Ask a hospital board how well the institution is really performing, and most answers rely on financial reports alone. But strong revenue can mask weak service delivery, and a full waiting room doesn't mean good care. A structured strategic review looks past the balance sheet to diagnose the real strengths and weaknesses of hospital performance.

This training course, delivered by the Arab British Fellowship Training Academy, walks participants through that diagnostic process using examples drawn from hospitals across the Arab world. It is built for people who plan or influence hospital strategy and want a practical, repeatable method for reviewing performance — not just a theoretical model.

How attendees will benefit?

• Ask the comprehensive, critical questions that any strategic hospital review needs to answer accurately.
• Add, remove or adjust administrative tasks based on how they affect overall hospital performance.
• Apply a strategic management model to evaluate financial results and governing factors in Arab hospitals.
• Assess external threats and opportunities alongside internal strengths and weaknesses.
• Move from strategic analysis to real alternatives and an actual strategic choice.
• Track the implementation of a chosen strategy and evaluate its results over time.

Target Audience

• Newcomers to operations and management planning.
• Hospital directors looking to strengthen their strategic management experience.
• Graduates of medical and administrative colleges.
• Anyone interested in studying health management.

Module 1: The Strategic Review Method — What It Actually Diagnoses

• How a strategic review differs from a routine financial or operational report.
• Reading hospital performance through Arab-world case examples.

Module 2: Hospital Goals and Institutional Reputation

• Setting realistic, measurable goals for hospital management.
• Managing the reputation of the medical institution as a strategic asset.

Module 3: Where the Hospital Sits Between Government and Society

• The relationship between medical institutions and government bodies.
• The medical institution's responsibilities toward the wider society it serves.

Module 4: Planning and Diversifying Health Services Across the Region

• Approaches to service planning drawn from Arab hospital examples.
• Diversifying services to match different community needs.

Module 5: Organizational Structure as a Strategic Asset

• How the hospital's organizational and administrative structure supports strategy.
• Adjusting structure to fit the outcomes of a strategic review.

Module 6: Community, Public Health and Long-Term Strategy

• The relationship between community, public health and health management.
• Feeding review findings back into long-term strategic planning.