Strategy of the Fraternidad-Muprespa Havana Hospital
1st strategic line. Commitment to customers.
The center of the actions of the Fraternidad-Muprespa Habana Hospital is to satisfy the needs of patients and their companions, offering greater quality in healthcare, a modernization in the forms of communication and facilitating information and knowledge of both the services and benefits available to the hospital. patient, as well as the basic aspects of his illness.
The hospital must define its health care from an integrative perspective, which allows coherence in the prescription of treatments, in surgical indications and in continuity of care, ensuring a coordinated resolution of the processes.
To this end, the strategic objectives of this strategic line are focused on improving the experience of the patient and their environment, of the healthcare network and of companies and consultancies .
2nd strategic line. Healthcare excellence.
Ensuring healthcare focused on the needs of patients, with excellent clinical results and with due guarantees of quality and safety, is essential for the Fraternidad-Muprespa Habana Hospital. Improving health excellence is a fundamental strategy to become a benchmark in the sector in trauma care.
Achieving the best clinical results for the patient is closely linked to the integration of the hospital with the healthcare network, which is why in this plan it is necessary to address the key aspects of process improvement jointly between the professionals of the hospital and the healthcare network.
On the other hand, due to the demand and complexity of the current environment, it is essential to establish relationships of transparency, integrity and mutual trust with other organizations, to complement the specialization or capacity needs of the hospital with the aim of creating sustainable value and offering a better service.
The objectives of this strategic line are to increase the efficiency of processes, improve integration with the network of healthcare centers, promote patient safety and create a culture around it and build solid relationships with suppliers and partners .
3rd strategic line. Culture and sustainability.
Excellence in healthcare includes the promotion of an organizational culture that inspires the commitment of all its members, giving rise to a motivating, innovative and human climate, contributing to improving the patient's perception and trust in the professional team and directly in their recovery.
general.
The strategic objectives that will be undertaken within this strategic line are a people plan, an external communication plan and a sustainability plan .
4th strategic line. Innovation.
The concept of innovation within the hospital goes beyond the strictly healthcare field, the actions are also directed at internal processes, organization and management, it is a priority that is evident in the implementation of its objectives and commitments, in the levers to involve the organization in culture and knowledge, in exchanges and external experiences, as well as in the development of networks and alliances that stimulate creativity and innovation and propose new ways of acting and thinking.
In this strategic line the objectives are to define an innovation plan, study and analyze alternative ways for contracting innovation and apply 3D printing as a personalized surgical aid tool for each patient.
