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Tg hospital planning v12

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Tg hospital planning

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Tg hospital planning v12

  1. 1. TG Contact: sales@taurusglocal.net drgupta@taurusglocal.com Website: www.taurusglocal.com CONFIDENTIAL AND PROPRIETARY TO THE PARTIES IN DISCUSSION. 1
  2. 2. 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: HEALTHCARE ECOSYSTEM EVOLUTION Key is to align such investments into a truly symbiotic framework to leverage the full value of the portfolio. Power of synergy– consumption of one service automatically creates a demand for the other. Developing markets provide a, never before seen, unique opportunity for the healthcare industry to become truly holistic and patient centric. TG VISION OF HOLISTIC HEALTHCARE FACILITY 2
  3. 3. TG 3
  4. 4. DR PANKAJ GUPTA Dr Gupta is a qualified Dental Surgeon with an Executive MBA from IIMB. He also has a PG Diploma in Computers and a Special Diploma in Bioinformatics. Dr Gupta is a NABH and ISO certified consultant. He has applied Healthcare Quality standards for Healthcare process optimization. Dr. Gupta has over 2 decades of Healthcare industry experience which enabled process improvements, IT cost reduction, organization change management, and business transformation through implementation of Healthcare-IT solutions for Hospitals, Life-sciences and Pharma companies. Dr Gupta has been on the academic advisory board of IIHMR Delhi, a leading healthcare management institute. Dr Gupta is a member of the ICT subgroup of SIC in Health, part of the National Innovation Council under the Prime Minister’s Office, GOI Dr Gupta is a Board Member of HIMSS India Chapter. Dr Gupta is Health Innovator in Residence @ The International Centre for Health Innovation, Richard Ivey School of Business, The University of Western Ontario. As a founder of Taurus Glocal Consulting Dr Gupta leverages healthcare business knowledge and technology insight to provide business transformation across all healthcare stakeholders. Has played a vital role in meta data and data standards consulting with Ministry of Health and family welfare, Govt of India. Clinical transformation of Max Healthcare using IT as a change agent. Handled the complete ITO as the P&L leader from Perotsystems. As part of Infosys - Healthcare-IT standards consulting for a large HIS company in US. As part of Infosys - Provided strategy consulting to a large pharmaceutical packaging company to conceptualize and build the first ever online comprehensive chronic care management program. Developed EHR product for Infosys as part of the Canada eHealth go to market strategy. Setting up of captive offshore centre for CERNR, a market leader in Hospital information systems, for R&D, cost arbitrage and market outreach. At FCG, Conceptualized and implemented business transformation services for large US hospitals e.g. by building 24/7 IT operations support. As part of Satyam – Setup the PMO and implemented the first FDA validated offshore services centre in India for a UK based Pharma company. As part of Applied Biosystems Inc., a sister concern of Celera Genomics - Led a project for building an intelligent configurator to support the selection of DNA molecules for the Microarray plates, involved in the Human Genome project. PARTNER, TAURUS GLOCAL CONSULTING 4
  5. 5. MARTIN FISET Martin is a famous Architect and hospital planner from Canada with experience as planning consultant and project manager across Canada, US and abroad. Martin has over 40 yrs of experience in healthcare facilities programming and planning consultancy. In India Martin has the credibility of planning DM Healthcare MedCity Kochi, GM Modi Hospital Delhi, JayPee Institute of Medical Sciences GNoida, and Medanta MediCity Gurgaon. It is a synergistic partnership that combines Martin's healthcare facilities programming and planning consultancy and TG's strengths in IT planning, people and process planning, healthcare functional infrastructure planning, NABH/JCI standards consulting and overall program management. He has specialized in Healthcare Architecture during his masters and is an Architect by education. He has an extensive experience of the Healthcare Industry and has handled projects that included, functional and space programming, and detailed departmental planning for large and small healthcare facilities in Ontario, Alberta, Quebec and New Brunswick, and, in the United States, in Washington, Baltimore, and Philadelphia in early stages of his career . He has established & is leading Fiset Hospiconsult inc. since 1998 as President which offers facilities programming and design services to the healthcare sector. He is skilled in Architecture, Planning, Master Planning, Hospitals, Feasibility Studies, Strategic Planning, Architectural Design, Space Planning, Public Speaking, Programming, Concept Design, Teaching, Design Development, Project Planning that adds it to his versatility in handling different domains of healthcare projects. He has also been invited and provided lectures on hospital planning and functional space programming in India, the USA and Canada as well as France, Argentina and Chile. This is a Sample profile – the live project may have the same or similar skilled professional 5 INTERNATIONAL ADVISOR - HEALTHCARE INFRASTRUCTURE ARCHITECTURE
  6. 6. TG 6
  7. 7. HOSPITAL IT PLANNING AND OPERATIONS 7 HOSPITAL’S NAME LOCATION SCOPE OF SERVICES PERIOD ROLE MAX HEALTHCARE GROUP OF HOSPITALS 8 Hospitals existing in Delhi NCR and 4 new Hospitals in North INDIA Total IT Outsourcing: Planning, Implementation and Support - including Equipment Planning, Hardware, Software, System Integration, Services. 2009-2010 P&L Leader for Perotsystems, Client Executive for Max Healthcare CERNER’S HOSPITAL CUSTOMERS Across USA Engineering new solutions and Support services - Bug Fixing and Call Center support for US Hospitals. 2005-2006 Client Executive and Engineering Manager UHHS, CLEVELAND OH, USA Planning, Implementation and Support for the software application portfolio for the IT Dept. Includes planning, implementation and Integration with Hospital Equipments. 2003-2005 Project Manager with FCG UMMHC, BOSTON, USA Planning, Implementation and Support for the software application portfolio for the IT Dept. Includes planning, implementation and Integration with Hospital Equipments. 2003-2005 Project Manager with FCG NYU MEDICAL CENTRE NY, USA Planning, Implementation and Support for the software application portfolio for the IT Dept. Includes planning, implementation and Integration with Hospital Equipments. 2003-2005 Project Manager with FCG NY BLOOD BANK NY, USA Planning, Implementation and Support for the software application portfolio for the IT Dept. Includes planning, implementation and Integration with Hospital Equipments. 2003-2005 Project Manager with FCG ARDENT HEALTHCARE NM, USA Planning, Implementation and Support for the software application portfolio for the IT Dept. Includes planning, implementation and Integration with Hospital Equipments. 2003-2005 Project Manager with FCG DR GUPTA’S EXPERIENCE *These projects are done by the respective TG Consultants but not necessarily under TG brand
  8. 8. HEALTHCARE TECHNOLOGY AND HEALTHCARE QUALITY PROJECTS DONE BY TG PROJECTS* CUSTOMER Public Health IT study done with national health systems resource centre [NHSRC], as a background study for ICT sub-group of Health SIC and inputs to the 12th Plan. Consultant for Health Domain Meta Data and Data Standards [MDDS] development project with MOHFW, and NHSRC as project secretariat. MOHFW, Govt of India TG has worked with Hospitals for IT Strategy Consulting, PMO, Product Selection, Vendor Selection, Change Management Worked with Angel Funds and large PE/VC, to advise on their Healthcare investments in India. TG has worked with Chain of Clinics for IT Strategy Consulting, PMO, Product Selection, Vendor Selection, Change Management Indian Cancer Society Delhi Branch has appointed TG as the Comptroller of Data and IT Systems Indian Cancer Society, Delhi Branch TG is working in healthcare management education: Dr Gupta has been on the academic advisory board of international institute of healthcare management and research [IIHMR] Delhi and is a visiting faculty to Apollo Medvarsity and Chitkara University. TG has been doing product management consulting for consolidating the Healthcare Application portfolio of TCS Advisors to the Board of Top 3 Hospital Chains in Saudi Arabia and PMO for building and commissioning 3 new Hospitals. Cant Disclose Name due to NDA 8 *TG believes in a Partner Ecosystem based on trust and integrity. TG treats all its vendors, collaborators and customers as valuable partners. Seiler Holdings
  9. 9. HEALTHCARE ARCHITECTURE PROJECTS SERVICE PROVIDED CUSTOMER Chief Architect for the Hospital facility DM Healthcare MedCity, Kochi Chief Architect for the Hospital facility GM Modi Hospital, Delhi, India Chief Architect for the Hospital facility and program monitoring Medanta MediCity, Gurgaon (Haryana), India Chief Architect for the Hospital facility JayPee Medical College Chief Architect for the Hospital facility and program management University of Montreal Medical Centre, Montreal (Quebec), Canada Chief Architect for the Hospital facility and program management University of Maryland Medical Centre, Baltimore, USA Chief Architect for the Hospital facility and program management 20 Large Hospitals across 40 Years *These projects are done by the respective TG Consultants but not necessarily under TG brand 9 MARTIN FISET’S EXPERIENCE
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  11. 11. B R O W N F I E L D H O S P I T A L S EXISTING HMIS - Layer eHealth/mHealth on top eLearning, ePublishing Knowledge Community Practice Management on Mobile Patient Management on Mobile Appointments/Scheduling on Cloud Nurse Rostering on Cloud OPD Pharmacy on Cloud In Patient Pharmacy on Cloud Procurement, Stores and Supply Chain Management on Cloud G R E E N F I E L D H O S P I T A L S Phase 1 – HMIS Essential Components  eLearning, ePublishing,  Knowledge Community  Clinical Suite on Mobile  Patient Management on Mobile  Appointments/Scheduling on Cloud  HR management on Cloud  OP/IP Pharmacy on Cloud  Supply Chain on Cloud Phase 2 HMIS Development on Demand INTEGRATED DIGITAL HOSPITAL HEALTHCARE FACILITY PLANNING
  12. 12. Phase1: Focused Engagement for assessment, planning, and design Phase2: Follow-up every month to monitor and mentor the implementation of recommendations Phase3: Review Quarterly, Half Yearly and Yearly to ensure value is delivered 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 functional design of the hospital Need approvals on the Phase1 to move to the Phase2 VISION TO HOSPITAL COMMISSIONING ROADMAP 12 HEALTHCARE FACILITY PLANNING
  13. 13. Activity What we do Hospital Planning - Service mix – Determination of the breadth and depth of services to be offered in the facility – clinical, non clinical, support services - Facility configuration – Determination of the type and number of clinical facilities in the hospital (beds, ICU’s, OT’s, etc) Architecture Design - Green Building concepts, Energy saving concepts - Facility design as per workflow and standards (NABH, JCI, LEAN) - Facility Planner works with interior designers and architects - IT and Equipment Planner works with interior designers and architects - Full Architecture Drawings Technology and Equipment planning - Equipment plan (number, type and phasing) – BOQ, Tender - IT Roadmap, BOQ, Tender - IT Hardware and Network design, BOQ, Tender -- Vendors selection guidelines People planning - Workforce planning - HR plan including recruitment, retention and attrition Operations planning - Quality process as per NABH, NABL, FDA, NACO, BARC Guidelines - Define the workflow in the hospital – clinical and support functions - Involvement in planning and implementation of clinical services - Plan support services - (kitchen, laundry, housekeeping, supply chain, bio-medical waste management, medical gases, chemical drainage, medical fire safety designing, etc) GREEN-FIELD HOSPITAL PLANNING – DEFINITION AND DESIGN 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 Provide Documentation and Project Plan to get regulatory approvals as per Healthcare Facility Standards – NABH/JCI, NABL, NACO, BARC etc. 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 13 HEALTHCARE FACILITY PLANNING
  14. 14. OPERATIONS PLANNING IN HOSPITAL Protocol/ SOP Action Protocol/SOP Design - Each step will be documented to reduce waiting time and remove wastage. - Clinical Workflow design - Non clinical Workflow design Organization Structure - Define the organisation structure, hierarchy, departments, support functions etc. as per the NABH and JCI guidelines Healthcare Facility Standards – NABH/JCI, NABL, NACO, BARC etc. - Provide Documentation and Project Plan to get regulatory approvals as per Healthcare Facility Standards – NABH/JCI, NABL, NACO, BARC etc. Deliverables - Provide the SOP in the Quality Management System for the Hospital - Actual accreditation process will happen in due course of time and is not included in this deliverable 14 HEALTHCARE FACILITY PLANNING
  15. 15. PEOPLE PLANNING IN HOSPITAL PLANNING People Action HR 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. Job Descriptions of Top Management - Job Description of Top management - CEO, COO, CIO, CFO and Department Heads etc. Job Description of Staff - Job description of 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 - Staff Training Plans to provide good quality service. Career Path - Provide rewards, promotion and growth for the staff to prevent them from leaving the hospital 15 HEALTHCARE FACILITY PLANNING
  16. 16. EQUIPMENT PLANNING 16 Detailing of Medical Equipments Detailed document for the diagnostic facilities (X-Ray, USG, MRI, CT Scan, Pathology Lab etc) as in a detailed BoQ, along with their specifications Preparing detailed Bill of Quantity and Technical Specifications of all the medical equipments in areas like wards, Operation Theatres, Blood Banks, Emergency, ICCU, HDU, Laundry, Kitchen, Centralized Sterilization Unit, Ambulance Service, Security Station, Mortuary, Nursing Unit, Medical Unit, Pharmacy, Stores and Dispensaries, OPD, Reception and Payment Counters, Registration Counter, Discharge and Payment Counters, Administrative Wing, Finance Section, House Keeping facilities, Fire and Safety Wing, Patient Waiting Halls, Mechanical and Electrical Wing Giving inputs in designing the facility as per the medical services requirements. It includes putting all the medical equipments installation requirements in the architectural drawings of the building with the help of Client' onboard Architect Budgeting of all the medical equipments to avoid shortfalls late in the project Detailed document for the Medical Gas Pipeline System & Liquid Oxygen Plant System Design & Specifications Detailed BOQ Complete Tender Document Pneumatic Chute for Medicine Supply System Design & Specifications Detailed BOQ Complete Tender Document Detailed Document for Nurse Call Bell System System Design & Specifications Detailed BOQ Complete Tender Document Detailed Document for Modular Operation Theater System Design & Specifications Detailed BOQ Complete Tender Document HEALTHCARE FACILITY PLANNING
  17. 17. 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. - HIS, MIS, Pharmacy, EMR, LIS, RIS, PACS, ERP etc. Selection of Medical and Non Medical Equipment and 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. - Plan for non-medical equipment as per the hospital workflows 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. - EPABX System, MATV, CCTV, Audio-Visual, Bar Coding & RFID if required 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. Deliverable - The team will do the IT Roadmap, Equipment planning and vendor selection guidelines. - Deliver the BOQ, Tender Documents - The cost of the software, hardware, implementation, project management will be borne by the customer separately. 17 HEALTHCARE FACILITY PLANNING
  18. 18. IT IN THE HOSPITAL CAN GAIN SPACE AND REDUCE COST 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 HEALTHCARE IT PORTFOLIO MANAGEMENT 18 Gain more space and reduce cost by introducing technology: • Don’t need space to store paper records • Don’t need to store consumables and medicines at every sub store and point of use • Optimize resource utilization – beds, equipment, people, facility etc.
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  20. 20. GOVERNANCE MODEL Half Yearly Quarterly Monthly Weekly • Report to <Client> Board •Executive Council •Governance Council •Clinical Reference Group •Project Status Report •Operations Review Board Nominee Executive Council <Client> CEO <Client> Medical Director TG Partner TG Principle Clinical Dpt. Reps PMO Nominee All PMO Members Dpt. Reps PMO Nominee Essential Attendees Others can be invited How will it get done?
  21. 21. GOVERNANCE COMMUNICATION MODEL How will it get done? Executive Council <Client> CxO <Client> CxO TG Partner TG Principal Clinical Reference Group Representative from each Clinical Dept. PMO Nominee... Governance Council Representatives from each Support Department PMO Nominee.. •Alignment of business and project strategy and resolution of directional issues •Overall direction setting and approvals at key milestones • Will provide project guidance and direction setting to the PMO from a clinical perspective • Will provide project guidance and direction setting to the PMO from an operational perspective. • Joint determination of critical areas and inter-dependencies. Joint responsibility for completing work tasks and joint development of solutions. Joint PMO TG PMO Coordinator [Full Time] TG PMO Mentor [Part Time] <Client> PMO Leaders Board Oversight <Client> Board Nominee <Client> Executive Council Members • Bring Collaborative leverage with industry • Value Generation and ROI goal settings • Ensure Board Level Value Generation Updates • Key Budget Updates and Approvals Change Control Board 1 Nominee from each of GC, CRG and PMO
  22. 22. How will it get done? Role Primary Responsibilities • Board Oversight • Executive council will report to the <Client> Board through a Board Nominee • This meeting will be held at least once every 6 months. • However the meeting can be called earlier if there is a logjam or emergency in decision making process. • The board oversight will have veto powers over Executive Council • Executive Council • Define engagement goals and set expectations in the organization • Build executive and organizational commitment within the organization • Allocate financial, human and other required resources for the program • Resolve high level issues between the lower councils of governance model • Challenge assumptions and identify risks • Governance Council • Will provide operational SOP’s and associated operational data to PMO across projects • Will provide operational impact analysis (benefits/detractors) of projects / changes run by the PMO to Executive Council. • Will provide one representative as a signing authority on the Change Control Board . • Clinical Reference Group • Responsible for clinical content and workflows to PMO across projects • Will provide clinical impact analysis (benefits/detractors) of projects / changes run by the PMO to Executive Council • Will provide one representative as a signing authority on the Change Control Board • Joint PMO • TG will appoint PMO coordinator and PMO Mentor to run the PMO • <Client> will appoint 2 senior members from their leadership team • Head of the PMO will be jointly decided by the PMO members • TG Partner/Principal Consultants will guide the PMO for execution of the projects • Provide best practices experience • Drive the engagement and manage the program • Monitor and measure results on a day-to-day basis • Responsible for participating in and reviewing all IT application and IT infrastructure projects ROLES AND RESPONSIBILITIES
  23. 23. THANKS! QUESTIONS? 23

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