G1 00253 DEVELOPMENT STRATEGY OF NATIONAL MENTAL HOSPITAL 2 PERIOD 2010 - 2015, VERSION 2020 CHIẾN LƯỢC PHÁT TRIỂN BỆNH VIỆN TÂM THẦN QUỐC GIA 2 GIAI ĐOẠN 2010 - 2015, PHIÊN BẢN 2020

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Dao Nguyen Binh Nguyen Van Kha

Vu Sy Phuong Nguyen Trong Tuan

HO CHI MINH 2011

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Our group of eight including four members undertakes that our group researches graduation assignments of Master of Business Administration

Programmed of Griggs University

Related theory and data in the main assignments were made by us and

reterences come partly from sources such as books textbooks and other reference

materials in Vietnamese and English as well as from the magazines, internet The actual data 1s collected directly in the National Mental Hospital 2

From these data sources and basing on the approved outline, our group has completed this assignment Base the developing strategic solutions of the National

Mental Hospital 2 we introduce on studied theoretical basic as well as intuition and

members’ experience In addition, it was through this assignment, members of group have accumulated some valuable experience for the establishment of a

practical strategy for a hospital

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Completing graduate assignment of Master of International Business Administration Programmed - Griggs University after nearly a half year study, our group eight sincerely gratitude to the MBA Program - Griggs University and Training & Development Human Resource Center has created more favorable conditions for us during the learning process, the group also would like to thank in@st profoundly to the teachers who enthusiastically taught and imparted valuabie knowledge We also wish to thank the teachers who guide our group to complete

this assignment

In addition, the group would like to thank tutors for their enthusiasm to

support us Thanking the leadership of the National Mental Hospital 2 for these data, valuable information for this assignment

Finally, we sincerely thank to the Director where we are working and all

members of the group for facilitate on the time as well as costs for us to complete

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Weak Opportunity Threat

Mental Hospital

Mental Health care Total Attractiveness Atlantic Philanthropies Viet Nam Veterans of America Foundation Research and Training Centre for community Development Specialist Doctor |

Specialist Doctor 2

Center for Prevention Social Dies

Central of Social Illness Prevention

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TABLE OF CONTENTS

Reasons for choosing the topic Ô

C)blect and scope of research study §

1.1 Overview of strategic management 10

1.1.1 The basic coricepts 0Í Business strategy isivsssassissiussessassecaiesgussseesenssaeeereas sseonee- II I.1.2 Model of building a strategy - S222 221221512252 2 xe 1] [.I.3 Tools for building and selecting strategy , 14

1.1.3.4 Analysis of internal environment .0000.00.0 0.cccccccccceccsceecveeeeseeceeevevveveeceeee 17 1.1.3.5 Setting business Strategy 0.0 2n na 18

[.I.3.6 The solution to implement business strategies 222222222 nen 18 [.I.3.7 Evaluate the effectiveness of business strategy 2 2n 19 Lấy Si c0 THIÊN (HT EeaswaesuobronseestarttinoaatoeurroeseietPDASOEEUVEETEEEDGEEHSAE 20 1.15.8.3, SWOTT MRWEGooooceoco 8 22

|.1.3.§.4 Quantitative strategic planning matrix (QSPM) 23

|.I.3.9 Strategic management in nonprofït organizations 25

|.2.Current status of the system of mental health care of some countries in the world

to Nn

and Vietnam: diffieulties and challenges

t2 a1

|.2.2 Developed countrles 22 22222222 eteeeteevepeveee 26

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| 23 The current status of the system of mental health care in Vietnam 26

| 24 Difficulties and challenges of mental health treatment system in Vietnam 27

| 3 Demand for strategic planning for the National Mental Hospital 2 28

1.3.1 The general tendency of mental health issues 28

| 3.2 Network of mental health care in southern provinees 29

| 4 The need to set out a develop strategy of the National Mental Hospiial 2 29

2 The legal basis to build planning 3]

2.1] Current situation of the National Mental Hospital 2 32

2.2.1 History and DevelopmenI 2 25825521122 nung 32 2.2.2 Functions and responsibilities of the hospital 22222 sa 32 2.2.3 Functional divisions of the Hospital .0:cisccccc.cssscsecscccssseceocesceccceccecsseeceveseeoess 38 2.2.4 Clinic departments 22 38 2.2.5 Subclinical departments 39

2.26 Seale of beds Of Patients isisccizsevgiisesscssseonsiooeacenenpeoeeneeeeneneeneaneseneenemereexeeeeeeans 39 2.2.7 The situation of facilities and equipment 2222222222222 4I 2.2.6 Situation-of budget receipts and expenses’ sicsessscccasesseseesccassadsseccaiveardiaarerene 42 Eigure II-7: Situation of budget receipts and expenses in 2010 2 222222 43 Suối (I0 TRE TẾ HE NIDMWEE-sueesnuegusuernioengrdtidtitis2trusigotintt2g3i80/000302500409NGG1G0G01/0059000005066 49

2h ÁN HH cu ng tong non GA n4 HH nh TT ng n n0 n0 ng 20096 49

2.3.2 CauS€S QQ Q00 Q0 00 nen 50

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3.1 Development goals by 2020 _8I

SL Common BORBÏS:sccouicaiiiodabiooaausauee BREE LCA NE NAS Tey RES CUND ESBS RGR SỈ 3.1.2 The goals to 20TŠ 2 22222 20222222222 na S|

3.].3 Target from 2015 - 2020 isi cain cma ala EET 52

3.2 Analyzing internal-external environmemt —.- 3.2.1 Analyzing internal ervirenment $3 3.2.2 Analyzing operation of the Hospital sssssisscassscasiccasiecsseencrncaesernereecenesareneareeeees 60

3.2.3 The matrixes select the Hospital`s strategles s22 2 2n nen 65 3.3 Strategy of the National Mental Hospital 2 in 2020 0 0 00.0.0cccccccccesceceeeeeeeeeees 76

3.3.1 Predicted a number of patients from 2010 — 2020 2-2 E222 sẻ 76 3.3.2 Development strategy of expertise techniques iscsscscccssssescssvsssvecsvecscsecsaseovuawe, 77 3.3.3 Development Strategy of Human Resource 2 2T 282522 na 80 3.3.4 Bed SCAG o.oo cece ccceecescessveecveuuevavsaevesvsevsevesevavvavvasvatvavvevvseseeveveee, 80 S5 2i (10 ĐTHIENGDNEELE samsnbsroettooiiituttaittitgarutintgigtiigtrgatatestxVggVSSVUINNUKGEERHISIWGSIEEWGSGIIS2/0I80/0A 80

3.3.7 International cooperation a Kick eR URE 81

3.3.8 Develop facilities, equipments 8l

3.4 Solution — Proposal - 1 1221211221221 12222 sa 82 buốt 4u (GSD|UDICHTHssosssenrtnoioiudikctetroiogrictigygdiytcd0 N§26000800000015860 0550010162 2-8 20 men x21 1n 82 3.4.2 Proposal - Suggestion 222222 2222 88

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LIST OF CHARTS

Chart I-1 Comprehensive strategic management model ee 14 Chart I-2 Strategic planning process IS Chart I-3 Porter Š competitive forces model 3YSt38608,42397108201 kenllsensemsn 17 CURRELT=G: NHI DIPNEĐYHHI, LG suacnunueoronnindrobBtoartgitooiaotiti960010500000G68015634G7G030385: 20

Chart I-6 SWOTT Matrix NP40T/0000100X2/2GBGMDNIINNGGEEOMZMEDANEUIB0GGĐ14731030000/0018023808130010A 22

Chart I-7, QSPM Matrix bo ov vv uuu voeeseuuvrteueees eeeuvvveteeetveeeeeeces Thi 24

Chart II-1 The National Mental Hospital 2 organizes free health examination and PLO ICIS sssss couszsccasvzsiassss6sciaiiiekdanearaneconnonnememnerenmennneemerermrnarerennuneaneeneeneeviemeranemenensins 36 Chart II-2 Daigram Presenting real bed scale against plan from 2005 - 2010 4] Chart II-3 Situation of budget receipts and expenses in 2010 eer Chart II-4 Receipt situation from the budget from 2005 -2010 44

Chart II-S Budget structure to 2010 46 Chart II-6 The amount of patient examination and treatment from 2005- 2010 48

Chart II-7 Structure of in-patents and out-patents ¡in 2010 48

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LIST OF TABLES Table H1: Number of employees and staffš at the Hospital 37 Table H.2 Fluctuation in number ofbeds — serssoixovs EED) Table II.3 Medical equipment of the Hospital 42

Table II.4 Budget revenue QSSSneằ, TT 1n n2 xxe 43 Table H.5 Budget expenditure of the Hospital for the period 2005-2010 45

Vable 11.6 Budget revenue-expenditure balance for the period 2005-2010 | 46 Table H.7 Real situation of health examinations for the period 2005-2010 47

Table IH.I Matrix of external factors 6S Table HI.2 Matrix of internal factors =5 66

Table IIL.4 QSPM Matrix for S/O cooperative strategy group 7Ì Table II.5 QSPM Matrix for S/T cooperative strategy øroup sen 72

Table IHI.6 QSPM Matrix for W/O cooperative strategy ÉT0U0 TH nhàn: 73

Table III.7 QSPM Matrix for W/T cooperative strategy BfOE tagg gu qaogyœeei 74 Table III.8 Forecasting number of patients for the period 2011-2020 by

extrapolation method 77 Table III.9 Human resource 81

Table III 10 Estimate capital requirement for the period 2011-2015 85

Table Ill.11 Estimate requirements of investment capital for the period 2011-2015

Table III.12 Estimate budget revenue for the period 2011-2015 86

Table III.13 Balance financial revenue and expenditure for the period 2011-2015

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INTRODUECTION Reasons for choosing the topic

Health isa very important issue in improving the population quality, it 1s one

of human development strategies in every country around the world According to the World Health Organization, “Health 1s not just a non-disease Status, but a completely relaxed state in terms of physical, mental and sociai.” Being healthy helps people work weli —_and participate actively in economic social, community activities So,to develop our country, we must first to pay

attention to health factors, make our people centered

The great development of science technology entailing cultural changes has affected spiritual relationships between people and people Therefore, mental

health is becoming a more important issue in modern society

health professionals in Viet Nam, with only 10 common mental illnesses including schizophrenia, depression, epilepsy, anxiety disorders, intellectual decline in the

elderly, psychotic after traumatic brain injury, delayed mental

adolescents, mental disorders due to drug, there has already been 14.9% of the population suffered these diseases

While the needs of people and society are increasing, our country’s medical sectorcan not catch up with society's development, especially in improving

the quality of medical care in mental health field To facilitate the medical care in

society, on February 23, 2005 Politburo issued Resolution 46-NQ-TW emphasizing

on the needof innovating and perfecting the health system towards equity, etficiency and development

Strengthening and perfecting the local health system in terms of facilities,

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equipment and personnel to create favorable conditions forall citizens to be

protected and improve their health with better quality along with economic- social development of the country In particular, the

National Mental Hospital !s the first Hospital in Dong Nai health sector which implements Decree 43/CP of the Government and has been authorized to

be autonomy of finance by the Government as other revenue-generating hospitals

On this basis, the Hospitai has agreed with two goals and three solutions of the

Decree to change mindset: from service performer to service

providing guidance services, prevention and treatment of diseases related to mental:

fees and other revenue sources That is, Central Mental Hospital 2 should have the

appropriate financial solutions to develop and provide better medical services and mental treatment satisfying the social needs

In that situation, the National Mental Hospital 2 needs to define a strategy for

in psychiatric industry in the South, with modern facilities and equipment and a

contingent of scientific and technical staffson par with advanced countries in

the region To contribute to realizing this goal, our group decided to do the research

project: “Strategy to develop National Mental Hospital 2 up to 2020”

Research objectives

The objectives of the research are:

- Summarizing theoretical basis of strategic planning:

- Analyzing and evaluating the activities of the National Mental Hospital 2 recently as well as the factors affecting the operation of the hospital

- Comprehensively assessing the current operational situation of the

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National Mental Hospital 2 and the internal resources from which we determine the

strengths and weaknesses:

- From the opportunities, challenges and strengths, weaknesses proposing

business strategies in line with the situation of the National Mental Hospital 2;

- Propose some solutions and recommendations, to implement effectively the

proposed strategies

Object and scope of research study

Object The National Mental Hospital in Dong Nat 2

- The scope of research: Main activities in the National Mental Hospital 2 Research Methodology

The research experiments the following methodologies:

- Using the method of dialectical materialism, historical materialism, the description method, statistical analysis, synthesis, comparison, ete and apply knowledge from several subjects in business administration major;

- Materials used: a textbook on business management, marketing management, the documents of the National Mental Hospital 2, Department of Health, health

economics journal, The Sai Gon Economy, newspapers, year books and other

related magazines, the Internet, etc

Significance of the topic

- Scientific significance:

⁄ In_ the market economy, business _ strategy is crucial to the success or failure of the business To survive and develop, first the enterprise needs to have

a good business strategy and performance:

v There are many approaches to building a business strategy for any business The study has a scientific significance that is it has synthesized theories

ey

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from various sources to build a business strategy in a most basic way, easy to understand, easy to use

- The practical meaning:

v It is shown thatina developed society, people are increasingly under pressure of study and work, environmentis increasingly polluted by noise, industrial wasle, ete and therefore more vuinerabie to have physioiogical illness, and mental illness are also more complex (The fact that the paranoia, mental illness frequently happened for groups of students in recent

times has been a convincing proof for that)

¥ National Mental Hospital 2 is the Hospital governed by the State, under the

identify strengths and weaknesses of the hospital, and determine the challenges

inthe present and future as a basis for the hospital leaders to plan development

Strategy:

Y Research has provided National Mental Hospital 2 a source

of reference, quite well in quantifying the influence of these factors has and will impact the business

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CHAPTER!

PHRORETICAL BASIS

lt Overview of strategic management

I.I.1 Phe basic concepts of business strategy

Concept of “strategy” appeared very early in the study of wars in the history The earliest definition of Strategy is seen as of the Greek historian Xenophon in the 6th century Alsoin this period, Sun Tzu -a Chinese military theorist also wrote “The Art of War” to discuss military strategy

It is not until the middle of the 20th century, research of strategy and strategic

Success of economic groups in the United States before and during World War

2 and today’s administrators, economists as Michael E Porter, Fred R David Rudolf Grunig, Richard Kuhn and so forth have many different

definitions of strategy:

- “Strategy is the determination of goals, long-term fundamental _ purpose

allocation of resources necessary to realize this objective” - Chandler (1962),

- “Strategy is the coordinative force between organizations and environment: a

consistent pattern of organizational decision chain in line with the environment” -

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- “Strategy is the means to achieve long term goals” - Fred R David (2003):

- “Strategy is for long-term and directing managementto ensure the completion of long-term goals, the primary purposes of the organization” -

Rudolf Grunigand Richard Kuhn (2003):

Thus, although there are many approaches and different definitions, a business

Strategy always includes the foilowing contents:

- Identify the basic and long-term objective of the organization:

- Give the general action plan

accomplish these goals

1.1.2 Model of building a strategy

1.1.2.1 The types of business strategy

From a level standpoint, an organization has at least 3 levels of strategy as

following:

are many types of strategies at firm-level with different names According

to Fred R David, there are 14 kinds of basic strategies at the company level,

which are classified into four groups as follows:

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industry According to Michael E Porter, at the business unit-level, there have been three general competitive strategies:

+ Leading cost strategy (low price and best price)

+ Product differentiation strategy

- Functional strategy (or operational — strategies) is the strategies that help business unit-level strategies and Hirm-level strategies be effectively implemented, using components in terms of necessary resources,

ad

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people and skills Functional strategy is the strategy of functions such as marketing finance, human resource, etc These strategies help improve the performance of the organization and support for the effective implementation of business unit-level and tirm-level strategies

In the globalize environment with fierce competition, from the business

standpoint boundaries between countries have been largely overshadowed thus

appear a fourth level of strategy, that's global strategy

1.1.2.2 Model of strategic management

Strategic management process consists of three phases:

establishing business _ tasks, performing investigations to determine the negative

alternative strategies Sometimes forming stage is called “strategic planning”;

- Implementation phase is the action phase of strategic management This phase’s task is to mobilize staffand administrators to implement the set-out Strategy There are three basic activities, which are to establish annual goals, make policy, and allocate resources;

- Strategy assessment phase: the final stage of strategic management is to evaluate the strategy Three main activities of this phase are: (i) review the factors which are the basis forthe current strategy, (ii) measuring achievement, and (111) make adjustments

Fred R David showed a comprehensive strategic management model as in

Chart 1 In which, strategic planning phase includes the following _ steps: defining the vision, mission, strategic — goals, then analyzing the — external

environment to get strengths and weaknesses of the enterprise,

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thereby determining business goals and establish long-term goals and selecting

Strategies for implementation Strategy implementation phase will include the distribution of resources to make the annual goals and policies The last phase is the measurement and evaluation of the implementation strategy

Chart I-1 Comprehensive Strategic Management Model

Analyzing internal Select ; Set out

1.1.3 Tools for building and selecting strategy

1.1.3.1 Planning business strategy

Stages: input stage, combination stage and decision stage as Chart I-2

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( hart 1-2: Strategic Planning Process

Phase |: Input stage

Matrix of external Matrix of competitive forces Matrix of internal factors

Phase 2: Combination stage

weaknesses, and action consulting internal- Strategy

opportunities and evaluation Matrix group Matrix | external (IE) | Matrix

threat matrix (SWOT) (SPACE) (BCG)

1.1.3.2 Selecting mission and major objectives

This is the first step in the process of strategic management, mission and main

Strategies Mission presents the reasons for existence of the enterprise and indicated

what it would do Every business should have a certain mission

The main goal of business is to determine what businesses expect to meet

within the medium and long term; is the destination that the organization aims

business strategies The mission of the organization is generic, and objective

IS specification of the mission

The objective is built on the basis of the organization mission, and external-

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Internal environmental factors The goals must be consistent with objective and Subjective conditions

1.1.3.3 Analyzing external environment

The purpose of analyzing the external environment is to develop a portfolio of Opportunities that environmental can bring to the organization

from the external environment There are many different external environmental factors (macro — environment and micro environment), the analysis —_ of external

environment just limited to the factors that influence the organization

External environment includes:

- Economic environment:

- Political and legal environment;

- Cultural and social environment;

- Demographics and geographic environment;

- Technology environment;

- Global Environment

Micro environment: is the competitive environment or industry environment

It 1s the environment which sticks to the company, majority of company’s activities

are In this environment

Michael E Porter, a professor of business strategy of Harvard University has

presented a Five Competitive Forces model as follows:

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(hart [-3: Porter's model of 5 Competitive Forces

1.1.3.4 Analysis of internal environment

In each organization, there are always different strengths and weaknesses in business units Strengths and weaknesses in internal environment combining with Opportunities and threats in external environments and the mission are the basics for setting objectives and strategies of the organization

Factors of internal environments include:

financial accounting, etc

- Management: includes all management activities to ensure that the business

resources management, production management, quality control, material management, financial management, sales management etc

- Marketing: marketing is described as a process of identifying forecasting setting and meeting the needs of buyers for products and services Marketing

rd

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markets, distribution systems, sales service, etc

- Human Resources: Human resources play an important role to the success of the organization Even _ though a business strategy is sound, but it will not

be effective without people working effectively Personnel include factors such

as Organizational structure of human resources, quality of human resources and policies to maintain and develop human resources, ete

transform inputs into goods and services of the business Production Processes and operations include designing manufacturing process, — selection

of production line technology, production scale, site selection, floor layout, product

quality, service, production price, etc

1.1.3.5 Setting business Strategy

Based on the objectives of the enterprise, the elements of the external-internal

environment to set business strategy consisting of the following contents:

- Identify and select opportunities that can help companies achieve business

objectives;

- Selecting target markets;

- Selecting products or services supplied to the target market;

services: Product strategy, pricing strategy, distribution strategy, and promotion strategy

1.1.3.6 The solution to implement business strategies

In order to implement effective business strategies, enterprises need solutions for production management business Management, human resources finance and so on That isthe arrangement

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sorting of company resources to successfully implement the chosen — business strategy, namely

- Arrange organizational structures appropriately,

- Distribute, maintain and develop human resource:

- Allocate financial resources;

- Develop model of effective and logical production management and Operations

1.1.3.7 Evaluate the effectiveness of business strategy

Evaluation of a business strategy to see whether it is effective or not is very Important A business strategy is effective when it fits with the reality of the business and economic-social situation, as well as itcan make the most use of

Strategy includes the following steps:

- lo reviewand examine the — suitability of the business — strategy before

implementation;

- Evaluate results of business activities in each stage of executing business

Strategy, in order to detect flaws, defects of the strategy, so that we can have on time adjustment or amendment

1.3.8 Matrices to choose a business strategy

1.1.3.8 1 Matrix of external factors

- The construction of the matrix to evaluating external factors will help us

summarize and quantify the influence of outside environmental factors to the enterprise which — affects the business activities of — enterprises including

Opportunities and challenges to business:

- To build the matrix we have to draw up alist containing all the external

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factors that affect the activities of the organization Assessing the importance

ofeach factor and weighting them by the score the sum of the weights

of allelements equals to 1 The classification shows the corresponding

importance of these factors for success in the business of the enterprise,

- Evaluating the importance of each factor by sorting the elements from | to

response, 3 are above average 2 are average and lis the lowest These levels are based on strategy performance of the organization:

- Next is to determine the number of points about the importance of each

factor by multiplying the critical levels corresponding to the point’s

Classification Then, add the total number of critical points foreach variable to

determine the total number of points important to the organization; highest and the

lowest is 4 to | and averaged 2.5 points;

-If the total important points are 4, itshows organizations are taking

advantage of external opportunities and better control or minimize the threats from

outside of the company If total score is 1, indicating the organization did not seize the opportunity and can not reduce the threat from the outside environment

Chart I-4: External factor matrix

External environment factors | Key Level Classification Key score

List of external factors

1.1.3.8.2 laternal factor niatrix

- Building of Internal Factor Evaluation Matrix will help us summarize and

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evaluate essential strengths and weaknesses of functional business parts function, it affects business production of company:

- In order to build the matrix, we proceed to make lists of all internal factors

that effect business activities of the organization, as identified in the internal evaluation of the company Classification shows the corresponding importance of these factors against success in the industry that the organization operates:

- Evaluation of key level of each factor is implemented by classification

factors from | to 4 Among them, level 4 is the level that the organization has the best reaction, 3 are above average, 2 averages and | the lowest These levels are based on strategic effect of the organization:

- Next is to determine score of the importance of each factor by multiplying the key levels with corresponding score of classification Then, make sum of key score for each variable to determine the total key score of for the organization; the

highest is 4 and the lowest |, and average 2.5 points:

- If total key score is 4, it shows that the organization have many strong points;

and may well overcome the weaknesses Conversely, if the total score is 1, it

indicates that the organization has no strong point and has too many weaknesses

that can not be overcome

Chart I-5: Internal factor matrix

Internal environment factors Key Level Classification | Key score

| List of internal factors

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1.1.3.8.3 SWOT Matrix

SWOT matrix allows us to proceed to the evaluation of strengths and weaknesses of the organization and to estimate opportunities and threats of external environment of the organization Since then, a combination of factors between the

environmental situations with the ability of the organization shall be made into

business strategies We have SWOT matrix table as follows:

(hart 1-6: SWOT Matrix

Combination S-O Combination S-T

Promote internal strengths | Promote internal strengths STRONG (S)

opportunities

SWOT matrix will enable us to form four types of strategies:

- Strength strategies — Opportunities (S-O): To promote internal strengths to

take advantage of opportunities;

- Weakness strategies — Opportunities (W-O); To overcome internal

Weakness to take advantage of opportunities;

- Strength strategies — Threat (S-T): To promote internal strengths to avoid external threats:

- Weakness strategies — Threat: (W-T): To overcome internal weakness to

a

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avold external threats

1.1.3.8.4 Quantitative strategic planning matrix (OSPM)

- Matrix QSPM ts aimed to evaluate and rank strategic plans, from which we have foundation to select the best strategy for the company;

- The matrix uses all information data from the above mentioned matrixes

including IFE, EFE, competitive image matrix, SWOT Matrix,

In order to develop and form a QSPM matrix, it’s a need to go through the

following six steps:

(preferably minimum of 10 factors) and internal strengths/weaknesses (preferably minimum of 10 elements) in the left column This information should be taken

directly from the EFE Matrix and IFE Matrix

4 Step 2: Assign weights to each key external and internal factor These

weights are identical to those in the EFE Matrix and the IFE Matrix

4 Step 3: Identify alternative strategies that the organization should consider

implementing Group the strategies into mutually exclusive sets if possible

+ Step 4: Determine the Attractiveness Scores (AS), defined as numerical

Values that indicate the relative attractiveness of each strategy in a given set of alternatives Attractiveness Scores are determined by examining each key external

or internal factor, and considering the affect of this factor to the choice of strategies being made Attractiveness Scores should be assigned to each strategy to indicate

the relative attractiveness of one strategy over others, considering the particular factor The range for Attractiveness Scores is | = not attractive, 2 = somewhat attractive, 3 = reasonably attractive, and 4 = highly attractive If the respective key factor has no effect upon the specific choice being made, then do not assign

Attractiveness Scores to the strategies in that set and left that row blank;

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Attractiveness Scores are defined as the product of multiplying the weights by the

Attractiveness Scores in each row The Total Attractiveness Scores indicate the relative attractiveness of each alternative strategy, considering only the impact of

the adjacent external or internal critical success factor The higher the TAS is, the

more attractive the strategic alternative (considering only the adjacent critical

success factor)

+ Step 6: Compute the Sum Total Attractiveness Score Calculate the Total Attractiveness Score for each strategy The Sum Total Attractiveness Scores reveal which strategy is most attractive in each set of alternatives

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strong, 4— The strongest

PSQM matrix has many advantages of help combine appropriate internal and external factors into the process of determination, sets of strategies can be researched continuously or simultaneously, unlimited number of strategies can be evaluated but it also has some disadvantage such as: Implementation required

intuition predication and is based on experience Discussion between managers

staff in the process of analysis and strategic selection can aris different opinions

1.1.3.9 Strategic management in nonprofit organizations

In comparison with profitable companies, non-profit organizations operate in the monopoly environment, provide products or services that have little or no ability

to measure achievement, and almost entirely depend on external funding Especially for these organizations, strategic management provides a perusable means of

spreading to develop and demonstrate the requirements of necessary financial

support

1.2 Current status of the system of mental health care of some countries

in the world and Vietnam; difficulties and challenges

1.2.1 Developing countries

In some developing countries, mental illness is an enormous challenge to the development and a financial burden of medical branch and the country, too, but

almost all of them receive support from Government Organizations and foreign

NGOs Cambodia has more than 600,000 annual psychiatric patients under

treatment, Mental Health Care (MHC) system is a national hospital and eight

provincial general hospitals with psychiatric department Malaysia currently has a policy on mental health and guidelines on the development of community services

of MHC in order to reduce its dependence on the Psychiatric Clinics For Thailand MHC system includes inpatients and outpatients, in Thailand MHC system in the community is thereby boosting so the number of inpatient beds decreased by 7%

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within 5 years, Ministry of Health plays an important role in building and managing

MHC networks from village level to regional level after treatment patients in the

hospital are transferred to functional rehabilitation centers

1.2.2 Developed countries

Ministry of Health of Singapore established the Committee of national mental health, this Committee includes psychiatrists and managers of Ministry of Hea!th,

and the Committee is responsible for advising the Health Ministry to build

objectives and policies of MHC the nation For Korea, in recent years, this country

of gimchee has constantly strengthened and developed comprehensive MHC system

of community-based: they build models combining public and private, between

Community Health centers and universities, hospitals and provide services of visit,

consultation at home and functional rehabilitation activities to enhance people's Mental Health activities through these centers Japan has made changes in mental health policy since 2002, which is combination of treatment and MHC right in the

community instead of just treatment in the hospital; they enhance education for

people raising understanding of the symptoms of mental disorder, constantly reform MHC system

1.2.3 The current status of the system of mental health care in Vietnam

In the previous centuries, Vietnam had no base of psychiatric treatment and no mental physician In 1915, the first “crazy” hospital was built in Bien Hoa with about 1,500 beds After that, the colonial had the second mental hospital built in Voi (Bac Giang) with 400 beds and a neuropsychiatry department of Bach Mai Hospital

in Hanoi In fact these bases were places to detain patients Patients had to lie on

cold cement stalls or in narrow isolated chamber After liberation, “crazy” hospitals Were converted into mental hospitals In 1963 the National Mental Hospital 2 was

established with a scale of 450 beds

According to figures reported by the National Mental Hospital 1, many provinces and cities in the North has built psychiatric hospital with scales of 50-150

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beds, providing treatment for inpatients and mental stations after turning into psychiatric department in the center of social illness prevention (CSIP), it was responsible for outpatient management and treatment Until 2009, there were 34 mental hospitals in the country (including two hospitals under the Ministry of Health), 55 psychiatric departments (24 in provincial hospitals, 26 in SCIP and 05 mental stations) The whole country had 5000 inpatient beds in psychiatric hospitals and departments It’s a rate of 5.8 psychiatric beds per 100,000 people Human resources for health serving at MHC are: 10 Professors, 20 Doctors, 27 specialist doctors no 2 (SD2), 70 masters, 178 specialist doctors 1 (SD1), 584 doctors, 2200 mental nurse and other staff Rate of mental doctors is 1/100.000 people

In 2001, the group of mental experts in Vietnam proceeded investigating clinical epidemiology of 10 common mental illness: schizophrenia, depression, epilepsy, anxiety disorders, intellectual decline in the elderly; psychosis after brain

injury, mental retardation, behavior disorders in adolescents, mental disorders

caused by alcohol, mental disorders caused by drug; there have been14.9% of the population getting of this illness

In 2006, with funding from the Atlantic Philanthropies funds (AP) Vietnam

Veterans of America Foundation (VVAF), experts from Research and Training

Centre for Community Development (RTCCD), National Mental Hospital 2 in

coordination with the Department of Health of Da Nang, Khanh Hoa to conduct the

research topic "Assessment and modeling of MHC and functional rehabilitation in the community in Da Nang and Khanh Hoa", which assessed the need on a wide range of issues on Mental Health and provided a validation data for understanding the burden of community Mental Health, including: services and care in the community with mental illness and the importance the cultural environment of

Vietnamese people

1.24 Difficulties and challenges of mental health treatment systein in

Vietnam

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- The system of specialized hospitals treating underdevelopment mental iIIness, the south trom Da Nang including the National Mental Hospital 2, Ho Chi

Minh City Mental Hospital, Mental Hospital in Binh Dinh, Ba Ria Vung Tau Mental Hospital, Ben Tre Mental Hospital, and the Provincial Mental Hospitals

Were established and operated with state funds (fully subsidized) by the national

larget program on mental health care, the remaining provinces only have specialty clinics which overhaul and treat common diseases While psychiatric departments are attractive to investors, so the pressure increasing overload:

- The speed of population growth, development of science and technology, and the fierce competition of market economy make demand of examination and treatment of mental illness increase more and more, putting pressure on demand of

improving facilities, modernizing medical machinery and equipment and demand of increasing staff of the human system of the mental branch

- Major revenue of mental hospitals in is from the State budget, revenues are not enough for expenditure While capital budgets are tight, and heavily carry

application-approval mechanisms, verbose procedures and time consuming In

collection of fees, there are many cases of revenue loss because patient families can not afford to pay, because some patients need meatment all their lives

- Due to the particular nature of the specialist psychiatry, attraction and

retaining of good doctors Is very difficult, in order to attract top talents, the hospital

must have incentives such as salary, housing regulation, setting up the training

mechanism of doctors and physicians at renowned universities abroad while

budget is very limited:

1.3 Demand for strategic planning for the National Mental Hospital 2

1.3.1 The general tendency of mental health issues

- Mental health issue is the issue of civilization Our country is in its early industrialization and modernization, especially in the XXI century, we proceed to

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build a knowledge economy Competitive pressures, economic recession natural hazards, ete inevitably lead to its implications on human health problems especially mental health arising and psychiatric patients increasing more and more:

- The rate of population growth in our country also increased more rapidly compared to other countries in the world, the number of psychiatric patients have increased naturally by certain percentage

1.3.2 Network of mental health care in southern provinces

provincial mental hospitals Meanwhile, in the south only a few province have had

psychiatric hospital, some remains have not had effective mental health care department;

- The facilities of the units of mental health care are poor, backward, failing

to meet the needs of the professional development of mental health care

1.4 The need to set out a develop strategy of the National Mental Hospital 2

Due to the geographical conditions of our country which stretches thousands

of kilometers from north to south, the direction of professional technical specialists

to the provinces from Da Nang has become reality and was established more clearly

by the Ministry of Health at the decision of the Minister of Health promulgating the

Regulation on Organization and Operation of the National Mental Hospital 2, No

4606/QD-BYT signed on 23/12/2004 With the current situation and development

needs of mental health sector in the country, the Ministry of Health issued the

Regulation on organization and operation of the National Mental Hospital 2 with a scale of 840 beds with clearer functions and responsibilities:

- Direct examination and treatment, prevention and functional rehabilitation lor mentally patients of provinces and cities from Da Nang to the south, at the

highest line:

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- Supply direct guidance on profession and specialty techniques for provinces

from Da Nang to the south -

- In 2005, the Hospital has been ranked specialized hospital level 1 by the

Ministry of Health

- On that basis the determination of long-term fundamental goals, giving out

zeneral program of action, seiecting action plans, implementation and distribution

of resources to implement the target till 2020 of the National Mental Hospital 2 is extremely essential, aiming at:

- Completing the functions and responsibilities of a Hospital, becoming a

highest class psychiatrist base of the southern area of the treatment, prevention,

training and scientific research;

- Directing to build a network of mental health care for Southern Provinces

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CHAPTER I

CURRENT OPERATION SITUATION

OF NATIONAL MENTAL HOSPITAL 2

1 The legal basis to build planning

- Pursuant to Decree no 49/2003/ND - CP of the Government of 15/03/2003

on regulating the functions, authority and organizational structure of the Ministry of

Health:

- Pursuant to Instruction No 32/1998/CT-TTg of 09/23/1998 of the Prime Minister on the master plan for economy social development the period of until

2010 period;

- Pursuant to Decision No 35/2001/QD — TTg of 19/3/2004 of the Prime

Minister on approving the strategy of care and protection of people's health in the

period 2001 - 2010:

- Pursuant to Resolution No 46 - NO / TW of 23/12/2005 of the Politburo on

the protection, care and improvement of people's health in the new situation:

Minister on the master plan for Health Economics development till 2010 and vision

of 2020:

- Pursuant to Decree 43/2006/ND - CP of 25/04/2006 of the Prime Minister defining the autonomy and _ self-responsibility in performing their tasks, organizational structure, staffing and finance with public service units;

- Pursuant to Decision No 4606/QD - BYT of 23/12/2004 of the Minister of Health on promulgating the Regulation on organization and operation of the National Mental Hospital 2

- Pursuant to Decision No 290/QD - BYT of 25/01/2006 of the Ministry of

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Health on organization ranking of the National Mental Hospital 2

2.1 Current situation of the National Mental Hospital 2

NN 2.1 History and Development National Mental Hospital 2 is located on Highway | (Nguyen Ai Quoc street now)

about 4 kms from the center of Bien Hoa City, Dong Nai Province to the northeast

Hospital campus of the entire area is about 22 hectares, located on higher ground 3

meters above the center of Bien Hoa City

Head office: Nguyen Ai Quoc Street, Tan Phong Ward, Bien Hoa City

Fax: 0613 819187 Email: bvttbh@hem.vvn.vn

Date 17/3/1915 Hospital was officially established It is a hospital directly under the

central government with legal personality and independent accounting National

Mental Hospital 2 has so far gone through 96 years with many modes and historical

events

Hospital has constantly developed, trom a place of detention "lunatic", it has become a base of the treatment of mental illness in a way of humanity and science Especially from the complete liberation of South Vietnam and country reunification

up till now the hospital has become a center for treatment and scientific research direct the network of mental health care of half the country from Da Nang to Ca

Mau

Nw 2.2 Functions and responsibilities of the hospital

The hospitals pertorm the direct function of examination — treatment disease

prevention and functional rehabilitation for mental patients of the provinces and

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cities from Da Nang at the highest line particularly:

- Provide direct examination, first aid, treatment for mental patients of provincial, city and equivalent lines in their assigned areas, forced and voluntary treatment of mental patients;

- Examine and assess mental health, take part in mental assessment when

requested by law enforcement;

- Provide examination, first aid, treatment of accident injuries, common and

other specialized diseases for people in the region according to requirements and meet capability of the hospital,

- Perform other duties as directed and assigned by the Ministry of Health

2.2.2.2 Staff training

- The base of a practice of psychiatric speciality of universities, colleges and

medical schools:

- Participate in training staff of psychiatric speciality at postgraduate,

bachelor and intermediate graduated;

- Retrain and training to improving level for staff and employees in the hospital, officers in the specialized network system;

- Get the foreign graduate trainees to study, research in the Hospital

2.2.2.3.Scientific research

- Research and participate in scientific research in the field of mental health

(O serve examination and treatment, prevention, functional rehabilitation and

training:

- Lead and participate in scientific research at all levels:

- Organize international and domestic scientific conferences according to

regulations:

ee

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- Organize joint program of scientific research cooperation between foreign

and domestic

Source: Department of training and scientific research

2.2.2.4 Previous line direction on speciality and technique

- Provide direct guidance on specitality specialized technique for provinces

trom Da Nang to the south;

- Transfer and technical, specialized support to previous line;

- Consult, monitor and supervise specialized activities of previous line in

assigned area

- Implement health programs and projects after being approved by competent

authorities:

- Coordinate with other agencies in and out of health economy to implement

communication and education of mental health and mental illness prevention in the

- Develop plans for outbound and inbound delegations in accordance with

international cooperative program with the hospital, depute staff, trainees to study and research work abroad: receive foreign lecturers trainees to research exchange experience and study in the Hospital, manage outbound and inbound delegations within the field of activity of the hospital in accordance with the Ministry of Health:

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- Organize international conferences, seminars and classes in the managing area of the hospital in accordance with the regulations on organization and Management of international conferences, seminars in Vietnam of the Prime Minister of the Government For signing of cooperation with foreign countries, the hospital complies with legal regulations

regulations of the State;

- Create additional funding for the Hospital from medical services: hospital

fees, medical insurance;

- Implement domestic and international investment projects

- Diagram of the Hospital management organization

Tiêu đề	Development strategy of National Mental Hospital 2 period 2010 - 2015, Version 2020
Tác giả	Dao Nguyen Binh, Nguyen Van Kha, Vu Sy Phuong, Nguyen Trong Tuan
Trường học	Griggs University
Chuyên ngành	Master of Business Administration
Thể loại	Graduation assignment
Năm xuất bản	2011
Thành phố	Ho Chi Minh City

Định dạng
Số trang	95
Dung lượng	13,01 MB