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CMZ Organizational Profile
CMZ Organizational Profile
Ciudad Medical Zamboanga (CMZ) is a private, Level 2 general 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
CMZ 2012
main product offering is healthcare services in a hospital setting under the Department of Health (DOH) level 2 hospital category health services consist of both basic and specialized ones that can be provided on an inpatient (IP) and outpatient (OP) system and on an emergency and nonemergency basis. EMERGENCY ROOM
The
these are all needed in the holistic care of any patient seeking help from a hospital. The healthcare services are delivered directly to any patient who goes to the hospital.
These are also delivered through physicians and health maintenance organizations and companies (HMOC) who seek accreditation with CMZ.
VISION
A
Mission:
To
provide integrated value-based health care services To provide highly competent staff To pursue Corporate Social Responsibility program.
WARD H
-ntegrity
by Results
Learning organization
Corporate Social Responsibility To pursue CSR program (CSR) program with tangible social impact
CMZ workforce consists of accredited physicians and employees. The accredited physicians are not employees of the hospital. MDs voluntarily apply and are given privilege to practice medicine in the hospital. They are considered part of the workforce as they are the primary healthcare service providers to all patient-clients of CMZ. Since they bring in patientclients, they are also considered partners and customers of CMZ.
As of December 2012, there are 53 active consultants and 162 visiting consultants distributed among the different medical specialties, such as internists, surgeons, pediatricians and obstetrician-gynecologists. We also have Anesthesiologists, Radiologists, Pathologist.
to employees, there is a total of 544 personnel, of which 91% are regular and 9%, outsourced. employee workforce can be segmented into the following groups: administrative finance staff; nurses and midwives allied medical staff; and support staff.
The
induction programs
induction program
DTI roadshow
CMZ has a workforce health and 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
CMZ has no labor union. The management ensures provision of benefits guided by statutory and regulatory requirements.
Cardio-Pulmo Unit
ACLS training
+ P.1a.4 Assets
2005
2003
CMZstarted as a 30-bed hospital in 2003 In 2004, CMZ acquired PhilHealth accreditation and increased to a 67-bed hospital.
2013
In 2008, CMZ increased to 160 bed tertiary hospital. The lot adjacent to CMZ is already acquired by CMZ. 2012: Master Plan Expansion ongoing for
P.1a.4 Assets +
Hospital lobby
P.1a.4 Assets +
Entrance to ER
Information
EMERGENCY ROOM
P.1a.4 Assets
Pharmacy
P.1a.4 Assets
ICU
OR/DR/P ACU
NICU
HEMODIALYSIS
P.1a.4 Assets
Ancillary Department
LABORATORY
CARDIO-PULMO UNIT
+ P.1a.4 Assets
RADIOLOGY
+ P.1a.4 Assets
RADIOLOGY
DUAL SLICE CT
DIGITAL MAMMOGRAPHY
1.5T MRI
64 SLICE CT SCAN
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 the Philippine Quality Award (PQA) with the objective of continually improving its quality management system
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-chain requirements consist of the following: 1) determination of customers (patientclients; physician-clients; workforce) needs and requirements; 2) securing of supplies based on customers needs and requirements with consideration of quality, safety and cost; 3) promotion of efficient inventory (reduced overstocking but products readily available when needed); 4) risk management of supplies during non-crisis and crisis situations; and 5) supplier relationship management.
+ PARTNERS: SIEMENS
SALES AND PRODUCT PRESENTATIONS
ADS
ENGINEERS
LECTURES
HEALTH FAIRS
+ PARTNERS: AFP
VISIT TO SOLDIERS DILG SECRETARY: MAR ROXAS SECRETARY OF DEFENSE: VOLTAIRE GAZMIM AFP CHIEF OF STAFF: EMMANUEL BAUTISTA
2006
2013
CMZ competitors for patientclients (market share) consist primarily of: the two level 2 hospitals two level 1 hospitals clinics, and
laboratories
operating within its primary and secondary catchment communities, which are Zamboanga City, and Zamboanga Peninsula and neighboring islands, respectively.
CMZs 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).
key changes taking place that affect the competitive situation of CMZ are: commercialization of healthcare services (investors using business methods for profit) and
1)
2)
services
key available sources of comparative and competitive data are the DOH, SEC, within and outside the healthcare industry.
The
A balanced scorecard (BSC) was initiated in 2009. It was refined in 2012. CMZ has been using external auditing and accrediting bodies (see P.1a.5) to complement its internal assessment; to promote continual organizational and personal learning; and to facilitate continual improvement of its performance system.
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.