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Developing, Renovating & ManagingHealthcare Facilities

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Whether it be the renovation of an existing hospital or a new project, we would assist healthcare providers in three different ways.

Consulting - We can conduct in-depth population-based demand analysis and cost-benefit studies to prioritize secondary/tertiary/quaternary care hospital development. We can prepare all documents including architectural/engineering drawings and equipment lists to manage tendering process and turnkey development.

Contracting - We can contract with investors to deliver turn-key hospital development projects. We are ready to build state of art hospitals at cost-effective and timely manner. Our well experienced and globally competitive team is ready to handle projects from conception to commissioning.

Managing - We can establish and maintain excellent medical and operational management to ensure the highest quality of care, absolute patient satisfaction and solid financial performance.

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We would align value chain across the system to achieve the mission and vision.

Vision

Functions Structure

Tactics

Strategy

Business Culture

Mission

Goals & Objectives

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We would implement a governance structure that enables transparent, accountable, fair, effective and efficient management of the system.

Constitution of the Board and Executive Committee, within the framework of fundamental principles of good corporate governance

Developing and sharing mission, vision, values and competencies Establishing organizational chart with clear job descriptions Implementing operational policies and procedures with work flows to ensure

standardization Fully complying with the laws and regulations

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We would clearly define roles and responsibilities of every position in the system.

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We would emphasize multidisciplinary team approach to continuously improve outcomes.

GENERAL DIRECTOR

Doktors Evaluation Committee

Nursing Research and Magnet Committee

Epidemiology and Infection Control

Committee

Pharmacy and Therapy Committee

Nursing Training Committee

Patient Safety and Risk Management Committee

Patient Rights, Care Ethics and Patient

Training Committee

Clinical Data and Documentation

Committee

Care and Implementation

Standards Committee

Nutrition Proposal Committee

Blood Transfusion Committee

Staff Health and Work/ Environmental Safety

Committee

Scientific Activities Committee

BOARD OF DIRECTORS

MEDICAL COUNCILPERFORMANCE IMPROVEMENT COUNCIL

Intensive Care Committee

Radiation Safety and Radiology Suggestion

Committee

Comlaint Evaluation Committee

People’s Committee

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With over a thousand documented policies, procedures, forms and manuals we would standardize the care we deliver.

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While delicately placing local human capital, we would set up human resources management system to recruit, retain and enhance quality manpower.

Developing family tree and valuation for positions within the organization Establishing a compensation policy that is sensitive to valuation within the organization

and the marketplace Implementing human resources pooling, selection and placement systems Designing orientation, education and training programs Enforcing performance management and performance-based compensation programs to

cultivate a winning culture Implementing programs to improve employee satisfaction and become the employer of

choice Developing career planning system to localize the hospital management team

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Education and training would be our levers to better serve patients throughout the continuum of care.

WELLNESS PROGRAMS

PREVENTIVE MEDICINE

PRIMARY CARE

SECONDARY CARE

LONG-TERM CARE

TERTIARY / QUATERNARY CARE

EDUCATIONRESEARCH

CAREDELIVERY

TRAINING EDUCATION

CAREDELIVERY

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We would set a performance management system to achieve financially and operationally sound outcomes.

Strategic

Business Plan

and

Budget

Departmental Measures(DPT)

BenchmarkingTools(BMK)

Board Reporting(BRD)

Management Reporting (MNG)

Actuals

Performance

Management

System

and

Performance

Based

Compensation

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We would establish performance based compensation to motivate professionals.

PERFORMANCE METRICS

Hospital Performance

Individual Performance

Business Targets KPIs Capabilities

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With strategic planning and business development functions we would achieve a balanced, stable and well planned growth.

Adhering to strategic business plans and budgets that are prepared regularly Developing and disseminating variance analyses for strategic business plans and budgets

to take corrective actions Executing business development activities through legal and financial analyses including

feasibility studies Managing transition to strategic management with Balanced Score Card system

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With strategic management tools, we would establish a leading brand in healthcare with dedication to sustainable growth and admirable ROI.

Strategic Business Plan

Revenue Growth

Increasing Profitability

Asset Efficiency

Organizational Effectiveness

• Market analysis based positioning and branding

…• Increasing volume …• Srategic, competitive,

reality driven pricing …• Non-service driven

revenue increase …

• Concentrating on services with margin

…• Effective cost control …• Increase in the

accounting and financial control

…

• Increasing fixed asset efficiency

…• Improving inventory

performance …• Enhancing receivables

and payables efficiency …• Optimizing balance

sheet leverage …

• Implementing good corporate governance

…• Clarifying roles and

responsibilities of the chain management

…• Championing

operational best practices

…• Recruitment,

retainment and enhancement of quality manpower

…• Scoring with bureucracy …

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We would have robust financial and legal functions that minimize risks, maximize revenues and contain costs.

Developing an operational and capital budgeting system Creating financial and managerial reporting systems that quickly and accurately transmit

periodic results of operations Emphasizing the controlling and analyzing functions of accounting Developing medical accounting systems for proper claims management and billing Creating a program to minimize deductions and rejections on insurance bills Implementing a system for receivables and payables to better manage working capital Managing risks effectively, and acquiring necessary insurance coverage to avert risks

associated with assets and operations

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We would implement business technology to better manage performance.

Digital facility (filmless, paperless) with integrated electronic patient record system Utmost attention to HIPPA guidelines Adherance to patient safety issues Data standardization and easy acces Business intelligence Workflow optimization Revenue maximization Utilization control and cost containment Efficient internal documentation and communication Medical second opinion and telemedicine Adaptability to healthcare regulations

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Business technology would enable us to better understand patients and effectively address their needs.

Customer Data Source Systems

DataMart

HIS

CRM

Internet

Internet Portal

Daat

a Ex

tract

Data

Cle

anin

g

Tran

sfor

mat

ion

Data

Loa

d

ETLPlatform

Queries

OLAP Analysis

Standard Reports

Data Imaging

Data Mining

Business I ntelligenceData Mart

Physicians

E-mail

Mail

Call Center

Internet

EnterpriseServices

Healthcare Portal

PatientAdvisors

Customer Contact Points

Data Extract/ Transform/ LoadResults Verification

Meta Data

Pyxis SAP

Other Data

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Functional completeness, integration, adaptability and interoperability, scalability and performance would be main concerns while developing the system.

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We would develop high quality medical services where we can demonstrate outstanding clinical outcomes.

Applying procedures for the employment, accreditation, orientation and continuous medical education of top quality clinicians in the marketplace

Developing report cards and performance based compensation Establishing patient care and safety plans, clinical protocols Creating multidisciplinary teams for chronic disease (e.g., asthma, diabetes, hypertension,

etc.) management Organizing clinical pharmaceutical services Implementing evidence based nursing services

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With the state of art performance improvement (quality, utilization and risk management) and audit applications, we would standardize the processes, decrease variation, increase the quality of service, ensure effective use of the resources and control costs.

Operating in compliance with standards established by governmental agencies Developing service levels and key performance indicators to measure performance

against targets Using external and internal customer satisfaction survey results to improve performance Empowering employees on performance through committee activities Applying total quality management tools to continuously improve outcomes Adhering to documentation requirements of international quality accreditation

organizations

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To establish a quality brand and maximize penetration to target population, we would optimally utilize marketing and public relations functions.

Operating in compliance with standards established by governmental agencies Ensuring penetration to target markets through accurate brand positioning Directing service development activities on the basis of population needs Creating strategic, realistic and competitive pricing policy Negotiating and signing agreements with private insurance companies, institutional and

governmental payers Developing specific products with private insurance companies Developing organization identity rules to apply at every means Ensuring the distribution of print materials (e.g., catalogs, brochures, leaflets, etc.) Developing ads for posters, billboards, wall panels, and the press Managing main website and micro-sites for specific subjects Implementing intra-system broadcast (e-cast) Holding conferences and seminars both for public and health professionals Organizing events to increase public awareness and recognition of the system

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We would establish appropriate facility management programs to improve productivity of providers and increase patient satisfaction.

Conducting a smooth, effective and efficient commissioning process Designing in-house or contracted management of technical and/or support services such

as mechanical and electrical maintenance, housekeeping, cleaning, catering and security Monitoring SLAs (e.g., minimum downtime, etc.) and KPIs (e.g., patient satisfaction, etc.)

of all technical and support services for best results Preparing occupational safety plans and training all staff accordingly Implementing and improving safety and health systems in line with labor laws

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With biomedical engineering functions, we would acquire and maintain quality equipment at a minimum lifecycle cost.

Developing biomedical equipment inventory and monitoring system Managing equipment guarantees and ensuring continuity of equipment insurances Developing protective maintenance and periodical calibration services Operating equipment with minimum downtime through SLA & KPI basis Tendering and obtaining best offers for additional equipment requirements

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We would control utilization and contain costs of drugs, supplies and materials through procurement and logistics functions.

Obtaining quality products at the most cost effective manner with best possible delivery timing through an effective procurement

Maintaining a preferred provider list of suppliers with ratings Minimizing stocks & optimizing orders Minimizing lost/contraband goods in supplies and drugs Routine monitoring of expiration dates of supplies and drugs to minimize losses

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Managing by objectives is key to our success; we would develop specific key performance indicators and business targets for every provider to achieve goals and objectives.

FINANCE / HUMAN RESOURCES (HR) TARGET CLASS TARGET ACTUAL1 Recruitment time (days) KPI <=30 day2 Orientation program attendance rate KPI 100%3 Employee turnover KPI <=20%

1 Job offers acceptance rate BUSINESS TARGET >=80%2 Employee trial period success rate BUSINESS TARGET >=90%3 Number of training programs BUSINESS TARGET >=304 Training programs prevalence rate BUSINESS TARGET >=75%5 Training programs attendance rate BUSINESS TARGET >=90%6 Training hours per employee, year (inc. outsource employees) (hours) BUSINESS TARGET >=15 hour7 Training programs satisfaction rate BUSINESS TARGET >=80%8 Turnover rate caused by management compliance, working conditions, and BUSINESS TARGET <=40%9 Number of social activities for employees BUSINESS TARGET >=4,0

10 Number of infected material injuries, month BUSINESS TARGET <=1,011 Number of needlestick and sharp material injuries, month BUSINESS TARGET <=1,012 Loss labour rate BUSINESS TARGET <=1%13 Number of work accident, month BUSINESS TARGET <=1,014 Number of overdosed dosimeter employees BUSINESS TARGET 0

NURSING CARE (NC) TARGET CLASS TARGET ACTUAL1 Patient satisfaction rate for nursing care KPI >=80%2 Care competency rate KPI <=0,93 Training hours per nurse per year KPI >=25,04 Nurse turnover KPI <=30%

1 Medication administration errors per month BUSINESS TARGET <=4,02 IV complications rate BUSINESS TARGET <=2%3 Nosocomial infection rate BUSINESS TARGET <=3%4 Rate of successful entry into vain in first time BUSINESS TARGET >=95%5 Number of patients falls per month BUSINESS TARGET <=1,06 Storage verification rate in ward storage stock counts BUSINESS TARGET >=90%

MEDICAL CARE (MC) TARGET CLASS TARGET ACTUAL1 Patient satisfaction rate for medical care KPI >=80%2 Recruitment time for doctors (days) KPI <=30,03 Net sales per doctor (000 TL) KPI >=50,04 SGK deduction rate KPI <=1%5 Doctors' expense as the percentage of net sales KPI <=32%6 Non-doctor medical personnel expense as the percentage of net sales KPI <=12%7 Laboratory expense (excl. staff) as the percentage of net sales KPI <=5,1%8 Drugs & medical supplies expense as the percentage of net sales KPI <=15%9 The number of visiting staff operations per month KPI >=40

1 Response time for emergency consultation orders (minutes) BUSINESS TARGET <=30 min.2 Rate of patients with missing informed consent form BUSINESS TARGET <=3%3 Rate of unplanned patient returns to operating room BUSINESS TARGET <=5%4 Wrong blood transfusion rate BUSINESS TARGET 05 Surgical site infection rate BUSINESS TARGET <=5%6 Infection rate of patients with urinary catheterization BUSINESS TARGET <=0,5%7 Mortality rate BUSINESS TARGET <=5%8 Generic drug usage rate BUSINESS TARGET >=90%9 Rate of on-time distribution of MoH statistics BUSINESS TARGET 100%

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We would apply best practices to increase revenues, enhance profitability and improve asset efficiency as well as the organizational effectiveness.

Productivity and Efficiency Actual BenchmarkFTEs / Patient Bed FTEs / Average Daily CensusOutpatient Visits / Exam RoomDaily Surgical Volume / Operating RoomOutpatient Visits / PhysicianDaily Surgical Volume / PhysicianAverage Daily Census / PhysicianAverage Daily Census / NursePersonnel Expenses / FTEPersonnel Expenses / RevenueSupplies and Materials Expenses / RevenueMarketing and Sales Expenses / RevenueRevenue / Total Assets

Patient Mix Actual BenchmarkSurgery Volume / Outpatient VisitInpatient Admissions / Outpatient VisitSurgical Inpatient Admissions / Inpatient AdmissionOutpatient Revenue / Total Revenue

Capital Structure Actual BenchmarkFinancial Liabilities / Total AssetsLong Term Debts / Total AssetsLong Term Debts / Total LiabilitiesEBITDA / Financial LiabilitiesAverage Age of PlantNet Property, Plant and Equipment / Bed

Liquidity Actual BenchmarkCurrent RatioAcid Test RatioNet Working Capital/ Monthly RevenueAccount Receivable DaysAccount Payable DaysInventories / RevenueInventory Days

Revenues, Expenses and Profitability Actual BenchmarkRevenue / m2

Revenue / Patient BedRevenue / Patient Day Revenue / PhysicianInpatient Revenue per DischargeOutpatient Revenue per VisitGross MarginEBITDA MarginEBITDA per Bed

Payer Mix Actual BenchmarkSGK and Governmental Employee Payments / RevenuePrivate Insurance Payments / RevenueOut of Pocket Payments / Revenue

Pricing Strategy Actual BenchmarkSGK Mark-up RatioTotal Discounts / Gross Revenue

Capacity and Utilization Actual BenchmarkCovered Space (m2) / Patient BedPatient Beds / Exam Room Patient Beds / Operating RoomPatient Beds / Intensive Care BedExam Rooms / PhysicianOutpatient Visits / DayOccupancy RateAverage Daily CensusAverage Length of Stay

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In short, we would work smart to create the best value for our clients.

Value =Quality + Satisfaction

Cost

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For questions you may have, please do not hesitate to contact us @

Medforum Healthcare ServicesEbulula Mardin Caddesi No:16Maya Meridyen İş Merkezi Kat:2Akatlar 34355 Beşiktaş İstanbul TurkeyT: +90 212 283 86 86E: info@medforum.com.tr