Introduction
universities and with Health Education England to identify places for those who are able to come from overseas to obtain post-graduate training. The Royal College of Surgeons already examines in over 140 countries and soon nearly all the Royal Colleges will be running courses and examinations overseas. Ten years ago, Nottingham University went further and set up a campus at Ningbo in China, Manchester Business School now has a campus in Shanghai and many UK institutions are looking to establish faculties in different parts of the world. There is a process of continuing professional
development in the UK; British doctors continue to be reappraised by the General Medical Council and the Royal Colleges to ensure their skills area up to date. But we can use these methodologies abroad or advise other countries on their development to enable them to achieve the sense of security that high clinical standards will be properly regulated and maintained. The UK excels in developing human capital – but
we’re good when it comes to physical infrastructure too. The introduction of Public-Private Partnerships in the 1990s to finance the construction and operation of healthcare facilities instigated an unprecedented number of new developments, and British companies involved have learned a great deal in the process. When it comes to planning, designing, building or operating and maintaining a new healthcare facility, or redeveloping an existing one, British companies have a track record of delivering to the highest standards. But of course, the lessons that British organisations
have learned through working in the UK need to be sensitively adapted to local conditions in order to work. Moorfields in Dubai is a relevant example. In their planning, they had to factor in the reality that while in Britain the conversion rate from an outpatient
‘The UK excels in developing human capital – but we’re good when it comes to physical infrastructure too’.
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Howard Lyons
attendance to undergoing a surgical procedure is around 2:1, in the Middle East the prevailing culture is to shop around to get second and third opinions so the conversion rate is closer to 10:1. This difference affects facility planning and staffing as well as financial feasibility. A mayor in China recently approached Healthcare
UK to help him devise a healthcare system for a city three times the size of Birmingham. He has been tasked by central government to increase the size of his city from 1million to 5 million and he needed a proper healthcare infrastructure to deal with this rapid increase. He was planning to build several large hospitals on the basis that the average length of stay in hospital in China is 9 days; here in the UK it is more like 3 days because we undertake a lot more day surgery. So if we can help the Chinese develop facilities to undertake more day cases then they won’t have to build so many hospital beds. And with a well-organised primary healthcare system, many patients will not need to come into hospital at all. So they are currently looking at building a 1000 bed public hospital at the apex of their healthcare system but with UK-style family doctors acting as the gatekeepers. Governments want to develop their own high
quality facilities as it is easier and less expensive than flying patients to London. However medical information is asymmetric. You don’t know what you don’t know about your own condition and rely on the doctor’s knowledge for advice on the best course of treatment. International patients come to London - often paid for by their government - because they trust the integrity of British doctors; they feel they will not only get a correct and unbiased opinion but they will get treatment that is appropriate to their condition not something that lines the pockets of the doctor or his hospital. The integrity of the UK and our healthcare system is really important to overseas patients and governments. Hence the significance of the reputation of world-leading institutions like Great Ormond Street and Guy’s and St Thomas’s Hospitals. Digital healthcare is another area where the world
is on the cusp of a major revolution in healthcare delivery. Here British companies are at the forefront of innovation and software development, creating apps and devices that relay information to doctors who can respond immediately without necessarily needing to see the patient. As this continues apace, the UK will be able to share its knowledge with other healthcare providers to provide a targeted and personalised patient experience aimed at prevention and early intervention. So here in the UK we have a wealth of knowledge
available to share, along with the experts and equipment necessary to achieve any outcome. What we have to offer is unique in terms of both its quality and breadth. So do let us know how we can assist you – our aim is to find the right solution for your needs.
Further information
www.gov.uk/healthcareuk
14 Global Opportunity Healthcare 2015 | Issue 01
global-opportunity.co.uk
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Howard Lyons
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