HOSPITAL MANAGEMENT SYSTEM

2.  360 BEDED MULTI SUPER SPECIALTY
HOSPITAL AT THE HEART OF THE CITY
OF DURGAPUR TOWARDS HUMANITY
FOR A NOBLE CAUSE .

3.  The project will be under MATA
AMRITANANDAMAYEE MATH . It’s a
charitable trust which is solely dedicated to the
poor people socially marginalized . The Trust
also runs Schools and imparts quality
education throughout India and abroad also.
The innumerous followers of MATA
AMRITANANDAMAYEE will be directly or
indirectly will be associated with this noble
project.

4.  At present DURGAPUR is the most happening
city in WEST BENGAL and in the eastern
India as well . A no of world class hospitals ,
schools already have been placed their
footprints to cater up the coming necessities of
the locales.
 As our motives only to serve , we are not
belong to these leagues of Hospitals .
 We are also successfully running AMRITA
VIDYAPITHAM @ DURGAPUR .

5.  This Project is about a brief for a proposed 360-
beded hospital. It is both exploratory and
descriptive in nature. Once a decision has to
build the hospital has been taken the next step
is its architectural design. A detailed architects
brief has to be first prepared to enable
the architect in drawing up his plans. The
landscape, facility mix, bed mix, availability of
utilities in the vicinity will have to be
considered.

6.  We are in the verge to design facilities where
total area per bed is near about 800 sq. ft.
whereas western standards are close to 1,400 –
2,000 sq. ft per bed and WHO recommends an
area of 800-1200 sq. ft per bed.

7.  Provide a functional design that ensures efficient, safe
and appropriate workspaces.
 Accommodate technical requirements for highly
sophisticated equipment.
 Create clear, segregated paths for movement of people
and material within the building.
 Create a humane environment for patients and staff.
 Develop building systems that can accommodate rapid
change.
 Blend technical and functional requirements into a
design that brings delight to those who use the
building and those who pass by it .

8. STAGE -A
FUNCTIONAL CONTENT :
OUTLINE BRIEF :
PROJECT TEAM
ASSESSMENT OF FUNCTIONAL
CONTENT
SUBMISSION OF OWNERS(GOVT,PVT
ORG ETC)
SITE APPRAISAL GROSS FLOOR
AREAS
BUILDING SPACE
DRAFT MASTER PLAN
ESTIMATION OF COST AND PHASING
APPRAISAL OF WORK BY OWNERS
STAGE –B
OPERATIONL POLICIES :
DEVELOPMENT PLAN :
OPERATIONAL POLICIES
DEPARTMENTAL & INTERRELATED
ACTIVITIES
DEPARTMENTAL & HOSPITAL
POLICIES
DEVELOPMENT CONTROL PLAN
BUDGET COST
CONTINUOUS INFORMAL DISCUSSION
WITH OWNERS

10. 1.Physical evaluation of existing facilities (along with
architect)
2.Functional evaluation of existing facilities.
3.Preparation of workload projections.
4.Functional programming.
5 Space programming (along with architect).
6 Master site planning (along with architect).

11. Though it cannot be said on a perfectly dot
basis but it can be expected that within 3 and
½ years it will be completed and ready for
operation .

12. Healthcare architecture differs from that of other building
types in the complexity of the functional relationships
between the various parts of the hospital. In the residential
and commercial building types the design brief is relatively
easy to understand and cater to. Healthcare architecture,
however, requires specialized knowledge on the part of the
architect and the supporting engineering team. The lack of
such trained professionals results in many of the hospitals in
India today being ill conceived and costing their promoters
much more in construction and in inefficient operation than
they need to. Eventually it is the patient who bears the brunt
of this incompetence through lack of quality in the medical
care provided, physical and mental discomfort and
increased cost of hospitalization .

13. Liaison with all Agencies
Architects/contractors/equipment vendors/utility service
consultants and suppliers.
Monitoring Project with PERT/CPM.
Managing Change in Project Plans - most vital and
complicated component due to the various fall outs from the
change in project design.
Managing equipment planning schedule including cost-
feature analysis, procurement process, installation etc.


14. Turn Around Strategies :
Such assignments include studying the historical
trends of the hospital in terms of its
income/expenditure patterns, identifying cost/profit
centers, identifying the key success criteria for
improving the bottom line.
Having done this provide
strategic business plan with definite
milestones to implement recommendations and
monitor the same .

15. Manpower audits
Medical audits
Infection control programs
Reorganization of profit centers
Support service audits etc.
Improvement of the lab services
Operation theatre utilization reviews

16. Advances in Engineering and Information Technology in the
recent years have brought about several changes in the field of
Medical Science. Medical Equipment
play a very significant role in the field of medicine and
healthcare delivery system.
The health care industry is experiencing a new era in cost
containment. In the past
,little attention was given to the financial impact of equip
ment related decisions. Today, however, times have changed.
In this new environment,
"state-of- the
art“ is no longer sufficient as planning criteria for selecting new
technology.

17. Financial Feasibility Consulting.
Functional Planning.
Architectural and Engineering services
Construction Management.

18. #Good Planning are Critical to the Hospital
Success
#Efficient, Functional and economical hospital
#Process of planning
#Operational and Functional planning

19. Mistakes in planning may prove costly.
Operational Plan and Functional Plan must precede
Architectural Plans.
Hospitals must be planned for the future.
Space Program

20. Department wise area allocation Area sq.ft
General Ward 7956
Semi Private 26874
Private 26874
Deluxe suite + swimming pool 28000
Obstetric Ward 4679
Pediatric Ward 6847
NICU 14921
ICU/ICCU/HDU 21705
OT 12688

21. Department wise area allocation Area sq.ft
OPD 14880
Physiotherapy /YOGA 2200
Radiology 8020
Other Diagnostic
Facilities(ECG,EEG,ENDOSCOPY etc
16140
Laboratory 10275
Blood Bank 3680
Pharmacy Outlet 2560
Pharmacy Stores 2080
MRD 1430
CSSD 4230
Laundry 1918
Kitchen 2300
Restaurant 2860

22. Department wise area allocation Area sq.ft
KID ZONE 3000
Fitness club + gym 3600
House Keeping( control+ changes) 1025
Telecommunication 680
PR Department 860
Security( control room + changes) 860
Auditorium cum theatre 4080
Prayer Room 1980
Mortuary 3400
Library 1084
Manifold Room 1604
Administration 2314
AC dept 780
Stores 14000

23. Department wise area allocation Area sq.ft
EDP 1584
Emergency Room 2864
Ambulance 1800
Mobile Phone & Internet Booth 560
Shoppe 2830
Executive Health Check Up 2800
Residents 35000
TOTAL SPACE for 360 beds 309822
Area per bed 860.61
Current standards 800-1200 sq.ft
Parking Space 76875
Electrical+HVAC+Water 6550

24. Distribution of Floor Space by wards and
departments
Wards 133223 43%
Diagnostic Facilities 37209 12.01%
OPD+ Emergency+ Related areas 29742 9.60%
Administrative Areas 33398 10.78%
Service Departments 31755 10.25%
Residential Areas 43372 14.25
TOTAL 100%

25. Breakdowns of space requirements of key departments
Area Sq.ft/bed
Nursing Unit 273.78
ICUs/ICCUs/HDUs 121.56
Operation Theatres 58.44
Radiology 50.05
Laboratory 24.25
Pharmacy 7.8
CSSD 19.57
Dietary 23
MRD 14.3
Housekeeping Dept 3.25
Laundry 19.18

26. Breakdowns of space requirements of key departments
Mechanical Installations 49.4
Stores 24.05
Administration 30.94

48.  LOCATION :
IN THE GROUND FLOOR OR BASEMENT FLOOR .
EXIT FROM EMERGENCY ENTRANCE OR SERVICE
ENTRANCE .

49.  IN THE GROUND FLOOR OR BASEMENT
 DIRECT RELATION WITH THE SERVICE
ENTRANCE