenters J. Kamau D. Mbatha Strathmore University. KENYATTA NATIONAL HOSPITAL PRIVATE WING. Kenyatta National Hospital. PRIVATE WING WARDS (10 TH , 9 TH , 1C). DETAILS OF FACILITY. Kenyatta National Hospital

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Leadership Development Program project.

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  1. Kenyatta National Hospital Leadership Development Program project. Presenters J. Kamau D. Mbatha Strathmore University

  2. KENYATTA NATIONAL HOSPITALPRIVATE WING Kenyatta National Hospital PRIVATE WING WARDS (10TH, 9TH, 1C) LOCATION- NAIROBI

  3. DETAILS OF FACILITY Kenyatta National Hospital • Government parastatal • Under Ministry of Medical services(MOMS) • Referral and teaching Hospital • Bed capacity 1,800 v. Staff -4500 Private Wing • Is a unit of Kenyatta National Hospital • staff capacity- 375 • Bed 219 • Inpatient 2011- 5478 • Outpatient (ten months) – 5,510

  4. Private Wing Leadership Development Team Members Mr. J. Korir Mr. J. Kamau Mr. D. Mbatha Mrs. M. Muthechi Mr. M. Mundia Dr. A. Ikol ( Not pictured)

  5. Kenyatta National Hospital Mission To provide specialized quality health care, facilitate medical training, research and participate in national health planning and policy.

  6. Private Wing - Vision A world class center in the provision of private care service

  7. Measurable result Increased revenue by 50% in private wing from 34 million to 51 million by 31st Dec 2011.

  8. Justification of Measurable result Private Wing is a venture of Kenyatta National Hospital aimed at generating revenue to sustain itself and supplement cash flow shortfalls in the hospital.

  9. OBSTACLES & ROOT CAUSES Obstacles Root causes lack of feedback of the staff users Lack of ownership and commitment Poor communication, Long tedious processes • Unfriendly data capturing tools for services rendered • Inappropriate staff Attitude • Low customer satisfaction

  10. Pre- Leadership Development Program situation Analysis • Revenue generated-an average of 34 million per month. • Well trained staff • 100 consultants • Non user friendly data capturing tools • Low staff morale • Lack of unity of purpose • 375 employees

  11. Challenge How would we Increase revenue by 50% in private wing from 34 to 51 million in light of the low staff morale, inadequate/ unfriendly revenue capturing tools and low customer satisfaction?

  12. PRIORITY ACTIONS • Reviewed of revenue capturing tools. • Sensitized staff on customer care, attitude and capturing of services rendered. • Involved of staff and other stakeholders • Re-organized service points to reduce customer movement. • Commenced individualized ordering of consumables • Mobilized resources for facility improvement

  13. Stakeholders

  14. Main Result: Revenue trends period July-Dec 2011 ,

  15. MAIN RESULT: Revenue trends

  16. Additional achievements • Opened High Dependency Unit (HDU) services • Commenced refund of unutilized deposit through Electronic Fund transfer ( EFT) • Started 24 hours service. • Networked Admission, Finance and Pharmacy. • Commenced wheeling patients to the wards. • Installed seven (7) Computers in the wards

  17. KEY LESSONS LEARNED • Management goodwill is of essence to achieving intended objectives • Unity is power • Involvement of others help organization achieve its goals • Ownership and commitment is rewarding • Adequate and user-friendly tools promote efficiency • Feedback is key to performance • favourable work climate leads to motivated and productive employees

  18. Way forward • Involvement of stakeholders for continual improvement regarding revenue increase to one billion mark per year. • Ensure private wing billing, admission, pharmacy, procurement and theatre services are fully networked and automated. • Rebrand private wing in order to attract more clientele.

  19. Personal development • Appreciation • Better supervisor • More focused • Better husband / wife/worker/ • leader.

  20. Next measurable results • Improve customer satisfaction from 59% to 75% by December 2012. • Improve theatre utilization from current 50% to 80% December 2012.

  21. BEFORE Former cash office Distance to cash office PHARMACY To WD 10B To WD 10 A REGISTRATION WE VALUE YOU

  22. AFTER To Pharmacy Billing office Cashier Registration To 10 A WE VALUE YOU

  23. High Dependency Unity (HDU)

  24. Wheel chair

  25. Customer satisfaction Before After

  26. Bulk ordering of stores Bulk orders - Before Individualized orders- After

  27. Acknowledgement • The CEO Kenyatta National Hospital Richard L. Lesiyampe and Management • Senior Assistant Director Private Wing and KNH staff, • MSH management, • USAID, • Leadership Development Program facilitators and • Our families.

  28. Thank you God bless you

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