RAJIV KUMAR -04

Challenges of construction cancer

hospital-:

Setting up a Cancer center:

• Technical intricacies
• Multiple complex integrations
• Best equipment selection
• Multi-modality team approach
• Architectural & structural details
• Construction & installation
• Commissioning of services

It is a Herculean task to set up a cancer centre. The

challenges are manifold because it requires integration of
many different specialties both in the medical and non-
medical fields.
As the essential first step, meticulous planning on
the drawing board, initially for the macro aspects and
subsequently to delve deep into the micro details is
required. Statutory, legal and radiological regulatory
requirements should be known, adhered to and
integrated to the local building laws and by-laws, fire
safety requirements, etc.

Integration of different civic, electric, mechanical,

biomedical branches and of the technical team with these
agencies is a very different kind of job that has to be
undertaken early in the project, otherwise delays are
inevitable. Any lack of coordination between any of these
agencies heightens the delay. Knowledge of the line-up of
different components of the project in a sequence of time
and space needs to be done in advance by each
department to gain maximum mileage. It is a strategy
such as this that ensures timely completion

Selection of world class equipments needs to be

done judiciously and by meticulously evaluating the
merits and demerits of the equipments in relation to the
requirements of the patient population served, kind of
malignancies encountered, availability of other facilities
in the area and its vicinity

Oncology requires multi-modality management. Each

cancer patient requires services of many specialties,
radiation, surgical, medical
On cloggy, radiology, pathology, microbiology, social
welfare department and support groups and many more.
Interdepartmental functioning that works to keeping all
the desired specialties within the physical reach of the
patient and care giver in a manner that is convenient to
all results in the best delivery of cancer care to the
patient. This has also to be considered from the drawing
board through the implementation of the project. By best
cancer care I understand both medical care and in-house
experience of receiving that medical care.

Conceptualization of comprehensive care involves

integration of all concerned modalities from planning
stage because each specialty
Involves very different requirements. Each specialty is
undergoing rapid transformation, modification and up-
gradation. There are rapid changes in utilization of or
integration of different diagnostic and therapeutic
modalities a complete staging work up and a concerted
treatment strategy are the next steps. Many situations
have overlapping treatment solutions involving different
modalities. A good treatment center is one in which all
specialties work in with each other so that patient care
remains as the supreme motto.
Practicing global standard protocols for management of
this disease with the latest technology and personalized
care provides the best chance of cure. the same quality
care can be provided may be received in the best
centers of the world with the added advantage of it being
in the home environment and at an affordable cost

Opportunities of construction a cancer hospital -:

Opportunities in Hospital Construction Market in aims to explore the

developments in the hospital construction market. It offers an analysis of
capital expenditure flows and forecasts up to identification of
opportunities available to medical device manufacturers. In this
research, expert analysts thoroughly examine capital expenditure
patterns in the following markets: private and public sectors.

Healthcare infrastructure is a unique blend of well-equipped private

facilities that contend with the best facilities in the world and a few
incompetent public healthcare facilities as well. On one hand, the private
sector boasts of cutting-edge technologies that mostly serve the
minority. On the other hand, approximately 80 per cent of the population
utilizes the public sector invariably, thereby making its facilities over-
crowded and inefficient. This scenario has resulted in a greater number
of patients, including the uninsured, turning to the private sector for
quality care and capable service. The private sector is positioning itself
to capitalize on this skewed trend and is already changing its business
mix and increasing its capital expenditure.

Private hospitals are progressively adapting their business mix in order

to stay ahead of the competition. For instance, the introduction of
specialized services by private hospitals is driving investment in new
medical technologies. Those involved with the design and execution of
the infrastructure in question must consider the many factors which
could impact the job, the successful scheduling, budgeting, site safety,
availability of materials, logistics, inconvenience to the public caused by
construction delays, preparing tender documents, etc.

The rising burden of disease in one of the main factors spurring the
growth of the private sector's capital expenditure. Furthermore,
increased public-private partnerships, a core element of health research
and policy (HRP), are also driving investments.

Under the National People’s Congress and the State Council, there are
various ministries and organizations that regulate health and medical
sectors. Following is a list of major related Chinese national government
agencies and organizations that formulate budgets, appropriate funds,
approve, or implement healthcare construction projects. When these
projects are financed by local government revenue companies should
contact their counterparts at the provincial, prefectural, and county levels
instead.

The private sector is dominated by three large hospital groups. Recently,

the market has been consolidating with the major participants to acquire
smaller, independent private hospitals. This has resulted in an oligopoly
with high barriers to entry and a rising competition amongst the three
large hospital groups. The challenge for the private hospital groups lies
in increasing its market share in a competitive environment that is
further constrained by an existing moratorium on new hospital
construction.

Private hospitals are increasing their market share by focusing on

changing business mixes to introduce more specialized services, instead
of building new hospitals. This trend has resulted in expansion of
facilities that incorporate innovative specialized units such as cardiac
and renal centre’s. The deteriorating public sector will ensure that the
insured market remains loyal to private healthcare providers. Low
income medical schemes will result in a rise in insured lives. The
hospital planning, design, and construction process takes the form of
three distinct phases. This event will focus on the first (definition and
planning) and second (schematic and design implementation,
construction documentation, etc.) phases. The final stage (Bidding,
Construction, Licensing and evaluation) will be covered in a future
session. This strategic event is intended to aid in the design and review
of hospital construction projects and serve as a model for avoiding costly
delays sometimes associated with complex construction efforts