Dr. M.L.

Dhawale
Trust Hospital

Deepanjali Khurana (16P019)

Neha Arora (16P033)
Abhishek Dhawan (16P063)
Pushkal Mishra (16P157)
Saumya Gupta (16P164)
Utkarsh Patel (16P212)
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Excellence in integrated homeopathic medical care, education
and research in order to promote Positive Health in a cost
effective manner - M.L Dhawale

Dr. M.L. Dhawale memorial trust was established in 1987

Had an illustrious career in Homeopathy, and was apointed to the

advisory board of the National Institute Homepathy .
HISTORY
Played a monumental role in the formation of the Insitute of Clinical
Research, a postgraduate Homeopathic institute.

After his death, his son Dr. Kumar Dhawale established the trust to
service humanity through Homeopathy

The aim was to provide patients who cannot afford costly services ,
affordable and quality healthcare , even at the remotest locations
 M.L Dhawale Trust Gamut of Operations

5 homeopathic Hospitals One in Palghar & Bhapoli, two in Mumbai & one in
Vadodara district (Bed strength: 150)

Nine urban clinics in Mumbai, Three rural clinics in Palghar

Charitable homeopathic clinics were also run in Pune, Kolhapur & Bangalore

3 mobile homeopathic clinics also visited 40 tribals hamlets weekly

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Dr. M.L.
Dhawale Trust
Hospital
Operations & Initiatives

Initiatives
Rugnasahayak 1 year nursing training programme

Arogya Mitra Health worker programme

Enabled development of new homeopathic treatments for non traditional clinical situations

Offered free of cost cataract surgery to poor patients under the seeing is believing scheme sponsored by
Standard Chartered Bank.

Organised a child mental health awareness seminar in association with TISS

Reorganized a 3 year M.D course in homeopathy, which was recognised by Ayush & Central Council of
Homeopathy

Organised reorientation programmes for teachers of homeopathy, and annual intensive training
programme for foreign homepaths

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Palghar MLDT Design & Culture

They institutionalized a standard and systematic procedure for diagnosis &

treatment

The culture was that of teaching & learning from one anothers clinical &
treatment

In 1995, they increased access to tribal hamlets by introducing mobile

homeopathic dispensaries

When a patient walks into the hospital, he is not refused. We are a fair priced,
low cost, honest, transparent standardized service provider Dr. Pawaskar

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Being a service and teaching hospital, enough clinical material was

needed

Management First interface being the student, the case came to the consultant
much later

Challenges The use of medicals and consumables was higher due to number of
students using them

Layered process : Initial assessment | Referral to OPD | Admission

to IPD

Being a donation driven organization, rise in consultation fee was

not possible

Pharmacy, Pathology, Radiology and Physiotherapy operated as

support activities
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Based on clearly documented information.

General Class 66% of the market cost Categorisation Of Patients

Charitable Class 33% of the market
cost

Poor Class Free

The economically well placed paid 100 %

 Competitive Salience

There were 20 Nursing Homes in Palghar. Also, the location of the hospital was a hinderance but low cost
and high quality attracted more number of patients.

MLDT had always followed the practice of pricing at 20 to 40% lower than market rate

TIMA - Comparable Services

TAPS Only for employees of TAPS

Three health centres and two rural hospitals

None of the above were working at capacity so there was a drive to attract patients.

Quality service and clinical results based on a clear value-system had ensured that the hospital supported
itself on a No Profit - No Loss basis.

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To isolate cost centres of the hospital

Objectives of the Research

To identify and apportion direct and indirect costs

Compute the actual cost of the output of final cost centres

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Activity Based Costing was not possible, costing

by indepentent valuations was performed.
Financial
Complexities Constraints
All OPD cases were considered to be of equal complexity
Capital costs came from donation and were not considered under analyisis
IPD surgical cases were categorised as supra-major, major, inter and minor
Per case avcerage was calculated based on :
Each department within OPD
Each of the ancillary services
Supra-major, major, inter and minor case types

Inferences
OPD costs were higher
Initial meeting with patients took lot of time resulting in lower
productivity
Turnover of patients for follow-up was low
Established on charity values, hence raising fees was not a viable
solution
Rate of IPD from OPD was quite low
Recommendations

1. INCREASE REVENUE

Discount Differentiation based on illness severity for General Class (66%, 80%, 90%)
Based on patients classification by doctor, consulting fees will be charged from one of three above

2. REDUCE COSTS

Database Maintenance for all patients getting admitted in Opthalmic, Surgery and Orthopedic Dept (IPD)
Improved targeting of OPD departments

3. INCREASE OPD INTAKE

Tie-up with an FMCG active in Hygiene and Healthcare

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Recommendations

4. INCREASE OPERATIONAL EFFICIENCY

Following a Stage Gate Model to decrease consultation time with students and consultants

5. REFERRAL/LOYALTY PROGRAMS

Introduction of referral programs to increase awareness of various illnesses hence increasing no. of
consultations
Family Loyalty Programs to incentivize patients from one family

6. OPD CLASSIFICATION

Disease classification in initial screening

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THANK YOU

QUESTIONS?

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