Clinical Services T
he world-famous Moorfields Eye Hospital in London opened a hospital in Dubai in 2006, the first overseas venture of its kind for any NHS Trust. Managing Director
Mariano Gonzalez explains that it was the vision of the management eight years ago to increase the development of private services to Dubai, mainly because a large number of patients from Dubai and the Middle East were travelling to Moorfields in London for treatment. “We thought if the patients are coming to us in
London why don’t we just go there and treat them,” says Gonzales. “A huge effort was made, and eight years later the hospital has become a successful business model for others.” The Moorfields management
in London took their initial idea to the authorities in Dubai and were met with a very positive response. ‘We had a warm welcome
from Dubai Healthcare City”, says Gonzalez, describing the healthcare- free zone that was established in Dubai eight years ago to promote the city as a hub of healthcare by attracting big international names - Moorfields being one of the first. The reputation of the Moorfield’s name and brand was crucial in the decision, and the process of synergising the work between London and Dubai was carefully managed.
Best patient experience ‘We work as if we were in London; our clinical practice is exactly the same. The qualifications and experience and training of consultants is the same, and we follow the same clinical pathways,” says Gonzalez. “The journey and experience a patient goes though in Dubai is exactly the same as the one in London. So from the clinical perspective it is the same, and we aim to give the patient the best experience possible. “Our consultants are full time consultants here; our
medical director in London comes every quarter and we share clinical pathways in the same way they do there. Other levels connected to health and safety, clinical standards and financial procedures are the same as in London.” Crucially, the key factor in the hospital’s success
is the importance it attributes to listening to the local population and adapting to their needs. “Basically the link is 100 percent in each
department; we follow the same rules and procedures but we localise the way we deal with patient, “ says Gonzalez. “The key is the way we deal with local population and what they need. We didn’t copy and paste, we brought the expertise here but we understood what was required. “To give a specific example, Middle Eastern eyes
are darker than European eyes and take longer to dilate, meaning that routine appointments to apply eye drops can take up to three times longer than in the UK.”
global-opportunity.co.uk
Opposite: Dr Andea Sciscio, Consultant Opthalmic Surgeon at MEHD, examines a candidate for eye rejuvenation
Below: More than 23,000 patents were seen at the hospital last year
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Moorfields Eye Hospital Staff were initially brought in from the UK. “From
a clinical perspective we started with a small number of consultants in years one and two from Moorfields,” explains Gonzalez. “The number of consultants is now growing year on year to provide answers to local healthcare needs. We recruit internationally, selecting in London using the same procedures, and we then deploy them here. The criteria and process is the same as in Moorfileds London.” More than 23,000 patients were seen last year
at the Dubai hospital, a large percentage from the UAE. The second largest group were UK expatriates followed by a mixture of nationalities with 12 percent from abroad, introducing an element of medical tourism to Dubai as Healthcare City itself looks to attract international business. Moorfields was recently awarded the title of
Hospital of the Year, which recognises the respect the operation has won locally. “For us, it is very important that in a place like Dubai we know that we have that reputation.” The success of the project means even more Moorfields hospitals will open overseas in the future. “In May 2015 we will open our second overseas hospital in Abu Dhabi,” says Gonzalez. “Although smaller than Dubai, as it will not include all the
‘The reputation of the Moorfield’s name and brand was crucial in the decision and the process of synergising the work between London and Dubai was carefully managed.’
administration services, from a clinical perspective it will be the same. As there is no equivalent Healthcare City there, back up is different, with local partners working together. It will be Moorfields branded, following the same clinical perspective and 100 percent the same as London and Dubai.” The most important lesson that Moorfields Dubai
can pass on to others, according to Gonzalez, is the crucial need to ask first what is required locally, and act on that understanding. “The key is to understand the needs, it is not enough to bring the expertise.” Although the Moorfields brand was important, the UK and the NHS names have also been influential. “The NHS and the UK as a brand is a big thing in healthcare and is considered to have a good reputation. The way it is perceived as a name and brand is very important, and will support any venture in the region. It is a good business card.”
Further information Tel: (+971) 4 429 7888 Email:
aqf@moorfields.ae www.moorfields.ae
Issue 01 | Global Opportunity Healthcare 2015 41
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