In Partial Fulfillment of Requirements in
Designing and Managing New Processes for
Competetive Advantage
Case Study:
Program Planning and Management
Training Hospital Managers for Strategic Planning and
Management
April 20, 2025
Dr. Joseph R. Estiller
Professor
Prepared by: Khadaffie Kulong
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Background
Strategic management comprises drafting, implementing, and evaluating cross-functional
decisions that enable an organization to achieve its long-term strategic objectives. Program
planning and management are key in strengthening healthcare delivery systems, particularly in
geographically isolated and disadvantaged areas like my hometown, Jolo, Sulu.
This case study is meaningful to me as a Tausug as I dive into the impact of changes in the
external environment (i.e., demographic transitions, economic fluctuations, public and political
expectations) within the health care system (i.e., health market, demands, costs, new
technologies, regulations), and how it pressures hospital managers to implement strategic
management programs to respond to healthcare challenges.
As someone who studies leadership and management, I advocate and use situational or strategic
analysis to design program planning and management.
Continuing education and training have become part of my ongoing organizational learning and
career development processes. I encourage managers to apply these tools to improve their
management skills.
In the nursing paradigm, training systematically develops knowledge, skills, and attitudes.
Training is important to a healthcare professional's continuous development and organization's
success. As the healthcare landscape constantly evolves, the demand for training is more critical
than ever. However, our hospitals allocate minimal time to evaluating their training programs. I
have identified several reasons: (1) Incrudility in the benefits of evaluation, (2) Lack of
confidence regarding the impact of training in organizational performance, (3) Inadequate
resources and support.
Stemming from Transformational Leadership Theory, I apply Kirkpatrick's four-level evaluation
model to my training practices within the organization. Through this framework, I am able to
highlight the impact of my training program beyond initial reactions. Our team exemplifies the
value of training evaluation as we devise the training outcomes, behavioral changes, and overall
impact on organizational performance.
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To further improve healthcare training and management in Jolo Sulu, we must recognize the vital
role of a training evaluation program. Evaluation is a tool for measuring outcomes such as
knowledge gained, improvement in work performance, and quantifiable changes in service
delivery. In addition, it guides decision-making at both institutional and policy levels.
Navigating barriers during a healthcare system transition is one of the many important challenges
our country is currently facing.
Jolo, a geographically isolated and disadvantaged area, encounters persistent challenges due to
historical conflict, limited economic investment, and socio-political instability. These deep-
rooted issues have slowly eroded the operational capacities of our rural hospitals and health
centers. As a result, there are gaps in both quality and efficiency. This is an urgent indicator for
initiating a systematic and multidisciplinary program to strengthen the local health management
team.
Throughout the years, international aid agencies and national government programs have
recognized this need. I have personally participated in various LGU capacity-building efforts that
aim to strengthen local health systems through targeted training and leadership development.
However, before these more institutionalized programs, formal managerial training for health
workers in conflict-affected and rural areas was either minimal or nonexistent.
On a positive note, our policy has had significant developments: The DOH—DILG mandates
and the implementation of the Universal Health Care Act have encouraged continuing education,
including short courses, postgraduate programs, and capacity-building initiatives for health
professionals and local decision-makers. For my community, Jolo, these have become crucial in
enabling our health administrators to make informed decisions, lead their teams effectively, and
adapt to ever-changing public health needs.
While earlier studies have focused on individual skill development among hospital managers, my
case study explores the collective learning outcomes of a specific training intervention provided
to municipal health teams in Jolo. The goal was to assess the technical knowledge gained and
how this translated to tangible improvements in local health service delivery.
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PESTEL Analysis
Jolo's existing macro-environmental constraints affect its healthcare environment. They directly
impact the success of training and evaluation programs. The region's limited fiscal capacity of
Local Government Units restricts the scalability and sustainability of health capacity-building
programs. Technologically, Jolo remains underserved. A deficit in digital infrastructure and
limited access to health informatics tools hinder efficient data collection, monitoring, and
outcome evaluation.
The PESTEL factors accentuate the critical need for a training program and evaluation to prepare
our healthcare leadership and management to initiate an adaptive, context-sensitive, and
community-anchored approach to healthcare capacity-building in Jolo. These environmental
variables must inform training programs' design, implementation, and evaluation. As healthcare
policymakers, program designers, and stakeholders, our role is integral in addressing these
challenges.
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SWOT Analysis
Factor Score Scale:
1 - Very Low Impact
2 - Low Impact
3 - Moderate Impact
4 - High Impact
5 - Very High Impact
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Factor Scoring
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Matrix Score Calculation
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Alternative Course of Action
The goal is to improve strategic program planning and management among hospital leads and
managers in Jolo, Sulu, through sustainable training interventions.
Grading Scale:
1 - Poor
2 - Fair
3 - Moderate
4 - Good
5 - Excellent
Maximum Total Score per Alternative: 45
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Recommendation
Selected Option: Alternative Course of Action 3
Community-Based Hybrid Training Model
Rationale:
1. Cost Effective: ACA 3 aims to provide a training program that balances delivering targeted
outcomes and strategic resource use.
2. Increase Participation & Retention: ACA 3 can address the challenges that could hinder
the trainee's commitment and engagement in the program, such as distance, safety, and lack
of resources.
3. Culturally Responsive: Uses localized modules and mentorship from respected community
leaders and acknowledges the sociopolitical context of Jolo.
4. Built-in Evaluation: The Kirkpatrick Model measures learning outcomes, workplace
behavior changes, and results.
5. Scalable for GIDA Areas: Its adaptability allows future rollout in other Bangsamoro
provinces with minimal modification.
Projected Benefits:
60–80% participation rate
35–50% improvement in strategic planning effectiveness
2x increase in community-aligned project implementation in 2 years
Conclusion
Maintaining the status quo only perpetuates inefficiency and stagnation in leadership and
management. Adding up my research work and authentic experience as a Tausug, a Community-
Based Hybrid Model offers a powerful middle ground. It combines innovation with cultural
awareness, cost-efficiency, and meaningful participation. ACA 3 can potentiate hospital leads
and managers to effect positive change. As a student manager. Moreover, as an aspiring leader,
one of the mantras I embody is, "We do not build a system for people; we build it with them."
Empowering healthcare leaders in Jolo necessitates knowing them, understanding their
backgrounds, and working with them to build resilient systems.
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References
Designing Complex Products with Systems Engineering Processes and Techniques. CRC Press.
Bhise, V. D. (2013).
Terzic-Supic, Z., et al. Training hospital managers for strategic planning and management: A
prospective study. [Link]
Urgency to transform fragmented health system – Stratbase Institute.
[Link]
The Healthcare Customer Care Representatives in the Philippines.
[Link]
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