Strategic Plan of UNAPH
- Foreword
- Introduction
- The Private Healthcare Environment
- UNAPH’s Mission and Strategic Initiatives
- Association Membership
- Related Corporations & Organizations
Foreword
We are pleased to present UNAPH’s 2009-2014 Strategic Plan. The
plan incorporates a continuous five-year set of strategic objectives that
constitute the majority of UNAPH’s overall program activities and efforts.
Key strategic areas of focus are:
- Promote Private health care system (PFP hospitals & clinics).
- Support and promote initiatives that ensure improved Service Delivery in the Private Health Sector.
- Encourage continuous quality improvement and patient safety improvement.
- Develop and sustain strategic relationships.
- Mobilize funds and resources for UNAPH’s programs and services.
The Private health care environment is heterogeneous and dynamic.
That fact requires UNAPH leadership on these important strategies in order to
accomplish our mission of advocating for an environment that allows our members
to provide high quality care to Ugandan communities.
Strategic planning involves long- and short-term goals and
objectives. National public policy decisions and ongoing programs and events
influence health care’s dynamic environment. This document outlines UNAPH’s
priorities for a five-year period, with the understanding that it will be
updated regularly.
Introduction
Uganda National Association of Private
Hospitals (UNAPH) is a membership national organization representing
PrivateHospitals and Private Clinics in Uganda. UNAPH was founded and
registered in 2006.
The main aim of UNAPH
is to represent, promote and protect the interests of private hospitals and
private clinics, their owners and operators, and to interact with members, to
ensure private hospital sector continues to be dynamic in meeting the changing
needs of Ugandans and protect the interests and rights of Private health
consumers. UNAPH plans to initiate, foster and maintain a consultative, co-operative
and communicative approach to dealing with Government, health organizations,
media, community groups and the public. UNAPH also plans to be a
self-regulatory trade association striving to improve the Private Hospital
Sector through collaboration with the Government.
We encourage commitment to quality services, ethical conduct and
better healthcare standards in the Private Hospital Sector.
The majority of diseases in
Uganda are initially treated in private hospitals and private Clinics. For most
diseases big hospitals are limited and sparsely distributed. Prevention and
treatment is therefore cannot be substantially scaled up without considering
how best to make use of private hospitals and Clinics.
Private Clinics are popular because they are often cheap, as partial doses are sold; they are accessible; there is improved interaction between consumers and providers; they harmonize the Demand and Supply forces in the Private Sector.
Therefore, consumers are usually unable to assess the technical quality of services, with the result that they place more weight on aspects of perceived quality, such as the interpersonal skills of providers, and the comfort of the environment in which treatment occurs both of which may be unrelated to technical competences. Relatively few approaches to supporting advocacy for consumers in their use of the private health services have been used to improve consumer information and awareness and creation of an institution is inevitable to give consumers enough authority to challenge care of poor quality services. Consumers often lack institutional structure to seek redress when they have victims of medical malpractices or negligence in the Private Hospital Sector.
The dominance of Private Health Provision in Uganda’s Health System in Uganda makes it vital to consider implementing appropriate strategies.
Private Clinics are popular because they are often cheap, as partial doses are sold; they are accessible; there is improved interaction between consumers and providers; they harmonize the Demand and Supply forces in the Private Sector.
Therefore, consumers are usually unable to assess the technical quality of services, with the result that they place more weight on aspects of perceived quality, such as the interpersonal skills of providers, and the comfort of the environment in which treatment occurs both of which may be unrelated to technical competences. Relatively few approaches to supporting advocacy for consumers in their use of the private health services have been used to improve consumer information and awareness and creation of an institution is inevitable to give consumers enough authority to challenge care of poor quality services. Consumers often lack institutional structure to seek redress when they have victims of medical malpractices or negligence in the Private Hospital Sector.
The dominance of Private Health Provision in Uganda’s Health System in Uganda makes it vital to consider implementing appropriate strategies.
Public Hospitals
Non-Profit Private For-Profit
Private
Health Sector Health Sector
Factors that shape the Association’s strategic plan include:
·
UNAPH’s highest priority as identified by members is representing
private-for-profit (PFP) private Hospitals and private clinics in terms of
government legislation, regulation, monitoring, reporting and other relevant
issues.
·
UNAPH is to be viewed as a primary source of reliable information
about the private health sector.
·
Quality and Patient safety to be major priorities for private
hospitals, private clinics and the public.
·
Uganda’s demographics point to a growing population and shortages
of skilled health care workers and dual deployment of health workers in both
Government and PrivateHospitals and clinics.
·
The public’s concern about the cost of health care has increased,
while its understanding of cost drivers and the health care system remains
unclear and is inconsequential to its concern about the costs.
·
The public believes health care providers should focus more on
promoting individual and community health rather than on their organization’s
bottom line financial performance.
·
UNAPH should support public health initiatives that improve the
health of Ugandan communities.
·
UNAPH members desire proactive Association initiatives that will
favorably improve private Health Service Delivery.
Overview
of the Private Health Sector
Private Health Stakeholders
Private Hospitals
Private Not-for-Profit Hospitals (PNFP’s)
Private For-Profit Hospital (PFP’s)
Private Health Providers
Private for- Profit Clinics/Medical Centers
Private Medical Laboratories
Private Health Insurances
Private Medical Bureaus and Stores
Drug Stores / Pharmacies
Dispensing Chemists
Private Specialty Medical Centers/Clinics
Traditional Health Providers
Private Health Consumers
School Sick-bays & Clinics
Industrial / Corporate Health Services & Clinics
etc.
Principal
Players
Public Sector
Minister of Health
Government
Ministry of Health, Public-Private Partnership (PPPH)
Cabinet
Ministry of Health Medical Councils
National Drug Authority
Taxation Authority (URA)
Development Partners (HDPs)
National Health Policy (NHP)
Health Sector Strategic Plan (HSSP)
Ministry of Education
Uganda Aids Commission
Health Development Partners (HDPs)
Ministry of Trade
Ministry of Finance
Cultural Kingdoms’ Health Ministries
World Health Organization (WHO)
Government Agencies e.g UNBS, NEMA
UN Agencies; UNICEF, UNAIDS, UNFPA.
Ministry of Local Government.
Others
|
Private Health Sector
PrivateHospital
Private Clinics/Facilities
Traditional Health Providers
Foreign Complementary Medicine
Private Medical Centers
Private Medical Stores
Drug Shops
Pharmacies (Wholesale & Retail)
Investors
Owners
Operators,
Hospital Managers & Administrators
Private Health Workers
Private Medical Colleges & Schools, institutes.
Private Health Consumers
Private Medical Practitioners
Hospital Engineers
Herbal Medicine Centers (Local & Foreign).
Health NGOs& CSOs
Hospital Trade Associations
Medical Bureaus
Health financing companies
Researchers
Health Consultancy firms
Mobile Health Services
Medical Equipment Suppliers
Medical Equipment Service and Maintenance Engineers
Pharmaceutical Manufacturers (Local & foreign)
Private Allied Health Professionals
Private Universities’ Medical Schools
Private Health Insurance Companies
Social Health Marketing Companies
|
Private Health Issues
Laws, Codes of Ethics
Standards/Quality
Investment
Private Health Financial Services
Consultancy Services
Legal Services
Policy Advocacy Dialogue
CapacityBuilding
Resources
Taxation
Private Health Consumer Protection
Hospital Waste Management
Private Health involvement in Community Health & Public
Health
Sensitization of Private Health Stakeholders
Public/Private Dialogue
Linkages with Government, Development Partners and other
agencies
Representation & Networking
Transparency
ICT &eHealth Telemedicine Networking
Private Health Baseline Database
Training
Pharmaceutical Drug Supply Management in Private Health
Quality and Price of Pharmaceutical Drugs
Counterfeit Drugs
Medical Equipment Servicing and Maintenance
Private Health Government Funding
Private Health Insurance
Self-Medication
Private Health Consumers Rights
HIV/AIDS
Malaria
Tuberculosis
Non-Communicable Diseases
National Health Policy
Health Sector Strategic Plan
Specific Disease Treatment Policies & Programs e.g. Malaria
, HIV/AIDS and TB
National Health and Disease Programs
Private Health Regulation & Monitoring
Private Health Social Marketing
Rural Health
Private Rural Health Clinics & Hospitals
Private Health Workforce
Public-Private Partnership in Health
Policy on Advertising & Promotion in Private Health Sector.
Private Health Ambulatory Services & Referral Systems
Pricing, Costing and Quality of Private Health Services
Human Rights in Private Health
Private Health Jobs Security
PrivateHospital Management Guidelines
Private Health Data Collection & Reporting for National
Government Planning.
Traditional & Complimentary Medicine
Private Health in the Media
Occupational Health & Safety in Private Health.
Emergency / Disaster Disease Control & Management in Private
Health Sector.
Private Health News, Information, Dissemination
&Publication.
Private Health Research & Development
Corporate Social Responsibility in Private Health Sector.
PrivateHospital Licensing.
PrivateHospitals and Clinics with the District Local
Governments.
Private Health stakeholders, Hospitals and Clinics access to
National Health Programs and Trainings.
Private Health in Public Policies.
Private Hospital Infrastructures, Suitability and standards.
Role of Private Health Providers to the general National Health
Service Provision.
Private Health Providers Contribution to Public Health (More
inclined to Curative treatments than Preventive).
Strengthening of Public Health in Private Health Sector.
Strengthening HIV/AIDS care in private hospitals.
Private Health Providers in Maternal & Child Health and
Family Planning.
Improvement of Care and Access in Private Health.
Importance of Price and Quality in the Private Health Consumer’s
Choice.
Quality of Inpatient and Outpatient Services in the Private
Health Sector.
Reproductive Health in the Private Health Sector.
Economics of the Private Health Sector.
Resource Mobilization Strategies in the Private Health
Sector.
Dependence on Donor Funds in the Private Health Sector.
Role of Private Health Providers in HIV/AIDS, Malaria, and TB.
The Paradox of Multijobholding - Medical Professionals working
in both Private and Public Hospitals
|
UNAPH’s Mission and Vision
Mission
The Uganda National Association of Private Hospitals’ (UNAPH)
mission is to Represent, Promote and Protect privatehospitals and private clinics
in Uganda.
Vision
The Association’s vision is based on the following main
objectives:
Main
Objectives of UNAPH:
-
To provide a unified collective voice for private hospitals and
private clinics.
-
To represent, promote and protect the interests of private
hospitals and clinics, their owners and operators, and to interact with members
to ensure private hospital care continues to be dynamic in meeting the needs of
the Ugandans.
-
To champion the cause of private hospitals in delivering the very
best in private hospital care to patients.
-
To foster and maintain a cooperative and communicative approach to
dealing with Government , ministries, media , health organizations, community
groups and the public.
-
To protect the rights of private health consumers in Uganda.
-
To provide a forum for discussion of issues and sharing best
practices and ideas relevant to private hospitals and private clinics.
-
To coordinate activities and promote, develop and maintain a
uniformly high standard of patient care, skills, services and professionalism
in private hospitals and private clinics.
-
Encourage and facilitate united positions among hospitals and
clinics, and allow other relevant bodies to achieve consensus in the policies
and issues advanced.
-
To exchange experiences and information with other hospitals in
Uganda and Overseas on the professional and cost effective management of
hospitals, training of hospital staff, medical matters, and to organize joint
seminars, conferences and workshops, courses, activities, programs and
services.
-
To adopt all measures necessary to emphasize the rightful place of
private hospitals and clinics in Uganda's health care system.
-
To provide education and training on issues relating to regulatory
compliance, management, clinical improvement, and other matters that enable
members to achieve their missions.
-
To take a leadership role in fostering a climate of collaboration,
respect, and interdependency between the various providers of private health
care.
-
To offer value added services that meet membership needs through
the Association and its subsidiaries.
-
To participate in the global national initiatives to fight
HIV/AIDS, Malaria, Tuberculosis, Child illnesses and other diseases.
Current Planned Programs
-
Design
and formulate Management and Operation Guidelines for private hospitals and
private clinics.
-
Carry
out a National census of private hospitals and private clinics.
-
Develop
a directory of private hospitals and clinics in Uganda.
-
Organize
national consultation workshops with private hospital stakeholders.
-
Mobilize
capacity building of the organization.
-
Develop
and create a National ICT-Based Telemedicine /eHealth Network for private
hospitals and private clinics.
-
Develop
a website for the organization.
-
Develop
a ResourceCenter for private hospitals and clinics.
-
Innovate
programs to fight and control HIV/AIDS, Malaria, Tuberculosis, Child illnesses
and other diseases.
-
Establish
a Centralized Medical Store (CMS) to serve private hospitals and private
clinics.
-
Mobilize
increased loanable resources and strategies for private hospitals and clinics.
-
Carry
out orientation study visits to other countries’ hospital associations.
-
Increase
the awareness and sensitization of UNAPH activities and services.
-
Establish
a HealthcareManagementTrainingCenter.
-
Carry
out a countrywide diagnostic survey of the private hospital sector in Uganda.
-
Establish
a Joint Ambulatory Service (JAS) to serve all members of UNAPH by giving
emergency medical services and specialized sophisticated treatments to their
respective clients.
-
Develop
a database for private hospital sector.
This year 2009, UNAPH adopted key principles for health care and
UNAPH advocacy initiatives. Those principles suggest that UNAPH should work to:
1. Encourage
increased membership base.
2. Improve
coverage and access.
3. Endeavour
to participate in national programs to fight major diseases, HIV/AIDS, Malaria,
Child illnesses, Tuberculosis and other diseases.
4. Promote
community accountability.
5. Adhere
to its original principles and core values below;
a)
Our membership is voluntary.
b)
Not to interfere or duplicate services of other faith-based
medical bureaus but concentrate on our national programs and objectives.
c)
Provide Consumer Protection Services to private health consumers in
Uganda.
d)
To be a trade association representing the private hospital
sector in the Ugandan economy and liaise with other government agencies.
e)
Strive to provide a self-regulatory environment for secular
private health providers including private for-profit hospitals and clinics.
f)
Acknowledge that for-profit private hospital regulation has been
uncoordinated resulting from a fragmented web of different professional
associations which needs a holistic approach so as to fully meet the needs of
the community.
g)
Provide a representative body that gives health consumers
authority to challenge care of poor quality, malpractice and negligence.
Protect the rights and interests of health consumers and endeavor that the
voice of the health consumer is heard.
h)
Provide accreditation and regulatory guidelines for members to
meet minimum standards and requirements in terms of staff, equipment and
structure.
i)
Consider and study the operation of other countries’ national
hospital trade associations as best practices or evidence-based strategies
managing private health e.g, Hospital Association of South Africa (HASA),
Association of Private Hospitals of Tanzania, Association of Private Hospitals
of Malaysia, Australian Private Hospitals Association, and American
Hospital Association.
j)
To look at our Association as an organization that brings together
private hospitals and private clinics as ‘institutions’ representing them as
complete single units unlike other allied health professional associations
which brings together individual health professionals.
k)
To be the organization that cuts across the entire private health
sector i.e medical professionals, managers, hospitals administrators,
investors, owners, shareholders, insurances, researchers, consumers,
consultants, small, medium and big hospitals and clinics.
l)
Organize integrated and centralized shared services to benefit
UNAPH Members e.g Joint Health Referral Systems, CMS, JAS and others.
m)
Link the private hospital sector (PFP’s) to other specialized
Hospital programs and international organizations handling hospital affairs e.g
WHO Hospital Affairs Dept., International Hospital Federation (IHF) and other
regional hospital federations.
n)
UNAPH is among the founders and supports the African Federation of
Hospital Associations (AFHA) a continental hospital federation striving to
bring together African Countries’ national hospital directorates and hospital
associations in Africa similar to Asian Hospital Federation, EuropeanHospital
and Healthcare Federation (HOPE), American Hospital Association.
o)
Make dialogue with government authorities and agencies regarding
policies and compliances e.g. tax policies.
Utilizing those principles
to frame ongoing strategic initiatives, UNAPH activity will focus on the
following areas.
Structural Set-up
·
Actively support initiatives that provide affordable opportunities
for business and individuals to access health care coverage.
·
Maintain a balanced level of regulation that offers appropriate
patient protection, community accountability and adequate flexibility for
providers to deliver care in an efficient, ethical and cost-effective manner.
·
Support policies that further the commitment of UNAPH and its
members to be accountable to the public for the cost, standards and quality of
services provided.
·
Collaborate with the Ministry of Health, development partners,
business community and others to develop solutions that stabilize private
hospital care (PFP’s) while promoting a competitive marketplace.
·
Advocate for continued refinements in the private hospital care
system that promote improved health service delivery.
·
Support government programs that fight HIV/AIDS, Malaria, Child
illnesses, Tuberculosis and other diseases.
·
Develop Action Plans for each of the above key diseases i.e
HIV/AIDS, Malaria, Child illnesses, Tuberculosis and policy programs.
Funding
Adequate funding of programs and services is a key factor that
will enable UNAPH to achieve its goal of improving private hospital sector.
This requires concerted UNAPH involvement in:
·
Planning and seek funding for programs and services of UNAPH.
·
Maintaining financial accountability.
·
Position UNAPH as the major source for Private hospital care
(PFP’s) financial and trend data.
·
Identify grant-making
opportunities consistent with UNAPH’s programs.
·
Seek out projects that align with UNAPH’s objectives and services.
Workforce Development
The current and future private health care environment provide
significant challenges to the private health care system as it struggles to
meet growing patient needs brought about by an increasing population, new
technologies and a workforce that is likely to remain constant in the
foreseeable future. This requires that UNAPH:
·
Take a leadership role in quantifying both existing and expected
future shortages of private health care personnel and measuring progress toward
addressing these shortages.
·
Encourage the medical schools, MakerereUniversity, government
ministries (MOH & MOE), and private
medical colleges to expand the capacity of health career programs.
·
Identify, catalogue and disseminate best practice retention
strategies.
·
Within the overall structure of the national licensure/health care
personnel regulatory structure, strive to increase flexibility, allowing
individuals to perform within as broad a capacity as quality patient care will
allow.
·
Pursue employment laws and regulations that are appropriate and
fair for health care providers.
·
Address the issue of health workers professionals working in both
government and private hospitals.
Quality and Patient Safety
Nothing is more important to patients we serve than a safe
delivery environment that provides high quality care. The Association will take
a leadership role in advancing quality and patient safety as a priority. This
will be accomplished by:
·
Using guidelines, recommendations and frameworks by the
government.
·
Implementing UNAPH’s Quality Initiative as the primary strategy
for facilitating hospital reporting of quality and safety performance.
·
Taking a leadership role in promoting and guiding Patient Safety
initiatives.
·
Working collaboratively with members, government and other
organizations to advance a meaningful quality and safety agenda.
The Importance of Strategic
Relationships
Health care’s delivery evolution has featured a movement toward
services being provided on a full continuum of care. To position UNAPH to
represent this continuum effectively and through the most efficient use of
resources, it is critical that strategic alliances be established with
organizations that share common purposes and agendas.
Organizations with which UNAPH will strive to ally with include:
·
Uganda Government
·
Ministry of Health
·
World Health Organization
·
UNICEF
·
Uganda Aids Commission
·
UNAIDS
·
World Bank
·
Malaria Consortium
·
International and national diseases programs
·
Stoptb Partnership
·
Rollback Malaria
·
Pharmaceutical Society of Uganda.
·
National Drug Authority
·
MakerereUniversity
·
Uganda Rural Health Association
·
InternationalHospital Federation
·
National Medical Councils
·
Public-Private Partnership in Health (PPPH)
·
Uganda Allied Health Professional Association
·
Uganda Medical Association
·
UgandaMidwives & Nurses Association
·
Uganda Private Medical and Dental Practitioners Association
·
Association of Homes and Services for the Aged
·
Health Development Partners
·
Leadership organizations representing key members of the health
care management system (e.g., Organizations of Nurse Executives, Health Care
Financial Management Association, Health insurances, Health Public Relations
and Marketing Groups, Healthcare Human Resources Administration, etc.);
·
Key elements of the Uganda Educational system, including the
Ministry of Education, Health colleges & institutes, Makerere University Medical
School, and other Universities, private colleges, Ministry of Health
departments and Commissions.
UNAPH must also continue its commitment to develop strategic
partnerships with organizations that advance program and policy priorities.
These strategic partnerships will occur around a specific issues or legislative
proposals and may bring together organizations that otherwise have very
different goals and agendas. Nevertheless, they are critical to UNAPH’s success
as an advocacy organization and should be maximized to the extent possible.
Such organizations include:
·
Uganda National Chamber of Commerce
·
Private Sector Foundation, Uganda.
·
Uganda Investment Authority
·
Ministry of Trade
·
etc
SWOTANALYSIS
Results of UNAPH’sSWOT Analysisbased
ondiscussionsbetween the association’s board
andexpertconsultantsare:
Strengths
•
Goodlinkswith Ministry of Health, national and
internationalhealthorganizations
•
It’s
the only organization representing private hospital holistically.
•
Committedleadership
•
Opentochange
•
Readyrelationshipwiththegovernment
•
Diverse
staff mix
Weaknesses
• Voluntarymembership
mightmaketheassociationdependenton inadequatefundingandlessresponsivetomemberneeds
• Lackof awarenessamong membersonUNAPHphilosophy
• Membersdonotfeeltheyreceivesufficientvalue
• Notperformingtopotentialforindustry&members
• UNAPH will beconfusedasyetanothergovernmentagency
• MembershipnotsupportingUNAPHbeyondmembershipfees.
• Limitednumber
of professionalstaff
• UNAPHdoesnotoperatethrougha clearstrategicplan
·
Inefficient
role for the Private Hospitals Association.
·
Less
advanced equipment for the small hospitals compared with large hospitals.
·
Excess
capacity and overlapping in certain medical equipment and services.
·
Lack
of skilled management expertise.
·
Inefficient
cooperation within the sector.
Opportunities
• MembershipbasecanbeusedasanopportunitytoengagemoremembersasvolunteerssupportingtheworkofUNAPH
• Roomtogrow,strengthenandlegitimizeorganization
• Availabilityof
potential partners
•
Potentialefficiencies,economiesofscale,andadditionalresources throughalliances.
·
Joint
resources and investment programs
• An operational Planinplace
• ExpansionofUNAPHprogramtomakeit comparableto hospital associations internationally
• Anticipated
private healthsectorgrowth
• Detailedfive-year operational planwillensure
deliverablesand enhancecredibilitywithmembersandstakeholders
Threats
•
Lackof
interestamong private hospital operators.
•
Lackof
skilledworkforce
•
Competition
from other parallel private health associations
•
Restrictivegovernmentregulations
•
Complain by traditional
faith-based medical bureaus that UNAPH is trying to represent their sector
members
•
DiversityofUNAPHmembershipcanchallengeaunifiedvoice
• Economicchallenges– Inflation, sky rocketing prices, dollar rate, VAT/servicechargecosts/
local tax
•
The
implementation of a national health insurance plan is expected to
increasedemand on healthcare services, which will directly influence the
performance ofprivate hospitals.
Association Membership
UNAPH’s membership is diverse with the word of Hospitals
Meaningprivate hospitals, private clinics and other private medical related
centers. Member hospitals include;
for-Profit Private Hospitals & Clinics (PFP’s), Not-For Profit Private
Hospitals & Clinics (secular), Private Medical Centers, Private health
Centers, dispensaries laboratories, Herbal Medicine Centers, complementary
medicine centers, consultants, researchers, individuals and other Private
health related service companies. These constituencies have before not been
represented as institutions where sometimes had been represented through
individual professionals associations.
Membership Benefits
-
Representation and Advocacy
-
Participation in a nationwide network dedicated to private
hospital sector and private health issues.
-
Representation to the Government and other relevant authorities
and agencies.
-
Opportunities to create inter-professional partnerships working to
enhance the quality of private hospital care and seek solutions to private
health issues.
-
Annual Conferences and periodical workshops.
-
Professional Education and training opportunities.
-
Periodical Newsletters
-
Input into national policies and dialogue framework which impact
private hospital sector, private hospitals, private clinics and private health
infrastructures.
-
Consultancy and legal Services.
-
Staff Resource Assistance.
-
Access to UNAPH’s programs and services e.g., the Central Medical
Stores (CMS) and the Joint Ambulatory Services (JAS) / Joint Referral Systems.
Other Member Concerns
·
UNAPH shall maintain its leadership in implementing the National
Health Programs.
·
UNAPH shall advocate for private hospitals and private clinics’
needs in the private health sector.
·
UNAPH shall provide dedicated training programs focusing on the
needs of its members.
·
UNAPH shall recognize that workforce shortage issues exist in some
disciplines.
·
UNAPH will provide community-based health leadership necessary to
address the problems of Ugandans.
·
UNAPH shall provide specialized support to activities involving Private
hospitals and private clinics and their unique approaches to meeting community
health needs.
Annual Private Hospital Awards
UNAPH will organize Annual Hospital Awards in Uganda to recognize
best private hospitals and private clinics and also recognize their specific
area of performances as mentioned below;
-
BestPrivateHospital
-
Best Private Clinic
-
Best Private Hospital Administrator
-
Etc.
Specific Services Performances;
-
Community Health Services
-
Tuberculosis
-
Immunization
-
Reproductive Health Services
-
Maternity Services
-
Childhood Illnesses
-
Family Planning
-
HIV/AIDS care, Counseling
-
STD Treatment
-
Malaria Treatment
-
Etc.
Integrated / Centralized Services
·
UNAPH shall recognize and through meaningful programming the
evolution of centralized health service delivery systems, including systems
that have health business aspects. E.g Central Medical Stores (CMS), Joint
Ambulatory Services (JAS), Joint Referral systems and others.
·
UNAPH will identify and invite the involvement of doctors and
health leaders.
Staff Development
Accomplishing this strategic plan UNAPH will require a motivated
and committed membership working closely with a motivated and committed staff.
The Association will strive to attract a staff of professionals having the
range of expertise necessary to represent major interests in a broad array of
areas and advance the strategic agenda. This requires that staff:
·
Staff has the necessary skills mix and experience.
·
Perform in a collaborative environment based on respect and mutual
support.
·
Receive the training and education necessary to carry out their
responsibilities
·
Are rewarded through compensation and performance strategies that
reflect the values of this plan and are competitive within the Uganda’s
healthcare system and trade association environment.
Related Corporations and Organizations
UNAPH will organize Shared Services through its subsidiary
companies to that will provide responsive and innovative business products,
services and solutions to health and private hospitals and private clinics in
Uganda.
Central Medical Stores (CMS)
The Central Medical Stores (CMS) will
specifically serve and sell human medical drugs to private hospitals and
private clinics in Uganda. This Central Medical Store will be operated under Uganda National Association of Private
Hospitals (UNAPH).
Joint
Ambulatory Services (JAS)
The Joint Ambulatory Services (JAS) will
serve as an integrated centralized health referral services dedicated to serve
private hospitals and private clinics.
Uganda Health Management
Institute (UHMI)
The Uganda Health Management Institute (UHMI) will
be a private institution established to improve the management skills of
Ugandan health professionals through improved management training, research,
education and capacity in the health sector; creating and sharing new knowledge
in health care management and public health; and networking and collaboration
at national and international levels.
Uganda Rural
Health Association (URHA)
Uganda Rural Health Association (URHA)
is an organization that works to improve rural health care in Uganda. Its
mission is to improve rural health systems and the health of rural Ugandans
through Advocacy, Education, Communication, networking and research. The
association is composed of individuals, organizations, students, organizations,
students, health professionals, doctors, researchers, consumers, educators,
administrators, local government leaders, consultants, insurances, hospitals,
clinics and others in interested in rural health. UNAPH highly recognizes URHA
as its parent organization.
African
Federation of Hospital Associations (AFHA).
The African Federation
of Hospital Associations(AFHA) is an international not-for-profit
organization established in 2007. AFHA represents national public and private
hospital associations, national hospital directorates, and regional hospital
organizations in African countries.
AFHA has the mission of promoting improvements in health
throughout African countries, foster high standards of hospital care,
healthcare management, efficiency and networking of African hospital
associations. AFHA will provide members a range of services and activities
designed to assist in the strategic development of the hospital sector and
provide a forum of sharing ideas, concerns and address mutual challenges facing
the health sector in Africa.
African countries will be represented by their respective
national hospital associations or, where national hospital associations do not
exist, national hospital directorates responsible for the hospital sector in
that country will represent them.
AFHA is similar to other continental and regional hospital
federations like the Asian Hospital Federation, European Hospital and
Healthcare Federation, and the American Hospital Federation.
Uganda National Association of Private Hospitals (UNAPH)
P.O.Box 29324 Kampala, Uganda
Tel: +256 772632211
Email: unaph@doctor.com,
unaph22@yahoo.com, unaph@unaph.com
Website: www.unaph.com
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