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Approach
The project was carried out in two phases: first, the key factors for the scenarios were determined (both organisational and financial), followed by the formulation of the scenarios themselves.
Phase 1
The initial part of the assignment provided a clear and shared understanding among all stakeholders about the project context, focal points (activities, safety, organisation, and finances), and the developmental prospects of each location.
Various interviews with stakeholders and on-site visits resulted in an understanding of the operation of radiopharmacy and the reality on the ground.
Given the complexity of the subject, stringent legal frameworks, and significant costs involved, it was crucial to thoroughly consider all relevant aspects and engage the appropriate stakeholders.
Key factors including preparations, internal transport, infrastructure, personnel aspects, and legal framework were incorporated into the analysis and formulation of centralisation scenarios.
Phase 2
Once these factors were established, the development of the different centralisation scenarios pre-defined by CHU could commence.
After numerous discussions with both internal and external hospital stakeholders, the possible organisational options and financial impact of each scenario were determined based on the validated factors. Existing centralisation scenarios were further elaborated and quantified.
Different options within the scenarios were discussed, their feasibility explored, and costs estimated. This way, numerous possibilities could be analysed, including costs and their effect on organisation, preparations, and teams (number of carts, internal versus external transports, emergency management, use of shared infrastructure with other projects, etc.).
Some options were discarded due to excessive costs, excessive personnel burden, or non-compliance with legal frameworks.
Subsequently, the data was integrated into a dynamic model that calculated the costs for each scenario regarding transport, personnel expenses, infrastructure and equipment, as well as the benefits gained through centralising preparations.
The organisational impact was also computed in the model, including starting times for the preparations, the required duration of the preparation and delivery times.
Results
After a four-month journey, CHU UCL Namur now possesses detailed, quantified scenarios that meet all legal, organisational, and technical requirements.
Thanks to a dynamic model visualising various scenarios and related costs, the hospital network now has a clear overview of potential directions for further developing radiopharmacies, along with the investments and operational costs to be allocated in the upcoming years.
The insights gained and the available cost model enabled CHU UCL Namur to make well-informed decisions regarding the path to be taken for the radiopharmacies.
