Our expert panel has shared their insights on the significant challenges that lie ahead for Small, Medium, and Large Healthcare Organisations. Also, understanding the measures they adopt in their signature style to overcome these challenges across different walks of healthcare management.

1. Panelist Moderator
Slide 1/39

2. Slide 2/39
Dr. Arun Mavaji Seetharam
Associate Professor, Ramaiah Medical College & Assistant Hospital Administrator, Ramaiah Memorial Hospital
 Experienced Hospital Administrator with a demonstrated history of working in the medical operations.
 Skilled in Hospital Operations, Hospital Planning, Quality Management, and Strategy.
 Strong education professional with a Doctor of Medicine (MD) focused in Health/Health Care
Administration/Management from Kasturba Medical College, Manipal.
 Currently Dr. Arun is the Associate Professor, Ramaiah Medical College & Assistant Hospital Administrator, Ramaiah
Memorial Hospital.

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Dr. Vijay PV
Partner & Senior Consultant, Integra Ventures
 Dr. Vijay after his graduation worked as an assistant administrator at a corporate Hospital in Coimbatore.
 Then since he developed more passion for Healthcare management, he pursued his Post Graduation in Hospital management.
 Later he gained thorough knowledge about implementation of NABH standards while working as Deputy Manger Quality for a
healthcare consultancy in Hyderabad, where he was handling seven different NABH projects and was instrumental in setting up the
Hyderabad Branch office.
 After his association with Medica Synergie, Dr. Vijay has been handling Turnkey Projects as a regional coordinator.
 He also handled business development activities in South India for Medica Synergie and he also has experience in brand building
activities. He was part of the corporate team working for organizations next round of funding.
 Later he joined SIMS (SRM Institutes for Medical Sciences, Chennai) as commissioning coordinator and was completely instrumental
in commissioning the project.
 He is the man behind 250 bed Aster RV hospital, was in-charge of the project from paper to patient.
 Works as a project consultant for MGM Healthcare Chennai

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Prof. Dr. Ashok Thiakarajan
CEO, Westminster Healthcare - Chennai
 Prof. Dr. Ashok Thiakarajan is graduated in science, pursued Labour Law and MBA from Madras University.
 He went on to get awarded with M.Phil and Ph.D. in management with Bharathiar University, Coimbatore.
 He has over three decades of professional experience in various Healthcare organizations at different roles viz., Sales
Manager, Branding head, General Manager, Vice President, and Senior Vice President.
 Served in some of the leading organizations like Cipla, Beiersdorf AG Germany, Johnson & Johnson at the USA and
assisted over thousands of surgical procedures across the Globe.
 He went on to lead the Bio-ceramic surgical devices division with Murugappa group and a part of the Multi-center
clinical research team of MS Ramaiah hospital in South Africa, Philippines and India.

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Mr. Ramesh Balasubramanian
CEO, CBCC - India & Director, Apollo CBCC Cancer Care - Gujarat
 Mr. Ramesh Balasubramanian is a graduate in Management with specialization in Labour Laws & Industrial Relations
 He has been in Hospital Industry for over 23 years and have worked with premiere institutions such as Aditya Birla
Healthcare, Apollo Hospitals before joining Comprehensive Blood & Cancer Centers in the year 2008.
 Mr. B Ramesh is known for his rich business acumen in various spectrums of Healthcare Management and delivery.
 He has received wide accolades from different quarters and recognition with all his previous employers.
 Mr. B. Ramesh is a Graduate in Business Administration and also has completed his Bachelors in Law.
 He went on to complete his PG Diploma in Industrial Management & Dispute Resolution.

6. Slide 6/39
 A seasoned Healthcare Management Professional, Rajarajan is a powerful blend of a visionary leader with a global perspective
and strong business acumen
 He has been associated with various successful ventures in India and abroad especially in areas of Multi-specialty Hospitals,
Oncology, Cardiology, Diagnostics and in his penultimate assignment in Bengaluru, India - he was the COO of a flagship unit of an
Oncology giant
 He is a member of American College of Healthcare Executives (ACHE), Life Member of Consortium of Accredited Healthcare
Organizations(CAHO), The Research Foundation for Hospitals and Healthcare Administration (RFHHA) & Telemedicine Society of
India
 At Global Mantra Innovations, he leads QurHealth, India from Bengaluru as their Sr. Vice President for Health-Tech solutions and
partnerships like Family Health Book Suite, etc.
Rajarajan S Mudaliar
Sr. Vice President - QurHealth

7. Slide 7/39
QurHealth, India is a Division of GMI
Empower Healthcare Ecosystem
to generate value through their data
Bio-Statistics, Data Analytics, Natural Language Processing, Deep
Neural Network, Artificial Intelligence and Machine Learning
Scalable Multi-layer
Architecture Platform
150 mil. USD Company
Managing 800k Providers in US + 800 Dialysis
Centres + 43 Peta Bytes of HealthCare Data
Strong Leadership
700+ Team Members in US + India
Global Mantra Innovations – Research & Innovations centre for Ventech Solution Inc., USA
www.qurhealth.com info@qurhealth.com +91 95660 88520

8. Slide 8/39
New Normal in Medical Services, Clinical Operations & Quality
New Normal in Medical Services
• Screening and Triaging of Patients
 Self Screening, Digital Screening, Kiosk Based/ Mitra Robots
 Symptoms Screening for Diseases
 Patient Doctor Engagement – Paradigm Shift with New Pre-Consult
Steps
• Doctor Patient Relationship: Contact Reduced/ Digital Transition
 Meeting patient expectation: Compassion
 Wearing PPE, Limited examination of patients and use of telemedicine
can have impact.
• Avoidance of Unnecessary Visits: Home care, Lab, Pharmacy
• Digital Healthcare
 EMR/EHR with ease of access across devices
 Clinical decision support systems
 Clinical Data Mgmt Systems - QurHealth – Patient Access through
MyFHB App
 Remote monitoring and IOT: Convalescent and Intensive care

9. Slide 9/39
New Normal in Medical Services, Clinical Operations & Quality
• Evidence based and protocoled healthcare
 Shared knowledge
 Standard treatment guidelines > Clinical autonomy
 Impetus to research and clinical trials
The efforts, led by Niti Aayog, has ensured that Pune based CDAC will develop a common platform for regulatory approvals for clinical trials. A decision on such trials
will have to be taken within 90 days and the platform will bring together all regulators on a real-time basis.
• Redesigning Concept of Hospitalization
 Continuum of care: move towards “Care outside of Hospitals”
 Ambulatory care settings: Day Care Procedures, Surgery
 Robotic/ MIS – Reduced ALOS
 Provision of Isolation facilities, Engineering controls
 Dedicated Communicable Diseases Specialty Hospital
New Normal in Medical Services

10. Slide 10/39
New Normal in Medical Services, Clinical Operations & Quality
• Patient Experience
 Information, Education and Counselling
 Longer waiting time
 Scheduled appointments for consultation,
procedures
• Supply Chain Management:
 JIT? Local sourcing, Stocks (expiry, consumption)
 Decentralization of support services: Labs
• Infection Control Practices
 Less human interface
 Checklist driven processes
New Normal in Clinical Operations

11. Slide 11/39
New Normal in Medical Services, Clinical Operations & Quality
 Has Accreditation helped?
 Assessment of preparedness of Hospital
 Enhanced infection control practices: HAIs
 Training of staff
 Enhanced audits
 Real time data analytics, Triggers
New Normal in Healthcare Quality

12. Slide 12/39
New Normal in Medical Services, Clinical Operations & Quality
 Personal, workplace and home hygiene will be normal
 Patient Centric Approach and Evidence based approach will be the way forward
 Family physician and public health concept will reemerge
 Digital healthcare will gain more traction and acceptance
 Unified approach to public health emergencies
 Demand for Quality, Transparency in functioning of Hospitals
Summary

13. Slide 13/39
Panel Discussion - Session Overview and Highlights
Initiate your family and your Health
Records Management with MyFHB by
clicking and downloading from
https://cutt.ly/XyPT6Zm
 Challenges at Clinic Level?
 Challenges at Small Hospital (<100 Beds)
Level?

14. Slide 14/39
New Normal in Healthcare Infrastructure & Project Management
KEY ELEMENTS IN PLANNING HIGH RISK AREAS
Location
Space allocation
Mandatory facility requirements
Zoning requirements
Internal Air Quality norms
Interior Finish for Infection control

15. Slide 15/39
New Normal in Healthcare Infrastructure & Project Management
Salient features in
developing high risk areas
in a hospital
Infection prevention &
Control Infrastructure plan to
incorporate during Planning
phase
Hospital Buildings must meet
quality standards (ISO 9000
and ISO 14000 series). Old
Buildings renovations should
meet required standards as
per type of health facility
Segregation of different areas
in the hospitals based on risk
of infections
Minimized cross infection
through Isolation & proper
Ventilation
Minimum Entry/Exits to
control infiltration of
infectious diseases
Requires zoning of critical
areas like Surgical suite, ICUs,
Catheterization Laboratory,
CSSD, etc.
Patient, Staff and Attendant
safe Environment
Future proofing to avoid
haphazard expansion
Private rooms, location of
sinks and air flow design have
resulted in a 10-11% decline
in overall nosocomial
infections rate

16. Slide 16/39
New Normal in Healthcare Infrastructure & Project Management
Common Design interventions to reduce infection
Permanent Patient screening facility at Entrance (OPD/A&E) using a rapid questionnaire on their travel exposure,
fever history and symptoms
Floors and walls should be seamless, should not be of porous stone as it absorbs moisture and could be a source of
bio-burden, scratch proof & anti skid
Walls should be covered with smooth antimicrobial material (wall flex/Cladding/Paneling)
Paint- antibacterial, anti-fungal
Clean room doors – automatic/ Hermitically Sealed/Touch free (preferable in OT), other areas: Laminated & smooth
surface
Ceilings – Antimicrobial grid ceiling, Cladding, PU Painting, etc.

17. Slide 17/39
New Normal in Healthcare Infrastructure & Project Management
Common Design interventions to reduce infection
Electrical fittings and water pipes in the Critical areas must be concealed
Install hand sanitizer dispensers at each bedside and in all high patient volume areas
Where structurally feasible, install HEPA filters in areas housing immunosuppressed patients.
Sufficient and appropriately labelled bins to allow for health care waste segregation should be available and used
(less than 5 meters from point of generation) and waste should be treated as per BMWM Guidelines
All drainages from these areas to be mandatorily processed through ETP
Water quality –it is affected by microbial, chemical and radiological aspects with microbial aspects constituting the
principle concern for infection control. Water for drinking, cooking, personal hygiene, medical activities, cleaning
and laundry must be safe for the purpose intended (RO, DM )

18. Slide 18/39
New Normal in Healthcare Infrastructure & Project Management
Inside Design Conditions
Supply
air rate
Exhaust
rate
Minimum OA Filtration Relative room
Pressure
Airflow
direction
Infectious isolation room 12 AC/hr 100 per
cent
12 AC/hr Not
defined
-ve In
Protective isolation room 15 AC/hr Not
defined
10 L /s per person
and 2 L /s. m2
Terminal HEPA filters
on supply
+ve out
Operating theatres 20 AC/hr 50 per cent 10 AC/hr Terminal HEPA filters
on supply
+ve out
Sterile stores Not
Defined
Not
defined
10L /s per person and
2 L /s. m2
Terminal HEPA filters
on supply
+ve out
Mortuary 12 AC/hr 12 AC/hr Not
defined
Not
defined
-ve In
Recovery 10 AC/hr 100 per
cent
10 L /s per person, 10
AC/hr and
4 L /s.m2
Not
Defined
Not
defined
Dirty utility Not
defined
10 AC/hr Not
defined
Not
defined
-ve In

19. Slide 19/39
New Normal in Healthcare Infrastructure & Project Management
Example Representation of
a Spatial Planning Matrix

20. Slide 20/39
New Normal in Healthcare Infrastructure & Project Management
Materials
• Quality
• Source
People
• Skilled
• Controlled environment
Timelines
• Parallel
• Shutdown
Do Not
Compromise

21. Slide 21/39
New Normal in Healthcare Infrastructure & Project Management
Example Representation of a
COVID19 Screening, Chennai

22. Slide 22/39
New Normal in Healthcare Infrastructure & Project Management
Example Representation of an Office Building into COVID19 Facility, India
Overcoming
Challenges

23. Slide 23/39
Panel Discussion - Session Overview and Highlights
 Challenges at Diagnostics Level?
 Challenges at Medical
Equipment and Consumables
Manufacturing?

24. Slide 24/39
New Normal in Healthcare Operations & Resource Management
My Teacher – The Father of Marketing
The sales department isn’t the whole company,
but the whole company better be the sales department.”

25. Slide 25/39
New Normal in Healthcare Operations & Resource Management
The New Normal in Health Care
 HealthCare - The epicentre of this
unprecedented global pandemic challenge
 New normal - The shift from traditional to
consumer driven healthcare model
 What is Consumer - Patient Archetype
 The right choice - Patient-centred care
approach or the consumer-directed
commercial models.

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New Normal in Healthcare Operations & Resource Management
Patient Centric Healthcare
 Patient is the focal point
of all Health Care
components

27. Slide 27/39
New Normal in Healthcare Operations & Resource Management
Consumer Driven Health Care Model
 Why Consumer - Patient
Archetype ?

28. Slide 28/39
New Normal in Healthcare Operations & Resource Management
Impact On The Healthcare Ecosystem
 Paradigm shift in the Healthcare ecosystem
1. How to Assess ?
2. How to Plan?
3. How to implement more effective supervision
 Equitable Skill Mix
1. Evaluating the need for change
2. Identifying the right opportunities and barriers
for Change
3. Planning for Change
4. Implementation of change

29. Slide 29/39
New Normal in Healthcare Operations & Resource Management
Healthcare Delivery Value Chain
 Value based health care system
 Equation to Success

30. Slide 30/39
New Normal in Healthcare Operations & Resource Management
Health Care Operations - Modus Operandi
 New paradigm for infrastructure , geographic distribution of
providers, and care settings
 Operational excellence, which will be critical in the next normal
 Emergence of new growth opportunities and diversification.

31. Slide 31/39
Panel Discussion - Session Overview and Highlights
 Challenges at Mid Level Hospital
(101 to 250 Beds)?
 Challenges with Digital Health
Organizations?

32. Slide 32/39
New Normal in Healthcare - Brand Equity, Business, Governance & Board
 New buzz word is going to be clinical excellence with COVID safety.
 COVID Treating Vs Other Hospitals
 Government Healthcare Institutions – Credibility Increasing?
 Contact Free Health Care
 Increasing Trust Level – Bridging Trust Deficit
 Home Health, Home Labs and other Service at Door Steps to Surge
 Value based care
Brand Equity/ Marketing/ Market Share

33. Slide 33/39
New Normal in Healthcare - Brand Equity, Business, Governance & Board
Brand Equity/ Marketing/ Market Share
 Transition from Traditional Marketing to Digital Marketing
 Public Relations Key for Hospitals
 “Extra mile” efforts
 Teach along with treatment
 Go to customer with your value proposition
 Unpredictable Market Share & Pie-chart
 Rapid Transitioning/ Digitalizing HCOs will increase Market Share
 Polarization/ Aggregation/ New Models/ More of PE Investments & Takeovers

34. Slide 34/39
New Normal in Healthcare - Brand Equity, Business, Governance & Board
 Post COVID - 1st industry – 1st riser from the set back.
 Increased trust level
 Tele-health shall be a major part of new business model for OP services
 Preventive health segment will see a major boost
 Shift from volume to value
 Healthcare may become expensive.
 Tweaked business plan
Business

35. Slide 35/39
New Normal in Healthcare - Brand Equity, Business, Governance & Board
Business
 Increased Digital Transaction
 Advances may be stressed upon
 Packaging of services will be rampant
 Health-Tech usage surge
 Inventory Reduction and Asset Lite
 Reduction in Non-Core Manpower
 Increase in spend for Infection Control
Practices

36. Slide 36/39
New Normal in Healthcare - Brand Equity, Business, Governance & Board
 Mandatory reporting of COVID19 suspect and positive cases
 Compliance of mandatory guidelines like ICMR, MOHFW & so on
 Securing employee safety with strong internal compliance – WASH Protocols–
Workplace Assessment for Safety & Hygiene.
 Reliable revenue assurance
 Debt Reduction & Refinancing Options
 Salaries and Pay-Cuts
Governance & Board

37. Slide 37/39
New Normal in Healthcare - Brand Equity, Business, Governance & Board
Governance & Board
 Shift focus from function to process
 Applications of strongest controls
 Enhanced scope of audit committee
 EBITDA => EBITDAC

38. Slide 38/39
Panel Discussion - Section Highlights, Q & A, Closing Comments
www.qurhealth.com info@qurhealth.com +91 95660 88520
 Challenges at Large & Teaching Hospital
(>251 Beds)?
 Challenges with Pharma Manufacturing
Companies?

39. Slide 39/39
Thank You
"
"
Never doubt that a small group of thoughtful,
committed citizens can change the world;
Indeed, it’s the only thing that ever has.
-Margaret Mead
www.qurhealth.com info@qurhealth.com +91 95660 88520