service industry, hospital
DESCRIPTION
4 categories of hospitalsSWOT7pscomparisonrecommendationsTRANSCRIPT
NUST Business School
MKT-323 SERVICES MARKETING
Final Project Report
Submitted to;
Sir Bilal Chohan
Submitted by;
Maria Salman
Anum Iqbal
Ujala Liaqat
Fehmeen Anwar
Komal Nadeem
Date: 9th January, 2014 BBA 2k11 A
Project Introduction: The industry that we have decided to work with, for the duration of this project, is the health care
industry. The rapidly changing and insecure environment of Pakistan has increased the importance of
health care institutes and the current conditions of publically owned hospitals are a huge discussion. For
this very reason we chose this industry and for our report we will be looking, in depth, at three well
known members of the health care industry namely: Shifa International Hospital, Quaid-e-Azam
International Hospital and Combined Military Hospital Rawalpindi. We will be analyzing the quality of
their services and the running operations and will then compare them on the basis of few prominent
features.
PUBLIC HEALTHCARE SECTOR
Introduction: Pakistan inherited a poor healthcare infrastructure after independence. This comprised of a single medical
college and a few practicing doctors. The real development on the public healthcare system came in
Zulfiqar Ali Bhutto's government in 1970s. Pakistan was also a supporter of WHO's "health for all by
2000" initiative.The healthcare infrastructure was developed on various levels; "basic health units" for
villages, the Tehsil headquarter hospital for secondary healthcare and district hospitals and teaching and
referral units for tertiary care. The healthcare network of Pakistan now comprises of 919 hospitals, 5334
Basic Health Units and Sub-Health Centers, 560 Rural Health Centers, 4712 Dispensaries, 905 Maternal
and Child Health Centers and 288 Tuberculosis Centers. Despite this infrastructure, poor financing,
inadequate resources and mismanagement, results in underutilization of the system.
SWOT Analysis:
Government ownership and funding
Wide network
Experienced staff
Professional handling
Availability of all departments
Availability of equipment
Latest medical facilities like bone marrow
transplant, cardio vascular treatments,
kidney transplant, cancer treatments etc
Strengths: Weakness:
Weak utilization of equipment
Lack of maintenance
Corruption
Doctors’ indifferent attitude
Free treatment makes doctors less
concerned (lower staff)
greater number of patients and less doctors
to treat them
Discrimination and red tape
Cronyism and Nepotism - appointing of
people based on preferences and liking
rather than merit
Inefficiency
Lack of beds/rooms to accommodate
patients
Marketing Mix:
Product:
Core services: Providing treatment facilities including; medical, surgical, pediatric, obstetric and
cardiac intensive care etc.
Supplementary services: Wards and private rooms, Diagnostic services, pharmacy, blood bank,
laboratory, ambulance etc.
Auxiliary services: housekeeping, cafeteria and catering etc.
Price: There is no pricing strategy as the government aims to provide free treatment to general people. The price
floor is determined by the compulsory costs but the aim is to provide free service to all the patients,
therefore charges are kept minimal in even most expensive cases.
Place: Government hospitals are strategically planned and placed to cater all the population in different
geographic locations. From the villages to the cities different levels of health care are present like the
"Basic health units" for the villages. The Tehsil headquarter hospital represented secondary health care,
and district hospitals and teaching and referral units represented tertiary care units. Central hospitals, the
most primary and advanced healthcare units are not necessarily in every district but are present in major
cities across the country.
Promotion: Awareness campaigns for dengue prevention and treatment, polio vaccinations etc.
People: Basically the nursing staff, doctors and general staff are the main working people. Overall attitude of staff
that comes in direct contact with the customers is indifferent towards the patients. Overcrowding and high
workload results in frustrating moments for the patients as well as the staff. Medical malpractices are a
common sight with zero accountability. Patients are ill-treated because of the inefficiency of the
administration and corrupt practices of staff. Doctors are outnumbered by patients, which leads to lack of
attentive health care.
Greater government funding for R & D
Increased budget allocation for health
sector
Growth
Modernization will facilitate improved
healthcare
Making systems corruption free and
enhancing management
T & D of staff
Opportunities Threats:
Security concerns
Political concerns
Law and order
Financial strength of the state
Process: The process is very lengthy with more than necessary delays due to the over-crowding of patients and
unavailability of sufficient number of doctors. Waiting time for the procedure to get started is very long
and tiresome. Lengthy erroneous paper works are often time consuming but important, and renders the
speedy execution of treatment. The process however can be accelerated by extending money to the staff
and getting treatment ahead of the deserving patients. Corruption, nepotism are common practices
affecting the functionality of government hospital
Physical Evidence:
Fair observance of dress code
The hospital is not cooled or heated appropriately which causes suffocation in hot weather and
inconvenience for patients in winters
The waiting areas are not strategically planned to make the waiting time bearable. Patients have
to bear the harsh weather conditions as well as the rush and noise in the area.
Sanitation is poor.
Neglect in maintaining hygienic conditions of the hospital
Food for the patients is not of good quality either
Unpleasant smell
COMBINED MILITARY HOSPITAL RAWALPINDI
Introduction: The Combined Military Hospital Rawalpindi is a tertiary care military hospital in Rawalpindi. It is headed
by an army medical corps doctor of Major General Rank. It provides specialized treatment to Army
personnel and their immediate family. It is the chief medical hospital of cantonment along with Military
Hospital which is at Abid Majeed Road. This 550 bedded hospital mainly looks after the surgical diseases
and caters for all ranks.
It has units of General surgery, Neurosurgery, ENT, facio-maxillary Surgery, Urology, Orthopedic,
Oncology, Surgery, Trauma Centre etc. There is also a battle casualty/artificial limb section attached to
the hospital. The General Medical Council of UK recognizes the hospital for Postgraduate training in
different surgical fields. The medical students of Army Medical College are imparted clinical training by
the concerned specialists and the professors.
SWOT Analysis:
Army’s backing: financial n manpower
Large system : instability cannot affect its
operations
Wide network in major cities
Reliability: availability of doctors 24/7
Experienced staff
professional handling
Computerized systems and database
Well maintained departments
Latest medical facilities like bone marrow
transplant, cardio vascular treatments,
kidney transplant, cancer treatments etc
SOPs
Training of nursing staff
Training of officers(doctors)
Strengths: Weakness:
Doctors change with each shift and hence a
patient is in hands of multiple doctors which
can lead to mishandling/unnecessary
procedures, tests
Less attention towards patients
Free treatment makes doctors less concerned
(lower staff)
Mediocre Workload greater number of patients
and less doctors to treat them
Discrimination and Red tape
Marketing Mix:
Product: Health care is a necessity of existence. Customers’ need for health care will never diminish. Offering
services in every field to facilitate the patients and combining them at one place is the service offering.
Core services: Providing treatment facilities including; medical/ surgical, pediatric, obstetric and
cardiac intensive care etc.
Supplementary services: Wards and private rooms, Diagnostic services, pharmacy, bloodbank,
laboratory, ambulance.
Auxiliary services: housekeeping, laundry, cafeteria and catering, transportation services,
reception services
Price: The pricing strategy is made for the civilians who prefer CMH for their treatment. It is adequately priced
where middle class can afford to get their treatments. The floor of the price is determined by the
overhead, the consultation fee, lab charges and inpatient charges. Military personnel and their families are
entitled to free health care as the purpose of this hospital is to facilitate those serving in the army.
However, some services are not free even for army staff like some dental services etc.
Place: CMH is located in the cantt of every major city of Pakistan.
Promotion: No promotion campaign. Focus on constant improvement and innovation is their key source of word of
mouth type of promotion.
People: They also include the nursing staff, doctors, and general staff. Attitude of the staff varies with the rank of
the patient. The protocol and red tape in army leads to these disparities. Families of JCOs, SMs and all the
ranks below officer level are not treated and welcomed the way higher ranked personnel and families are.
Crowding and workload is different for different departments. Trauma center will always have
overcrowding with high workload whereas departments like radiology, dermatology have medium to low
workload.
Process: Days for officers are different from those of all the ranks below grade 17. This facilitates the families of
army personnel to divide the rush and evenly distribute it in all the days of the week. Officers’ days are
Greater R & D
Availability of funds
Increased awareness towards health: people
are getting health conscious
Increased disposable income
Growth in infrastructure
Opportunities Threats:
Security concerns
Private practice of doctors
less crowded than the normal days. Waiting time for the procedure is bearable. The process has been
highly automated with no paperwork. CMH has maintained state of the art technology for this purpose
and made the process completely computerized and error free.
Physical Evidence:
Strict observance of dress code
The hospital is cooled or heated appropriately with televisions and newspapers in every waiting
room to make the waiting time bearable and less frustrating.
The hospital’s walls are painted off-white to build and environment of openness and calmness
Sanitation is good
Special attention towards maintaining the general hygienic conditions of the hospital is paid.
Food for the patients is good. The food prepared for officers is of better quality than what is given
in general wards.
There is an unpleasant smell which is usually of medicines.
Layout of the hospital is strategically planned with plenty of plantations and open spaces for the
patients to relax
SHIFA INTERNATIONAL HOSPITAL – ISLAMABAD
Introduction: The hospital was established in September 20, 1987 as a private limited company in the residence of Dr.
Zaheer Ahmad in sector F-8/3 of Islamabad. Their growth in the initial period was remarkable enough
that the need for a bigger site rose. Thus to cater to their ever growing patients’ needs, they first moved to
a rental space and finally they started working on their own facility in January 1988. On October 12, 1989
the hospital went public to raise capital for the international standard medical facility. The new facility
officially opened on June 26, 1993. At the time of its opening the facility had over 400 sponsors from all
over the world with a total equity of Rupee 500 million. At its beginning Shifa was working with eight
consultants in only seven specialties, today it has progressed to more than 70 highly qualified consultants
in almost all specialties under one roof.
At the moment Shifa is providing clinical services, diagnostic services and support services, which
include the following facilitations: Medical Check-Ups, Specialized Services, Medicine, Clinical Support,
Surgical Services, Clinical Laboratory, Specialized Diagnostics, Diagnostic Imaging, Hospital Support,
General Facilities, Technical Services, Human Resource, Security and Transport, Medical Education and
Research and Development. They also have separate specialized centers for: Liver Transplant Shifa,
Cancer Center, and Kidney transplant, Services Orthopedic, Services Shifa and Heart Center
SWOT Analysis:
Outside funding opportunities
New building structures
Further specialized centers
Remote medicine
Computer technology
Not for profit status
Land available for expansion
Further nationwide expansion
Vaccinations
Surveillance
Good relationship with government
Ability to expand the hospital departments
New training programs
Opportunities Threats:
Private practice of doctors
Re-emerging disease
Inflation
Security
Recruitment of staff through
MOH
Nursing shortage in medical sector
Endowment of resources: Strong physical
facility
Committed staff.
Stakeholder’s commitment to quality
improvement.
Foreign investors
Availability of substantial capital funding.
Future funding prospects good
More than 70 consultants
Well supplied
Multiple specialized Centers.
Provision of high quality medicine
Qualified and experienced staff
Quality lab services
Advanced technology and Updated
equipment
Efficient senior management
Demonstrated ability to provide training
Strong interdepartmental
communications.
Strong system of accountability or
transparency
International medical expertise.
Teaching hospital
Strengths: Weakness:
Too much reporting
No drug protocols/treatment guidelines
Shortage of staff residences
High dependency on external resources
High workload
No competition among staff themselves
Nursing shortage
Staff conflicts (local versus outside/
senior management and staff)
High Care providing costs
Management and lower staff
communication gap.
No incentive based rewards.
Marketing Mix:
Product: Core services: Providing treatment facilities including; medical/ surgical, pediatric, obstetric and cardiac
intensive care etc.
Supplementary services: Wards and private rooms, Diagnostic services, pharmacy, blood bank,
laboratory, ambulance.
Auxiliary services: housekeeping, laundry, cafeteria and catering, transportation services, reception
services
Price: Their pricing strategy does not depend upon the price offered by the competitors. The pricing strategy is formulated
after consulting the concerned heads of the department while keeping their overheads in mind. The floor of the price
is determined by the overhead, the consultation fee and inpatient charges but since the qualities of all the services
they offer exceed the competitors’ they charge premium prices. Prices of various facilities are revised depending on
the changes in the technology. But the bottom-line is, that prices charged are high and well worth the quality and
services provided in return. A lot of times cost of laboratory tests and diagnostic procedures are separate.
Promotion: At Shifa International Hospital, they believe that the quality of treatment speaks for itself therefore they do not see
the need to employ promotions of any kind. They believe that the successful, complete, recovery rate is itself the
best form of advertisement of their services. For Shifa International Brand recognition is an important promotional
factor.
Place: The aim of the Hospital is to be placed in such a location that is easily accessible to the patients and adequately
protected from pollution. Thus Shifa kept in mind two major distribution decisions; the physical access (location,
and facilities), time access. With their target market in mind they have placed the hospital in H-8 and diagnostic
center in F-11.
People:
The “people” under the marketing mix of hospital all the different people involved in the service providing process
(internal customers of the hospitals) which includes doctors, nurses, housekeeping, technical staff, management and
supporting staff. The staff that comes in direct interaction with the patients is well trained to provide high quality
patient care with human touch by means of state of art of technology. In order to provide quality treatment Shifa
International Hospital is running their own medical and nursing schools to train the staff according to their
requirements. Currently Shifa engages more than 1600 utilizing services of professionally competent medical staff
in doctors, nurses, paramedics, clinical staff and management professionals to manage over 400 beds
across hospitals.
Process: The length of waiting time of patients in this hospital is reasonable, as is the time for admission. In case of
emergency the priority is treatment, the paper work can wait. The diagnosis process is very efficient; both at the
doctor and the laboratory; but on average the treatment the process is very lengthy and time consuming but this is
not on the part of the hospital, as most patients taken there are serious cases. All patients are handled with maximum
care. The post treatment care is done with consideration and not hurried though. The hospital tries not to keep the
patients in longer than necessary as there is always demand for beds. Bill settlement process is kept as simple as
possible. The process to discharge the patient is straightforward and uncomplicated in this hospital unless it is
emergency discharge which is relatively complicated as it has more paper work. Service staff at every service
counter is helpful and well trained to handle all procedures. They also have SOPs for more or less all procedures.
Physical Evidence: Following are the physical evidences of the comfortable hospital environment.
Staff follows a dress code.
The entire hospital is centrally air conditioning with good lighting.
Colors on wall are light because it helps people to be calm.
Constant spraying of disinfectants. Janitors with floor polishing machines or mops can be seen working.
Particular attention given to hygiene is highly visible.
Open and airy spaces in the waiting area, the wards and rooms.
Apart from that admission office, signs, lobby area, patient care room, waiting area, public toilet facilities,
medical equipment, building exterior, reports and stationary, parking area, cafeteria, uninterrupted power
supply, telephone facilities, security and display of awards and certificates won by doctors and hospital etc
QUAID-E-AZAM INTERNATIONAL HOSPITAL
Introduction: Quaid-e-Azam International Hospital (QIH) is a project of Global Health Services, which is a public limited
company (unquoted) registered with SECP. QIH is a 400 bed state of the art hospital near Golra morr, Peshawar
Road, Islamabad. This hospital is not only conveniently located to serve the people of Rawalpindi and Islamabad but
is very close to all the exits to the rest of the country including motorway and highway to KPK, Punjab, Kashmir
and Afghanistan.
SWOT Analysis:
Latest medical technology on par with the latest world-wide developments
Presence of highly foreign qualified doctors and staff working through the courage, conviction, hard work and dedication.
Complete infrastructure
Competent care and heartfelt hospitality.
Provision of quality clinical health care and services
Efficient and well managed facilities.
Providing the best practices in specialties such as orthopedics, spine, neurology, gastroenterology, peads, nephrology, urology, gynecology, critical care and dentistry.
Presence of daycare centre, gym, cafe
Provision of bonuses to the staff, free treatments (50% off) for staffs
Medical expertise at par with the international standard
Patient has a single doctor throughout his treatment that enhances level of trust
Availability of doctors 24/7
Strengths: Weakness:
Absence of any Nursing training programs
Inefficient Paramedical staff
Funding depends greatly on external resources
Targets only to limited people/patients
Very expensive affecting its affordability factor
Marketing Mix:
Product:
Core services: Providing treatment facilities including; medical/ surgical, Diagnostic & Interventional
Radiology, Endoscopy Suites, Dialysis Centre, Physiotherapy & Rehabilitation Department, Central
Sterilized Supplies Department, Dietary Services, Speech Therapist, Respiratory Therapy,
Supplementary services: Ambulance Services, Patient Service Department, Wards and private rooms,
Diagnostic services, pharmacy, Laboratory & Blood Transfusion Services, Pharmacy, Human Resource
Department, IT Department, Media & Publications Department, Biomedical Engineering Department,
Admission & Billing Department, Accounts Department
Auxiliary services: Maintenance Department, Cafeteria, Food & Nutrition Department, Laundry
Department, transportation services, reception services, Security Staff, House keeping Department, Patient
Facilitation Department
Price:
High pricing in comparison to government hospitals is maintained. This is due to the facilities they provide as
compared to the other hospitals.
Place: It is located near Golra morr, Peshawar Road, Islamabad. Many complex factors, including the area’s population,
currently available services, and present and future demand were considered while locating it. It is very close to all
the exits to the rest of the country including motorway and highway to KPK, Punjab, Kashmir and Afghanistan.
Promotion: The hospital believes that marketing is all about building relationships with the patients and staff working there.
They provide such good treatment to their patients, based on international levels, that they do not believe in any
other promotional activities for the hospital.
People: Doctor staff: Internees (House jobs), Observer ship, MBBS/BDS doctors, Specialized doctors
Nursing staff: Nurses, Paramedical staff
General staff (peons, cooks etc)
Management and Supporting staff
Introduction of new training programs for medical staff
Improved and enhanced technology worldwide
New specialized departments
Funding opportunities
Introduction of more branches,
expansion of hospital
Opportunities Threats:
Security conditions of Pakistan
New entrants in the business
Private practice of doctors in clinics
Political instability
Process: Patients do not have to wait for that long in order to get their treatment. In busy wards such as emergency or
medicine ward, number of patient increases and so does the pressure on the doctors due to which the time duration
of waiting is affected. Other than that, wards like dentistry etc. are not that busy and patients get treated calmly.
Paper work is present but it does not hinder the process and mostly consists of history and treatment of the patient.
All the facilities are present that facilitates the hospital in providing efficient and effective service. All the patients
are taken care of until they are discharged. Even after a patient is discharged, regular visits for some time are
ensured. Since it’s a hospital, they have their standard procedures that are to be maintained by the whole staff.
Physical Evidence: There is no dress code for the doctors but all the staff is required to wear a lab coat.
The hospital is air conditioned and generators are present.
The hospital is painted in light color of white that keeps the environment calm and soothing
Particular attention given to hygiene can be easily observed. Janitors with mops and cleaning carts can be
seen working.
No congested and suffocating spaces in the waiting area, the wards and rooms.
Other rooms besides patient wards include admission office, lobby and waiting area, patient care room,
toilet facilities, Kitchen, Dispensary, parking area, cafeteria, uninterrupted power supply, morgue, tea room
for nurses on most floors, doctors rooms, a central sterilizing depot, operating theatre block.
COMPARING ANALYSIS
After doing the thorough analysis of the three hospitals individually and then comparing them with each other and
generally with the public health care industry of Pakistan we can say that over all, all three of them are doing a much
better job than other public hospitals. Their conditions and services although not to the optimum level but still are a
lot more enhanced and improved. On comparing these three hospitals with each other we can say that if we rate
these CMH is the lowest, then comes Quaid-e-Azam International Hospital and the best one is Shifa International
Hospital (The perception map is given at the end of the report in an appendix).
All three offer almost same services with similar core services and slightly different supplementary and auxiliary
services. They all are located in the areas where they can serve more of their target market or where their customers,
which are the patients, can access them easily like other government hospitals. The prominent factors that
differentiate them from each other are the facilities they provide, the experience that patients get and their pricing.
CMH does not charge fee from its most of the patients like many government hospitals. They mostly belong to army
background and even civilians are charged a very little fee, which covers only the very basic costs. This is the reason
they call themselves a not for profit organization. This gives them an advantage over the others in terms of pricing
but in terms of service it hinders their performance. Doctors become less concerned towards the patients as they are
not being charged well and a lot of discrimination is evident in CMH for this very reason. As for the people, in
services, the ones with higher posts are treated with better attitude as compared to the lower staff. This is also
because they are not rewarded for their work or the value they are providing, which mostly the case in government
hospitals. Their standard is below the other private hospitals due to this reason as well. Even though all these issues
are prevailing there, still there are a lot of factors that keep them ahead of many other government owned hospitals.
The environment they provide is much better than a lot of hospitals, it’s clean and hygienic. They have skilled and
experienced doctors and try to keep a check on their staff, and a very important factor is their availability.
Now if we look at the other two hospitals which are under consideration, we can see that they are very much alike.
They can differ in their operations which are not visible to others but are very close on the perception map, as they
both provide very similar atmosphere to the patients. Both offer their service at high prices in comparison to the
others in this industry, but if we compare, then Shifa is a little more expensive than Quaid-e-Azam hospital. These
prices are justified with respect to the facilities they provided to their patients, as their services are much better than
other public hospitals. The fact that they depend a lot on the external financing which is way riskier than the
government funding as in the case of CMH, also support their pricing. These high prices are a major aspect that
differentiates them from others and the value they provide in return for these prices give them an edge over the
others. The processes are very efficient in both the hospitals but Shifa has a structure that consists of a lot of
reporting. These reports even though are very important to maintain their work efficiency, do not hinder their
services as the patients are treated immediately in case of emergency. This is a very major issue in government
hospitals, as people have to go through many reporting processes before they are treated. Work load is very high in
both these hospitals unlike CMH. CMH has planned its week days in such a way that equalizes their burden and
reduces the waiting time for the patients. Whereas, in Quaid-e-Azam hospital either people have to wait a lot or they
need to get appointments beforehand. Even though they have many specialized doctors yet they are not sufficient
and they need more skilled and qualified doctors and other staff. Another difference in Shifa international hospital
and Quaid-e-Azam International hospital is, that Quaid-e-Azam hospital does not have required amount of staff and
it is not present in other cities than Islamabad.
The ambience, of both Quaid-e-Azam and Shifa, is more soothing then CMH or government hospitals. However the
three of them pay focused attention to hygiene. Shifa and Quaid-e-Azam pay more attention towards the comfort of
their patients and try to provide them a relaxed environment.
To sum this all up, we can easily say that Shifa and Quaid-e-Azam are close to each other in many aspects but have
their differentiating points as well. CMH is a little different as it is slightly less efficient than the other two hospitals
and can be improved with slight more effort. But over all they are doing a lot better than other government hospitals,
whose conditions are a lot worse and require many improvements. Seeing their conditions and analysis their existing
situation, we have made few recommendations which according to us can help all these three hospital to improve a
little more. These improvements and enhancements in their service can help them in providing us with a better
facility and can fulfill the gap present in this industry in Pakistan.
RECOMMENDATIONS FOR IMPROVEMENT:
1. In Pakistan there is lack of empowerment at the front line in hospitals. Hospital boards need to embrace a
devolved style of leadership that values and encourages staff and respects their judgment when they are the
people working closest with older people and their families. Hospitals must enable staff to ‘do the right
thing’ for patients.
2. Feedback from patients and their families should be discussed and responded to on the ward every day.
Hospitals should give staff the time to reflect on the care they provide and how they could improve; this is
an essential part of giving good care.
3. Hospitals in Pakistan lack Nursing training programs which leads to unskilled staff and poor service
provided by the hospital. Regular training programs should be held in order to keep the staff updated and
efficient.
4. Many hospitals have hygiene issues which cause infections to the patients. The staff, especially the nurses
should be trained to wash hands and cleanliness should be the motto as contact to patient may transfer the
disease.
5. Hospitals need to improve the quality and safety of providing care for adults and children needing urgent
and specialist. This should be done to ensure that senior, experienced clinicians are available to treat the
most seriously ill patients every hour of the day, every day of the week.
6. Online patient organizer: In an effort to reduce the time it takes for patients to schedule appointments and
fill-in questionnaires while they wait, patients could do many of these things before they set foot in the
doctor’s office. A web-based application could provide these services, help patients navigate the hospital
campus, they may find out what documents or medications they need to bring to their appointment, etc.
They could also read about the doctor they are scheduled to see.
7. Hospitals should try giving its customers a better service by striving the to deliver services on the schedule
of the patient instead of looking at the ease of the hospital. This should be done to ensure customer
satisfaction because customers are of great importance for any service provider.
8. In order to improve performance of hospitals, improvement of the patient experience is necessary. The
process of checking out of a hospital can be tied up by waiting for x ray and lab results that can cause a
delay in patients leaving much needed hospital beds. Hospitals should have rooms with reclining chairs
with TV and Internet connection would help patients remain comfortably at the hospital while reducing the
traffic around hallways and reception areas.
9. The patients should be treated well and welcomed whether it is a private hospital or a government hospital.
10. Hospitals should introduce facilitated, practice-based development programmes –‘learning through doing’
– to ensure staff caring for people are given the confidence, support and skills to do the right thing for their
patients.