Opportunities to increase productivity In Delivery of Hospital Services:
Enhancing Value in Healthcare Lawrence Lai - Moderator
Senior Advisor , Hong Kong Hospital Authority , Hong Kong
Lee Chien Earn
Deputy Director of Medical Services - MoH Singapore
Dr Chien Earn LEE, MBBS, M.Med Public Health, Fellow Academy of Medicine Singapore Dr Lee is currently the Deputy Director of Medical Services in the Ministry of Health (MOH), Singapore. He oversees all Health Services Policy, Primary and Continuing Care, Healthcare Information Management, Health Services Research and Technology Assessment and Healthcare Standards and Quality Improvement and development programs. His immediate prior appointment was as the Director of Health Regulation where his responsibilities included licensing and accreditation of all healthcare institutions, clinical audit and biomedical research regulation.
Dr Lee’s other past appointments in MOH have included Head, Health Services Finance where he was responsible for coordinating the implementation of casemix funding in the public hospitals. He also had previous appointment in Singapore General Hospital, the largest acute hospital in Singapore as Director Corporate Affairs. Dr Lee was awarded the Commendation Medal in 2003 and the Minister of Health Award for Public Health in 2006 for his contributions in tackling the SARS and Fusarium Keratitis outbreaks respectively.
He currently sits on the Board of the Health Sciences Authority in Singapore and serves as a member of the Specialists Accreditation Board for Public Health. He co-chairs the Clinical Advisory Group on National Strategy for Health IT and is also a member of the International Steering Committee WHO Collaborating Centre for Patient Safety, Joint Commission International Asia Pacific Advisory Group and the JCR Standards Subcommittee.
Mr. Fakhouri, is a health care management manager with over 28 years of experience in the field of health care services and management in the private and public sectors supported by a formal education and training in health care management. His higher education includes a BS degree in Environmental Health and a Masters Degree in Public Health, Health Services Administration, both from the American University of Beirut. Mr. Fakhouri’s work experience in health care management spans from hospital management to planning, coordinating and managing Primary Health Care Services.
He covered a wide range of managerial positions in different organizational settings. The management assignments included positions of health programs coordinator, assistant director for hospitals and primary health care, hospital administrator, health care management planner, trainer and health care management consultant. These assignments covered the private and public health care sector mainly in Lebanon, Kuwait and UAE. His health care development activities included planning, developing, organizing, training, attending and lecturing in various healthcare conferences, seminars and workshops. The main subjects of special interest are: strategic health planning, health services programs planning, personality development of health care professionals, health education, quality management and performance improvement, accreditation of health care organizations, health care facility construction and management, e-health, health care technology, health and hospital management.
A.R.Mohan is the CEO, corporate office of Saudi German Hospitals Group. He is associated with the group since its inception and during the last 23 years played a key role in the development and implementation of the group’s vision to have 30 Hospitals by 2015 and 5 medical colleges by 2020. Mohan holds a Master Degree in Management from UK.
The Group is founded by the reputed Batterjee family of Saudi Arabia and now global institutions are among its shareholders, which include IFC / World Bank, Islamic Development Bank, and the Arab Fund. Currently SGH Group owns five world-class hospitals in Saudi Arabia and Yemen, and Batterjee Medical College in Jeddah. Group’s upcoming projects include Cairo, Hail and Dammam.
Group’s newest addition, SGH Dubai is ready for launch with its state of the art facilities and is poised to be a leading player in this region.
Hasheminajad Kidney Center (HKC) was built in 1957 and become a referral center for kidney disease since 1985. But even with 30 years of medical training, low quality of services, patient and staff unsatisfaction and high amount of debts made the high decision makers to decide “Not Being is better than Being”. But changing the hospital management method and by using the partnership of a private sector named Moheb (PPP) made HKC a pioneer in the country. This approach changed everything and today, HKC is an excellent center in the view of the patients, staffs and the health governors. Today HKC and Moheb are two hospitals (One is academic public hospital and one is private hospital) which are caring patients with the world class services but with the low costs. In this speech the success story of such transformational change will be described in a practical map.
Dr. Etemadian (Tehran, 1963) started his university education as a lawyer in 1983 for two years but in spite of the fact that he had grade A in this course, his interest made him change the field of educations to medical sciences in 1985 and become an urologist (1997) and then endourology fellowship (2000). He is assistant professor of Tehran University Sciences University since 1995 and had national board certificate of higher council for specialized medical education in Iran, 1997. Being CEO of Hasheminejad Kidney Center (HKC) for 9 years and make it a pioneer for modern hospital management, founder and chief of endourology unit in HKC, director of endourology fellowship program in TUMS is some of his professional career. Dr. Etemadian is now the CEO of Imam Khomeini hospital which is the biggest hospital and the referral center in Iran.
Email: masoud.etemadian@gmail.com, masoud.etemadian@hkc.ir
WHO estimates that 20-40% of health resources are being wasted. The World Health Report 2010 on health financing shows the need for “promoting efficiency and eliminating waste”. Three of the 10 leading sources of inefficiency are linked to medicines, while the other sources are systemic dysfunctions widely known in hospital services. GIZ has worked since more than 30 years in the management of hospitals worldwide. As a long term WHO collaborating center for health systems development, GIZ has developed strategies, tools and methods for hospital management, systemic quality improvement and human capacity development. As a federally owned enterprise, GIZ International Services can offer this outstanding international experience linked to Germany‘s high standards and latest technology in hospital management with efficient and transparent processes. The presentation will highlight some tools and recent experience from selected countries.
A series of projects that demonstrate how each of them can be a great opportunity to review the traditional standards of Hospital layout, applying innovative concepts where the architecture is strongly integrated with the healing process. In fact, the main goal of excellence in healthcare services is supported by the architectural principles that increase the therapeutic performance of the institution, fostering physical and psychological comfort; taking into consideration the efficiency and lostical needs of the new building, integrating it into a sustainable environment.
At the end of the presentation, participants will be able to:
1. Value accreditation as a demonstration of healthcare quality and safety
2. Understand how Jordan developed their national accreditation system
3. Appreciate the value of being accredited by a national accreditation body
in the Middle Easter regional
18
International Benchmarking Experiences for Effective Purchasing
Group Purchasing Chapter Dominique Legouge - Moderator
Director, RESAH-IDF -France Speakers: Jean Michel Descoutures
Chef de Service (Pharmacy) Centre hospitalier Victor Dupouy (Argenteuil), France Alyson Brett
Chief Executive, NHS South East Coast Collaborative Procurement Hub, UK
The health sector is one of the fasted growing and dynamic segments of the economy in many emerging economies. With a total annual revenue flow of over US$550 billion in 2010, the business opportunities and potential development impact are well recognized. The health sector is composed of 8 major subsectors, each of which has its own market dynamics: (a) services (hospitals, ambulatory care/clinics, supply chain management, health insurance and medical education/research); and (b) manufacturing (pharmaceuticals/biotech, medical technology, and health information technology). The session will focus on market opportunities in the private hospital sector and access to capital (debt and equity).
Malek is the Business Development Director for the Middle East. He is responsible for healthcare investments and turnkey projects in the Middle East region. He is in charge for the strategic positioning of GE Healthcare into the new projects. He joined GE Healthcare in 2006. Malek has a Master in Clinical Engineering from Ecole Polytechnique de Montréal. He has 20 years of experience in consulting work. His area of expertise needs assessment, equipment evaluation, healthcare technology trends and project management.
He was the Middle East Director of ECRI Institute for 8 years in Dubai (UAE) where he developed and executed business plans, identified market opportunities, Provide healthcare consultancy expertise covering technology planning, procurement and management, he led trade shows conferences and trainings at national and international levels. He was Chief Biomedical Engineer for 5 years in Tawam Hospital (UAE) responsible of an 25 engineer’s team. He supervised new projects, monitored and negotiated service contracts and consulted for Ministry of Health. He was Biomedical Engineer for 2 years in Montreal Heart Institute (Canada) where he worked on medical equipment evaluation, monitor radiation safety programs and quality control for diagnostic imaging
20
MDR-TB Control, Management and Treatment in healthcare facilities: ethical duty and obligation to care Muki Reksoprodjo - Moderator
Board Member , Indonesian Hospital Association
Mark E. Huizenga
Health Care Consultant, Mark Huizenga Systems Consulting, LLC, USA
Mark Huizenga will discuss the ethical issues in healthcare management including the consequences of corruption, qualities of ethical leaders and how to combat unethical leadership. Mark will present management techniques to guide ethical decisions including key indicators for ethically driven management meetings. Mark will also use examples and experiences to enhance the presentation
Mohamed Abdel Aziz
Regional Advisor for Stop TB Programme, WHO EMRO Regional Office
This session will provide specific case studies of successful US health services privatizations, including: their rationale, alternative structural models, examples of enforceable contractual covenants to ensure accountability of private operators, and a description of the rapid increase in private equity investments in US health care services.
Video-analyzing patient-turnover in various ORs, these processes are inefficient. Shortcomings in building layout and/or workflow management cannot eliminate even by a highly trained and motivated OR-team. Detailed process and hygiene oriented planning for the building, equipment, and staffs education leads to efficiency and increased return on investment, and has significant benefits for patients:
more surgeon time is spent on productive patient centred activity
French magazines publish hospital league tables. We investigated their impact on the quality of care provided in French hospitals. Interviews and case studies were conducted, and a survey was disseminated to acute hospital CEOs. 38% respondents claimed that league tables drive positive change, of which 68% stated they led to two or more quality improvement activities per year. The perceived impact on hospital reputation was significantly greater than the impact on quality of care (p<0.001).
The theme suggested aims to demonstrate a comparative analysis of results from experiences in the public-private partnerships field regarding public hospitals in São Paulo state, Brazil. The presentation will include operational costs indicators resulting from the application of management costs methodologies which combine the approach from absorption costs and variable. The reference in “benchmarking” form shows significant advantage of hospitals that share management with private initiative in relation to public hospitals.
