Main internal and external challenges facing

AUBMC:
A-External Challenges:
1-Opportunities:

AUBMC current medical center,became a new state of the art MC in

1970 that included 420 beds,undergoing expansions and rennovations
since 2000.(1991-2009) its a reconstruction period.
AUBMC and american accreditation:

-Joint comission International (JCI) since 2008.

-Comission on Laboratory accreditation of the college of American
Pathologists(CAP) since 2004.
-The nursing service is magnet designated by the American Nurses
Credentraling Center(ANCC) since 2009.

Envisioned growth with Dr.Sayegh:

1-Expanding and updating the medical complex to add 200 more beds to its
420-bed capacity.
2-Recruitment of top calibre,highly specialized faculty members from US and
Europe.
3-Forming regional and international partnerships to facilitate access to more
patients,training opportuinities and collaborations.
4-Establishment of centres of excellence in research and clinical care.

2-Threats:

The chaos and economic and political problems in the country were
reflected in staff attittudes and behaviours.The Lebanese economy,a
service based economy was very sensitiveto economic and political
instabilities.Lebanon went through sporadic episodes of violence and
political unrest that had a detrimental effect on its economy and
healthcare systems.

-During the civial war(1975-1991),AUBMC suffered from shortages and

declining in nursing hands from 140 to 12(reducing in the number of
employees,doctors and nurses).

Mushrooming of medical centres and hospitals competing AUBMC:

Until 2008,AUBMCs main competitor had been lHotel-Dieu de France.It

housed 430 beds,117 doctors,91 surgeons,429 nurses,226 residents and 68
interns.Hotel Dieu followed French medical system.
CMC(Clemenceau Medical Center) a new entrant to the Lebanese
healthcare market,was founded in 2008.Located within walking distance from
AUBMC.It capitalized on offering the most advanced and modern methods of
treatment in the region.

B-Internal Challenges:
1-Strenghts:
AUBMCs reputation as the leading medical institution in Lebanon,as well the
high skill level of doctors and nurses.AUBMC had been providing cuttingedge medical care services to patients in Lebanon and the region for many
generations.It had always play a major role in shaping and improving
healthcare in the country.
During Cortas reign,the hospital grew to include more than 300 beds,and
attracted more than 260 top medical faculty members,276 residents doctors
and 38 fellows.
Actual Net revenue(2009/2010) is 114980 whereas it was 100314
(2008/2009):data financial administration office.

2-Weaknesses:

Nurses were unhappy and that relations between doctors and nurses
were tense.Problems between doctors and nurses created a toxic
environment,that affected the relationship of AUBMC with its patients
and endangered the reputation of the institution.The employees lacked
the proper training to communicate effectively with patients and coworkers.Lack of collaboration and miscommunication between
them,eaxh entity considered itself a separate unit and performed its
jobs in isolation of other units.

Staff attittudes and work ethic towards patients,lack of empathy from

the doctors and staff toward their patients.There was no sense of
accountability or belonging to the institution and employees were not
concerned about protecting its image and reputation.
Some employees were not satisfied with the promotion systen and
their salaries.In addition,they were not engaged in decision making or
improvements.Promotions were not always based on performance
appraisals and employees felt favouritism played a role.
Patients complained about several pronlems such as long wait times in
the private clinics,staff attittudes,logistical problems and others related
to taking appointments
No unified communications policy,no dress code.
Weak marketing and startegic plan:all marketing activities were
handled by the Communication Department at AUB.
Inefficiencies:in medical center,waste,was aroud 20%.Where on
average healthcare institutions had waste around 10 to 15%.
The hospital already had debt of 7 000 000 $ for 240 beds.