nuparc healthcare · pdf filenuparc healthcare services 1 ... and procedures are key elements...

healthcare

NUPARC HEALTHCARESERVICES

CONTENTS

1. Hospital Commissioning

2. Operation and Management

3. Strategic Project Assessment

4. Recruitment

5. Feasibility Study

6. Concept Planning

7. Manpower Planning

8. Design Development & Support

9. IT Infrastructure

10. Equipment Needs Analysis

11. Procurement

12. Operational Policies

13. Training Need Analysis

1Nuparc Healthcare Services

NUPARC HEALTHCARE SERVICES

Nuparc has been providing a wide range of healthcare and consultancy services to clients all over the world for over thirty years. We have worked with clients at all stages of the project lifecycle, from initial concept and planning through to ongoing operation and management. This has enabled us to develop a uniquely comprehensive range of skills which we can provide either on a stand alone modular basis or as an integrated solution bringing a project from the conceptual stage to full operation.

The following sections provide a brief overview of some of our main service offerings and examples of the key deliverables that may be provided. It should be noted however that every project is different and the deliverables to be provided may vary depending of the nature of the project and the requirements of the client.


1. Hospital Commissioning

Commissioning is a strategic process used to turn new hospital facilities into dynamic, functioning organisations that provide a planned and improved service to the community. The commissioning process structures the design to enhance quality outcomes. The successful realisation of the commissioning process will ensure a smooth and efficient transition to full operation so that the potential of the hospital can be achieved.

Our approach is task-oriented and objective-driven and provides a clear and concise plan for delivering a very complex process. We provide an objective assessment of our clients’ needs which can be supported by market, operations and financial data. Using our comprehensive approach we provide world class and internationally accredited facilities that deliver outstanding patient care.

Key deliverables include:

The main deliverable of commissioning is a fully functioning hospital providing top quality healthcare in a safe and efficient manner. Other deliverables which support this include:

• Whole hospital and departmental policies addressing the detailed operation of all functional areas within the hospital

• Manpower plan detailing the number and type of staff required by the hospital, and plans for their recruitment, mobilisation and training.

• Equipment plan providing a full listing of all equipment required by each department in the hospital

• Procurement plan including dates for the delivery, installation, testing and provision of user training on all equipment

• Facilities plan specifying when the physical infrastructure of the hospital is to be signed off by the appropriate authorities and handed over to the operator

• ICT plan to provide the hospital with a secure, resilient and flexible ICT platform capable of fully integrating administrative and clinical information systems

• Outsourcing plan identifying non-core activities, such as catering, security and housekeeping, that could be outsourced to a specialist third party provider, and the potential savings and benefits that would accrue

• Corporate Services plan setting out the governance structure of the hospital, and defining reporting structures and departmental interrelationships

• Financial Management plan including budgeting, financial control and banking relationships

• Communications and Public Relations plan putting in place a system that anticipates and meets the information needs of the hospital’s target audience

• Quality Assurance and Accreditation Plan providing for the setting and continual improvement of patient care standards


2. Operation and Management

Nuparc offers a full turnkey operation and management package for hospitals and other healthcare facilities. We take complete operational responsibility for the delivery of patient care programmes, ensuring that quality standards are achieved and maintained, and that the hospital meets its financial, commercial and other targets.

Central to achieving clinical excellence and accreditation in any healthcare facility is a sound business management strategy. Nuparc recognises that business systems such as information services, administrative structure and robust clinical and operational policies and procedures are key elements of the care process.


The main deliverable of Operation and Management is to provide the best quality of patient care possible using the available resources in the most effective and efficient manner. Other deliverables which support this overall objective include:

• Strong management structures which support and enhance the work of the clinical departments in delivering top quality patient care

• A clear mission statement for the hospital setting out its goals, objectives and ethos

• Comprehensive operational policies covering all hospital departments

• Clear and objective performance targets against which the overall quality of service can be measured

• Regular reports providing the client with information on the hospital’s performance against clinical, financial or other measures

• Accreditation with a suitable, internationally recognised, body to ensure that appropriate standards are achieved and maintained


3. Strategic Project Assessment

The purpose of strategic project assessment is to ensure that the right facility is being planned to deliver the right range of services in the right place at the right time. In this context ‘right’ can be interpreted from either a medical needs or a financial point of view, or indeed a combination of the two.

We utilise a strategic methodology when assessing projects. We systematically review, analyse, and assess data, case studies and best practice protocols for effectiveness and efficiency. We analytically review benchmark standards and deliver solutions that are aligned with international standards and evidence based protocols.


• Project Review assessing the appropriateness, desirability and viability of the project and making recommendations where necessary

• Framework Plan setting out the major milestones for the project and the key tasks to be accomplished

• Detailed Plans for each major element of the project including timeframes and levels resources required


4. Recruitment

Healthcare is ultimately a ‘people’ business and the quality of care provided by any hospital is a function of the quality of the staff entrusted with delivering it. To be successful, a hospital must have the right number and type of staff, who possess the appropriate qualifications and experience, and who are properly managed, motivated and rewarded.

In carrying out recruitment assignments, Nuparc’s long experience in all aspects of the provision of healthcare enables us to provide a depth and quality of service far greater than that offered by a traditional staffing agency. Having carried out major healthcare recruitment assignments for numerous clients over the years we can provide a full range of services including preparation of job specifications, development of international recruitment campaigns, recruitment and mobilisation of all staff, and providing orientation and training programmes. We can recruit staff across all categories and grades, including medical, nursing, allied medical, administrative and support staff.


• Recruitment of personnel ranging form the entire staff complement of a hospital to small numbers of hard to find professionals

• Development of job descriptions and person specifications

• Manpower planning, identifying a hospital’s entire staffing requirements by department, category and grade

• Mobilisation planning, ensuring that staff arrive at the hospital in a planned fashion in keeping with operational requirements


5. Feasibility Study

The purpose of a feasibility study is to assess the commercial and/or financial viability of a proposed hospital or other healthcare facility. Traditionally associated with private healthcare projects, feasibility studies can also be an important tool in planning new public hospitals. In a public context, ‘value for money’ may replace ‘profitability’ as a key metric, but the same rigorous analysis of the costs and benefits of the proposed facility should still be a key part of the development process.

Nuparc Healthcare can conduct a feasibility study or strategic business plan for our clients’ specifications. We have the objectivity to evaluate your project with our technical expertise and proven methods.


• Demographic Profile of the target region analysing the size and age profile of the population, and patterns of morbidity and mortality

• Economic Profile analysing the size of the cohort within the target population having the ability to pay for private healthcare services

• Healthcare Profile looking at the range and quality of other healthcare facilities in the target area, both public and private

• Cost Projections covering development, construction, equipping, commissioning and ongoing operation of the hospital

• Revenue Projections with particular emphasis on the timing of revenue streams with-in the project lifecycle

• Financial Analysis including funding requirements, cash flows and long term profit-ability estimates


6. Concept Planning

The range and level of services offered by a new hospital should be carefully planned and tailored to the specific needs of the community it will serve. Due notice should be taken of the morbidity and mortality patterns of the community, how these are projected to change over time, and the services provided by other current or planned hospitals in the same catchment area.

We deliver conceived and designed planning schemes from initial concept and feasibility studies to completed projects.


• Needs Analysis placing the proposed facility in the context of the overall healthcare environment in the region

• Functional Content outlining the range and level of services to be provided

• Location Analysis of the proposed site for the facility indicating its overall suitability and highlighting any particular challenges to be met

• Design Brief providing a high level outline of the spatial requirements of the various departments and the geographical relationships that should exist between them


7. Manpower Planning

A hospital’s staff is both its greatest single asset and its largest single expense. Without the necessary number of appropriately qualified and experienced staff a hospital cannot function properly and the quality of patient care will inevitably suffer. Over-staffing however represents a significant waste of resources and can also lead to staff being underemployed and demotivated. Manpower planning avoids both of these pitfalls by ensuring that all departments are provided with the optimum levels of staff. In the case of a new hospital, the manpower plan also schedules the mobilisiation of staff and their arrival at the hospital in a manner consistent with the overall commissioning plan.

We follow a systematic approach to manpower planning. Our approach is based on sound rationale, considering a number of influencing factors; type of hospital, service requirements, models of care, proposed departmental set up etc. when determining the number and kind of personal required to provide care to our patients in accordance with international best practice protocols


• Organisation charts showing overall structure and reporting relationships

• Total number of staff required by department, category and level

• Job descriptions and person specifications

• Mobilisation plan including scheduled arrival dates for all staff to the hospital

• Recruitment plan indicating preferred locations for sourcing various categories of staff

• Training plan including orientation, initial user training on equipment and ongoing training needs including Continuous Professional Development (CPD)


8. Design Development & Support

The design of a hospital has implications far beyond considerations of construction cost or aesthetics. Good design positively supports and reinforces the delivery of top quality patient care, and provides a healthy and attractive environment for patients, staff and visitors. Poor design however can have a negative long term impact on the hospital, ranging from issues such as infection control to increased costs in terms of staffing or heating and cooling.

We work with the design team, architects and project team providing clinical guidance, support and advice at every stage of the project to ensure excellence in the provision of clinical care.


• Ensuring that the hospital design provides a safe, secure and supportive environment for the delivery of patient care

• Providing advice and guidance on design implications of specific clinical concerns such as infection control

• Highlighting design issues that could have a negative impact on operational efficiencies or effectiveness

• Reporting on current developments and innovations in hospital design


9. IT Infrastructure

IT plays a vital and increasing role in the operation of a modern hospital in both its clinical and non-clinical operations. Given the pervasiveness of IT systems, issues in this area can have an enormous impact on the safe and efficient operation of the hospital, and can be very disruptive and expensive to correct.

Crucial to the success of the daily operation of any hospital is the installation of a flexible and scalable ICT infrastructure. We design and deliver cost effective, clinically appropriate ICT systems keeping abreast of modern and emerging technologies. Special consideration is given to the design of effective clinical pathway informatics ensuring effective management of throughput, passage time and resource utilisation.


• An IT platform that is secure, resilient and flexible

• Integration with general administrative applications including financial, HR, purchas-ing and stores

• Integration with clinical information systems including:

Hospital Information System (HIS) Patient Administration System (PAS) Radiology Picture Archiving and Communication System (PACS) Radiology Information System (RIS) Laboratory Information System (LAB) Summary Electronic Patient Record (EPR) Clinical information systems in ICU, Neonatal, A&E and CCU

• Sterilisation tracking system (CSSU, Endoscopy)

• Cardiology information system


10. Equipment Needs Analysis

The range, complexity and cost of hospital equipment is ever increasing, and the type of equipment selected can have a profound impact on the quality of care delivered by the hospital. In developing detailed equipment specifications consideration must be given not only to the capital cost but also to other factors such as compatibility with other equipment and systems, staff training requirements, costs of operation and consumables, and the future developemt plans of the hospital.

The strategic planning phase of the project requires a technology needs assessment to ensure that high cost, highly specialised technologies are integrated into the planning and design of the hospital. Nuparc adopt a fully integrated specification system first drafting a generic equipment database, on which budgets are based, to detailed tender specifications receiving input from all stakeholders, users, medical engineers and procurement. We also design clear and concise training and Planned Preventative Maintenance (PPM) schedules.


• Specification of all medical, biomedical and non-clinical equipment required by department and functional area

• Preparation of overall equipment budget

• Preparation of tender documentation

• Evaluation of tender responses on a technical and commercial basis

• Recommendations on preferred suppliers

• Preparation and scheduling of user training programmes covering all relevant staff members

• Development and documentation of planned preventative maintenance (PPM) programme


11. Procurement

The principal purpose of the procurement function is to ensure that all hospital departments are constantly provided with the equipment and consumables they require to carry out their work on a day to day basis. It is also important that this function is carried out in a manner that is fair, transparent and ensures that the hospital receives the best possible value for money.

Central to procurement scheduling is an efficient, fair and transparent procurement ethos. These principles are applied in all procurements and influence the decision making process. All procurement processes comply with national guidelines on public procurement and are structured to maximise delivery of quality. Delivery periods and lead times are established. Shelf life timelines are defined for each item. Reorder levels for all consumable supplies are identified and documented. We develop a strategic approach to procurement to achieve an optimal balance between quality, value and timely delivery.


• Development of transparent and compliant procurement procedures

• Preparation of ethical business policy covering all interactions between suppliers and hospital staff

• Establishment of minimum supplier SLAs in terms of warranties, response times, user training, delivery periods etc. per category of equipment

• Negotiation with suppliers

• Making recommendations including consideration of lease/buy factors, whole life cost of ownership etc.

• Providing training to relevant hospital staff in utilisation of the purchasing system and procedures


12. Operational Policies

Operational policies provide the overall framework within which individual departments function and for the complex range of interaction between departments that is essential to the effective running of a modern hospital.

Whole Hospital Operational Policies are drawn up during the Design phase and address the minutest detail of the operation and staffing of the healthcare facility. We consider all influencing factors when developing Policies and Procedures including international best practice, evidence based protocol and defined organisational models. The policies should provide full details of how a particular facility or element of that facility will function. Operational polices are usually basic statements of intent about how a facility should operate and the interrelationship between hospital departments and staff areas. The policies inform the management process and should be agreed and officially adopted before the commissioning procedures are compiled.


• Whole Hospital policies setting out the overall mission and ethos of the hospital, its operational structure, and the inter-relationships of its various departments

• Departmental policies setting out in detail how the department shall operate on a day to day basis


13. Training Need Analysis

The training needs of a hospital are complex and ever changing. Newly arrived staff require orientation training and in many cases specialised user training on specific equipment. Existing staff need CPD training and there may also be a need for specialised programmes to provide them with additional skills or qualifications. All of this must be provided without impacting on the day to day running of the hospital.

Empowering employees to provide the highest quality performance is incumbent on committing to the professional development of staff as a priority goal. This commitment involves identifying unique personal education and training requirements and the provision of innovative, comprehensive programmes to meet those requirements. We design and develop staff education programmes that are directed at enhancing staff knowledge based on international best standards and evidence based models of care.


• Training needs analysis identifying any skills deficiencies within the hospital and the main areas where training is required

• Orientation training programmes for all new staff arriving at the hospital covering relevant departmental policies and procedures, hospital personnel policies etc.

• User training programmes relating to specific pieces of equipment for new staff at the hospital or for all relevant staff in the case of new equipment

• Continuous professional development (CPD) programmes to ensure that staff remain up to date with the latest developments within their fields and that their qualifications remain current and valid

• Specialised training programmes to provide selected staff members with additional skills and/or qualifications

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Nuparc Healthcare0+353 1 243 7721

www.nuparchealthcare.com

Brian Flood - Group CEO Nuparcbrian.�[email protected]

Marian Noone - CEO, [email protected]

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