Q&A DELOITTE 023
developing partnerships with leading international healthcare providers to manage and operate government owned hospitals in Abu Dhabi. This model was also adopted by Mubadala Healthcare who partnered with Cleveland Clinic to establish a world-class hospital in the city of Abu Dhabi.
Q: SEHA has recently announced 14 new healthcare facilities will be built – how acute is the need for new facilities and more bed space in the UAE? What are the current figures? A: The current bed density in the UAE stands at 1.9 beds per 1,000 inhabitants lagging behind its GCC neighbours Qatar (2.5) and KSA (2.2). However, the GCC region as a whole is lagging behind developed economies like the USA, UK and Germany. Therefore, SEHA’s plans to build 14 new hospitals is driven by the need for more hospital beds to accommodate the growing demand
for quality healthcare as the population is projected to grow to an estimated 9.42 million people by 2020.
Q: What differentiating factor has the UAE healthcare providers achieved? A: The healthcare providers in the UAE have been very active at seeking international accreditation driven by an increased emphasis on the importance of hospital safety and quality. The advent of international accreditation bodies in the country such as Joint
Commission international (JCI) and the emergence of the UAE as number 1 in the world in terms of number of JCI accredited facilities (54 healthcare providers accredited including private, public hospital as well as ambulatory care providers), which also benefited the country as it played a huge role in the development of medical tourism.
Q: How effective has the PPP model been in developing the healthcare sector? A: One of the lessons learnt from other countries is that the measurement of the effectiveness of different business models is very hard given the lack of agreed definitions, the lack of a consistent performance measurement regime and that it is often not until the full duration of the deals has been completed that overall effectiveness can ultimately be measured.
What can be seen is that there appears to be only a very few PPP type deals actually being signed and put in place. It is still the case that outsourcing of the management and operations is occurring in a number of instances and that these deals are delivering positive results. In our experience, what is important for decision makers is to
consider each deal and opportunity on it’s own merits and to make sure that they base the business model decision on a wide set of criteria and underpin the decision with sound and robust analysis. In addition, there is the ongoing need for good monitoring and control mechanisms to be in place and that management has the control of the key levers to make the necessary adjustments to effectively manage the business.
www.lifesciencesmagazines.com
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56