The document discusses strategic initiatives for sustainable healthcare in the Middle East. It outlines challenges in the current healthcare systems in GCC countries, including a lack of specialty care and high rates of medical tourism. It then proposes two solutions - implementing lean hospital management models to optimize costs while improving outcomes, and developing specialized training programs to address talent gaps. The top three strategic initiatives highlighted are focusing on knowledge excellence, operational and financial excellence, and building strategic alliances through public-private partnerships.
Top Quality Call Girl Service Kalyanpur 6378878445 Available Call Girls Any Time
Â
Top 3 Strategic Initiatives for Sustainable Results in Healthcare in Middle East
1. Life Sciences & Healthcare Practice
Middle East
By Stelios Pigadiotis
March, 2016
Top 3 Strategic Initiatives for
Sustainable Results in
Healthcare in Middle East
Stanton Chase
2. 1. Global Healthcare: Challenges & Trends
2. GCC Healthcare: painful realities
3. Substantial opportunities
4. A snapshot on Dubai and Abu Dhabi healthcare models
5. Our Proposed Solution
6. Substantial Benefits of proposed solution
7. Future Leadership Agenda:
⢠Top 8 enablers for the health ecosystem
⢠Importance of Alliances
⢠Top 3 Strategic Initiatives
8. Appendix:
⢠Research Methodology
⢠Sources of secondary research
⢠Recognition of our research: 1st globally on Google search
Overview
3. Global Healthcare: Dramatic Reform
Fee for
Service
Physician
Turf warsSilos
Outcome
Based
Patient
Centric
CollaborationTeamwork
Old Environment New Ecosystem
4. Global Healthcare: Paradigm Shift
Outcome
Patient
Centric
Delivery
Inter-
professional
collaboration
Lean
Hospital
Lower Cost
Customer
Experience
Clinical
Outcomes
Governments
wantâŚ
e-Health
m-Health
Prevention
Physician
Hospital
Alignment
Integrated
Continuum of
Care
Healthcare Trends
7. GCC Healthcare: Drivers for Future Sustainability
Sector
inelastic to
economy
slowdown
Strong
need for
top
physician
and
nursing
talent
Under-
developed
Tertiary
Health care
system
Cardio-
vascular &
Diabetes
CAGR
21%&16%
until 2025
500,000
Medical
Tourist by
2020
population
of <25yr
will be
50%+ of
total, by
2020
Ministry of
Health
push for
value
based
system
New PPP
projects to
improve
clinical
outcomes
Aging
population
65+ CAGR
9.2% until
2020
Sectorâs
CAGR
10% next
10 years
8. Dubai snapshot: market insights for 2015 & 2025 (est.)
Income
Categories
(all figures in
AED)
Very Low
(VL)
Low-
Medium
(LM)
Medium-
Higher (MH)
Higher
(H)
Income per month VL<4,000 4,000<LM<9,00
0
9,000<MH<25,000 25,000<H
Population (%) 30% 35% 25% 10%
Population (#) 780,000 910,000 650,000 260,000
Outpatient (# â000) 2,000 4,000 2,800 1,800
Inpatient (# â000) 20 120 84 54
Consultation fee 20-50 125 150-250 250-480
Income per visit 75 180 350 800
Patients per doctor per day 50 35 20 12
Average Doctor Salary 25,000 35,000 45,000 60,000+
9. Substantial Capacity Gaps for Caregivers in GCC
24
GCC
30
Dubai
38
Germany
Physicians per 10,000 (in 2012)
49
GCC
61
Dubai
115
Germany
Nurses per 10,000 (in 2012)
10. Specialty Areas in GCC where
significant capacity gaps exist:
Neonatology/NICU
Oncology/surgical oncology/prevention
Pediatrics/pediatric surgery
Orthopedics
Neurology/neurosurgery
Cardiology/surgery
Intensive and critical care
Emergency care
Psychiatry
Long term & post acute care (LTPAC)
Home Care (e-Health & m-Health)
Specialty areas of significant capacity gaps
Opportunities
for market
entry or
expansion
of existing
facilities
11. GCC, MENA and Dubai market forecasts
Dubai 2015 2025 CAGR
%
Total
Population
2.6m 5.4m 10.7
Total
Outpatient
10.6m 26.9m 15.4
Total Inpatient 278,000 985,000 25.4
2015
$25 bn
2020
$69 bn
MENA
market
$144bn
GCC Market
12. Current model of Healthcare (Abu Dhabi):
Areas for Improvement
Your Leadership Partner
13. Future model of Healthcare (HAAD)
opportunities
opportunities
14. UAE Healthcare National Agenda 2021 Vision:
Value based opportunities
Other highlighted planned Initiatives:
⢠Development of a national cancer registry,
⢠System to monitor hospital wait times, ď Value-based & Lean Hospital Management systems
⢠A comprehensive national programme to ensure regular health check-ups for every Emirati,
⢠A mobile healthcare programme catering to remote areas,
⢠A national database for all medical facilities to ease the transfer of patients between public and private hospitals
⢠New medical research and development centre ď Value-based training modules
⢠New medical training centre ď Value-based training modules
⢠Nationwide obesity awareness programmes
Emphasis
on NCDs
ailments
Value-based
management model
can substantial
improve KPIs,
addressed by
National Agenda
Your Leadership Partner
15. Key areas of Healthcare Reform
1. Integrated continuum of care for
individuals
2. Drive quality and safety
3. Drive patient experience
4.Attract/retain/train workforce
5.Wellness and prevention â public approach
6. Ensure value for money + Sustainability of
healthcare spending
7. Integrated Health informatics and eHealth
Drive for Value-Based
Healthcare Reform
HAAD Strategy DHA Strategy
16. Our Proposed Solution In Turbulent Times:
Savings Optimization & Invest in Talent Development
Patient
Experience
Clinical
Outcomes
Service
Quality
Lean Hospital Model
Specialized Medical
Education
WHY IMPORTANT?
⢠Help Medical units save up to
13% - 20% of Operating
expenses which is 80% of sales
⢠Total waste of 12% of sales
⢠A $200m healthcare group can
optimize savings of $24m
⢠Employee engagement
WHY IMPORTANT?
86% disengaged
Cost 12.8% of wages
salaries. 30% of sales
Total Cost 3.8% of sales
$200m healthcare group
$7.7m in lost salaries
1st Solution 2nd Solution
VISION 2016
Outcome-Based Health
Savings
optimizatio
n 15.8% of
Sales
18. 1st Solution: Long term benefits cannot be ignored
ď§ Evidence-based & Lean Hospital ď Kaizen: small incremental improvements
ďź Improved bottom line (substantial operating cost reductions)
ďź Higher clinical outcomes: minimize medical errors, maximize patient safety (e.g. VTE
fatalities) and improve patient experience/quality of delivery
ďź Foster healthcare innovation (rare âcommodityâ in GCC)
ď§ Enriches an accountable care model philosophy
ď§ Leads to Powerful corporate branding
ďź Secure financial instruments/funds in better terms
ďź Positive impact on Payers & public ď Higher bed ratio
ďź Attract easier top physician & nurse talent
ď§ Lean Hospital fosters employee engagement ď Save millions from lost salaries
ď§ Lean & evidence-based management offers organizational flexibility to answer
ďź Tailor offering to client needs (government, private payers or large corporations)
ďź Strategic partnerships (e.g. reduce non-adherence for cancer treatment)
ďź Physician-hospital alignment
ď§ Government & private sector partnership programs (e.g. new government-backed medical training
center ď private sector can assist with new training content)
ď§ Increased outcomes help strong positioning in UAE Medical Tourism market (500K by 2020)
19. 1st Solution: Lean Model Metrics
Create and sustain a system of continuous improvement, aligned with strategic goals
Patient
Safety
Quality
Accountable
Care
Organization
Cost savings
Employee
Engagement
⢠Mortality rate
⢠Caregiver's # of errors
⢠VTE Infection rate
⢠Readmission rateCustomer
Satisfaction
Survey
⢠Personnel
satisfaction survey
⢠Attrition ratio
⢠Employer of choice
⢠Savings per process
⢠Overall savings
⢠# of annual Kaizen
actions
â˘Accountable Care Model rating
â˘Free Cash Flow ratio
â˘Bed ratio
â˘Citizenship: Social Responsibility
⢠Patient safety bundle
⢠D.A.R.T. (impact of
disease mgt programs)
21. 2nd Solution: Benefits of an L&D program for a
value based Health organization
Attract, Develop, Retain
Talent
(Best employer branding)
Increase employee
performance and
satisfaction
Drive Organizational
Change (Lean Mgt,
Evidence-based care)
Create a common
culture, loyalty and
belonging
Strengthen
processes,
standards
Develop Talent & Leadership
and sustain competitive
advantage in today's
information economy
22. Physician mindset shift needed, to survive the new
healthcare ecosystem
Physician
Team
Patient
Experience
(Trust)
Lean
Hospital
Engagement
E-health
23. ⢠Efficient Leadership for physicians : Develop caregivers, counsel performance, and
evaluate your team
⢠Effective Supervising skills for Nurses
⢠Developing Coaching skills to inspire engagement in a healthcare facility
⢠Advanced problem solving techniques for healthcare teams and process value-mapping
⢠Emotional Customer Excellence for Ambulance units
⢠Mastering Presentation Skills in Healthcare
⢠Advanced Study: Medical Tourism Strategies
⢠Mentor people to boost individual and team performance & improve outcome-health-based
competencies
⢠Innovate, implement, and manage change in healthcare units
⢠Leading your team in operational improvement actions - Kaizen philosophy & tools e.g.
value stream mapping
⢠Driving efficiency in the value-based healthcare system
⢠MBA case study method, enrich Financial management and strategic decision making in the
context of healthcare unit
2nd Solution: Specialized training is a necessity in the
new healthcare ecosystem. Example_Areas_1
Your Leadership Partner
24. 2nd Solution: Specialized training is a necessity in the
new healthcare ecosystem. Example_Areas_2
⢠Emotional intelligence skills to drive patient communication excellence
⢠Driving culture of resilience in Healthcare units
⢠Critical Resilience Coaching for Surgery & Critical Care unit teams
⢠Physician personal branding â LinkedIn profile makeover tailor-made for new patient & caregiver
environment
⢠Effective communication with physicians for nurses (specialized tools, among others: SBAR
protocol: Situation, Background, Assessment, Recommendation SBAR/MBTI)
⢠E-Adherence models & Remote Patient Management Systems in new value based healthcare
era
⢠Enhancing Gamification experience, Digital Marketing and social branding in
Healthcare
⢠Managing Care for Millennial Patients/Effective Communication skills with Millenials
⢠Intro to Business Plans design for Healthcare Units
⢠Driving Teamwork Excellence between physicians and caregivers
⢠Enhancing Patient Care Experience in Hospitals
⢠Mastering Multicultural healthcare teams in GCC
Your Leadership Partner
25. Healthcare Organization L&D Program
University of Medicine
College of Nursing
Technical College
College of Finance & Supporting Services
HIPO Academy
Customer Service Academy
On-Boarding Academy
TTT & Content writing Academy
Departments Academies
⢠Classroom Training
⢠Guest Experts Speakers
⢠Practical Training
⢠Job Rotations (specific jobs)
⢠Gamification Experiential Training
Delivery Method
⢠Coaching & Mentoring & Peer Coaching
⢠Career Counseling
⢠E-Learning & MOOC
⢠Teleconferencing
⢠Functional Conferences
2nd Solution: How a Health Organizationâs
Executive University structure could look like?
26. 2nd Solution: How will we know that we are there? (KPIs)
Actions Deliverables
1. Training needs analysis research study
2. Corporate Purpose & Values refreshing workshop
3. Develop vision/values, goals, structure, brand of Corporate
University (CU)
4. Select Advisory Team for CU
5. Codify core competencies per corporate value
6. Codify general competencies per job family and level
7. Design standard internal-training content for every job
family (Collages & Academies)
8. Select & Train internal employees who will provide content
9. Select & Train The Trainer workshop for internal employees
10. Selection of training delivery & learning content by external
providers
11. Selection of E-learning Content & Platform Design Providers
12. Communication Campaign (Actions & rollout plan)
13. Design annual budget
14. Organize & Communicate participation schedule
15. Pilot phase & Go Live
1 ď Training Needs Analysis, Gap analysis
2 ď Refresh purpose, vision and values statements
3 ď Statement of vision/values/goals & CU org/al chart, logo
4 ď List of members and their responsibilities
5 ď Final core competency list
6 ď List of competencies per job family/stream/function
7 ď Training content for all Colleges and Academies
8 ď Successful completion of Content writing Academy
9 ď Successful completion of TTT Academy
10ď Content for specific modules. List of selected providers
11ď Final list of providers, Intranet/Mobile/MOOC handbook
12ď Marketing Plan for CU and actions roll out plan
13ď Final annual budget
14ď Annual plan for participants (department/geography)
15ď Pilot phase execution, redesign CU document
28. Top 8 Enablers for Middle Eastâs future healthcare
ecosystem: Senior Leaders must develop insights inâŚ
1. Prevention and early detection
2. Centers of Specialized Medical Excellence â New facility design philosophy aims to
improve patient safety and experience
3. Caregiver Top Talent (nice facilities but no trust in their experience)
ďź Attract and Retain (cultural close physicians)
ďź Grow local talent
ďź Engagement ď Lean Hospital, teamwork
ďź New value-based soft behaviors
4. Home Care Solutions (chronic disease mgt, m-health, e-adherence)
5. Healthcare innovation (remote patient management systems, 4D diagnostics, 3D
printing, digital hospital)
6. Patients more powerful ď POL, patient surveys, Uber type doctor & medical unit
ranking
7. Public Private Partnerships (PPP)
8. Value-based Regulation
29. Strategies to enhance sustainable results: 2 Top Initiatives
Knowledge Excellence:
ďź Value-based technical/soft skills for physicians (help
transition old school doctors)
ďź Align physicians with Hospital value-based goals
ďź Pharma Reps to offer knowledge experience visits (How to
Grow Sales via Knowledge)
â33% of high-revenue organizations have added
new C-level positions to address value-based care,
compared to 16% of low-revenue organizationsâ
Operation and Financial Excellence:
ďź Lower Fatality Rates & higher patient experience
ďź Outcome-based management mindset
ďź Lean Hospital â employee engagement
ďź IRR to Investors (15%-25%)
30. 3rd Top Strategic Initiative: Emphasis in Alliances-PPP
MoH
(PPP)
Providers
Pharma
Payers
Universities
Financial
(VC/PE)
Technology
A smart healthcare organization should build strategic
Alliances to gain knowledge and first step advantage
32. Stelios Pigadiotis
Client Partner
Life Sciences & Healthcare Practice Leader â Middle East
Stelios Pigadiotis is a Client Partner at Stanton Chase in the Middle East, and
the Regional Practice Leader for the Life Sciences & Healthcare Practice.
Stelios has more than 20 years of notable expertise in strategic consulting and
leadership development across various industries such as Healthcare,
Pharmaceuticals, Financial Services and Business Services.
Known as a doctorâs doctor he has trained more than 4,000 executives in 20+
countries and has developed a specialized resilience coaching methodology for
operating theaters and ICUs. His recent research paper "Healthcare Transition
in GCC: painful realities and proposed future strategies" is ranked 1st globally
by Google Search. He specializes in Lean Hospital Management models and in
developing Leadership Academies for healthcare groups.
Stelios has coached KOLâs in developing their practices to drive sustainable
results. In the pharmaceutical/biotechnology sector he has managed
international post-merger-cultural-integration strategies, high potential
academies and designed sales force excellence actions.
He holds an MBA from ALBA and a Bachelor in International Business and
International Politics from Northeastern University, Boston, USA. He is also a
professional practitioner of Myers-Briggs Type Indicator and Thomas-Kilmann
Conflict Mode Instrument
Specializations:
ďź Healthcare
ďź Pharmaceuticals
ďź Biotechnology
ďź Healthcare Technology
ďź Healthcare Supplies
ďź VC & PE investing in
Healthcare
35. Appendix 1: Research Methodology
⢠Research Topic:
⢠Research
Methodology:
⢠Research size &
composition:
Healthcare transition in GCC: from fee for service
to evidence-based system, current painful realities
Primary (personal interviews and work
observations)
Secondary research (scholar sources, case study
analysis of US, GCC health care, annual reports,
benchmark analysis of GCC vs rest of world,
scientific research white papers, scientific articles,
books)
25 participants of which: 14 CEO, 6 HR Directors
and 5 C-Level executives or other top management
36. Appendix 2: Secondary Research Sources_1
ďź Healthcare Organization Corporate University
ďź American College of Healthcare Executives (ACHE);
ďź American College of Physician Executives (ACPE);
ďź American Organization of Nurse Executives (AONE);
ďź Healthcare Financial Management Association (HFMA);
ďź Healthcare Information and Management Systems Society (HIMSS);
ďź Medical Group Management Association (MGMA) and its educational affiliate, the American College of Medical Practice
Executives (ACMPE)
ďź Institute for Healthcare Improvement
ďź Bank of America/Merrill Lynch Healthcare practice
ďź Virginia Mason Institute
ďź Association of American Medical Colleges
ďź Health Leaders Magazine
ďź Health Catalyst Research
ďź Alpen Capital Investment Banking Research: âGCC healthcare reportâ
ďź HealthWorksCollective Research
ďź âLean Hospitalsâ by Mark Graban
ďź The Thedacare Center for Healthcare Value
ďź Ohio State University Fisher College of Business
ďź Ardent Advisory & Accounting LLC: âGCC healthcare sectorâ
ďź NMC Health Annual Reports
ďź MEDICLINIC Annual Reports
ďź Anglo-Arabian Healthcare Reports
37. Appendix 2: Secondary Research Sources_2
ďź Waha Capital Annual Reports
ďź Al Noor Hospitals Group Annual Report
ďź âUsing Kaizen towards a culture of continues improvement humanizes the healthcare workforce for better outcomesâ
by Mark Graban
ďź âValue stream mapping the emergency departmentâ by Koelling, Eitel, Mahapatra, Grove, Grado Department of
Industrial and Sustems Engineering Virginia Tech & Emergency Department York Hospital
ďź Healthcare System Process Improvement Conference 2015, Society for Health Systems
ďź âMaking Hospital Workâ Lean Enterprise Institute
ďź Redesigning care at the Flinders Medical Centre: clinical process redesign using âlean thinkingâ by David I Ben-Tovim,
Jane E Bassham, Denise M Bennett, Melissa L Dougherty, Margaret A Martin, Susan J OâNeill, Jackie L Sincock and
Michael G Szwarcbord
ďź âProcess mapping the patient journey through health care: an introductionâ by Timothy M Trebble,1 Navjyot Hansi,1
Theresa Hydes, Melissa A Smith, Marc Baker
ďź âSuccessfully deploying Lean in healthcareâ Philips corporation Healthcare services
ďź âLean Hospital: What does it mean?â By Kristin Furfari, University of Colorado Hospital
ďź âSentara Healthcare: Making Patient Safety an Enduring Organizational Valueâ Douglas McCarthy and Sarah Klein
issues research, inc.
ďź âLean Health Care: What Can Hospitals Learn from a World-Class Automaker?â By Christopher S. Kim, David A.
Spahlinger, Jeanne M. Kin, John E. Billi
ďź âTransforming Health Care: Virginia Masonâs Pursuit of the Perfect Patient Experienceâ by Gary S. Kaplan, MD,
Chairman and CEO
38. Appendix 2: Secondary Research Sources_3
ďź AAMC Readiness for Reform: Virginia Mason Medical Center, Applying LEAN Methodology to Lead Quality and
Transform Healthcare
ďź âLESSONS FROM THE FIELD: Promising Interprofessional Collaboration Practicesâ by Robert Wood Johnson
Foundation
ďź âSUCCEEDING IN THE RISK ERA: How to Accelerate Progress Toward a Value-Based Futureâ by Health Leaders Media
Intelligence
ďź âPATIENT EXPERIENCE: AUGUST 2015 Cultural Transformation to Move Beyond HCAHPSâ by Health Leaders Media
Intelligence
ďź âPHYSICIAN ALIGNMENT: Todayâs Strategies Require Risk and Clinical Integrationâ by Health Leaders Media
Intelligence
ďź âEXECUTIVE COMPENSATION: Strategies to Align With New Directionsâ by Health Leaders Media Intelligence
ďź EVIDENCE-BASED-MANAGEMENT in Healthcare by Lynn McVey, Kenneth Fazzino, Jeffrey Palmucci
ďź ACHE HEALTHCARE EXECUTIVE: 2016 COMPETENCIES ASSESSMENT TOOL
ďź âEssential Soft Skills for Healthcare Leaders in the Era of Reformâ by By Mark Madden
ďź A Suitable Model for Breaking Bad News: Review of Recommendationsâ by Arezoo Ebn Ahmady, Shahid
Beheshti,Shabnam Seyedzadeh Sabounchi, Hoori Mirmohammadsadeghi, Angelayalda Rezaei
ďź âCommunicating Bad News by EPECâ - The Project to Educate Physicians on End-of-life Care comes from the Institute
for Ethics at the American Medical Association.
ďź SPIKES protocol for breaking bad news
ďź 2015 American Association for Physician Leadership - Meta-Leadership Completion Chart
ďź 2015 American Association for Physician Leadership - Health IT Completion Chart
ďź 2015 American Association for Physician Leadership - Masters Degree Prerequisite Completion Chart
39. Appendix 2: Secondary Research Sources_4
ďź 2015 CERTIFIED PHYSICIAN EXECUTIVE Course Completion Chart
ďź The CAHPS Clinician & Group Survey (CG-CAHPS)
ďź HealthLeaders Media Roundtable: The Imperative of Alignment
ďź âHealthcare Trends and Implications 2012â2017â by American College of Healthcare Executives
ďź Guidelines for Teaching Physicians, Interns, and Residents, by US DEPARTMENT OF HEALTH AND HUMAN
SERVICES, Centers for Medicare & Medicaid Services
ďź âHow to Build Patient Experience the Cleveland Clinic Wayâ, Interview with Dr James Merlino
ďź âMAKING PARTNERSHIPS WORK: M&A, Clinical Affiliations, and Payer Partnershipsâ HealthLeaders Media CFO
Exchange
ďź âBottom-Line Preservation in the transition to Value-Based Careâ Bank of Americ/Merrill Lynch roundtable
ďź âNational Health Strategy, 2011-2016, Caring For The Future, Executive Summaryâ General Secretariat, Supreme Council
of Health
ďź âHospital Value-Based Purchasing Programâ US DEPARTMENT OF HEALTH AND HUMAN SERVICES Centers for
Medicare & Medicaid Services
ďź âWhat value-based purchasing means to your hospitalâ by Paul Shoemaker, Healthcare Financial Management
ďź âValue-based physician compensation: the building blocksâ by Bob Becker
ďź The U.A.E. Healthcare Sector U.S.âU.A.E. Business Council
40. Your Trusted Life Science &
Healthcare Leadership Partner
in Middle East
1st ranking article globally out of
540,000 relevant articles, if you
type in Google Search:
healthcare transition in GCC
(During January & February 2016)
Appendix 3: Globally recognized research