Abha, Assir Region

Al-Birk General Hospital

Kingdom of Saudi Arabia
Ministry of Health

COPY#1 DEPARTMENTAL POLICY AND PROCEDURE (DPP)

DEPARTMENT: NEONATAL INTENSIVE CARE UNIT Applies to: ALL NURSES
TITLE/DESCRIPTION POLICY NUMBER
MISSION, VISION, VALUES
ISSUE DATE Effective Date REVIEW DATE NO. OF PAGES
01/10/2020 17/10/2020 17/07/2023 02

MISSION STATEMENT

A Mission Statement is a short paragraph of 3-5 sentences in length which describes the scope and functions of
an organization/service/department/unit.

A Mission Statement commits to a purpose, guides staff in managing their activities and sets levels of
expectation for their customers.

The Mission Statement:

 is easy to understand

 states the primary scope and function of the unit

 states the unique contribution and the unit makes to the hospital

 includes value statements

 is consistent with professional standards and guidelines of practice for the unit

 commits the unit internally and externally to a specific purpose

The completed unit Mission Statement should be approved by the next level of management to ensure
consistency with the organization’s Mission Statement. Once approved the Mission Statement should be
published and distributed to employees throughout the organization.

The effectiveness of the Mission Statement assists in annually, systematically reflecting on how to improve
mission effectiveness. The attached Mission Checklist may be used as a tool to ensure the Mission Statement is
clear and relevant. (Attachment B).

The Mission Effectiveness Questionnaire provides a means if evaluating the Mission Statement on an annual
basis. (Attachment C).
Abha, Assir Region
Al-Birk General Hospital
Kingdom of Saudi Arabia
Ministry of Health

MISSION STATEMENT CHECKLIST

Mission Checklist YES NO

A written Mission Statement exists which outlines:

 Role

 Principal functions

The Mission Statement is:

 Developed in conjunction with department staff

 Communicated to all departmental staff

 Consistent with professional standards and/or practice guidelines

 Discussed with relevant services impacted by your area

(list major departments, services or programs)
_______________________

_______________________

_______________________

 Reviewed minimally every two years or when a major change has

occurred

_____________ Hospital’s Mission Statement

(Nov. 4, 1998)
Abha, Assir Region
Al-Birk General Hospital
Kingdom of Saudi Arabia
Ministry of Health

__________ Hospital is a privately owned, tertiary health care center dedicated to providing compassionate,
superior healthcare services in a financially viable manner, to all age groups in the Kingdom of Saudi
Arabia and more specifically Jeddah and its surrounding Communities.

The employees of _________ Hospital are its most valuable asset. An environment that enhances
employees excellence through continuous improvement, education and service, will be provided ensuring
both internal and external customer satisfaction through a teamwork approach.

__________ Hospital’s Mission Statement (Nov. 4, 1998)

 Organization Set-Up: _________ Hospital is a privately owned, tertiary health care center.
 Service Provided: dedicated to providing compassionate, superior health care services.
 Financial Goal: in a financially viable manner.
 Customers: to all age groups in the Kingdom of Saudi Arabia and more specifically Jeddah and its
surrounding Communities.
 Management Philosophy and Service Value:
The employees of __________ Hospital are its most valuable asset.

An environment that enhances employee excellence through continuous improvement, education

and service, will be provided ensuring both internal and external customer satisfaction through a
teamwork approach.

VISION STATEMENT

The Vision Statement provides a description of where the department or service would like to be in the
future, is realistic and achievable, focuses everyone’s efforts, and reflects the department’s view of itself and its
relationship to those it serves. Effective Vision Statements are inspiring, concise, empowering for staff,
challenging, and encompass guideposts and controls to prepare for the future.
Abha, Assir Region
Al-Birk General Hospital
Kingdom of Saudi Arabia
Ministry of Health

The following three flaws can be fatal in the process of building an inspirational vision:
1. Failure to have a genuine vision (realistic, important and challenging)
2. Failure to gain everyone’s genuine support
3. Failure to communicate the vision

Requirements for a Positive Vision

No one is motivated by negativity. Yet many of the organizational changes which we implement
represent negative visions: reduction of staff and/or salaries, punishment for employees who make mistakes and
rules and regulations which tightly control any creativity or innovation. The challenge for leaders and managers
is to communicate a vision in a way that is viewed positively and to ensure that the vision is clearly
communicated and understood at all levels of the organization. People are motivated by challenges that will
have a positive effect on their daily work, by those which are satisfying , and by challenges that support shared
values. By communicating and sharing the vision each employee will better understand how their role, position
and activities are integrated into the organization’s vision as a whole. Without knowledge of the positive vision
and its benefits for the future, people see only the pain of changes and are, therefore, likely to resist them. They
may even define their own vision and it will be only pure luck if these visions are the same as that of the
organization.

The following questions may help in formulating your Vision Statement:

 What does your organization believe in (values)?
 What would it like to become or create?
 What goals and objectives will you use to move forward with your vision?
 What guidance/support will be provided in reaching these goals?
 Is your Vision Statement specific but general enough to allow for change?
 Can this vision be communicated to all levels of the organization?
 How will you communicate the vision?
 What guide posts and controls will you implement to measure your success?

A shared vision should never revolve around one person but must be shared by all. It should bind people
together around a common goal and a sense of a future destiny.
Abha, Assir Region
Al-Birk General Hospital
Kingdom of Saudi Arabia
Ministry of Health

Both the Vision and Mission Statements should be translated into action and measurable performance targets
should be set. Those statements which include quality in the forefront of organizational commitments send a
strong message to organizational leaders, staff and to the customer.

The attached Vision Checklist (Attachment A) can be used to ensure that your Vision Statement is clear and
relevant.

VISION STATEMENT CHECKLIST

(Attachment A)

VISION CHECKLIST YES NO

A written Vision Statement exists which outlines.

 where the department would like to be in the future.

Abha, Assir Region
Al-Birk General Hospital
Kingdom of Saudi Arabia
Ministry of Health

 contains realistic goals and objectives

 is developed in conjunction with all department staff

 is consistent with professional standards and/or practice guidelines

 is communicated to all department staff

 is approved by next level of management and is signed and dated

 is reviewed annually and when deemed necessary

MISSION / VISION HIERARCHY

(Attachment B)
Abha, Assir Region
Al-Birk General Hospital
Kingdom of Saudi Arabia
Ministry of Health

Gain
Customer
Commitment

Meet
Customer Needs

Anticipate
Customer Needs

Exceed
Customer Expectations

Meet
Customer Requirements

Determine Customer
Requirements and Expectations

Identify Customers
By Organization * by key Contacts
Abha, Assir Region
Al-Birk General Hospital
Kingdom of Saudi Arabia
Ministry of Health

FORMING A SHARED VISION

If an institution’s vision is to be a catalyst for substantial improvement, it must be a shared vision. Deming calls
this commitment to a shared vision a “constancy of purpose”.

Senge describes several levels of commitment or possible attitudes toward a vision:

 Commitment
 Enrollment
 Genuine compliance
 Formal Compliance
 Grudging compliance
 Noncompliance
 Apathy

Mush of the time, what passes for commitment to a vision is compliance. Compliant followers go along with a
vision and do what is expected of them. For enrollment, an individual must by free choice become part of the
shared vision. A committed individual feels fully responsible for making the vision happen. A committed
person brings energy, passion, and excitement to the achievement of the vision.

As _________________, Associate Medical Director of __________Community health Plan in

_____________ notes in her case study, management builds a shared vision by helping others to develop their
own personal visions. She suggests first creating questions in employees’ minds about what they do and then
helping them to see that Quality Improvement offers new and more effective possibilities.

Using Criteria for a Strong Vision Statement

How should a health care organization evaluate its current or draft vision statement? Vision statements should
meet the following criteria to be effective catalysts for change:
 The vision should be compelling.
 It should be easy to understand and memorable.
 It should be an achievable stretch.
 It should be motivating because it creates tension between the current reality and the desired future
state.
 It should feel good because it reconciles one’s working life with the values of one’s personal life.
 It should be actionable because it can be translated into goals that can be made operational and
measured.
 It should differentiate the organization.
 It should be authentic and reflect the organization’s true nature.
Abha, Assir Region
Al-Birk General Hospital
Kingdom of Saudi Arabia
Ministry of Health

 It should ignite a personal vision of how one can contribute to the organization’s vision.
 It should be meaningful to everyone in the organization.

Developing an Actionable Vision Statement

The process of developing a vision statement that meets the aforementioned criteria and that will be the
basis for action throughout the organization includes the following six steps:

 Step 1: Prepare a management draft. Top management and the quality council, often assisted by an
external facilitator, go through a rigorous planning process, consider the criteria noted in the
preceding section, and draft a preliminary vision statement.
 Step 2: Conduct a reality check. This stage helps the vision evolve from a “pie-in-the-sky”
document into an exciting statement that meets customer expectations and the criteria discussed in
the preceding section. This evolution occurs through small group meetings among executive
managers and a wide range of people (managers, employees, board members, physicians, major
purchasers, patients and other customers). In these meetings, management gets reactions to the draft
vision statement and other ideas.

In addition, the reality check should include scrutiny of how the vision will help the organization to
succeed in the competitive environment. It may also be helpful to benchmark the vision against
other ”best-in-class” vision statements.
 Step 3: Revise and improve the vision. The quality control council reviews the input, revises the
preliminary vision statement, measures the new draft against the preceding criteria, and improves it
again until it develops a final version.
 Step 4: See board approval. After the final version ha been developed, the board of directors may
then choose to approve the vision statement, or it may decide to repeat step 3 to further refine the
statement.
 Step 5: Develop a deployment plan. The quality council develops a plan to communicate and
deploy the vision throughout the organization. This includes developing and tracking key
performance indicators, such as customer satisfaction results and clinical measures for realizing the
vision. These performance measures should be translated into goals, work plans, and a budget.
 Step 6: Deploy the vision. Each department or business unit develops its own vision based on a
similar approach and similar criteria. The vision of the department or business unit should describe
its dream to contribute to the organization’s vision in each of the key result areas. The department
vision should then also be deployed to individual employees through goals, work plans, and a
budget.

Common Problems with the Vision

Abha, Assir Region
Al-Birk General Hospital
Kingdom of Saudi Arabia
Ministry of Health

The following are common problems that may prevent an organization from having a successful vision:
 The vision was not inspirational in the sense that it could be aligned with individual personal values.
 The vision was not authentic. Management did not practice the values it was promoting in the
workplace.
 There was no ownership of the vision. The process for developing commitment was “top-down” and
did not permit the participation of all employees.
 The vision was too abstract and created misunderstanding and confusion when individuals tried to
interpret if for personal meaning and guidance.
 Management did not make the time to be personally involved in communicating the vision to
employees. They assumed everyone understood the company vision.
 The vision was not deployed; that is, it was not translated into goals and actions throughout the
organization.

Shared vision needs constant nourishing and reinforcing. The words of the vision statement must incorporate
the flexibility to adapt to change and to be creative.

Developing a Values Statement

1. Values represent the core priorities in the organization’s culture, including what drives members’
priorities and how they truly act in the organization, etc. Values are increasingly important in strategic
planning. They often drive the intent and direction for “organic” planners.
2. Developing a values statement can be quick culture-specific, i.e., participants may use methods ranging
from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent
experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they
might like to arrive at description of their organizational values.
3. Establish four to six core values from which the organization would like to operate. Consider values of
customers, shareholders, employees and the community.
4. Notice any differences between the organization’s preferred values and its true values (the values
actually reflected by members’ behaviors in the organization). Record each preferred value on a flash
card, then have each member “rank” the values with 1, 2, or 3 in terms of the priority needed by the
organization with 3 indicating the value is very important to the organization and 1 is least important.
Then go through the cards again to rank how people think the values are actually being enacted in the
organization with 3 indicating the values are fully enacted and 1 indicating the value is hardly reflected
at all. Then address discrepancies where a value is highly preferred (ranked with a 3), but hardly
enacted (ranked with a 1).
Kingdom of Saudi Arabia
Abha, Assir Regi
Al-Birk General Hospital
Ministry of Health

VALUE STATEMENT

 Team work (We work Together to

reach our goals)

 Perfection (Always striving for

Improvement)

 Respect (for employees, patients

and the community)

 Creativity (We will always be

looking for new ways to do
things and solve
problems)

 Integrity (Always acting with

honesty and in accordance
with our core values)