no1 trust hospital in minato-ku tokyo

Strategic objectives

quality,
service excellence,
operational performance,
education,
research,
physician relations,
workforce development,
community health and advocacy.

Physician-To-Population Ratios*
Physician
Need Per
100,000
Primary Care
Family Practice
35.0
Internal Medicine
27.0
Obstetrics/Gynecology
13.0
Pediatrics
13.0
Subtotal Primary Care
88.0
Medical Specialties
Allergy/Immunology
1.0
Cardiology
6.0
Dermatology
2.3
Endocrinology
0.9
Gastroenterology
1.7
Hematology/Oncology
2.5
Infectious Disease
2.5
Nephrology
0.9
Neurology
2.2
Physical/Occup. Medicine
1.3
Pulmonary Medicine
1.5
Rheumatology
0.8
Subtotal Medical Specialties
23.5
Surgical Specialties
Cardiothoracic Surgery
1.1
General Surgery
7.0
Neurosurgery
1.3
Ophthalmology
3.3
Orthopedics
7.0
Otorhinolaryngology
3.2
Plastic Surgery
1.2
Urology
3.1
Vascular Surgery
0.7
Subtotal Surgical Specialties
27.9
Other Specialties
Anesthesiology
5.5
Pathology
4.5
Psychiatry
10.0
Radiology
8.0
Radiation Oncology
0.9
Subtotal Other Specialties
18.9
Total All Specialties
158.3
*In 1990, the Graduate Medical Education National Advisory Committee published physician-to-population ratios by specialty.

Governance Functions

Establishing the vision, mission and strategic directions;

Providing fiscal and legal oversight (accountability);

Selecting, evaluating and terminating (if necessary) the chief executive officer;

Linking to the external community through a variety of stakeholders;
Developing and generating necessary resources;

Ensuring appropriate management systems;

Attending to board self-management through continuous evaluation and improvement;

Advocating on behalf of the organization and its mission.

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marketing capability model
http://www.nonkou.com/writings/marketing-capability.pdf

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