The initial situation at project start was characterized by a heterogenic and opaque organizational structure with duplication or overlapping roles and responsibilities. The leadership and management of the hospital diminished the existing medical concept with an unclear strategic positioning. In addition, external factors e.g. weak economic performance, decreasing expenditures for health infrastructure had a negative impact on the hospital. As a result, the performance decreased and a market consolidation was nearly unavoidable. The low profitability should be increased by a strategic reposition.
ICME Healthcare consultants analyzed and assessed in detail the service provision, utilization patterns, patient flows on a department level and derived strengths and weaknesses. The internal assessment was aligned with the external micro and macro environment in order to derive the strategies incl. medical and non-medical portfolio, patient volumes on department level, workforce calculations, and other technical requirements. The new strategy was based on a detailed financial feasibility study.
The derived implementation plan will be accompanied by ICME consultants in order to realize this project.
The implementation of a new national law allowed free choice of hospitals for the population. This resulted in an increased competition and pressure on the hospital market as also health insurances focused on lengths of hospital admissions. The hospital was in a need for efficient and patient-oriented processes.
The management of the 200 bed psychiatric hospital was supported by ICME consultants in strategy development, implementation and change management.
Within this project, the following has been successfully accomplished:
The strategy, but more important the implementation has been achieved by targeted communication, training and workshops with hospital leadership and management. In addition, the management level has been coached in terms of leadership, personnel deployment as an important factor in project management.
At the end of the project, the strategy and its impact on the organizational and process development and redesign has been fully supported by hospital management and staff members and showed first positive results shortly after implementation. The open, transparent and staff-category-specific communication founded the basis for the successful implementation and realization.
ICME Healthcare consultants assessed the macro environment of this sensitive topic in detail focusing on political, ethical and religious guidelines and the national strategy. A demand analysis was conducted in order to precise the existing fertility services within the country and within the catchment area.
An overall business model has been developed including human resource requirements, investment and operating costs, location and building specifications and potential strategic partners. The model allowed a fast tender and operations with the defined service portfolio. The comprehensive financial feasibility incorporated local reimbursement structures, cash flow projections, and profitability and scenario analysis. Special focus concentrated on requirements for a state of the art fertility center with international best practice outcomes.
Developing countries and emerging economies often face an undersupply of medical specialties and sub-specialties. To tackle this, an southeast Asian non-profit organization targeted to improve and expand its cardiovascular services for an identified pilot region for a potential roll-out nationwide in a second project phase.
ICME consultants investigated the local, regional and national market for cardiovascular services in terms of demand, supply, growth, opportunities and challenges. As a result, a delivery of care model was developed, considering local specifics and cultural requirements of the population. This delivery model encompasses diagnosis, therapy and rehabilitation in the hospital and integrates primary healthcare center in the model. eHealth applications providing the basis for the communication between the different facilities and professions.
The cardiovascular was implemented in a tertiary academic hospital with 300 beds.
The client’s intention was to restructure its ambulatory care services including the 40 primary care centers within its network. Further, a strategy for the increasing population and the resulting increase demand for healthcare services should be developed.
Within the scope of the study, the planning study determined the short- and long-term requirements for ambulatory care services on a national level for primary and secondary care, dialysis services and prevention and screening programs. The definition of scope of services and indication of capacity requirements for the various services shall be provided.
ICME consultants developed a strategic framework, defining which services shall be supplied by the outpatient or inpatient setting and the respective facilities, to provide integrated pathways in the context of aligned service offerings between the public sector providers.
Our target was to create an integrated planning concept for the ambulatory healthcare clinic structure. The first step was an analysis of the current situation in terms of existing strategies, current facilities status, demand driver, competition, etc. Based on the assessment, a comprehensive strategic framework for medical services has been developed including definition of levels of primary and specialty care, categorization of clinic types and ambulatory care services. For each service line, specialty and facility type capacity requirements have been calculated including the number and size of facilities required and location recommendation.
A detailed implementation plan has been developed for the five years. The plan has been updated since and will be continuously updated, incorporating updates on demand and population changes.
The client was in progress in enhancing and expanding its national health system including new hospitals, ambulatory healthcare center, research facilities, etc. The client required a detailed plan, what impact these efforts have on the demand and supply of health related workforce and the education sector. Therefore the number of health human resources needed and a strategy to develop these has to been derived.
ICME consultants analyzed and assessed the current status in terms of quantity and quality of the existing health workforce supply and demand. Secondary and primary research activities have been conducted.
Based on the results and the input from all other currently ongoing and planned health workforce related projects e.g. new hospitals have been incorporated as factors in our model and projections. These projections for the future demand for health workforce has been carried out on a very detailed level per category and specialization such as
A comprehensive and wide-ranging tool has been developed in order to forecast the demand for the next 5, 10 and 15 years.