Moi Teaching and Referral Hospital (MTRH) has engaged its leadership, line managers and all staff in the drafting of the Hospital’s Strategy for the years 2017-2022. The Hospital has so far implemented two Strategic Plans: Strategic Plan 2005-2010 which was re-aligned midway to the Kenya Vision 2030 and effected from 2008 – 2012 and 2012 – 2017. MTRH has gained a lot through the implementation of these Strategic Plans including Initiation of various projects/services; acquisition of various medical equipment; ongoing efforts of transformation into a fully-fledged multi-specialist referral facility; staff motivation and sustenance of ISO 9001:2008 Certification – currently transitioning to ISO 9001:2015.
The 2017-2022 Strategy will establish priorities and set strategic direction for Hospital systems for the next five years in terms of Infrastructure and Service Delivery.
Identification of challenges to be faced in the coming years will be outlined in the plan with the Hospital seeking to turn those challenges into opportunities-to improve patient care, improve access to health care, to improve efficiency, decongestion of the Hospital, construction of an ultramodern laboratory, improvement of training policies, provision of right care at the right time and at the right cost.
By 2022, it is envisaged that the safety net of care available in the community will be stronger and more effective than ever.
MTRH is committed to successfully implementing this plan to ensure patients are afforded the highest quality health care and services in the most efficient manner. The Plan will reflect the transformations necessary to prepare for a robust healthcare environment different from the current.
The Hospital’s Strategic Plan will also prioritize value for patients’ perception, clinical excellence through multidisciplinary care, leadership in teaching, learning and research and an enabling environment that fosters employee engagement and patient experience.
While addressing the Hospital Management Team in his Boardroom on 20th December, 2016 the Hospital CEO Dr. Wilson K. Aruasa said that for the Strategy to be a reality, all the Strategic Objectives and activities outlined therein must be fully implemented. An effective Monitoring and Evaluation Framework must be put in place to ensure that performance is reviewed and analyzed on a regular basis.
The Strategic Direction MTRH will take will encompass Geographic Expansion; Product/Service Differentiation to become Multi-Specialist referral Hospital; Abandoning non-essential/core services; Mergers & Acquisition as necessary and Strategic Partnerships/Alliances.
He asked all stakeholders to consider patient care as a priority as stipulated in the core mandate of the Hospital alongside teaching, research, training, and national health planning.
At the same time, he announced that the construction of a new MTRH, which will be a multi-disciplinary 4000-bed capacity, form part of the capital projects which the Hospital will undertake during the period of the Strategic Plan.
The Hospital will among other facilities have four campuses MTRH, MTRH College of Health Sciences, Moi University College of Health Sciences and Kenya Medical Training College (KMTC).
The Strategy will be drafted with the expertise, insights and energy of all staff through the Hospital Strategic Planning Steering Committee. All MTRH Staff are being involved in the process. The Document will be a dynamic living plan that will evolve as the Hospital grows.
The CEO reminded the Hospital Management Team that Strategic Management has 3 phases namely: 1. Strategy Formulation 2. Strategy Implementation 3. Strategy Evaluation.
He emphasized on the need to proactively ensure Strategy Implementation is a big success, and that all Hospital staff and other key stakeholders must be involved throughout to ensure this success is realized.
The CEO also took the team through the Mission Statement Evaluation Matrix which comprises: Customers; Products/Services; Markets; Concern for Survival, Growth and Profitability; Deployment of Technology; Philosophy; Self-Concept; Concern for Public Image and Concern for Employees.
Beyond the Strategy, the CEO asked staff to embrace Organizational Behaviour/Development by appreciating issues such as Field Constraints, Role Learning, Mental Abilities, Experience, Personality, current values and motivation, teamwork and team effectiveness essential to MTRH development.
The new MTRH Strategic Direction will be deliberated upon by the Board of Management on 16th March, 2017 and approved for its full implementation.