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Reorganization of Wards and Strengthening of Regional Medical Cooperation Functions Suitable for the Current Situation
Revenue Improvement

A Certain National Hospital

~Ward Reorganization and Strengthening Regional Medical Cooperation Functions Suitable for Current Conditions~

The National Hospital Organization has many facilities that continue the legacy of the former national sanatoriums, focusing on cases such as neurological diseases and tuberculosis. This facility is no exception, with a tuberculosis ward and a strength in respiratory diseases, and has a capacity of 300 beds.
On the other hand, “the number of tuberculosis cases has been decreasing yearly due to national efforts,” and “outpatient treatment has been increasing,” leading to a decrease in the occupancy rate of the tuberculosis ward. The number of patients in general medical care, both inpatient and outpatient, has also been decreasing, resulting in a challenging financial situation in recent years.

ITEC identified the main improvement targets for the facility as ward function reorganization and strengthening regional medical cooperation functions through current situation surveys and analyses. We provided support from planning to system construction and progress management.
In the reorganization of ward functions, we introduced unitization of the tuberculosis ward with a declining occupancy rate, reducing the number of tuberculosis beds to an appropriate number and reorganizing and utilizing the surplus rooms as general beds.
Next, we will convert some of the general wards, which have been experiencing a decline in revenue, into community comprehensive care wards. we aimed to increase the unit price of medical care by optimizing the average length of stay and severity in the general ward, secure revenue by treating patients with fewer medical resources in the community comprehensive care ward, and secure patients by utilizing new functions such as subacute care and respite admissions of the community comprehensive care ward.
Additionally, to strengthen regional medical cooperation functions, we conducted surveys of nearby hospitals and clinics to hear their direct feedback and identify areas for improvement.
Based on the survey results, we aimed to increase the number of referred patients by strengthening the acceptance system for regional medical cooperation patients within the hospital and enhancing the facility’s public relations system (website, facility visits, etc.).

Key Success Points

POINT1
Current Situation Analysis and Detailed Future Forecasting
To achieve stable hospital management, it is important to accurately understand the hospital’s situation and make as precise future forecasts as possible, considering changes in medical needs and advances in medical technology.
ITEC Strengths

ITEC participates in various academic societies and organizations, including the Japan Association of Healthcare Management Consultants, to quickly and accurately collect information on the medical industry and apply it to daily consulting. Additionally, most of our staff are certified healthcare management consultants who continuously hone their skills to maintain and renew their qualifications.

POINT2
Clarification of Management Issues and Consideration of Effective Countermeasures
Based on the current situation analysis and future forecasting, we clarify management issues. It is important to prioritize the extracted issues and allocate more resources to key ones rather than addressing all issues with the same effort (people, money, time).
ITEC Strengths

With a track record of analyzing and improving the management of various types and sizes of hospitals nationwide, ITEC can objectively determine which issues the target hospital should address in the short, medium, and long term and develop plans that stakeholders can agree on.

POINT3
Creating a System for the Entire Hospital to Work Together on Management Improvement
Successful management improvement requires the cooperation of the staff working on-site. It is necessary to promote the project in a way that fosters a sense of ownership, rather than making them feel that “external consultants or hospital executives made decisions arbitrarily.”
ITEC Strengths

Our consulting approach is characterized by its on-site nature. Whether it is analyzing the current situation for management improvement, formulating improvement plans, or supporting their execution, we do not work solely with the hospital’s management. Instead, we conduct hearings with each department, exchange opinions and coordinate with on-site managers, and always strive to incorporate the opinions of the field staff into our work.

POINT4
Evaluation of Implementation Status and Flexible Review
It is necessary not to be satisfied with just making a plan but to ensure its execution. Therefore, evaluating progress and achievement status, analyzing and addressing unmet factors, and flexibly reviewing the plan itself as needed are important.
ITEC Strengths

In the management improvement plans we formulate, we aim to set target KPIs and enable monitoring and evaluation of execution. Even after the consultant leaves, we build support measures that look beyond just imposing a plan, ensuring the hospital can continue improvement activities independently.

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19-Sep-23
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ITEC Ltd.
President: Hiroomi Suzuki

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