AGA KHAN

UNIVERSITY HOSPITAL

Made by

Rozmin

1

Vision Aga Khan University will be an independent Primarily serving the developing world and Muslim societies in innovative and enduring

ways.

Mission AKU is committed to the development of human capacities

It seeks to prepare individuals for positive and exemplary leadership roles

Strength in research and excellence in education

Enthusiastic to providing meaningful contributions to society

Values As an international institution in achieving its mission, AKUH operates on the core principles of:

Quality

Relevance

Impact

Access

Vision, Mission & values

Organization

Purpose Structure People

Organization

3

Organization

Organization Overview Founded by His Highness the Prince KARIM Aga Khan

Chartered in 1983 as Pakistan's first private university

Objective promote human welfare

Aga Khan University Hospital Karachi, started operations in 1985 as non profit organization

Culture Orientation program by HR department

Own departments (Finance, HRM, clinical etc.)

Define role and responsibilities

Incentives to employees

Facilities The Hospital is equipped to provide Medical facilities which include

Cardiology, Endocrinology, Gastroenterology, Hematology, Nephrology, Neurology Pulmonology Surgical Obstetrics and Gynecology, Pediatrics etc.)

Gymnasium

Laboratory

Rehabilitation

a. Purpose and Direction of an

Organization

Create real and lasting improvement in the lives of the poor

Lead to self-reliance rather than dependence

Focus Education

Rural development

Environment

Health

Civil Society

b. Structure

Well-defined structure

Hierarchy is vertical (centralized)

Diversity in terms of culture

c. People AKU recruit applicants

Training

Personnel Requisition

1. Training and Development

Centre of English language

Human Resource Development Department

Following trainings are available

Customer Relation Trainings

Personal Development Trainings

Quality Awareness Trainings

Management Development Trainings

Safety Trainings

Finance Trainings

2. MBO and AKUH

The AKUH Workplace Wellness

Program is planned and implemented

by the individual and staff of human

resource departments.

It ensures that the goal set by each

person is properly implemented and

achieve and then appraisal is given to

each person 5

Hierarchy of Onsite AKU

6

Hierarchy of Offsite AKU

7

Competitors of AKUH

8

Operating Regions

PAKISTAN:

KENYA:

TANZANIA:

UGANDA:

UNITED KINGDOM:

AFGHANISTAN:

SYRIA:

UAE:

Revenues & Expenditure

Income: (USS In millions)

Hospital revenues 115.1

Tuition fees 4.1

Grants & Donations 23.4

Income from

investments/endowments/other 10.0

Expenditure

Staff 67.4

Supplies 37.3

Other operating expenses 28.3

Construction projects 10.6

Excess / (shortfall) of income over

expenditure (3.5)

9

Challenges

a. Human Resource

Staff and Faculty retention

Finding new qualified personnel - locally and

internationally

Matching future initiatives with available skill

set

Competitive compensation

Training for new programs

Succession planning

b. Space

Limited space on campus, most ancillary and

support functions getting constrained

Construction constraints - Vertical vs.

Horizontal

Offsite locations - limited expansion potential,

inappropriateness, weak infrastructure and

access

c. Structure Faculty conflict

Departmental and Institutional governance

Patient perception of offsite facilities

Limited awareness about AKHSP facilities.

d. Other Expensive image

Inadequate referral network

Limited resources

Regional instability & socioeconomics

Lack of research credibility

Global geo-political realities

Emerging new competitors for specialized

services

Funding

Sustainability

High Cost of Quality

10

Management functions perform

by AKUH

11

a. Planning

Planning and Development of Campuses (P&DC)

Timely and effective implementation of Aga Khan

University's Projects for Pakistan & abroad

Design process

Development and implementation of current

program & strategies

Preparing the project execution plan and

schedules for all aspects of the projects.

12

13

b. Organizing

The organizing unit of AKUH is responsible for

Developing long and short term strategic plans to identify resource requirements.

Support the project management function by providing a timely and accurate instrument for projects progress

Conducting operations and workflow analysis; cost and inventory control in order to improve operations and productivity.

Undertake key project planning, feasibility report writing and perform field inspections as and when required

13

c. Leading

AKU was established to develop the leaders of tomorrow by

Continue to draw upon various cultures to teach critical thinking, problem-solving and decision-making

Develop the powerful force of pluralism that promotes intellectual openness, tolerance and increased understanding between people of different societies.

14

d. Controlling

The controlling system ensures that the progress of the programs is carefully followed-up and that outputs and achievements of the program are measured over time

Monitoring and Evaluation is based on a rational process & performances of each individual and its impact of the program.

There are several times of controls implemented in AKU including record keeping infection control etc.

15

Controlling a. Control of records a. Complaint records,

b. Training records,

c. Process monitoring records,

d. Inspection & maintenance records,

e. Pertinent contractor and supplier records,

f. Incident reports,

g. Records of tests for emergency

preparedness,

h. Audit results,

i. Management review results,

j. External communications decision,

k. Records of applicable legal requirements,

l. Records of significant environmental

aspects,

m. Records of environmental meetings,

n. Environmental performance information,

o. Legal compliance records, and

p. Communications with interested parties.

q. Proper account should be taken of

confidential information

b. Infection Control a. Infection Control consists of the

following:

b. Personal hygiene

c. Chain of infection, preventive measures

d. Isolation categories and patient care

e. Safe management of sharps, linen and

hospital waste

f. Universal blood and body fluid

precautions

g. Management of exposure to blood and

body fluid and needle stick injuries

h. Employees responsibility in the Infection

Control Program

16

The strategic plan of AKUH

In keeping true to Mission and Vision, the

strategic plan 2010-2023 has the following three

thrusts:

Develop an "Integrated" Healthcare System

Establish Centers of Excellence

Enhance Capacity

17

Situation Analysis of AKUH, Karachi and

Secondary Hospitals

b. WEAKNESSES

Expensive image

Inadequate referral network

High staff turnover and scarcity of trained

manpower

Physical infrastructure and space limitations

Overstretched acute care beds, ventilators,

radiology and clinical space. Ability to retain

graduates of Medical College and School of

Nursing

Secondary Hospitals

Limited awareness about Outreach facilities

Outreach perceived as an inferior health

facility when compared with AKUH

Space limitations at Kharadar and Garden

Hospitals

a. STRENGTHS

High brand equity and quality of care

Competent and credentialed clinical faculty,

including state-of-the-art equipment and

diagnostic facilities

Vision and governance

Proactive approach

Medical College and School of Nursing

Residency and Fellowship Programs

Multidisciplinary approach

Growth focus

All services under one roof

International Accreditations

Secondary Hospitals

Dedicated Maternal and Child Health

Hospitals offering primary and secondary

care services

18

c. OPPORTUNITIES

Support AKDN in achieving its overall

Facilitate Teaching and Research

opportunities

Become the leader for Health care

integration

Increase access to quality primary,

secondary and tertiary care

Networking with AKDN and leading

regional players

International scope by developing e-health

infrastructure

Secondary Hospitals

Establish Centers of Excellence

d. THREATS

Limited resources for expansion and

cutting edge technology

Regional instability & socioeconomics

Dilution of existing strengths as

competitors gain pace

Lack of research credibility

Global geo-political realities

Inability to respond to opportunities

and issues proactively

Secondary Hospitals

Limited marketability for certain on-

campus services when relocated to

Secondary sites

19

Conclusion

"AKUH will be recognized as one of the best health

care institutions in Pakistan and the developing

world"

By providing compassionate, ethical, accessible

and high Quality care

By providing an outstanding work environment

that raises motivation and commitment in staff.

By enabling leadership in education and research

20

21