LHRC — Executive Dashboard

The transformation from a multi-specialty hospital to a dual-campus complex requires a fundamentally revised organisational structure. Current org design does not reflect the separation of Cancer Centre vs General Hospital operations. Key requirements:

▸ Revised Org Chart: Separate P&L accountability for Cancer Centre and General Hospital. Dedicated heads for each building post-transition.

▸ Performance Management: Department-level P&L accountability. Revenue targets cascaded to specialty heads. Doctor performance dashboards linked to fee structures.

Current IT systems are inadequate for the dual-campus transformation and revenue optimization targets. A new implementation is required — not upgrades to current legacy systems.

▸ Hospital Information System (HIS): The current HIS implementation is to be fully reviewed and assessed. A comprehensive evaluation will be conducted before any further rollout or investment decisions are made.

▸ ERP System: A cost-benefit analysis is to be conducted to evaluate the appropriate ERP solution for LHRC, covering finance, supply chain, HR, and procurement modules.

▸ Clinical Decision Support System (CDSS): Oncology care pathway systems, CPOE (Computerized Physician Order Entry), pharmacy management integrated with billing. We will evaluate and add a Virtual Tumour Board as part of the CDSS implementation — enabling multi-disciplinary oncology case reviews across campuses.

▸ Analytics & Dashboards: Real-time department-level revenue, ARPOB, occupancy dashboards for daily management. Weekly KPI reporting automation. Doctor productivity tracking.

▸ CRM / Patient Journey: OP-to-IP conversion tracking, telemedicine platform, referral doctor portal. Critical for achieving +13% OP volume growth.

The infrastructure transformation — repurposing both existing buildings into dedicated clinical zones — requires a fully costed, approved, and phased capex plan. The FY27 budget (₹82.21 Cr, V2) is the first tranche covering clinical equipment and key renovation works. The FY28 expansion builds on this foundation.

▸ FY27 Capex (₹82.21 Cr budgeted — V2): Plant & Machinery ₹55.11 Cr (67.0%) — biomedical equipment directly generating revenue. Buildings & Civil ₹18.31 Cr — Casualty renovation, ICU Complex, Renal Transplant Centre, Paediatric OP, multi-level parking and porch works. IT ₹4.34 Cr, Furniture ₹3.19 Cr, Vehicles ₹0.67 Cr, Intangibles ₹0.58 Cr.

▸ LINAC Upgrade — New Building B2 (High Priority FY27–28): Addition of linear accelerator in New Building basement B2. AERB (Atomic Energy Regulatory Board) approval takes 12–18 months — application must be submitted in Q1 FY27.

▸ BMT Unit — New Building 9F (FY28): Dedicated Bone Marrow Transplant floor. Clean-room fit-out, HEPA filtration, dedicated nursing station. Requires Haematonc consultant on-board first.

▸ Clinical Research Floor — New Building 10F (FY28+): Clinical trial infrastructure, genomics lab, data management. Requires tie-up with research institutions and ethics committee setup.

▸ Old Building Conversion — OT/ICU/CSSD on 1F: Consolidate 12 OTs and ICU onto dedicated 1F surgical zone. Remove mixed OPD/OT/ICU layout. Covered under FY27 Buildings capex (₹18.31 Cr) which includes ICU Complex (₹2.25 Cr) and related renovation works.

Costs to be evaluated for LINAC Upgrade, BMT Unit, Clinical Research Floor, and Old Building Conversion.