| Resilience & Sustainability |
9.h – Define critical supplies and disaster roles
|
2025 |
0 |
Not Started |
| Resilience & Sustainability |
9.g – Run scenario-based simulations and update plans
|
2025 |
0 |
Not Started |
| Resilience & Sustainability |
9.f – Secure long-term sustainability funding
|
2025 |
0 |
Not Started |
| Resilience & Sustainability |
9.e – Build resilience partnerships for climate/emergency risks
|
2025 |
0 |
Not Started |
| Resilience & Sustainability |
9.d – Train staff and appoint green champions
|
2025 |
0 |
Not Started |
| Resilience & Sustainability |
9.c – Maintain baseline data and performance reviews
|
2025 |
0 |
Not Started |
| Resilience & Sustainability |
9.b – Implement energy-saving and circular economy practices
|
2025 |
0 |
Not Started |
| Resilience & Sustainability |
9.a – Track and report energy, waste, and fuel use
|
2025 |
0 |
Not Started |
| Financial Strength |
7.n – Train billing and collections teams in line with the Billing Process Internal Audit Report
|
2025 |
0 |
Not Started |
| Financial Strength |
7.l – Strengthen contract reviews and compliance
|
2025 |
0 |
Not Started |
| Financial Strength |
7.k – Implement inventory system and track invoices/payments
|
2025 |
0 |
Not Started |
| Financial Strength |
7.j – Establish a new Agreement with Government to support payment for non‑covered services
|
2025 |
0 |
Not Started |
| Financial Strength |
7.i – Onboard and maintain a business development team
|
2025 |
0 |
Not Started |
| Financial Strength |
7.h – Obtain 501(c)(3) charitable status
|
2025 |
0 |
Not Started |
| Financial Strength |
7.g – Design plan to launch new private services
|
2025 |
0 |
Not Started |
| Financial Strength |
7.f – Complete market scan to identify priority private services
|
2025 |
0 |
Not Started |
| Financial Strength |
7.e – Optimize procurement functions including contracts, pharmaceuticals, and supplies management
|
2025 |
0 |
Not Started |
| Financial Strength |
7.d – Roll out EHR‑based forecasting tools
|
2025 |
0 |
Not Started |
| Financial Strength |
7.c – Implement training on budgeting processes and tools aligned to strategic planning
|
2025 |
0 |
Not Started |
| Financial Strength |
7.b – Develop forecasting and expense prioritization frameworks.
|
2025 |
0 |
Not Started |
| Financial Strength |
7.a – Establish a cost improvement team and conduct expense reviews.
|
2025 |
0 |
Not Started |
| Data & Discovery |
6.j – Establish national data reporting working group
|
2025 |
0 |
Not Started |
| Data & Discovery |
6.i – Host a “Research and Data Awareness Day”
|
2025 |
0 |
Not Started |
| Data & Discovery |
6.h – Launch a pilot improvement project using clinical audit data
|
2025 |
0 |
Not Started |
| Data & Discovery |
6.g – Expand partnerships for collaborative research
|
2025 |
0 |
Not Started |
| Data & Discovery |
6.f – Identify and sign MoUs with academic or research partners
|
2025 |
0 |
Not Started |
| Data & Discovery |
6.e – Build staff capacity using internal/external trainers
|
2025 |
0 |
Not Started |
| Data & Discovery |
6.d – Offer foundational training on clinical audits, ethics, and data interpretation
|
2025 |
0 |
Not Started |
| Data & Discovery |
6.c – Implement centralized registry for audits and research topics
|
2025 |
0 |
Not Started |
| Data & Discovery |
6.b – Form a Research Ethics & Oversight Group and expand partnerships
|
2025 |
0 |
Not Started |
| Data & Discovery |
6.a – Develop and approve a simplified governance framework
|
2025 |
0 |
Not Started |
| Modern Infrastructure |
5.g – Establish whole capital lifecycle costing structure
|
2025 |
0 |
Not Started |
| Modern Infrastructure |
5.f – Develop resourcing plan aligned to future infrastructure needs
|
2025 |
0 |
Not Started |
| Modern Infrastructure |
5.e – Upskill maintenance staff
|
2025 |
0 |
Not Started |
| Modern Infrastructure |
5.c – Improve air quality monitoring and real-time responses
|
2025 |
0 |
Not Started |
| Modern Infrastructure |
5.b – Develop business plan to secure funding for major upgrades
|
2025 |
0 |
Not Started |
| Modern Infrastructure |
5.a – Develop coordinated estate and capital lifecycle plan
|
2025 |
0 |
Not Started |
| Digital Innovation |
4.o – Raise public awareness of telemedicine
|
2025 |
0 |
Not Started |
| Digital Innovation |
4.n – Review and expand telemedicine services
|
2025 |
0 |
Not Started |
| Digital Innovation |
4.m – Track telemedicine use and identify improvement areas
|
2025 |
0 |
Not Started |
| Digital Innovation |
4.l – Train providers & clients on virtual care options
|
2025 |
0 |
Not Started |
| Digital Innovation |
4.k – Launch a coordinated telemedicine program
|
2025 |
0 |
Not Started |
| Digital Innovation |
4.j – Upgrade Sister Island systems with telemedicine tools
|
2025 |
0 |
Not Started |
| Digital Innovation |
4.i – Improve digital health literacy
|
2025 |
0 |
Not Started |
| Digital Innovation |
4.h – Advance a digital health strategy using Meditech, Omnicell & AI
|
2025 |
0 |
Not Started |
| Digital Innovation |
4.g – Achieve ISO 27001 cybersecurity certification
|
2025 |
0 |
Not Started |
| Digital Innovation |
4.f – Allocate funding for IT infrastructure and resilience
|
2025 |
0 |
Not Started |
| Digital Innovation |
4.e – Increase staff cybersecurity training
|
2025 |
0 |
Not Started |
| Digital Innovation |
4.d – Strengthen IT helpdesk response times
|
2025 |
0 |
Not Started |
| Digital Innovation |
4.c – Reduce system errors and inefficiencies
|
2025 |
0 |
Not Started |
| Digital Innovation |
4.b – Standardize EHR training and promote usage benefits
|
2025 |
0 |
Not Started |
| Future-ready Workforce |
3.k – Pilot hybrid work options for staff flexibility
|
2025 |
0 |
Not Started |
| Future-ready Workforce |
3.j – Launch wellness programs and mental health training for staff
|
2025 |
0 |
Not Started |
| Future-ready Workforce |
3.i – Train and empower middle and senior managers as decision-makers
|
2025 |
0 |
Not Started |
| Future-ready Workforce |
3.h – Define role-specific KPIs and link them to rewards
|
2025 |
0 |
Not Started |
| Future-ready Workforce |
3.e – Assess staffing levels and skills mix to guide workforce rightsizing
|
2025 |
0 |
Not Started |
| Future-ready Workforce |
3.d – Streamline recruitment and reduce onboarding time
|
2025 |
0 |
Not Started |
| Future-ready Workforce |
3.c – Improve staff retention through wellness, housing, and development
|
2025 |
0 |
Not Started |
| Future-ready Workforce |
3.b – Offer flexible, non-monetary recognition and support programs
|
2025 |
0 |
Not Started |
| Smarter Care Delivery |
2.m – Train staff in mental health and embed early assessments
|
2025 |
0 |
Not Started |
| Smarter Care Delivery |
2.k – Optimize use of EHR to track follow-up and outcomes
|
2025 |
0 |
Not Started |
| Smarter Care Delivery |
2.j – Expand health education and outreach
|
2025 |
0 |
Not Started |
| Smarter Care Delivery |
2.i – Introduce “Wards of Excellence” or DNV equivalent
|
2025 |
0 |
Not Started |
| Smarter Care Delivery |
2.h – Strengthen clinical education and training frameworks
|
2025 |
0 |
Not Started |
| Smarter Care Delivery |
2.g – Engage all staff in quality monitoring
|
2025 |
0 |
Not Started |
| Smarter Care Delivery |
2.e – Use utilization data to guide budgeting and planning
|
2025 |
0 |
Not Started |
| Smarter Care Delivery |
2.d – Align services and financing with population health needs
|
2025 |
0 |
Not Started |
| Smarter Care Delivery |
2.c – Coordinate care via EHR and dashboards
|
2025 |
0 |
Not Started |
| Smarter Care Delivery |
2.b – Implement targeted public engagement strategy
|
2025 |
0 |
Not Started |
| Smarter Care Delivery |
2.a – Strengthen reputation through transparent, proactive communication
|
2025 |
0 |
Not Started |
| Stronger Governance |
1.k – Align Board procedures with Statutory Board Policy
|
2025 |
0 |
Not Started |
| Stronger Governance |
1.j – Integrate governance principles into clinical practice
|
2025 |
0 |
Not Started |
| Stronger Governance |
1.i – Optimize dashboards for clinical governance metrics
|
2025 |
0 |
Not Started |
| Stronger Governance |
1.h – Link clinical governance responsibilities to performance reviews
|
2025 |
0 |
Not Started |
| Stronger Governance |
1.g – Formalize and embed clinical governance
|
2025 |
0 |
Not Started |
| Stronger Governance |
1.f – Improve alignment with reporting requirements
|
2025 |
0 |
Not Started |
| Stronger Governance |
1.e – Strengthen alignment with MoHSD and NHI
|
2025 |
0 |
Not Started |
| Stronger Governance |
1.d – Establish PMO-coordinated working groups
|
2025 |
0 |
Not Started |
| Stronger Governance |
1.c – Standardize governance responsibilities and reporting lines
|
2025 |
0 |
Not Started |
| Stronger Governance |
1.a – Strengthen formal governance structure
|
2025 |
0 |
Not Started |
