The establishment of hospital committees is among the policies of the Ministry of Health and Medical Education for better providing and qualitative and quantitative upgrading of services in health centers. Hospital committees are the central element of planning and guidance of the hospital complex and an outstanding example of participatory management in the adoption of critical and systematic decisions for problem solving and qualitative and quantitative promotion of services to the people. The committees will serve as the arm of the hospital management and its complementary element.


Moheb Mehr Hospital Committees:

  • Health Information Management (HIM) and Information Technology (IT) Committee
  • Accident and Disaster Risk Management Committee
  • Environmental Health Committee
  • Infection prevention and control (IPC) Committee
  • Occupational Health and Safety (OHS) Committee
  • Mortality, Complications and Pathology and Tissue Committee
  • Clinical and Medical Ethics Committee
  • Monitoring and Quality Assessment Committee
  • Medication and Medical Equipment and Economics of Treatment Committee
  • Blood Transfusion Committee
  • Team Leadership and Management Committee
  • Committee for Strategic Upgrade of Emergency Services
  • Committee on Clinical Nutrition

Moheb Mehr Hospital has substituted novel and scientific management systems with traditional approaches. With a process-oriented thinking and systematic management attitude, it has always taken into consideration the organizational excellence model to reach its goals with the core emphasis on patients as well. Among the important notes of management in the hospital is patient-centeredness, delegating authority to managers of departments to specialize responsibilities, balanced strategic management, function-based management system, organizational culture management, and focus on merit.


The primary policies of the hospital are as follows:

1- Giving priority to promoting the safety of patients, carers, physicians, and staff

2- Commitment to continuous quality improvement (CQI) via periodic surveillance and assessment

3- Optimum and efficient exploitation of human resources, financial resources, equipment, and physical space in the hospital

4- Academic and systematic management in accordance with national and international standards

5- Assessing the hospital’s performance to attain the objectives and strategic plans by applying the balanced scorecard (BSC) instrument

6- Taking into consideration upgrading the health of service recipients, environment, staff, and community with the approach of deploying standards of Health Promoting Hospitals (HPH)

7- Scientific survey of beneficiaries with seasonal sequence and evaluating and monitoring the results gained for the improvement of the satisfaction level, loyalty, and value creation by the third party company and presenting feedback to process owners

8- Decision-making on the basis of collective wisdom (collective intelligence) and scientific findings and utilizing the viewpoints and recommendations of staff, patients, and referred ones in hospital committees

9- Using efficient and experienced manpower and their periodic education

10- Empowering staff through holding educational and entertainment workshops

11- Transparency of the accounts (invoice) and the patients’ payment amounts with the centrality of justice and according to the tariffs approved by the Council of Ministers and the book of relative values of health services and care

All this hospital’s administrators and staff regard themselves obligated and undertaking to the observance of current standards in the hospital in the respective scopes of the job. We believe that upgrading the quality of safety improvement services and the satisfaction of stakeholders will undoubtedly contribute to the hospital’s growth and excellence for the better provision of health services.




Our Slogan

Desirable treatment for everybody

(Health for All)



Macro Goals:

The accomplishment of the following objectives has always been taken into account by the hospital’s management and staff, and we seek the circumstances facilitating the attainment of these goals with complete sincerity and commitment. On the basis of a well-organized, pre-specified, and systematic plan, we have therefore taken actions for the realization of management system goals as described below:

1- Risk management and upgrading patient and staff safety

2- Developing and promoting the quality and quantity in the delivery of services

3- Value creation for customers and enhancing their satisfaction

4- Improving human resource management (HRM)

5- Expanding revenues, strengthening financial strength, and declining expenditures

Definition of Standard

Standard is a pattern or model that is generally accepted by some users.



Current Standards at Moheb Mehr Hospital:

1- National Hospital Accreditation Standard

2- ISO 9001 Standard (Quality Management System (QMS)) – 2015

3- ISO 10002 Standard (Satisfaction of Customers) – 2018

4- OHSAS 18001 Standard (Occupational Health and Safety Management System) – 2018

5- ISO 10015 Standard (Training) – 1999



1- National Hospital Accreditation Standard

Accreditation means a systematic assessment of healthcare centers with specific standards that emphasize the continuous improvement of quality, being patient-centered, and improving patient and staff safety.


2- ISIRI-ISO 9001 Standard

This standard specifies requirements for a quality management system (QMS) and insists on the following items:

– Policy statement and quality objectives

– Duties and job descriptions and authorities

– Policies and procedures (methods of implementation)

– Control, monitoring, and surveillance

– Recognizing the nonconformities and planning corrective and preventive action

3- ISIRI-ISO 10002 Standard

This national and international standard is a process standard. This standard gives an emphasis on the process of customer satisfaction and grievance follow-up (Complaints Handling).

4- OHSAS 18001 Standard

This standard emphasizes occupational health and safety, meaning the safety of spaces and infrastructures – equipment – human beings (whether staff or patients), and processes.

5- ISIRI-ISO10015 Standard

This standard is a process standard insisting on education and training.


Goals of organizational standard:

1- Standardizing the activities in different sections, times, and staff

2- Generating mutual perception of the demands of organizations under the contract with the hospital, senior executives, middle-level managers, and staff of quality requirements

3- Requesting, registering, and issuing certificates of performance compliance for the organization

4- Demonstrating the capability of the organization in conjunction with the degree of satisfying requirements associated with quality and safety

5- Upgrading the satisfaction level of the organization’s stakeholders through employing the identical, standard, and scientific approaches and repeated monitoring of these requirements, and recognition of points with the capability of improvement.

We have excelled in the evaluation of national accreditation.

Moheb Mehr Hospital succeeded to obtain the first-class rank by the treatment deputy of Iran University of Medical Sciences. Achieving this position represents the enthusiasm, teamwork, and belief of all staff in the delivery of high-quality services. Under the auspices of the Transcendent God, we hope to strive in line with providing optimum and top medical services in the domain of treatment in accordance with the organization’s mission.

Quality Improvement (QI) Department

Manager: Mina Azarmi

This Unit has been launched for the deployment of hospital standards and quality management systems (QMS) and surveillance of relevant quality indices in the hospital. Besides, it monitors and oversees the amount of accomplishing the strategic and operational objectives and the indicators associated with it.

The most central activities of this unit are as follows:

  • setting up of advanced quality management standards, including National Accreditation, ISO 9001, ISO 10015, ISO 10002, ISO 18001 (OHSAS), clinical governance, and…
  • Deployment and supervision on holding hospital committees
  • controlling and following up the approvals of control meetings
  • supervision on the implementation of standards with the organization and leadership of the hospital internal audit team
  • monitoring the amount of achieving the goals by the design and completion of the hospital’s Balanced Scorecard (BSC) with respect to prospect, mission, values, and strategic objectives
  • quality improvement of all hospital procedures by monitoring the metrics of all clinical, para-clinical and administrative units via a Balanced Scorecard Tool
  • overseeing, assessment, and following up on complaints and criticisms of referred ones and giving feedback to clients for promoting the service quality