The document outlines plans to modernize the Philippine Orthopedic Center through a public-private partnership (PPP) project. The project involves constructing a new 700-bed tertiary hospital facility to provide specialized orthopedic and trauma care. It will be developed on an 8,000 square meter site within the National Kidney and Transplant Institute compound. The private sector partner will design, build, finance, operate and maintain the hospital over a 25-year period. The new facility aims to improve healthcare services and address current constraints like low capacity utilization and outdated infrastructure through private sector efficiencies.
Corporate Presentation Paraplegic Rehabilitation Center CSRBhanu Pratap Singh
About PRC:
PRC, Kirkee, Pune ( India) is a Rehabilitation Centre meant for the after care and rehabilitation of personnel's of Defence forces of India who are medically boarded out i.e. retired from service due to Spinal Cord Injury while serving the Nation.
This presentation introduces the www.IOECTR.COM website and all the free resources available on it. All the information is free to copy and share. It includes a one-page checklist, a step-by-step plan and a detailed Reimbursement Guidebook for OBSS where the SOSD = zero. This is part of a series.
Telemedicine reimbursement can be tricky, to say the least. How do you ensure you get paid for live video medical visits via Medicare, Medicaid, and third-party payers? What kinds of guidelines do you need to follow?
In this SlideShare, all these questions are answered by billing consultant Adella Cordova, our resident expert on how telemedicine reimbursement works. While there are no guarantees in this shifting policy landscape, each of the main payers does has specific requirements and billing rules for delivering telemedicine.
You'll learn:
-Medicare's guidelines for telemedicine reimbursement
-How to research the Medicaid guidelines for telemedicine in your state
-Trends in billing for telemedicine through private payers
-Guidelines for coding and verifying telemedicine coverage
These slides were originally used in our webinar on telemedicine reimbursement. Request the free recording here: http://try.evisit.com/september-webinar-how-to-get-reimburse/?utm_source=Blog&utm_medium=post&utm_campaign=webinar
Corporate Presentation Paraplegic Rehabilitation Center CSRBhanu Pratap Singh
About PRC:
PRC, Kirkee, Pune ( India) is a Rehabilitation Centre meant for the after care and rehabilitation of personnel's of Defence forces of India who are medically boarded out i.e. retired from service due to Spinal Cord Injury while serving the Nation.
This presentation introduces the www.IOECTR.COM website and all the free resources available on it. All the information is free to copy and share. It includes a one-page checklist, a step-by-step plan and a detailed Reimbursement Guidebook for OBSS where the SOSD = zero. This is part of a series.
Telemedicine reimbursement can be tricky, to say the least. How do you ensure you get paid for live video medical visits via Medicare, Medicaid, and third-party payers? What kinds of guidelines do you need to follow?
In this SlideShare, all these questions are answered by billing consultant Adella Cordova, our resident expert on how telemedicine reimbursement works. While there are no guarantees in this shifting policy landscape, each of the main payers does has specific requirements and billing rules for delivering telemedicine.
You'll learn:
-Medicare's guidelines for telemedicine reimbursement
-How to research the Medicaid guidelines for telemedicine in your state
-Trends in billing for telemedicine through private payers
-Guidelines for coding and verifying telemedicine coverage
These slides were originally used in our webinar on telemedicine reimbursement. Request the free recording here: http://try.evisit.com/september-webinar-how-to-get-reimburse/?utm_source=Blog&utm_medium=post&utm_campaign=webinar
Hospital Management System (HMS) is a ‘best-in-class’ software solution which is designed to make hospitals and healthcare facilities absolutely ‘paperless’ and reduce human intervention in the tasks conducted on a daily basis. It is available in two languages – English and Marathi.
T E C H N O L O G YBudgetingbest practicesControlling .docxssuserf9c51d
T E C H N O L O G Y
Budgeting
best practices
Controlling medical equipment
spending for the life of a project
BY TERRY ESQUIBELL AND KELLY SPIVEY
Key to the success of a health care construction project is a vetted and approved medical equipm ent budget. This lays the foundation for the application of practices that m ay not only save the facility money on medical equipm ent, but on the entire project cost.
This requires careful consideration of
a number of important variables such as
the sophistication of the equipment being
specified, the accuracy of cost estimates,
the needs and desires of the various
stakeholders and the frequency of change
orders, to name a few.
Successful professionals will take a for
mal approach to ensuring that these and
other concerns are properly addressed.
Budget development
Historically, medical equipment budgets
for health care construction projects were
determined as a percentage of project
ed constmction cost. The industry now
recognizes that two hospitals with the
same square footage can offer completely
different services, resulting in significant
differences in the cost for owner-furnished
medical equipment.
A more accurate method than basing a
budget on square footage is basing it on a
space program. But, even then, the budget
may vary significantly, depending on a
variety of factors.
A fundamental concept in developing
the medical equipment budget is the
A large teaching facility's vision may include
specialized technology such as PET, while a
critical access hospital's vision may focus more on
procedure volume.
budget-setter's definition of medical equip
ment — not just categories of devices but
whether factors such as relocation costs,
equipment upgrades, leases, transition
rentals, information technology (IT) inte
grations and ancillary expenses (Le., elec
tronic health record interoperability) will
be part of the medical equipment budget.
Additionally, the project delivery
method (i.e., design-build, integrated
project delivery or design-bid-build) may
impact the procurement process and the
final cost of medical equipment. On a
design-build project, for instance, medical
equipment that typically is considered
owner-furnished may be furnished by the
contractor.
The construction schedule also can
impact the cost of medical equipment. For
example, in renovation or expansion proj
ects, phasing can impact the warehousing
requirements, equipment discounting and
the practicality of relocating existing equip
ment versus purchasing new equipment.
After all these issues are considered,
the health care organization will deter
mine whether the budget should include
additional costs such as tax, freight,
inflation, group purchasing organization
(GPO) discounting, insurance for stored
equipment, warehousing costs, instal
lation, transition planning and various
contingencies.
22 // JA N U A R Y 2 0 1 5 w w w . H F M m a g a z in e . c o m
P
H
O
T
...
The high rates of non-communicable diseases combined with large expatriate populations leads GCC countries to use different strategies to control healthcare expenditure among which is the PPP solution. This presentation highlights the formula for PPP success based on international cases.
State of the Musculoskeletal Service Line: What's New in 2013 and Beyond?Wellbe
Long a bastion of growth and profitability, the orthopedic service line has historically served as a reliable source of surgical volumes and attractive per case economics for hospitals and health systems.
However, the rate of profitable volume growth is progressively challenged by several recent trends, including soaring implant costs, wavering reimbursement, and intensifying competition, which includes the migration of care to ambulatory centers.
In addition, in the wake of the Patient Protection and Affordable Care Act (PPACA) of 2010, hospitals will increasingly be held accountable for delivering high-quality, low-cost orthopedic care. In this rapidly changing environment, the orthopedic service line will require careful management to ensure its continued success.
This presentation explores the most important business and structural challenges to musculoskeletal healthcare delivery, covering topics such as the impact of healthcare reform; physician alignment tactics; and strategies for organization, staffing, and structure.
Speaker Biographies:
Ms. Krista L. Fakoory, Manager
Ms. Fakoory has been providing healthcare management consulting services since 2006. Her background includes strategic and service line business planning, hospital/physician alignment, provider compensation planning, and merger and acquisition assistance. She has particular expertise in developing comprehensive orthopedic programs, strategic planning for physician-owned ambulatory surgery centers, and designing alignment models between health systems and independent orthopedic surgeons.
Mr. Todd W. Godfrey, Senior Manager
With nearly 15 years of healthcare experience, Mr. Godfrey has a focused background in musculoskeletal services. He regularly advises clients on performance-based incentives between surgeon and health systems as organizations position their musculoskeletal service line to assume risk and manage populations.
Hospital Management System (HMS) is a ‘best-in-class’ software solution which is designed to make hospitals and healthcare facilities absolutely ‘paperless’ and reduce human intervention in the tasks conducted on a daily basis. It is available in two languages – English and Marathi.
T E C H N O L O G YBudgetingbest practicesControlling .docxssuserf9c51d
T E C H N O L O G Y
Budgeting
best practices
Controlling medical equipment
spending for the life of a project
BY TERRY ESQUIBELL AND KELLY SPIVEY
Key to the success of a health care construction project is a vetted and approved medical equipm ent budget. This lays the foundation for the application of practices that m ay not only save the facility money on medical equipm ent, but on the entire project cost.
This requires careful consideration of
a number of important variables such as
the sophistication of the equipment being
specified, the accuracy of cost estimates,
the needs and desires of the various
stakeholders and the frequency of change
orders, to name a few.
Successful professionals will take a for
mal approach to ensuring that these and
other concerns are properly addressed.
Budget development
Historically, medical equipment budgets
for health care construction projects were
determined as a percentage of project
ed constmction cost. The industry now
recognizes that two hospitals with the
same square footage can offer completely
different services, resulting in significant
differences in the cost for owner-furnished
medical equipment.
A more accurate method than basing a
budget on square footage is basing it on a
space program. But, even then, the budget
may vary significantly, depending on a
variety of factors.
A fundamental concept in developing
the medical equipment budget is the
A large teaching facility's vision may include
specialized technology such as PET, while a
critical access hospital's vision may focus more on
procedure volume.
budget-setter's definition of medical equip
ment — not just categories of devices but
whether factors such as relocation costs,
equipment upgrades, leases, transition
rentals, information technology (IT) inte
grations and ancillary expenses (Le., elec
tronic health record interoperability) will
be part of the medical equipment budget.
Additionally, the project delivery
method (i.e., design-build, integrated
project delivery or design-bid-build) may
impact the procurement process and the
final cost of medical equipment. On a
design-build project, for instance, medical
equipment that typically is considered
owner-furnished may be furnished by the
contractor.
The construction schedule also can
impact the cost of medical equipment. For
example, in renovation or expansion proj
ects, phasing can impact the warehousing
requirements, equipment discounting and
the practicality of relocating existing equip
ment versus purchasing new equipment.
After all these issues are considered,
the health care organization will deter
mine whether the budget should include
additional costs such as tax, freight,
inflation, group purchasing organization
(GPO) discounting, insurance for stored
equipment, warehousing costs, instal
lation, transition planning and various
contingencies.
22 // JA N U A R Y 2 0 1 5 w w w . H F M m a g a z in e . c o m
P
H
O
T
...
The high rates of non-communicable diseases combined with large expatriate populations leads GCC countries to use different strategies to control healthcare expenditure among which is the PPP solution. This presentation highlights the formula for PPP success based on international cases.
State of the Musculoskeletal Service Line: What's New in 2013 and Beyond?Wellbe
Long a bastion of growth and profitability, the orthopedic service line has historically served as a reliable source of surgical volumes and attractive per case economics for hospitals and health systems.
However, the rate of profitable volume growth is progressively challenged by several recent trends, including soaring implant costs, wavering reimbursement, and intensifying competition, which includes the migration of care to ambulatory centers.
In addition, in the wake of the Patient Protection and Affordable Care Act (PPACA) of 2010, hospitals will increasingly be held accountable for delivering high-quality, low-cost orthopedic care. In this rapidly changing environment, the orthopedic service line will require careful management to ensure its continued success.
This presentation explores the most important business and structural challenges to musculoskeletal healthcare delivery, covering topics such as the impact of healthcare reform; physician alignment tactics; and strategies for organization, staffing, and structure.
Speaker Biographies:
Ms. Krista L. Fakoory, Manager
Ms. Fakoory has been providing healthcare management consulting services since 2006. Her background includes strategic and service line business planning, hospital/physician alignment, provider compensation planning, and merger and acquisition assistance. She has particular expertise in developing comprehensive orthopedic programs, strategic planning for physician-owned ambulatory surgery centers, and designing alignment models between health systems and independent orthopedic surgeons.
Mr. Todd W. Godfrey, Senior Manager
With nearly 15 years of healthcare experience, Mr. Godfrey has a focused background in musculoskeletal services. He regularly advises clients on performance-based incentives between surgeon and health systems as organizations position their musculoskeletal service line to assume risk and manage populations.
Discover a comprehensive 7-point guide on how to start a hospital in India. Learn the essential steps and find out how Public Media Solution can help market your hospital effectively.
preparation of case analysis for project management...
case is all about : Design, construct and equip a local hospital and securing necessary funds for constructions of a 20 bed capacity general hospital in the city of Kanpur. The project aims at providing an ROI of 15% and is to be started by 25th July 2014 by completing the project without exceeding the budget of 5.61 crores
In Ontario, Independent Health Facilities (IHF) are licensed by the Ministry of Health. Doctors may have hands-on training to help patients manage illness, and investors may have the capital to acquire a medical facility. But very few people understand the bureaucratic process associated with transferring IHF licenses. Here is a little info n the complex bureaucracy.
For more info: http://medpros.wysework.com/healthcare-services/diagnostic-imaging/
CHAPTER 1 SEMESTER V PREVENTIVE-PEDIATRICS.pdfSachin Sharma
This content provides an overview of preventive pediatrics. It defines preventive pediatrics as preventing disease and promoting children's physical, mental, and social well-being to achieve positive health. It discusses antenatal, postnatal, and social preventive pediatrics. It also covers various child health programs like immunization, breastfeeding, ICDS, and the roles of organizations like WHO, UNICEF, and nurses in preventive pediatrics.
Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
The Healthy Ageing and Prevention Index is an online tool created by ILC that ranks countries on six metrics including, life span, health span, work span, income, environmental performance, and happiness. The Index helps us understand how well countries have adapted to longevity and inform decision makers on what must be done to maximise the economic benefits that comes with living well for longer.
Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
Health Education on prevention of hypertensionRadhika kulvi
Hypertension is a chronic condition of concern due to its role in the causation of coronary heart diseases. Hypertension is a worldwide epidemic and important risk factor for coronary artery disease, stroke and renal diseases. Blood pressure is the force exerted by the blood against the walls of the blood vessels and is sufficient to maintain tissue perfusion during activity and rest. Hypertension is sustained elevation of BP. In adults, HTN exists when systolic blood pressure is equal to or greater than 140mmHg or diastolic BP is equal to or greater than 90mmHg. The
Antibiotic Stewardship by Anushri Srivastava.pptxAnushriSrivastav
Stewardship is the act of taking good care of something.
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
WHO launched the Global Antimicrobial Resistance and Use Surveillance System (GLASS) in 2015 to fill knowledge gaps and inform strategies at all levels.
ACCORDING TO apic.org,
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
ACCORDING TO pewtrusts.org,
Antibiotic stewardship refers to efforts in doctors’ offices, hospitals, long term care facilities, and other health care settings to ensure that antibiotics are used only when necessary and appropriate
According to WHO,
Antimicrobial stewardship is a systematic approach to educate and support health care professionals to follow evidence-based guidelines for prescribing and administering antimicrobials
In 1996, John McGowan and Dale Gerding first applied the term antimicrobial stewardship, where they suggested a causal association between antimicrobial agent use and resistance. They also focused on the urgency of large-scale controlled trials of antimicrobial-use regulation employing sophisticated epidemiologic methods, molecular typing, and precise resistance mechanism analysis.
Antimicrobial Stewardship(AMS) refers to the optimal selection, dosing, and duration of antimicrobial treatment resulting in the best clinical outcome with minimal side effects to the patients and minimal impact on subsequent resistance.
According to the 2019 report, in the US, more than 2.8 million antibiotic-resistant infections occur each year, and more than 35000 people die. In addition to this, it also mentioned that 223,900 cases of Clostridoides difficile occurred in 2017, of which 12800 people died. The report did not include viruses or parasites
VISION
Being proactive
Supporting optimal animal and human health
Exploring ways to reduce overall use of antimicrobials
Using the drugs that prevent and treat disease by killing microscopic organisms in a responsible way
GOAL
to prevent the generation and spread of antimicrobial resistance (AMR). Doing so will preserve the effectiveness of these drugs in animals and humans for years to come.
being to preserve human and animal health and the effectiveness of antimicrobial medications.
to implement a multidisciplinary approach in assembling a stewardship team to include an infectious disease physician, a clinical pharmacist with infectious diseases training, infection preventionist, and a close collaboration with the staff in the clinical microbiology laboratory
to prevent antimicrobial overuse, misuse and abuse.
to minimize the developme
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
CRISPR-Cas9, a revolutionary gene-editing tool, holds immense potential to reshape medicine, agriculture, and our understanding of life. But like any powerful tool, it comes with ethical considerations.
Unveiling CRISPR: This naturally occurring bacterial defense system (crRNA & Cas9 protein) fights viruses. Scientists repurposed it for precise gene editing (correction, deletion, insertion) by targeting specific DNA sequences.
The Promise: CRISPR offers exciting possibilities:
Gene Therapy: Correcting genetic diseases like cystic fibrosis.
Agriculture: Engineering crops resistant to pests and harsh environments.
Research: Studying gene function to unlock new knowledge.
The Peril: Ethical concerns demand attention:
Off-target Effects: Unintended DNA edits can have unforeseen consequences.
Eugenics: Misusing CRISPR for designer babies raises social and ethical questions.
Equity: High costs could limit access to this potentially life-saving technology.
The Path Forward: Responsible development is crucial:
International Collaboration: Clear guidelines are needed for research and human trials.
Public Education: Open discussions ensure informed decisions about CRISPR.
Prioritize Safety and Ethics: Safety and ethical principles must be paramount.
CRISPR offers a powerful tool for a better future, but responsible development and addressing ethical concerns are essential. By prioritizing safety, fostering open dialogue, and ensuring equitable access, we can harness CRISPR's power for the benefit of all. (2998 characters)
R3 Stem Cells and Kidney Repair A New Horizon in Nephrology.pptxR3 Stem Cell
R3 Stem Cells and Kidney Repair: A New Horizon in Nephrology" explores groundbreaking advancements in the use of R3 stem cells for kidney disease treatment. This insightful piece delves into the potential of these cells to regenerate damaged kidney tissue, offering new hope for patients and reshaping the future of nephrology.
Navigating Challenges: Mental Health, Legislation, and the Prison System in B...Guillermo Rivera
This conference will delve into the intricate intersections between mental health, legal frameworks, and the prison system in Bolivia. It aims to provide a comprehensive overview of the current challenges faced by mental health professionals working within the legislative and correctional landscapes. Topics of discussion will include the prevalence and impact of mental health issues among the incarcerated population, the effectiveness of existing mental health policies and legislation, and potential reforms to enhance the mental health support system within prisons.
3. 3
Project Objectives
To drive the establishment of the New Hospital Facility as the
country’s ‘Leading Tertiary Care Center for Bone and Joint
Diseases, Trauma, and Rehabilitation Medicine’, capable of
providing international quality orthopedic and trauma care
To facilitate affordable, competitive and quality focused medical
care for all through cross subsidization framework, thus
achieving Universal Health Care agenda
4. 4
Why the need for a new hospital?
Constraints & Issues Solutions facilitated by New Facility
LOW CAPACITY UTILIZATION
(only 70%-75% of Sanctioned capacity)
Private sector operational efficiencies
to improve capacity utilization to 90-
95% beds
STAFF-TO-BED RATIO &
DISCHARGE PERIODS
(lower than ideal)
Improved Staff-to-Bed ratio and
reduced discharge period
LIMITED MEDICAL SERVICES
(only primary and secondary services)
Super specialty tertiary care with
modern equipment and select qualified
medical staff
LIMITATIONS IN CATERING TO NON-
CITIZEN PATIENTS OR MEDICAL
TRAVELERS
Medical tourism patients identified as
part of envisaged overall patient
population served
ARCHAIC INFRASTRUCTURE &
FACILITIES REQUIRING ESSENTIAL
UPGRADATION
State of the art infrastructure and
modern equipment & facilities to be
installed and operated
5. Identified Site of the Project
5
Located within the National Kidney and Transplant Institute (NKTI) Compound
along East Avenue, Quezon City, Philippines in an approximate area of 8,000
sq. meters
6. Private proponent shall design, build, finance, operate, manage
and transfer the super-specialty tertiary care Orthopedic Hospital
providing orthopedic clinical services and allied services
The project is a 700-bed capacity hospital with state of the art
infrastructure, modern medical diagnostics and clinical equipment,
and IT facilities, which shall be operated and maintained within a
period of 25 years, including:
clinical services (core) as well as facility maintenance (non-core);
specialty orthopedic care related to joint replacement, degenerative disorders,
orthopedics oncology, orthopedic trauma care, pediatric orthopedics, spine care,
arthroscopy and sports medicine and injury rehabilitation; and
provision of teaching and training facilities for basic and advanced clinical care and
management of specialized and sub-specialized treatments & surgical procedures.
Project Scope
6
7. 7
Features of the New Facility
In-house Diagnostic facility
Administrative and ancillary services of advanced level that is commensurate with the
specific clinical specialties practiced in tertiary care
Specific functional areas: general rooms, private suites & specialized areas (OT, ICU,
SICU, etc.)
Non core - Support amenities & services (Cafeteria, Pharmacy, Kitchen/Dietary
services, Laundry, CSSD, IT, Security)
Clinical Services
Joint Replacements-Hip/Knee
Degenerative Disorders
Orthopedics Oncology
Orthopedic Trauma Care
Pediatric Orthopedics
Spine Care
Arthroscopy
Sports Medicine & Injury Mgt.
Hospital Area Segregation
Day Care & Nursing Units
Ambulatory Patient Block
Administrative Block
Sports Medicine Block
Rehabilitation Block
Teaching, Training & Research Block
Seminar Hall, Auditorium, Gymnasium,
Cafeteria, etc.
Plan for the New Hospital Facility
8. 700
Beds
60%
Sponsored Patients
Cost of treatment is
entirely covered by
PhilHealth/Insurance
No direct payment by
the patient to the
hospital
PhilHealth/Insurer
reimburses hospital
operator for service
Beds Reserved - 420
30%
Pay Patients
Partly sponsored
patients with co-
payment ( i.e. balance
exceeding insurance
coverage paid by
patient)
Private patients who
pay entire cost of
treatment, directly to
the hospital operator
Beds Available - 210
10%
Service Patients
Paid for by operator
Beds Reserved - 70
Additional revenue sources to include fees generated from use of support amenities,
affiliations, teaching & training, research, homecare, advertising, leasing, byproduct sales,
and use of allied infrastructure such as seminar hall, auditorium, gymnasium, etc.
Fee Sources & Patient Mix
8
9. Deliver the site & right of way (ROW)
Assist in securing government approvals
Select & appoint Independent Consultant
(IC)
Enforce the project proponent’s right to
develop, operate & collect fees from the
services as authorized under the BOT
Agreement;
Provide funding support in form of O&M
cash support (if required)
Ensure adherence to DOH stipulated
policies, standards, norms as well as the
MPSS requirements monitored by IC
Special Purpose Company
(Concessionaire/Project Proponent)
Department of Health
(Awarding Agency)
Undertake the project scope &
conditions – i.e. design, build, finance,
operate & maintain the new hospital in
adherence with the MPSS for
construction & operations and patient
mix to be prescribed in BOT agreement
Collect the fees for services as
authorized under the BOT Agreement
Set up the SPC, appoint IC & achieve
financial close
Bear commercial risks from project as a
going business concern; and
Turn-over and transfer the new hospital
in good working condition to DOH at
the end of the cooperation period
Roles/Obligations under BOT Agreement
9
10. Project Proponent/SPC
(Concessionaire)
Independent
Consultant for
Construction
• constructs new hospital facility
in conformity with MPSS
• ensures compliance
with MPSS & other
construction related
standards
DOH
(Concessioning Authority)
• appoints SPC under concession
based contract
• monitors compliance based on
Independent Consultant’s
recommendations
Structure during Construction Phase
1010
11. 11
• undertakes O&M in accordance
with MPSS and O&M Manual
• DOH representatives
• monitors compliance with
MPSS and O&M Manual
• provides independent
third party monitoring
on all operational
aspects
Hospital Operator/
Project Proponent
Project Management &
Monitoring Team
Governance Committee
• Project Proponent SPC
• DOH
Independent
Consultant for
O&M
• constituted with representation
from members of Project
Proponent & DOH
• resolves disputes
Structure during Operation Phase
11
12. 12
Likely Bid Parameter
12
HIGHEST UPFRONT LUMP SUM AMOUNT
PAYABLE BY THE BIDDER TO THE DOH
(“Premium”)
LOWEST LUMP SUM AMOUNT
PAYABLE BY DOH TO THE BIDDER
FOR FIRST 5 CONSECUTIVE YEARS OF OPERATIONS
(“O&M Subsidy”)
OR
13. 13
Nearly 237,000 patients projected at the facility at the time of operations
commencement, over 268,000 by the end of cooperation period, after
accounting for competing medical facilities
On average, more than 230,000 patients served each year, incremental
patients may be expected from medical tourism & availing of allied services
at the facility
Projected Case 2016 2020 2024 2028 2032 2036 2038
Total Patients 237,500 246,750 253,500 260,250 265,500 267,000 268,000
In Patient 33,000 34,750 36,500 38,250 40,000 40,500 40,500
Out Patient 204,500 211,750 217,000 222,000 225,500 226,750 227,500
Start of
Commercial
Operations
End of
Cooperation
Period
Projected No. of Patients Served
13
14. ‘First of its kind’ PPP project
DOH to adopt PPPs for developing ‘other’ upcoming
medical facilities as well in the Philippines
NEDA* Board-approved project
with a project cost of PhP 5.7 Billion
Optimal PPP structuring
balanced risk sharing and competitive returns to
private sector proponents
PPP Agreement for 25 years
scope for long term investment & returns
Award through competitive bidding
transparency and equality for all prospective private
sector bidders/investors
Possibility for financing support
(if required) tax benefits & ancillary support from
domestic implementation support agencies
Funds Allocation in the Cabinet Budget
allocation of funds for project to be made part of forthcoming
Cabinet Budget in 2013
*NEDA - National Economic & Development Authority
Why Invest?
14
Strong project fundamentals
Government backed hospital facility for specialized
orthopedic care & allied treatments at a centralized level
READY FOR
BUSINESS.
15. 15
Activity Timeline
Invitation for Request for Bid proposal 18 November 2012
Release of Bid Documents 26 November 2012
Bid preparation 26 November 2012 to
25 March 2013
Pre-bid conference 25 January 2013
Bid Submission Due Date 26 March 2013
Bid Evaluation Period April 2013
Notice of Award May 2013
Signing of BOT Agreement May 2013
Independent Consultant Selection December 2013
Start of Commercial Operation April 2016
End of Cooperation Period & Turnover to DOH October 2038
Note that these timelines are tentative and may be subject to change. The final timelines shall be communicated at the
appropriate time, as necessary. The bidding process, once commenced, shall follow the timelines as prescribed under the
BOT Law of Philippines and its 2012 Revised Implementing Rules and Regulations.
Way Forward: Estimated Project Timelines
15
16. 16
MPOC Bid Documents
16
Bid documents shall be available at:
Center of Excellence for Public Private Partnerships in Health (CEP3H)
3rd Floor of the Diagnostic Center of the National Kidney and
Transplantation Institute
East Avenue, Quezon City, Philippines
Will be available from 26 November 2012 to 25 February 2013
Payment of non-refundable fee of Two hundred Fifty Thousand Pesos (PhP
250,000) shall be made in cash or managers check payable to the Department
of Health, or by wire transfer to the following account:
Department of Health COBAC Account # 1432104610
Landbank of the Philippines,
Tayuman Branch, Sta. Cruz, Manila
* Only entities that have been issued the Bidding Documents shall be allowed to participate in the Bidding Process
17. 17
Bidding Activities
17
Pre-bid Conference:
25 January 2013, 10:00 a.m.
Auditorium, 3rd Floor, Diagnostics Center, National Kidney and
Transplant Institute Compound, East Avenue, Quezon City,
Philippines
Bid submission deadline:
26 March 2013, 2:00 p.m.
COBAC, Ground Floor, Building V, Department of Health, San
Lazaro Compound, Rizal Avenue, Manila City, Philippines
* Only entities that have been issued the Bidding Documents shall be allowed to participate in the Bidding Process