The strategic plan for September 21 Medical city.

Abstract

The study aimed at making a strategic plan for the future medical city of September 21, which has not yet been established, and in this study (plan), the vision, mission and core values of the Medical City of September 21 were worked out by reviewing a set of visions, messages and core values in seven references to Arab and foreign medical cities.

> After that, this study (plan) moved on to analyze the internal and external environment of the Medical City (SWOT analysis), where the analysis included finding, placing and studying the strengths, weaknesses, opportunities and threats of the Medical City. Through the analysis of SWOT, the study (plan) was aimed at analyzing and finding the gap for the future medical city of September 21 and to make this study (plan) more realistic, scientific and topical, a questionnaire was prepared aimed at finding the gap in the analysis of SWOT and distributed to a sample of employees and managers in the health sector, graduates and doctors in the medical and administrative colleges.

> The study used the analytical and quantitative descriptive approach and the field study method, where the questionnaire was distributed to 40 samples among employees, graduates and doctors, where it was done in two stages due to the length of the main questionnaire. The first stage included a questionnaire containing opportunities and threats, was distributed to 20 samples other than medical specialties, while the second stage, which includes a questionnaire containing strengths and weaknesses (analysis of the internal environment), was distributed to 20 samples in different medical specialties between an administrator, a nurse, a doctor and other medical specialties.

> After that, all of them were analyzed by the SPSS statistical program, and the results showed a negative gap represented by the following negative number (-0.6066). Since the gap is negative, the idea of establishing a medical city is rejected and is not possible with the currently available possibilities, therefore, it should be directed and all efforts should be made to exploit, strengthen and support both strengths and opportunities and work to avoid and control both weaknesses and threats and reduce them to the maximum extent possible.

> After all, the study turned to the development of a set of strategic options, which included:

>  * Strategy of strength and Opportunities
>  * Strategy of weakness and strength
>  * Strategy of strengths and threats
>  * Strategy of weaknesses and threats

> Through these strategies, the strategic options for the Medical City were determined. Then the study moved on to setting the strategic goals of the September 21 Medical City and determining the strategic indicators for those strategic goals of the Medical City.

> Finally, this study included a proposed executive strategic plan that can be worked on in the future (after the establishment of the Medical City), which included tables that covered:

>  * Strategic objectives
>  * Operational objectives
>  * Strategic axes
>  * Activities and tasks followed to achieve the operational goal
>  * Time of implementation of the plan (five years)
>  * Responsibility for the implementation of the plan
>