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Austin Hospital Strategic Plan

Running head: AUSTIN HOSPITAL STRATEGIC PLAN 1
Austin Hospital Strategic Plan
Name of Student
Institutional Affiliations
AUSTIN HOSPITAL STRATEGIC PLAN 2
Executive Summary
Austin Health is one of the most advanced healthcare facilities that is involved in the provision of
healthcare services, professional education on health, as well as carrying out profound research on matters
health. The healthcare facility is located in the north-eastern part of Melbourne. Some of the services that
are offered include a broad variety of acute, sub-acute, as well as mental healthcare. It also conducts
outreach services and specialist clinics to the surrounding community.
Austin Hospital has an effective and efficient management system. However, there are various
improvements that could be done to make it more effective and efficient. As such, some of the strategies
of the facility are highlighted in the first section of this essay. A SWOT Analysis is also conducted to
identity the nature of the environment surrounding the facility. Some of the critical ER issues and their
resulting implications are identified. The second section highlights some of the ways in which the
identified ER issues could be resolved as a way of enhancing the efficiency of the facility.
This report was compiled by using secondary data on the strategy of Austin Hospital. SWOT and
PESTEL Analyses were used in analysing the strategy. The results obtained were then used to identify
some of the changes that could be made to the strategy so that it could enhance management and
performance of the facility.
It was established that despite the fact that Austin Hospital has an effective strategy, it lacks employee
incentives that can motivate employees to enhance the efficiency of their performance. It was also
established that a strategy should be introduced to enhance performance management in Austin Hospital.
It was recommended that a proper compensation strategy should be established so as to boost the
motivation and job satisfaction of the employees. That will motivate them to give their best and improve
their performance and quality of services provided. Some of the limitations faced in this study include
lack of adequate and recent sources of data.
AUSTIN HOSPITAL STRATEGIC PLAN 3
Table of Contents
Executive Summary ...................................................................................................................................... 2
Key Strategic Directions ............................................................................................................................... 5
Key Assumptions Underpinning the Analysis of the Plan ............................................................................ 6
ONE critical SHRM &/or ER issue .............................................................................................................. 6
Lack of incentives & Motivation .............................................................................................................. 6
Key HR Implications .................................................................................................................................... 8
From the Austin strategy (Austin Hospital, 2016) and the SWOT analysis (Appendix 1), the human
resource implications include the following. ................................................................................................ 8
HR Implication 1: Innovation ....................................................................................................................... 8
Brief Background ...................................................................................................................................... 8
Objectives of plan ..................................................................................................................................... 9
Use of Planned Milestones ...................................................................................................................... 10
Measures for Monitoring Progress .......................................................................................................... 10
Ethical Considerations ............................................................................................................................ 11
Contingency plan .................................................................................................................................... 11
Review Date ............................................................................................................................................ 12
HR Policy 2: Training, Development, and Education................................................................................. 12
Brief Background .................................................................................................................................... 12
Measures for Monitoring Progress .......................................................................................................... 13
Ethical Considerations ............................................................................................................................ 14
Contingency plan .................................................................................................................................... 15
Review Date ............................................................................................................................................ 15
References ................................................................................................................................................... 16
Appendices .................................................................................................................................................. 18
Appendix 1: SWOT Analysis ................................................................................................................. 18
AUSTIN HOSPITAL STRATEGIC PLAN 4
SWOT Analysis Table: Austin Hospital ................................................................................................. 18
Appendix 2: PESTLE Analysis of Austin Hospital ................................................................................ 21
AUSTIN HOSPITAL STRATEGIC PLAN 5
Austin Hospital Strategic Plan
Task 1
Key Strategic Directions
Austin Hospital has various key strategic directions. Some of the most crucial include creating an
understanding of the challenges that the facility faces, their ambition, as well as the desire to be the best
healthcare provider to the society (Austin Hospital, 2016). These define the objectives and directions that
Austin Hospital intends to use so as to accomplish its organizational goals and objectives. They will also
enable it to ensure that all actions and services follow the organizational strategy as well as ensuring
efficiency in the allocation of resources (Austin Hospital, 2016).
Austin Hospital also intends to expand its culture, infrastructure, capability, as well the
coordination of activities so as to improve its performance (Austin Hospital, 2016). It aims at achieving
this through various strategic priorities. Such include provision of care that is faster, safer, and better, as
well as establishment of partnerships and participation programs. It also aims at becoming a leader in
research and education regarding healthcare services (Ross, Branford, Seymour, Schwarer, Arthur,
Yeung, & Mills, 2013). The current management has also identified investing in the staff and establishing
of a future that is strong and stable as key to driving Austin Hospital to its goals and objectives (Ross,
Branford, Seymour, Schwarer, Arthur, Yeung, & Mills, 2013). Additionally, the facility aims at
advancing its innovation and leadership as a way of propelling towards its organizational goals (Ross,
Branford, Seymour, Schwarer, Arthur, Yeung, & Mills, 2013).
Austin Hospital uses this strategic plan as its guide to the agenda and direction for the provision
of healthcare services for the next four years. It also aims a ensuring that clear timelines and
accountabilities are followed in translating these objectives into executable programs and be reflected in
the annual business plans of the facility (Thomas & Lobo, 2011).
Actioning will take place at the various levels of Austin Hospital by ensuring that quality and
business plans are developed at the various departments of the organization (Winter, 2003). Additionally,
AUSTIN HOSPITAL STRATEGIC PLAN 6
there will be close monitoring of the implementation and performance of the programs, with reports on
progress submitted to the Austin Health Board (Winter, 2003). The management plan devised in this
report aims at ensuring the success of the implementation of these goals and objectives.
Key Assumptions Underpinning the Analysis of the Plan
The strategic plan used for this report was developed to serve Austin Hospital for the next four years.
However, it provided limited sources of information on the strategy of the facility. As such, a further plan
is formulated to solve some of the issues identified from the strategic plan.
There are several key assumptions made when formulating this plan. Some of them include the following.
There are no significant changes that are expected to take place in the internal and external
environment of Austin Hospital during the four years.
The HR practices can be adopted, reviewed, changed, and implemented by the HR Manager
exercising the autonomy bestowed on him by the healthcare facility.
Consistency is expected on the goals and objectives of Austin Hospital during the four years of
application of the strategic plan.
Stable financial support and adequate resources to implement the goals and objectives that have
been set.
ONE critical SHRM &/or ER issue
The SWOT Analysis of Austin Hospital reveals that one of the critical weaknesses of the facility is the
lack of incentives. Employees are also paid low wages, draining their motivation and job satisfaction in
the healthcare industry. As such, most of them employees such as nurses perform below the expectations
of the institution due to lack of incentives and motivation (Murphy & Kevin, 2002).
Lack of incentives & Motivation
Inherent in most conceptualisations of SHRM is an attempt to link a firm’s business strategy and HRM
practices. While it may seem straightforward, an organisation’s decision to pursue a given competitive
AUSTIN HOSPITAL STRATEGIC PLAN 7
strategy or the process of strategy making is far from simple; it involves exercising choices by managers.
In most cases, these choices have constraints as resources are limited and organisations being political
entities have to balance the multiple interests of its internal and external stakeholders. It is in this
backdrop of strategic decision-making and negotiation that strategies are shaped at different levels. This
presents challenges for the more prescriptive schools of thought in SHRM.
Depending on the strategic choices that managers exercise, the nature and extent of a firm’s
people management practices vary. The diversity in strategic management models have related
implications for the various SHRM theoretical models. To be fully strategic, HRM has to follow a two-
way street: inform and be informed by strategy. The former is a much proactive approach and one which
puts HR on the executive table. In the latter case HRM plays the role more of an implementer. Both
approaches are necessary to achieve strategic integration and fit.
The theoretical approach to compensation plan to top executive officials in a publicly traded
company is a sensible consideration. This is a SHRM issue because it has a significant impact on the
motivation on workers. The executive pay is always under the scrutiny of shareholders in an organization
to ensure that it meets company policy and is capable of motivating employees. According to Michael,
Dalida and Prabhala (2010), the cost of an entity tends to address conflicts of interest and incentives
between management of the company to the shareholders. The argument portrays that the incentives,
which are considered to be of risk-neutral executive managers with less than 100% ownership of the
company should be in consideration due to shareholder concern. Such occurs shows that there is
sensitivity in regard to manager wealth and that of shareholders. Lack of incentives also has a significant
impact on the performance of other workers. An example is that it causes lack of motivation among
nurses.
A well structured compensation plan may be a key ingredient in corporate governance. Such a
plan helps in designing the managerial incentives and that of the shareholders (Murphy & Kevin, 2002).
It has the ability to align the incentives for the management and that of shareholders that would serve in
making financial and investment decisions (Murphy & Kevin, 2002). The compensation plan comprises
AUSTIN HOSPITAL STRATEGIC PLAN 8
of a performance-based termination, bonus, options, stocks, and severance packages. A number of
conflicting issues arise in the compensation plan as discussed below. The main argument created here is
on what extent the executive compensation plan varies with that of the shareholders.
Key HR Implications
From the Austin strategy (Austin Hospital, 2016) and the SWOT analysis (Appendix 1), the human
resource implications include the following.
Innovation
Training/Education/ development
Incentives and rewards to staff
Sustainability and productivity
Performance monitoring/Evaluation
A strategic plan will be designed to solve some of the HR implications faced by the facility. The two
strategic plans that will be resolved include the following.
Innovation
Training/Education/ development
HR Implication 1: Innovation
Brief Background
Innovation is on one of the most critical management strategies that any HR department in a business
should implement to ensure that the business succeeds inn its operations. At Austin Hospital, innovation
is necessary to deal with the increasing pressures of the national Health Reforms and Victorian Health
priorities framework. It will also assist the facility in gaining funds in order to be highly competitive as
the leader in health research in Australia. That will enable Austin Hospital to achieve some of its priorities
such as enhancing the commitment of the employees in delivering high quality services to the patients.
AUSTIN HOSPITAL STRATEGIC PLAN 9
Innovation will also be introduced so as to support the realization of the priority of Austin
Hospital in yielding outstanding care to the surrounding community and patients. It will also assist in
attracting trainees and the best qualified clinicians. Such qualified clinicians will promote expanding the
services of the facility. Additionally, the workforce and system capacity will be expanded and improved.
According to the strategic plan of Austin Hospital, the HR management aims at engaging customers to be
more involved in their care. As such, this innovation will enable the facility to acquire better engaged
customers, as per the priorities of the Hospital. The Austin aims to provide outstanding care through
expansion of services, workforce, providing ongoing innovative improvements. Innovation and creativity
are required to ensure that these targets are achieved. According to the strategic plan, the management at
Austin Hospital is facing a lot of external pressures. Such will be resolved by introducing innovation in
the Austin Hospital.
Objectives of plan
The designed plan aims at solving several issues faced by the facility. These challenges have derailed the
achievement of the strategic goals and objectives of Austin Hospital. As such, the plan will aim at
achieving the following objectives.
To increase profitability and profit margins.
To promote service diversification.
To satisfy the customer needs and expectations.
To enable Austin Hospital to increase its market quota.
To enable the facility to utilize the available opportunities to grow and expand.
To increase the competitive advantage of Austin Hospital.
To ensure that economies of scale are utilized properly.
AUSTIN HOSPITAL STRATEGIC PLAN 10
Use of Planned Milestones
There are various planned milestones that will be used in the implementation of this plan. The role of
these milestones is to ensure that the set time and resources are effectively used in ensuring that
misappropriation of funds is eliminated, and employee compensation enhanced.
One such milestone is the use of deadlines. Deadlines will be set to mar the date of the
completion of each activity. The project manager will also be required to draw and use Gantt charts to
ensure that activities follow the right sequence.
The second milestone is the identification of important dates. Important dates will be identified
and communicated to the team implementing the plan. Such dates will also be included in the Gantt
charts. That will also contribute to effective allocation of resources to facilitate completion of the plan
within the set deadlines.
The final milestone is evaluation of deliverable related to the project. The success and
performance of the plan will be evaluated from time to time. Adjustments will be made where necessary
to ensure optimal performance and productivity of Austin Hospital.
Measures for Monitoring Progress
Indicators will be used to measure and monitor the progress of the implementation of the new strategic
plan. Such indicators will measure the progress of the plan against time and provide the necessary
information on any cases of adjustment that could be required. They will also be used to measure the
performance of the plan against the target goals so that the efficiency of the plan and actions can be
evaluated.
It is also worth noting that these performance indicators will be used to ensure that the
stakeholders get a simplified version of the information that they require. They will also enable the HR
team to identify areas that Austin Hospital could require more focus to ensure that resources are used
appropriately and employee compensation done properly.
AUSTIN HOSPITAL STRATEGIC PLAN 11
Ethical Considerations
There are various ethical considerations that need be done in the implementation and delivery of this plan.
They are discussed as shown below.
Mission Statement: the plan must in compliance with the mission statement of Austin Hospital.
Its implementation and delivery should contribute to the achievement of the goals and objectives of the
company. As stated, the plan seeks to eliminate misuse of resources and ensure that there is employee job
satisfaction and motivation through enhanced compensation. That will enhance the performance and
productivity of employees, enhancing the quality of services offered by Austin Hospital.
Code of Conduct: All parties involved in the implementation of the plan will adhere to the
compliance policy of the facility and promote the organizational culture. It will also ensure that Corporate
Social Responsibility is observed.
Customer and Employee Relations Strategy: The primary aim of this plan is to enhance employee
relations. That will enhance customer relations due to the provision of high quality and affordable
services.
Proper and effective implementation of this plan will contribute to the realization of
organizational goals for Austin Hospital. It will also position it to become the best service provider to the
surrounding community.
Contingency plan
The implementation of the plan could be rocked by some changes in its environment. Additionally, it
might affect the users. For instance, prices of the services offered to the patients might be increased. This
provides for a way of ensuring price regulation. This will ensure that the prices and costs incurred by
patients are regulated and cannot go beyond particular limits. This plan will also enable Austin Hospital
to respond to inflations and emergency and other changes in the market.
AUSTIN HOSPITAL STRATEGIC PLAN 12
Another primary purpose of developing the contingency plan is to develop procedures on the
management of resources as well as financial decisions. It will also enhance the management function of
Austin Hospital. It will also be applicable in times of disaster and trouble for the facility.
Review Date
The strategic plan is expected to be in operation for the next four years. However, it will be reviewed at
the end of every financial and business year. That will be done to establish the success rate of the plan. It
will also be reviewed to determine whether or not it requires any form of changes. Such changes will be
done to ensure that it suits the SHRM of Austin Hospital. Such include becoming the best medical
provider in the area.
HR Policy 2: Training, Development, and Education
Brief Background
Training, development, and educational programs to employees are crucial in every organization. That is
because they give one an opportunity to expand their skills and knowledge. This will be critical to
workers at Austin Hospital as they intend to pursue their priorities and strategic goals. As shown in the
SWOT Analysis in Appendix 1, one of the weaknesses that the facility faces is that the workforce is
aging. As such, there is a need to train upcoming workers if they are to continue pursuing the goals and
objectives of the facility.
The training and educational programs will be sponsored by the facility on an annual basis. That
is because they could turn out too expensive for some of the employees to afford. They will also be
scheduled so that the learning sessions do not delay the completion of projects. As such, such will create
an opportunity for the workers and Austin Hospital to invest in worthwhile acquisition of knowledge and
skills.
Objectives of plan
AUSTIN HOSPITAL STRATEGIC PLAN 13
The role of this plan is to enhance the competence of workers so that they are positioned to achieve the
priorities of Austin Hospital as outlined in the strategic plan. As identified, this will be done through the
provision of education, training, and development programs. These programs will serve various
objectives as outlined below.
To address the weakness of workers. The SWOT Analysis provided in Appendix 1 shows several
weaknesses that could hinder the performance of Austin Hospital. Training, education, and
development programs will reveal some of these weaknesses and equip workers with knowledge
and skills on how to handle them.
To improve the performance of employees. The programs will aim at improving the efficiency
and productivity of employees. That will gear Austin Hospital towards a better performance. It
will also enable the facility to acquire employees with the desired qualities and abilities to
achieve the organizational goals and objectives.
To promote consistency. The training program will be structured such that it ensures that
employees acquire the necessary skills and knowledge. As such, consistency will be acquired.
This will benefit Austin Hospital in ensuring that its policies and procedures are followed and
implemented. That will also promote other policies such as diversity, safety, and implementation
of administrative tasks.
To promote employee satisfaction. One of the ways that is used to promote employee satisfaction
is provision of training programs that are sponsored by the organization. Austin Hospital will
implement this plan as one way of satisfying its employees. That will enhance their performance,
efficiency, and productivity. It will also contribute to the achievement of organizational goals and
policies, as well as the priorities such as becoming a leader in the provision of healthcare services.
Measures for Monitoring Progress
Indicators will be used to measure and monitor the progress of the implementation of the new strategic
plan. Such indicators will measure the progress of the plan against time and provide the necessary
AUSTIN HOSPITAL STRATEGIC PLAN 14
information on any cases of adjustment that could be required. They will also be used to measure the
performance of the plan against the target goals so that the efficiency of the plan and actions can be
evaluated.
It is also worth noting that these performance indicators will be used to ensure that the
stakeholders get a simplified version of the information that they require. They will also enable the HR
team to identify areas that Austin Hospital could require more focus to ensure that resources are used
appropriately and employee compensation done properly.
Ethical Considerations
There are various ethical considerations that need be done in the implementation and delivery of this plan.
They are discussed as shown below.
Mission Statement: the plan must in compliance with the mission statement of Austin Hospital.
Its implementation and delivery should contribute to the achievement of the goals and objectives of the
company. As stated, the plan seeks to eliminate misuse of resources and ensure that there is employee job
satisfaction and motivation through enhanced compensation. That will enhance the performance and
productivity of employees, enhancing the quality of services offered by Austin Hospital.
Code of Conduct: All parties involved in the implementation of the plan will adhere to the
compliance policy of the facility and promote the organizational culture. It will also ensure that Corporate
Social Responsibility is observed.
Customer and Employee Relations Strategy: The primary aim of this plan is to enhance employee
relations. That will enhance customer relations due to the provision of high quality and affordable
services.
Proper and effective implementation of this plan will contribute to the realization of
organizational goals for Austin Hospital. It will also position it to become the best service provider to the
surrounding community.
AUSTIN HOSPITAL STRATEGIC PLAN 15
Contingency plan
The implementation of the plan could be rocked by some changes in its environment. Additionally, it
might affect the users. For instance, prices of the services offered to the patients might be increased. This
provides for a way of ensuring price regulation. This will ensure that the prices and costs incurred by
patients are regulated and cannot go beyond particular limits. This plan will also enable Austin Hospital
to respond to inflations and emergency and other changes in the market.
Another primary purpose of developing the contingency plan is to develop procedures on the
management of resources as well as financial decisions. It will also enhance the management function of
Austin Hospital. It will also be applicable in times of disaster and trouble for the facility.
Review Date
The strategic plan is expected to be in operation for the next four years. However, it will be reviewed at
the end of every financial and business year. That will be done to establish the success rate of the plan. It
will also be reviewed to determine whether or not it requires any form of changes. Such changes will be
done to ensure that it suits the SHRM of Austin Hospital. Such include becoming the best medical
provider in the area.
Proper and effective implementation of this plan will contribute to the realization of
organizational goals for Austin Hospital. It will also position it to become the best service provider to the
surrounding community.
AUSTIN HOSPITAL STRATEGIC PLAN 16
References
Arbab Kash, B., Spaulding, A., D. Gamm, L., & E. Johnson, C. (2014). Healthcare strategic management
and the resource based view. Journal of Strategy and Management, 7(3), 251-264.
Austin Hospital,. (2016). Austin Health:Home. Austin.org.au. Retrieved 6 July 2016, from
http://www.austin.org.au/
Jensen, & Michael. (2005). Agency Costs of Overvalued Equity. Financial Management, 1-16.
Michael, F., Dalida, K., Prabhala, N., & Lemma, S. (2010, Winter). Executive Compensation: An
Overview of Research on Corporate Practices and Proposed Reforms. Journal of Applied
Corporate Finance, 22(1), 107-118.
Mubarak Al-Mubaraki, H., & Busler, M. (2010). Business incubators models of the USA and UK: A
SWOT analysis. World Journal of Entrepreneurship, Management and Sustainable
Development, 6(4), 335-354.
Murphy, & Kevin. (2002). Explaining executive compensation: Managerial power vs the perceived cost
of stock options. Chicago Law Review, 847–869.
Radner, R., (2000). Costly and bounded rationality in individual and team decisionmaking. Industrial and
Corporate Change, 9(4), pp. 623-658.
Rego, G. & Nunes, R. (2010). Hospital Foundation: A SWOT Analysis. Ibusiness, 02(03), 210-217.
http://dx.doi.org/10.4236/ib.2010.23026
Ross, D. M., Branford, S., Seymour, J. F., Schwarer, A. P., Arthur, C., Yeung, D. T., & Mills, A. K.
(2013). Safety and efficacy of imatinib cessation for CML patients with stable undetectable
minimal residual disease: results from the TWISTER study. Blood, 122(4), 515-522.
Rouse, M. J. & Daellenbach, U. S., (2002). More thinking on research methods for the resource-based
perspective. Strategic Management Journal, 23(10), pp. 963-967.
AUSTIN HOSPITAL STRATEGIC PLAN 17
Spanos, Y. E. & Lioukas, S., (2003). An examination into the causal logic of rent generation: contrasting
Porter's competitive strategy framework and the esource-based perspective. Strategic
Management Journal, 22(10), pp. 907-934.
Thomas, K., & Lobo, B. (2011). Advance care planning in end of life care. Oxford University Press
Weick, K. E., (2001). Making sense of the organization. Making sense of the Resource-Based. 10 ed.
Oxford: Blackwell Publishers.
Winter, S. G., (2003). Understanding dynamic capabilities. Strategic Management Journal , 24(10), pp.
991-995.
AUSTIN HOSPITAL STRATEGIC PLAN 18
Appendices
Appendix 1: SWOT Analysis
SWOT Analysis Table: Austin Hospital
Strengths
Workforce that is experienced.
Air programs are well-funded.
Board of health & county executive are
committed (Mubarak Al-Mubaraki &
Busler, 2010).
Leadership team is new and energetic.
Improved infrastructure.
Stable funding of projects.
Open positions, allowing facility
expansion.
Internal bureaucracy is limited.
Diversity of the set of public health
programs.
HR leader is a good convener.
Retirements benefits.
Medical experts.
Revenue for services (Rego & Nunes,
2010).
Weaknesses
Workforce is aging.
Dilapidated buildings & facilities.
Out-dated IT infrastructure.
Lack of modern technology (Arbab Kash,
Spaulding, Gamm, & Johnson, 2014).
Lack of proper management and conflict-
resolution policies.
Poor pay and wage rate scales.
Weak organizational discipline.
Lack of employee incentives.
Poor planning of succession (Weick,
2001).
Lack of a proper community improvement
plan.
Lack of reliable data and evaluation.
Misappropriation of funds and other
resources.
Poor recruitment plan (Rego & Nunes,
2010).
AUSTIN HOSPITAL STRATEGIC PLAN 19
Poor communication channels with the
surrounding community.
Low cultural competency and
organizational culture.
Opportunities
Funding is collaborative.
Potential efficient and effective leaders.
Foundation support (Austin Hospital,
2016).
Affordable Care Act: it authorizes health
care systems to take part in public health,
share data, conduct assessments, and
Health Information Exchanges (HIE)
(Austin Hospital, 2016).
Presence of Bill for services (Austin
Hospital, 2016).
Excellent health policy in the state.
County Executive and Mayoral support
(Pittsburgh).
Excellent, clean indoor air.
Presence of medical and healthcare needs
in surrounding community (Austin
Hospital, 2016).
Austin Hospital has interest in social
determinants.
Austin Hospital has established
Threats
Numerous state and federal budget cuts and
tax obligations (Weick, 2001).
New entrants into the market.
Competitors have better, modern
technology and facilities.
The public has a limited understanding of
public health (Austin Hospital, 2016).
Government policies such as pricing
(Austin Hospital, 2016).
The job market is booming.
Emerging diseases are difficult to diagnose.
They require new modes of research and
diagnosis (Austin Hospital, 2016).
AUSTIN HOSPITAL STRATEGIC PLAN 20
collaborations with various institutions to
enhance its education and research (Spanos
& Lioukas, 2003).
Presence of a high population.
AUSTIN HOSPITAL STRATEGIC PLAN 21
Appendix 2: PESTLE Analysis of Austin Hospital
Political
Austin Hospital enjoys minimal political influence. As such, managers have maximal control over the
internal affairs of the facility.
Economic
Austin Hospital is found in a state that is financially stable. However, as shown earlier, some of its
resources are embezzled.
Social
The facility has established good relations with the surrounding community. That is due to the efficiency
of its public relations personnel, as well as the CSR programs.
Technological
Austin Hospital lacks adequate technological instruments. Some of those used are out-dated. As such,
they require replacement and upgrading.
Legal
The company policy ensures that all operations such as services to patients comply with all legal
requirements. That has also enabled the facility to acquire and renew business permits. It is also required
under the state and federal law.
Environmental
Austin Hospital promotes environmental protection. Wastes are disposed in areas that are designated by
the local authorities. It also ensures that sewage is treated before it is released.

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