Mission, Vision, Values About Us
FAQs
General
Why do we need a “ Mission, Vision, Values ” statement ?

Our Mission, Vision, Values (MVV) statement is intended to provide orientation at a time when our hospital is undergoing change management due to the current dynamics of our industry.

The MVV statement strengthens the new corporate identity, promotes cohesion within our organisation and explains the priorities that have been set.

The MVV statement describes future perspectives and helps to build confidence in the future of the enterprise.

Clear values and principles are needed to direct the efforts of all employees towards strengthening the business and achieving corporate objectives.
Why was a MVV statement developed precisely at this time?

The rapid expansion of the hospital market in India is also associated with major changes in the growth drivers. This is coupled with a new level of patient awareness and expectations.

Baroda is witnessing the same changes as those in major cities with regard to emergence of new hospitals and increased impact of privatisation of health insurance.   

That’s why it makes sense to summarize our priorities in a MVV statement. Whilst past strategies and practices were relevant for those times, we must make changes in our future direction in order to remain sustainably competitive.
How much is the MVV statement reflective of inputs and ideas of the various workshops’ participants ?
The keen and rich input of the 125 participants of the six workshops is the pool from where the MVV statement has been carved out.

The key inputs have been captured in priority of the impact and influence they have on the future of our hospital. Many other ideas and inputs will be followed up and acted upon even if they do not specifically find mention in the MVV statement.

Therefore in true spirit and intent, our MVV statement reflects the values and aspirations of our employees
What does BAGH believe the MVV statement will accomplish?

The MVV statement provides the framework and guidelines both inwardly and outwardly, elucidates our future perspectives and goals, and is intended to help arouse enthusiasm about the hospital.

We want to motivate our employees to succeed in the vision we as a hospital have set for ourselves and achieve our objectives.
How can the management best demonstrate its support for the MVV statement?

By living the values and setting good examples of their practical applications. All department heads will have the onus of ‘ walking the talk ’ so as to inspire their teams to be fully aligned with the MVV statement.
How permanent is the MVV statement? Does management expect it to remain valid for the long term?
Yes, it is intended to serve as a basis of our actions in the future.

Management firmly believes that with this MVV statement, we have spelled out our goals and values for the immediate and mid-term.

However, our hospital should not be a rigid structure, must thrive on change and must continually adapt to new challenges.

Over the past four decades, BAGH has undergone many changes and scored many successes. A re-defined focus that is appropriate to the contemporary scenario is provided by the MVV statement .
How can the MVV statement help to create confidence in the future?

The MVV statement is a strong commitment to our customers. As we belong to the service industry, meeting and exceeding customer expectations will certainly be reflected in organisational success.

We want to align our day-to-day operations even more closely than before towards the stated values and resolutely implement them.

We have the strength and the potential in all areas to successfully continue down the road we have started along.
Mission
What’s new in our current Mission statement ?

The Mission statement in the MVV exercise states 'the reason we exist'.

It, therefore, is a short statement pertinent to our being a hospital entity. Our Mission statement contains some key elements that will drive our success and these need to be well understood by all employees :

quality medical care : All hospitals and medical institutions are engaged in providing medical care. They are differentiated by the ‘quality’ of medical care delivered by them and perceived by the patients. Patients’ perception about the ‘quality’ of medical care received has very significantly changed in recent years. It is no longer solely influenced by the success of an operation or the speedy recovery from a disease / ailment.

Hospitals are now firmly slotted in the ‘service’ industry. Consider your personal experience when you last undertook a rail or air journey. The ‘quality’ of the experience is no longer determined by whether the service started on time and reached you to your destination on time. It is the ‘overall experience’ in the process of accessing the options for the travel, making and securing a reservation and the related cost, conveniences of commencing the journey, hygiene levels made available during the journey, attitude of different staff for various functions, availability and quality of food and refreshments, safety measures in place for emergencies, general upkeep and maintenance of the travel mode, speed and convenience of exiting at the destination, etc.

Even more complex quality drivers exist in our hospital business and it is our mission to greatly improve in all areas.

…patients and their families : It is the patient’s family that undergoes the maximum anxiety and concern. To address the needs of the patient’s family members is quite different from treating the patient’s ailment successfully. This scope opens up a huge requirement of change in our programmes and processes.

diverse communities we serve : BAGH serves a very broad spectrum of clients. The very poor as well as the very rich of all backgrounds and religions come to us. Enormous sensitivities are required in everything we do as the needs and satisfaction criteria can be vastly different amongst patients.

  …daily : Being a hospital, we have to sustain our efforts and its quality 24 hours a day, 365 days a year. This challenge must be met every time, every day.
Vision
Is it not the Vision of BAGH to open more hospitals across the state / country ?

The fact that this is not explicitly mentioned in our current Vision statement does not imply that management does not wish to pursue such an aspiration.

Transforming into a hospital chain requires a deep study of opportunities and a financial analysis of a different magnitude.

We are part of a large group that has diversified and expanded in a major way in other health care areas where viability has overweighed risks.

At this point, we want the MVV focus to be on bringing BAGH in the ‘best-in-class’ category of hospitals. When this is achieved, it will only increase management confidence towards such initiatives.
What is the true meaning of ‘loyalty of our patients’ ?

In the past BAGH was the only hospital in Baroda at its level. Our clientele was driven by that fact to a large extent. Today, patients have choices and would continue to repeatedly avail the services of a hospital only if the new founded levels of customer excellence are experienced by them.

The loyalty of a patient, and the long-term business that this provides, is not restricted to the individual patient but rather to the entire family of the patient. This makes the delivery of patient-focused excellence and high service levels critical to our future success.
Will we reduce the cost of treatment at BAGH ?

Medical costs at an institution are influenced by the infrastructure and the quality of treatment.

We are more focused on being able to provide a better predictability of the treatment cost to patients and thereby making the process more transparent. Designing more and more ‘packages’ for various medical episodes could help contribute in this area.
What are benchmarked stakeholder values ?

There are many stakeholders in our business and each may have expectations of different nature. The trustees, for example, would have profitability as a financial benchmark so that future re-investments are addressed. Patients and their families would separately benchmark quality and service levels. Our doctors would also have their benchmark for working facilities and inter-related services.
Values
Why do we need values ?

Values are cornerstones of human behaviour. As an organisation, we want to make clear the basic principles on which our thoughts and actions are based. Our Values statement is therefore our guide to the individual and organisational behaviour that we must consistently exhibit at all levels in order to realise our Mission and Vision.

Common values form the basis for our day-to-day activities.

Patients and their relatives experience innumerable moments of truth during their time at our hospital; right from the registration up to their discharge. How well each of us live our stated values will determine our customers’ satisfaction levels and will decide whether they remain loyal to us.
How can I learn more about the values ?

Through discussions with superiors and peers. We also plan to publish examples of the kind of behaviour that does justice to our values.
What is meant by ‘living’ our values ?

Acknowledging their importance, making them the yardstick for one’s own actions, continuously reviewing – and if necessary, adjusting – one’s behaviour, and talking to colleagues about the values and about their conduct.
What happens if someone ignores or disregards the values ?  Who can I report this to?

It is basically the responsibility of all managers and supervisors to monitor employees’ conduct. Behaviour that is not in line with our values should be actively addressed in order to bring about change.

This approach is supported by employee / manager discussions, employee appraisals, workshops and training courses.

When you see that values are not being observed, you can discuss it with your supervisor, Human Resources Department or any member of the management team.
Is the management familiar with the values ?

Yes; the entire process is based on a clear commitment to the values by the BAGH top management. They will consistently communicate and implement on a top – down basis.
If we are all supposed to be ‘living’ these values, then why is XYZ still with the hospital ?

First of all, we have to identify those who are failing to live by our values and then address them about it. That means, it is crucial that our values are sufficiently well-known.

All staff must be courageous and open enough to address these issues.

We must all become familiar with the elements of our Value statement and give ourselves the opportunity to change our behaviour as necessary.

Certain lapses, like those relating to integrity and patient safety, are uncompromisable
Didn’t we place importance on values in the past ?

The focus on values in our MVV statement doesn’t imply a fundamentally new approach. On the contrary, we are continuing along a proven path but orienting ourselves to different circumstances and thus shifting the emphasis.

So it is only logical that we adjust our value system too.
How is it intended to ensure that employees in the hospital are guided by these values ?

Values and the behaviour associated with them should become a firm feature of our internal discussions. Values provide us with assistance and guidance for our daily decision-making.

Workshops and training courses will also help to ensure that managers and staff know and understand our values. They need to be able to understand what behaviour is expected of them and how strengths and weaknesses can be identified.

Of course, changes do not take place overnight. Living our values and always acting in accordance with them is a demanding and challenging process.
How do I individually benefit by vigorously ‘living the values’ ?

You directly end up contributing to the Mission and Vision of our organisation and therefore, make its success possible.

All those who live the values in an exemplary manner always make an impact on customers, peers and all those they interact with. Such consistent behaviour is directly taken into account during performance appraisals and career development initiatives.
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