1.

INTRODUCTION
Charutar Arogya Mandal (CAM), an outcome of a dream cherished by late Dr HM
patel, a former union Finance and Home Minister. He embarked on building an
institution which he envisioned would fill the need long left, that for a faculty of
medicine, not many thought would succeed .but determined he was to succeed and
went about his task with the same missionary zeal and enthusiasm that
characterised much of his work in building vallabh vidyanagar.
An institution that has now grown to include a Medical Council of India recognized
medical college, a 550bed hospital, in institute of post graduate studies, a school of
nursing ,a college of physiotherapy, an institute of medical technology, a cardiac
centre and a cancer centre in its 100 acre, well developed, lush green campus.
under the able guidance of a present chairman, Dr Amrita Patel, CAM has realised
this vision: to offer comprehensive and personalised healthcare, delivered with
commitment, compassion and personalised healthcare, delivered with commitments,
compassion and the most affordable cost to all those in need of it.it has become
hospital policy not to deny treatments to even a single patient for the scarcity of fund.
CAM is a registered society and a public trust established in the year 1972 that
manage that institutions.
Today, in an era where the crass commercialisation has victimised the medical
profession which should be lead by nothing but sensitivity towards humanity, nobility,
moral responsibility and duty, CAM stands firm in its vision to be a shining example
of what the profession of medicine is supposed to be- nobble deeply rooted in
providing solace to the suffering and continuously upgrading itself to serve the
humanity.
The journey over the three decades in creating and sustaining these institution of
excellence has been challenging .CAMs medical centres do not charge any
registration or consultations fee for outdoor consultation and medical advice. There
is no charge for stay or diet in the general wards. they even offer substantial
discounts in treatment cost to those living below the poverty line, senior citizens,
women and children. the educational institutions do their share too, admitting
students from economically disadvantaged families on scholarships, even for the
MBBS course.

Shree Krishna Hospital, one of the CAMs eight institutions began as a 136 bed
hospital.it now ranked among Gujarats most professional healthcare centres. CAM
also manages the Manibhai & Shivabhai Patel cancer centre and Bhanubhai &
Madhuben Patel cardiac centre centres that have helped millions in their hour of
need. CAM focuses on education too, managing the Pramukhswami Medical
College, where the underprivileged are given the chance to study medicine and
realise their dreams.
There is also the HM Patel institute of Post Graduate Studies, KM Patel institute of
physiotherapy, LP Patel Institute of Medical Laboratory Technology and GH Patel
school of Nursing. In these students CAM finds young, energetic ambassadors,
ready to spearhead its vision.

It is CAMs constants endeavour to innovate and deliver better healthcare to all!!

Vision & Mission

Our Vision
We want our institution to shine as an example of what the profession of medicine
has to be; noble, deeply rooted in providing solace to the suffering and continually
upgrading itself to further is ability to serve humanity.
Our Mission
To Provide and prepare resources for modem and professional healthcare to the
community equitably.
Our Core Values
Commitments

: Doing things wholeheartedly

Excellence

: Continuous improvement to achieve best possible standards.

Honesty & Integrity : Meaning what we say and doing what we mean.

They would strive to be Centre of Excellence in all that they do; patient care or
teaching, research or extension.
To achieve this they would provideTo their patients, comprehensive and personalised health care with commitment
and compassion at an affordable cost, to their utmost satisfaction, while keeping
ourselves abreast of the state-of-the-art technology,
To their students, an environment conductive for excellent teaching and learning so
that they become health care professional of the highest calibre, sensitized to the
health needs of the less privileged and equipment to carry out ethical and valuebased practice.
To the community, especially in the villages, deliver need based health programme
that lead to improvement in the health standards of all and also contribute to national
healthcare policies and practices, and doing so by networking with other institutions
having similar mission.

2. SERVICES
Institutional Services
The institutional group through its efforts has got Shree Krishna Hospital empanelled
with 29 leading Insurance companies /TPA s thus allowing clients registered under
these insurance providers to avail of cashless hospitalisation at SKH. Similarly the
business Development team is constantly endeavouring to expand its reach by
having tie-ups with various Corporate for offering cashless medical benefits to their
employees and dependents. Through the efficient patient support and effective claim
management the team looking after cashless servicing 249 patients during the year
with a treatment cost amounting over Rs 165.88 lakh.
Medical Tourism
To expand horizons for providing state-of-the-art medical facilities, the Hospital
initiated its first collaboration with the Government of Babylon in 2010 for treating
patients from Iraqi student who came to study at a collage in Vallabh Vidhyanagar
under the students exchange programme visited the Hospital and was impressed
with its services and rates. During the year, 113 patients mainly from the Middle
East, were treated Cumulative, the hospital has treated over 300 international
patients.
Annually, the Hospital receives almost 500-600 queries from various countries for
medical treatment. Keeping in mind the emergency that accompanies every request,
care is taken to ensure that response are sent within 24 hours. During the year, the
Department received almost 750 queries, out of which 109 patient were treated at
the Hospital. A majority of these patients were treated for complaints in cardiology,
neurology, joint replacements and orthopaedics surgery, cancers, radiation oncology
and onco-surgeries.
With an objective to make their visit smooth and hassle-free, all logistic
arrangements, right from the time they plan their visits are made by us. This includes
pick-up and drop off from the airport accommodation facilities for relatives on the
Hospitals campus language translators, providing assistance in police registration
and verification, visa currency exchange, etc.

In 2010, Shree Krishna Hospital made its foray into medical tourism. Since then
more than 300 patients from various countries of the middle, east, Europe and the
USA have availed of our services. During the year we treated patients from Pakistan,
Iraq, Yemen and Dubai for complaints in cardiology, urology, neurology and general
surgery.
Along with providing the fintest medical services, shree Krishna Hospitals is also
committed to make the stay of international patients hassle-free. To fulfil the
objective, all logistics, right from the time for they plan their visit to the airport drop,
are facilitated by us. Besides comfortable accommodation facilities and nutritious
food for relatives in the hospitals campus, language translators, providing assistance
in police registration and verification visa, currency exchange, etc. is part of the
services offered by the business development group.
Retail services
The group is responsible for promoting and publicising the Hospital's existing
facilities and servicing and developing new services.
The Group coordinated and organised eight Cardiac Camps and a Cancer Camp. In
total, around 713 patients benefited from these camps. A three-day Diagnostic Camp
was organised in the Barwani district of Madhya Pradesh in January, 2012 in
collaboration with Ashagram Trust. 973 registered and 855 visited the camp.
A three day Diagnostic camp was organised in the Barvani district of Madhya
Pradesh in January 2012 in collaboration with Ashgram Trust. 973 registered and
855 visited the camp. 131 patients were referred to the hospital for further
treatment.It is the endeavour of the Retail servicing team to reach out to the needy
amongst the rural masses. The team has strong linkages with the community and
regularly organises in-house campus within the hospital and village based campus at
various locations.
During the year in-house camps within the hospital were organised focusing Hernia,
Laparoscopic Cholecystectomy, hysterectomy and common surgical condition

of

Ear, Nose and Throat. Hundreds of patients were examined and treated through
these camps and 180 surgeries were performed on these camp patients. More than
2000 patients benefited from the ophthalmology camps meticulously organised in

near by villages out of which near by 200 cataract surgeries were performed.850
childrens were treated through five paediatric ophthalmology camps.
A new, merged front office team was formed during the year which integrated the
various services of Reception, Hello health, Privilege Day Care and Speciality clinic.
The Reception desk now function the round the clock. The hello health team
endeavours to provide effective preventive body check-up packages at an affordable
cost. It comprises a wide variety of packages catering to general Health, whole body
cancer and cardiac check-up. The hello health catered to around 5200 participants
during this year.
Outdoor Services
Outdoor Services Free OPD registration: To make the out-patient services of the
hospital available to the poorest in the community, the registration and consultations
were made totally free during the year. The out-patient services, as a result,
witnessed a significant increase in attendance demonstrating the communitys
confidence in the hospitals services. During the year, 2,79,995 patients were treated
free at the various OPDs of Shree Krishna Hospital, an increase of 13 % over the
previous year.
Privilege Day care, a premium service was launched during the year to facilitate
patients in meeting consultants fast, have thier investigations done promptly, hand
deliver reports and receiving medicines without waiting in queues; and all this while
being seated comfortably in a specially designed Lounge. The service was well
received, with 3930 patients taking advantage of this facility during the year. The
Swasthyam Clinic was inaugurated on World Diabetes day, 14th November 2009,
with the aim of addressing all life style diseases like obesity, diabetes and ischemic
heart diseases with the help of a team comprising a physician, dietitian and a
physiotherapist, all at one centre.
The approach to tackle these diseases is essentially a holistic one.The erstwhile
Diabetes Clinic has also been shifted to this centre, highlighting the importance of
lifestyle changes required in the life of a Diabetic. Patient feedback is now being
collected for two of the hospitals premium outdoor services; Privilege Day Care and
the preventive health check-up programme named Hello Health.

3. Functional Department
Organization Structure
Human Care Group
To evolve practices that would make staff of the hospital see themselves as a part of
the team that delivers a human experience to patient and their families and to each
other
Rational Care Group
To create an enabling environment where our clinical practices follow the most
current evidence based machine, appropriate to the requirement of the institution
and patients and the uniform standards of care are evolved and followed across the
institution.
Efficient Care Group
To make the work flow of various cadres of care givers hassle free, error free and
prompt so that the care of the patient is completed within the optimum time and with
minimum discomfort.
Affordable Care Group
To ensure that the cost incurred by the healthcare facilities for various clinical
activities and services are at levels that match the most efficiently run hospitals, so
that the cost of treatment of patients is as affordable as is possible.
Quality Improvement Group
To create a culture of quality using the policy initiatives provided by the group
assigned specific responsibilities for quality of healthcare and its validation through
accreditation.

Procurement Department
Maintenance
This group plays a key role in patient care as it deals with maintaining and up-keep
of equipment as small as an ECG machine or BP instruments to high end equipment
like a CT SCAN, MRI, Cath, Linear accelerator, etc. the department received and
serviced over 10000 request during this year. To ensure smooth functioning and
maintenance of equipment, the department maintains a daily checklist and a
maintenance scheduled. The department also offers training in the rafe handling of
equipment to avoid breakages due to mishandling. They were also responsibiles for
annual maintenance contracts for the high end equipments amounting to Rs 1.8
crores.
The department endeavours to maintain and enhance the life of all the electrical,
mechanical, refrigeration and biomedical equipment, keep their downtime to the bare
minimum while also adhering to the NABH/NABL standards. Periodic training is
undertaken for the respective user departments to correctly operate and effectively
maintain the equipment while adhering to standards of safety. The department as
also responsible for operation and maintenance of utilities like water pumping system
central air-conditioner plants, telephone exchange and power supply system.
Material Management
This department is responsible for the procurement and supply of the right kind and
correct quantity and quality of material from the right sources at the right time. The
department placed over 9,500 purchase orders for 55,000 items during the year, an
increase of 75% over the previous year amounting Rs 3,695 lakhs.
The hospital has an integrated and centralised material management function which
include stores, materials planning, and control and purchase. The role of the
departments is to effectively maintain smooth and systematic flow and control of
material right from identification of the user need to the timely delivery to the users
department. During the year 10,300 purchase order were released to order 62,000
items amounting to Rs 3,000 lakh approximately.

The department is also engaged in critical activities like vendor development,

evaluating performance of the existing vendors, cost saving activities by suggesting
alternate sources/brands and budgeting the calculating equipment.

Project
The group undertakes project related to new civil construction, maintenance,
renovations and repairs. Apart from the continuous efforts from this, continuous
efforts on water conservation are made, ranging from immediate repair of water
leaks, construction of new water percolation tanks on the campus to recharging the
underground water table. This department is responsible for erecting new facilities,
revamping and renovating existing facilities and the entire gamut of civil maintenance
and repairs.
Quality Assurance Group
The Quality Assurance Group(QAG) is primarily responsible for coordinating and
facilitating the activities of the various quality councils that have been established for
ensuring quality in all aspects of hospitals and college management.

Human Resource Department

The Group is engaged in recruiting, developing and retaining skilled manpower. It
has been a constant endeavour to frame and implement employee friendly policies
to strengthen employee Oriented Initiative, a benefit in the form of paid Leave with
travel assistance has been being introduced for Associate Professors and above in
the teaching cadres and managers and above in the management cadre.
Balanced Score Card
The Group has worked on Balance Score Card, a rational tool for the assessment of
continuous performance management and the two vital functional areas: This was
developed by the mandal to streamline various processes, systems and activities
and help achieve its vision.

New Joinees Get-together

Apart from the orientation programme which every new employees goes through on
joining the mandal, a New Joinees Get-together is held at least once a quarter. The
main objective of this programme is to provide a platform for new employees to
interact with members of the top management. This programme is intended to give
the new employees a glimpse of our unique culture where professionalism goes
hand-in-hand with a compassionate and caring attitude.
Online tool being developed to capture continuous professional Development
(CPD) activities.
The HR Department has endeavoured to develop a personal professional portfolio
(PPP) tool to capture personal as well as continuous professional development
activities undertaken by employee in the organisation.
Online Employee Satisfaction Survey (ESS)
The HR group has been monitoring the satisfaction level of the employees.
surveying the employee satisfaction has emerged as an annual feature covering all
cadres of employee. During the year, the ESS was conducted in online mode which
was easier to conduct and manage, cost effective and also saved time and energy in
terms of data entry of the response were classified into the following groups to draw
significant conclusions Job Aspects, work culture, motivation at work, management
control and association with Mandal.

Marketing Department
The Marketing Group facilitated tie-ups with patient (inpatient and outpatient),
individuals and institutions for health check-up and credit clients servicing. This
involved

maintaining

existing

tie-ups,

renewing

contracts

and

maintaining

communication channels with existing clients. To create awareness about the

services of the hospital, the department organized conference, seminars, workshops,
exhibition, etc.

4. Competitors Analysis
ZYDUS
Zydus hospital is committed to excellence and quality with an established focus on
the well-being of their patients. They provide the right mix of cutting edge technology,
warmth and compassionate care. Backed by the best team of medical professionals
and procedures, they offer the best in private healthcare in a cost effective way.They
provide the highest standard of clinical skills and nursing care across an extensive
range of specialities and attract world-class doctors and surgeons from leading
hospitals.
APOLLO HOSPITAL
Apollo hospital, Ahmedabad is a tertiary care flagship nit of the Apollo hospitals
group. A state-of-the art modern facility in the heart of the Gujarat state, it is spread
over 10 acres and has a built-up area of over 440000 square feet .Currently the
hospital has 276 beds with a capacity to expand to 400 beds. Apollo hospital has
always kept its patients first and strived to deliver not world class but worlds best
care to its patients since its inception in 2003.
CIVIL HOSPITAL
Civil hospital is the largest hospital in Asia and is located in Ahmedabad, India, with
facilities for specialised diagnostic, therapeutic and rehabilitative patient care. The
hospital is one of the oldest and most modern in India, treating about 6 to 6.5 lakh
outdoor patients and admitting 70,000 patients annually. It performs about 26,000
surgeries and 6500 deliveries per year. There has been a proposal to obtain world
bank aid for a nine-storey 2,000 bed building on the Ahmedabad Civil Hospital
campus, increasing its capacity to 4800 beds.
BHAILAL AMIN GENERAL HOSPITAL
Bhailal Amin General Hospital has the privilege of bringing quality health care to
citizens of Vadodara, its surrounding areas and neighbouring states. Their mission is
to provide quality medical care that answers the needs of patients and their families
from the diverse communities they serve daily.

5. Swot Analysis

STRENGTHS
o
o
o
o
o

A new and/or innovative service

Capabilities or cost advantages
Extraordinary reputation
Other aspects that add value
Special expertise and/or
experience

OPPORTUNITIES
o A market vacated by a competitor
o Availability of new technology
o Changes in population profile or
need
o Competitor vulnerabilities
o New market segment that offer
improve profit
o New vertical, horizontal, or niche
markets

WEAKNESSES
o Absence of marketing plan
o Gaps in capabilities or service
areas
o Lagging in technology
management or staff problems
o Poor location or geographic
barriers undifferentiated service
lines

THREATS
o A competitor has an innovative
service
o A new competitor(s) in your home
market
o Adverse changes in
reimbursement or regulations
o Changing insurance plans and/or
contracts for major area
employers
o economic shifts