TGI Hospital Planning Framework

1. 06-11 Aug 2012
CONFIDENTIAL AND PROPRIETARY TO THE PARTIES IN DISCUSSION.
Contact:
sales@taurusglocal.net
drgupta@taurusglocal.com
Website:
www.taurusglocal.com

2. Activity What we do
Services planning –
service mix, facility
configuration
- Service mix – Determination of the breadth and depth of services to
be offered in the facility
- Facility configuration – Determination of the type and
number of clinical facilities in the hospital (beds, ICU’s, OT’s, etc)
Facility planning - Involvement in facility design to drive clinical area layouts, standards
followed (NABH, JCI, LEAN)
- Experience working with specialist healthcare interior designers and
architects
- Involvement in evaluation and identification of specialist healthcare
Interior designers and architect
Technology and
Medical equipment
planning and
Implementation
- Developing a medical equipment plan (number, type and phasing)
- Evaluation and identification of the HIS vendor
- Managing the implementation process
- HIMSS level
- Experience in working with leading national / international vendors
People planning - Workforce planning
- Experience in workforce optimization in running hospitals
- Experience in evaluation and recruitment of key operating leaders
Operations planning - Experience in developing hospital systems and processes
- Experience in operating performance improvement in running hospitals
- Involvement in planning and implementation of support services
(kitchen, laundry, housekeeping, supply chain, bio-medical waste
management, medical gases, chemical drainage, medical fire safety
designing, etc)
Engineering Planning - Engineering planning (HVAC, MEP, PHS, Structural, etc), design
development and engineering vendor management
Pre-commissioning
support
- Managing pre-commissioning activities like dry runs, training, etc
GREEN-FIELD HOSPITAL PLANNING STRATEGY
Green-Field Hospital Planning
EXTENSIVE HOSPITAL
PLANNING SAVES COST
IN THE LONG RUN
TG offers unique combination of
healthcare, management
and IT for hospital planning
TG designs the hospitals from
people, process and
technology perspective
TG has a top down approach; we
start from the vision of the
promoters
TG will work with promoters to
select the architects and
builders
TG will build Governance
structure to monitor the
progress as per Roles and
Responsibilities
TG will offer its force multiplier
framework– holistic
healthcare, medical value
travel, medical education
and research

3. TECHNOLOGY IN HOSPITAL PLANNING
Technology Action
Software - Select the Hospital software upfront, so that it matches
with hospital design, architecture and workflow. It is very
expensive to change later.
Selection of Medical
Devices
- Select medical devices such as radiology, imaging,
diagnostic, monitors, ventilators etc that can be integrated
with Hospital software, hardware and network. It is very
expensive to change later.
Hardware - Allocate space for Data centers, Network cabinets, wiring
and ports as per the number of laptops/desktops required
in each Department and ward. It is very expensive to
change later.
Network - Calculate the network load as per OPD/IPD load. Plan
for internal and external network while hospital is being
designed. Engage a network wiring expert and ISP for
network along with hospital electrical wiring. It is very
expensive to change later.
Green-Field Hospital Planning

4. PROVIDING TECHNOLOGY EVALUATIONS AND
DEPLOYMENT STRATEGIES
I T I S A H A N D M A I D E N
O F D I G I T A L H O S P I T A L S
Choosing the right technology platform for a
healthcare organization is a truly
complex decision.
Multivariate environment with cultural
challenges typically cloud and obstruct
implementation and adoption.
TG builds a ‘flexible’, ‘dynamic’, long-term
IT roadmap that is totally aligned to
business needs
TG believes that IT can be a key catalyst for
clinical transformation across healthcare
organizations.
A T R U L Y D I G I T A L H O S P I T A L
R E Q U I R E S T O T A L C L I N I C A L
T R A N S F O R M A T I O N
Hospital
Information
System
Clinical
Lab
Radiology
Pharmacy
MIS
ERP
Key Services

5. THE TEAM WILL IDENTIFY A MINIMUM SET OF COMPONENTS OF THE IT
SOLUTION, THAT WILL BE REQUIRED TO RUN THE CLINIC NETWORK
Solution Framework
User
Interface
Database
Interface
Output
Reports
ERP
Integrated Healthcare Enterprise (IHE)
Evidence
Based
Medicine
Radiology
Management
System
EMR
Centralized
Healthcare
Records
Database
Laboratory
Management
System
Admin
Portal
Reports
Physician
Portal
Third Party
Apps
and Plug-ins
Supply
Chain
Management
Patient
Portal

6. Prescribed
Medicines
Lab
Results
In-Patient
Records
Out- Patient
Records
Single
Sign-On
Database
IHE
Reports
EMR
Patient
Portal
Physician
Portal
View
EMR
Single
Sign-On
Schedule
Visit
Drug
Information
Lab
Results
CPOE
Phase I Phase II
High ROI on
Low Complexity Left
Moderate ROI and
High Complexity Right
Solution Framework
PHASING OF THE COMPONENTS OF THE IT SOLUTION WILL BE DONE BASED
UPON ROI AND COMPLEXITY

7. Phase I
Phase II
Solution Framework
A PHASED IT ROADMAP WILL LOOK LIKE THIS FROM A HIGH-LEVEL, WHERE
DRILL-DOWN INTO DETAILS OF EACH COMPONENT WILL BE POSSIBLE.

8. BOOT-STRAPPING HEALTHCARE ORGANISATION
CHANGE MANAGEMENT
C A U S E M E T H O D O L O G Y
TG will implement it’s proprietary
CAUSE methodology for
managing change in people,
process and technology.
• Consciousness of need to change
• Aspiration to support change
• Understanding how to change
• Strength to over come hurdles
and implement change
• Ecosystem to support, sustain
and adopt change
S M O O T H T R A N S I T I O N
F R O M C U R R E N T T O
O P T I M A L S T A T E
Key Services

9. OPERATIONS PLANNING IN HOSPITAL
Protocol/ SOP Action
Protocol/SOP Design - Each step will be documented in the clinical and support
services, to reduce waiting time and remove wastage.
Protocol/SOP
Implementation
- Implement the designed workflow into the hospital
practice i.e. make sure the processes are actually
consistently practiced according to the design, when
managing patients on an individual basis
Accreditation – NABH,
JCI
- Plan for NABH and JCI – Create Project Plan to get
Accreditation
- Implement Accreditation Plan (Make sure that the project
plan above is strictly carried out and followed in practice)
Hospital Operations - Run hospital once commissioned. Operate the hospital as
per plans above.
Green-Field Hospital Planning

10. BUILDING NEXT GENERATION PRACTICES
A C C R E D I T E D H O S P I T A L
E N S U R E S S A F E T Y
TG has expertise in implementing the
NABH standard for hospital process
accreditation - First step
TG will lead the organization to acquiring
JCI accreditation - Second maturity level
TG can then move the organization up
the value chain of quality and outcomes
management through methodologies
such as ‘lean healthcare’, six sigma
implementations and the Malcolm
Baldridge model for organizational
excellence – Global Quality Benchmarks
N A B H / J C I S T A N D A R D
Patient Centred Standards
1 Access, Assessment and Continuity of Care (AAC)
2 Care of Patients (COP)
3 Management of Medication (MOM)
4 Patient Rights and Education (PRE)
5 Hospital Infection Control (HIC)
Organization Centred Standards
6 Continuous Quality Improvement (CQI)
7 Responsibilities of Management (ROM)
8 Facility Management and Safety (FMS)
9 Human Resource Management (HRM)
10 Information Management System (IMS)
Key Services

11. STREAMLINING HEALTHCARE PROCESSES
THROUGH OPTIMIZATION METHODOLOGIES
P R O C E S S
O P T I M I Z A T I O N
Healthcare processes are fraught with
inefficiencies and waste. Usually this
is an optimization problem.
Healthcare process optimization
requires unique and industry specific
approaches.
TG has developed individually
customizable, healthcare specific,
optimization frameworks.
TG has unlocked extraordinary value
through process optimization while
retaining the unique culture of each
organization
R E D U C E W A S T E I N T H E
S Y S T E M A N D I M P R O V E
T H E B O T T O M - L I N E
Key Services

12. PEOPLE PLANNING IN HOSPITAL PLANNING
People Action
Governance Structure
Definition
- Create a document that describes responsibilities and structure of all
people in the organization.
- Common skills- e.g. nurses, OPD receptionist, OPD Manager, Ward
Boys etc
- Specialist skills- e.g. Heads of various departments, Consultants
and staff specific for each Department.
- Management skills- e.g. Board members, Senior Management
(CEO, CFO), Middle Management.
- Define who does what job; and who manages whom; and who
reports to whom.
C level hiring - Hire Top management - CEO, COO, CIO, CFO and Head of
Marketing etc.
Complete Hiring of all hospital
employees needed
- Engage all the consultants and hospital staff
Customer Service - Define the customer service standards - Patient spends only 10 min
with the doctor whereas spends the rest of the day with the staff. All
the hospital staff has to be trained for giving same experience to the
patient.
Training - Train the staff to provide good quality service.
Career Path - Provide rewards, promotion and growth for the staff to prevent them
from leaving the hospital
Green-Field Hospital Planning

13. DEPLOYING HEALTHCARE SERVICE INNOVATION
STRATEGIES
I N N O V A T I O N I S A C U L T U R E
N O T A S T R A T E G Y
Organization culture follows the 5-monkey
theory.
Organizations not designed ‘ground up’ for
innovation will not be creative.
Innovation strategies can be
extraordinarily disruptive.
Culture of innovation has to be nurtured in
the organization.
TG works with clients to select and deploy
innovative improvements that
measurably improve service quality
and provides truly ‘out of the box’
thinking to the organization.
D E P L O Y I N N O V A T I O N S
A N D M E A S U R E
O U T C O M E S
Transformative
Leadership
Next
Practices
Process
Innovation
Incremental
Improvements
Existing
Operational
Models
Obsolete
Resilience
Business as
Usual
Short Term
Gains
Long Term
Success
Healthcare Process Optimization

14. Focused Engagement
for assessment,
planning, and design
Follow-up every month
to monitor and mentor
the implementation of
recommendations
Review quarterly
and yearly to
ensure value is
delivered
Engagement Framework
Sign the
contract
with TG
TG will mobilize
the team
TG will visit the
site for initial
assessment
Onsite engagement for
detailed assessment,
planning and design
Full blue-print of the hospital
Need approvals on blue-print and
timelines to execute the plan
GREEN-FIELD HOSPITAL PLANNING

15. Holistic
Healthcare
Clinical
Research
Medical
Education
Hospitality
AYUSH for
Prevention and
Rehab
Medical Value
Travel and
Logistics
Direct
Connectivity
to Airport
Strategic Alliance
with global Insurance
and legal entities
Strategic Alliance
with global Pharma,
Biotech and CRO
Strategic Alliance
with leading medical
education brands
Managed by an elite
hospitality and
entertainment brand
Strategic Alliance
with local spas
and resorts
Recognition/Approvals
from Accreditation body,
Govt, Municipal, Travel
and Security Agencies
TG FORCE MULTIPLIER FRAMEWORK: VISION TO
EXECUTION

16. QUOTE FROM MOTHER OF NURSING
“The effect on sickness of beautiful objects, on variety of objects
and especially brilliancy of colours, is hardly to be appreciated.
Such cravings are usually called the “fancies” of patients but
these “fancies” are the most valuable indication of that which is
necessary for their recovery. People say that the effect is only on
the mind. It is no such thing. The effect is on the body too. Little
as we know about the way in which we are affected by form and
colour and light, we do know this: that they have an actual and
physical effect. Variety of form and brilliance of colour in the
objects presented to patients are an actual means of recovery”
- Florence Nightingale
Contact:
sales@taurusglocal.net
drgupta@taurusglocal.com
Website:
www.taurusglocal.com