Page 61 - TT-TCCF_Annual_Report

KEY LICENCES INCLUDED cadre, along with the requisite number of sta , was finalised in

consultation with functional heads at the corporate o ce. These
Clearance from plans were also discussed and refined with consensus from the
Fire NOC the Pollution unit core teams, forming the foundation for recruitment,
Control Board
interview processes, and sta onboarding in preparation for the
hospital's launch.
Biomedical
Waste Hospital Clinical sta , such as Doctors, Nurses, and Technicians, were
Registration Registration
slated for onboarding closer to the commissioning of their
respective departments. Support sta , including General Duty
PCPNDT
Occupancy Registration Assistants, Front O ce and Billing personnel, and Patient
Certificate Navigators, were scheduled for onboarding approximately 3 to 4
and Licence
weeks before the soft launch or inauguration of services.
Departments such as housekeeping, security, and maintenance,
Various AERB
Permissions were outsourced to specialised service providers. This
and Clearances comprehensive and phased approach to manpower planning
ensured a smooth and organised onboarding process, aligning
The meticulous attention to obtaining these licences was crucial sta ng levels with the evolving needs of the hospital during its
to ensure the hospitals' legal standing, operational viability, and various phases of development and launch.
commitment to high standards of healthcare delivery were
adhered to. ENHANCING EQUIPMENT

MANPOWER AMPLIFICATION Equipment planning was a critical aspect, involving the
finalisation of equipment types and quantities for various
The manpower planning for all roles was intricately designed to hospital departments. Technical parameters were established
align with the di erent phases of the hospital rollout. with input from external experts and internal committee
Administrative sta , including key positions such as Medical members. Tenders were floated for each piece of equipment,
Superintendent, Nursing Superintendent, and leads for with bids invited and rigorously analysed, followed by
Operations, Finance, HR, and Biomedical Engineering, were negotiations led by the procurement team. Ordering and delivery
planned for onboarding as the hospital approached completion schedules required meticulous assessment, considering the
of civil and engineering works. The onboarding schedule for each projected completion dates for specific areas against the actual

Commissioning and Operationalisation of TCCF hospitals 59