Existing plans and upcoming strategies

Diagnostic testing  has become a critical feature of standard medical practice and services. Diagnostic testing may occur in successive rounds of information gathering, integration, and interpretation, as each round refines operational diagnosis. Diagnostic testing can often identify an ailment before it is clinically apparent; e.g. acute coronary artery disease can be identified by an enzyme estimation like Cardiac Troponin I/T, indicating the presence of coronary artery blockage even in the absence of symptoms.

Diagnostic professionalism is also nurturing appropriate use or appropriateness criteria for synthesising available scientific literature and expert opinions to motivate patient-specific decision making. With progressing diagnostic testing and substantial geographic variation in the application of various tools (partly due to limitations in the evidence base supporting usage), healthcare professional societies have developed these criteria for finding better match between patients and specific healthcare interventions. The task of choosing advanced and appropriate diagnostic testing is challenging for clinicians, partly because of the sheer volume of choices.

Checklists have also been implemented to improve the safety of care, e.g. preventing healthcare–acquired infections or errors in surgical care. Checklists can also improve diagnostics. Thus far, checklists have been developed for discrete, observable tasks, but the complexity of the diagnostic process, including associated cognitive tasks, may represent a fundamentally different type of challenge. In many countries, the medications are prescribed by medical practitioners only after reviewing diagnostic test findings. Modern medical care–disease diagnoses, determination of treatment plan, disease staging-prognosis, disease monitoring and management, screening for early disease detection, health check-ups and so forth, requires meticulous assay of quality evidence so as to make clear right judgements. Genu Path Labs, being one of SastaSundar’s initiative, everything revolves around meticulous assay of quality evidence. We understand that prompt response in critical cases can be a life saviour or change course of medical treatment and we deployed many initiatives to be prompt like the cases with abnormal reading are informed to doctors/patient attendant within fraction of time to ensure advanced clinical care in complicated situation.

At SastaSundar, we believe in the power of preventive healthcare for all. Diagnostic testing can be a game changer in our country in preventive healthcare. Data driven insights can help the citizens to adhere to best health care practices, can help citizens to take right decision at right time. We are working toward making available quality diagnostic testing to every sections of the society even to the remotest village. We are building an eco-system combining our diagnostic testing expertise with local level partnership to render best of diagnostic services. We have been providing a collaborative environment for outstanding services, dedicated core technical staff, consultants, associated team members, patients, and their families. This principle is set. Renewal of dedication to the safety and satisfaction of our patient-partners, sustained by patient-centric services will continue unabated as we develop the resources, build facilities, and integrate capabilities to continue facilitating superior services. We are grateful for the direction and thoughtful contributions of team who have made our recent accomplishments, a reality and our future plans, possible.

The planning effort identified four main aims to serve as guideposts of our priorities in the upcoming years. These were established in alignment with how our diagnostic support sets its service priorities: with our team members, colleagues and resources (including qualified technical staff, equipment, facilities and infrastructure) to provide safe delivery of patient-centric care in support of laboratory services aligned with public health needs. The influence of the mission, guiding principles and aims permeate this strategic plan and serve as a foundation to leverage Genu’s future. Pervading all plan sections, the various adaptive strategies focus on providing hope via pioneering the best diagnostic care and support to improve human health. And, the recently revised guiding principles integrate the organisational journey toward high reliability:

• Individual and collective passion for high reliability in safe delivery of patient-centric care in a clinical diagnostic support for the best support services;
• Multiplicity and inclusion of individuals and concepts;
• Compassion for our patients, their families and one another;
• Innovation in both preventing and solving problems;
• Accountability for the optimal use of all resources;
• Excellence in clinical scientific discovery and application; and
• Commitment to professional growth and development.

We encourage trans-generational and interdisciplinary communication to take out best from the team.  Opportunities are well planned, integrated, recurring, and systematic to adapt personnel practices and policies that will serve the next generations better. As these generations are accustomed to prompt, wide-ranging and obstacle-free communication tools allowing speedy and dynamic interactions with both existing team members and new entrants, the information cycle has no beginning or end. To such ends, our efforts account for the disruptive developments of a revolution in communication. Efforts to advance the principles of high reliability with high accuracy in diagnostic healthcare require more open-minded approaches based on educational background or training, keeping the patient at the centre of everything, and recognising that diversity of opinions provides the greatest opportunity for the best results. High priority focus is placed on organisational performance metrics by our laboratory information service team, involving standing metrics reports (for operations, safety performance, infection control, testing quality, clinical outcomes, quality and regulatory compliance, employee safety, etc.) for every quarterly meeting. Programmatic improvements are consistently implemented in response to board members’ recommendations.

In commercial healthcare in diagnostic field, the spread of patient-centric movement indicates the perceived value of functional specialisation vis-à-vis training and education. Even in this electronic age, all measures of diagnostic healthcare quality (clinical, functional, economic, and patient perceptions) have been considered equally. Concurrently, the impact of using the patient-centric model on patient safety, patient and family satisfaction, and patient engagements are also assessed. The resource requirements of employing this model can be easily determined with the implementation of this strategic plan in the human domain. Recruiting, developing, and retaining the right people require building the right culture and then organising the staff in ways that simplify the enormous complexities encumbering the clinical diagnostic environment. As the diagnostic and preventive healthcare landscape continues to evolve, our future success requires an organisational commitment to innovation, collaboration and fiscal stewardship. Together, we will bring to life new ideas, systems, and technologies that enable us to improve community health, near and far on diagnostic and preventive healthcare modalities. With our multi-disciplinary team, our strategic plan is founded on strategic pillars required for long-term growth and vitality. We will pursue these pillars in a vibrant and inclusive service community, equipped with the resources and infrastructure necessary for their successful implementation and sustainability.