Program Agenda and detailed Program Content & Synopsis
|DATE||Morning Sessions||Afternoon Sessions|
|Session A||Session B||Session C||Session D|
|8:30 to 10:00||10:30 to 12:00||1:30 to 3:30||4:00 to 5:00|
31 Oct, 2014
|Hotel Check-in and Program Registration|
1 Nov, 2014
Formulating Financial Decisions Strategy in the Changing Healthcare LandscapeProf. Joseph Coyne, Washington State University, USA
2 Nov, 2014
3 Nov, 2014
4 Nov, 2014
The Urgency for Continuous Improvement in Clinical and Administrative ProcessProf. Stephen E. Chick, INSEAD, France
5 Nov, 2014
Utilizing Healthcare Executives´ Benchmark KPIs in Boosting Health Services DeliveryProf. Wilfried von Eiff, HHL Leipzig Graduate School of Management, Germany
6 Nov, 2014
Closing Conference "Meet the Healthcare Leaders In Madinah Forum"& Graduation Ceremony
Program Content and Synopsis
Formulating Financial Decisions Strategy in the Changing Healthcare LandscapeSaturday - 1st November, 2014
Prof. Joseph Coyne, Department of Health Policy and Administration, Director of the Center for International Health Services Research and Policy, Washington State University, USA
In this module, participants will learn and develop a wide range of financial analysis tools and techniques pertinent to healthcare sector. This module aims to enhance the analytical skills set of the executives, in terms of reviewing and interpreting financial statements, for multinational companies and large corporate health groups. This will enable computational and critical thinking amongst the participants, sharpening their ability to generate concrete and practical recommendations to improve the performance of healthcare organizations.
This module will help participants to sharpen their advance decision making skills and will enhance their operational foresight further enabling them to develop specific abilities to test the results and their analysis. It will improve their skills for capital planning and assessing projects, in terms of their long term contributions to the organization. Finally it aims at enhancing their ability to assess the long term financial sustainability of a healthcare organization.
- Introductions, Review of Topics, Module Goals and Objectives
- Income Statement, Balance Sheet, and Cash Flow Statement & Operating Results
- Financial Statement and Operating Analysis, Tools and Techniques, Case Studies from Genesys Health System (nonprofit), and, UnitedHealth Group (investor owned)
- Cost and Break Even Analysis
- Current Asset and Revenue Cycle Management
- Pricing & Pay for Performance
Total Quality ManagementSunday - 2nd November, 2014
Dr. Ossama Mosallam, TQM Dr. American University of Cairo | Dr. of Healthcare Management, Boston University, USA | Co-founder & Board Member of the Scientific Council of the Egyptian Medical Board for Hospital Management (El Zamala El Masrya), Egypt
The healthcare industry is becoming progressively challenging with advances in technology and medicine. There is a continuous pressure for zero error margin while expectations with respect to reducing the delay time and providing prompt patient care are increasingly surmounting. The organizations and institutions leading the show are those who are committed towards continuous quality improvements and therefore they take an edge in earning consumer preference and trust. Hospitals and other healthcare organizations across the globe are progressively being attracted to implement Total Quality Management (TQM) solutions in order to reduce costs, improve efficiency and provide high quality patient care services.
TQM can play an important part in establishing healthcare organizations competitive strategy; thus improving customer satisfaction and offering higher prospects for greater market share and profitability. This module presents effective strategies for applying TQM solutions to healthcare industry and outlines how organizations can maintain competitive advantage while ensuring highest standards of quality in services and products.
- What is Quality?
- History of Quality and its leaders.
- The patients' rights.
- Teaching hospitals to fly: Checklists!
- What is accreditation? Why?
- What is Sigma? Why Six?
- Physiology of Six Sigma
- Anatomy of Six Sigma?
- Six Sigma Lab: Six Sigma Tools
- Why Six Sigma in Healthcare?
Business Models Innovation in HealthcareMonday - 3rd November, 2014
Prof. Stephen E. Chick, Novartis Chaired Professor of Healthcare Management Technology and Operations Management Area, INSEAD, France
When thinking about innovation in health care, the immediate thought is about new technologies such as medicines, diagnostics, and new frontiers in microbiology. These provide wonderful new ways to improve health outcomes at a time when demographics, disease dynamics, and other factors are stressing healthcare systems globally. There is another approach to improving healthcare industry i.e. Business Model Innovation. This involves strategic thinking about how resources can be combined in novel ways to deliver better care. It is about thinking differently and smarter, not just faster and with a focus on cost cutting.
Business model innovation explains how Dell revolutionized the personal computer industry, how Zara changed the fashion industry, how Blockbuster innovated the video rental sector and was later disrupted itself by another innovation, and how Amazon changed the publishing industry and is now helping to change the world's information infrastructure through cloud services.
This module explores the power of business model innovation in different sectors in order to derive greater insights as to how one can find opportunities to innovate a business model. It explores cutting edge methodologies in which these insights are being applied in health care organizations in order to fundamentally rethink ways to deliver more and better care with a different, and often lower, cost structure. This module also explores tools which can help us to rethink how healthcare can be delivered more effectively.
- It enables healthcare leaders to Explore examples of business model innovations which have changed the way that several industries compete, and understand principles for how they have done so
- Identify patterns which might help transfer business model innovations across sectors, including to and from healthcare
- Explore cutting edge examples of business model innovations in healthcare delivery, and a framework to support innovation in healthcare organizations
Patient-Centered Care StrategyTuesday - 4th November, 2014
Prof Salman Rawaf, Director of WHO Public Health Collaborating Center, Faculty of Medicine, Imperial College London, UK
In today's world of rapid change, easy and quick access to information resources and advancing medical technology, people's perception and expectations of the healthcare services are constantly on the rise. However, the healthcare policies are not developing as quickly as our expectations are increasing. Healthcare policy makers in the OIC world have not been successful in keeping up with the pace of the fast moving industry.
In developed countries, healthcare policies are formulated on the basis of computational analysis of population's health and social needs. They aim at improving health, ensuring efficiency, quality and safety. Contrary to this, in several developing countries healthcare system and services evolve on ad-hoc basis, financial imperatives, political promises, and on many occasions are subject to the whims of organizational leadership rather than ever growing health and clinical needs.
The healthcare policies are not informed by evidence, while advances in medical technology, epidemiological and demographic transition, changing population's health needs and escalating public expectations demand investment in evidence based policies for a progressing healthcare system. This module emphasizes the need to plan, re-orient and re-shape the services to become patient/ person-centered.
The aim of this module is to introduce participants to the concept of person/patient-centered care (PCC); to impart an understanding how such approach will impact present practices, healthcare systems and services, their planning and delivery. It will further emphasize on types of strategies needed to establish PCC approach and its implementation.
- Understand PCC model and its pivotal role in planning, management and delivery of health services
- Participate in Interactive exercises to explore the importance of healthcare systems and health care delivery (e.g. integrated healthcare)
- Learn to develop PCC strategies both in public and private healthcare services
- Recognize the importance of Human Resource for Health (HRH) development in PCC model
- Explore the key role of health leadership in evolving services and products that match the expectations of patients and consumers
Patient SafetyWednesday - 5th November, 2014
H.E. Prof. Tawfik Khoja, Director General, Executive Board of Health Ministers' Council for the Gulf Cooperation Council States, Saudi Arabia
As healthcare industry is becoming increasingly demanding, the coordination between different stakeholders and healthcare providers (doctors, nurses, pharmacists, social workers, dieticians and others) is also becoming extremely challenging. In this regard, it is important to devise a healthcare system that accommodates the expert precision and complete understanding of the problem by the entire healthcare experts involved as well as to facilitate timely and complete access to the relevant information to ensure patient's safety and safe care.
This module focuses on the concept and scope of patient safety, highlighting the role of various systems and factors in creating safety and helping in reducing errors and adverse circumstances. It demonstrates the understanding of the basics of conducting an incident investigation and disclosing an adverse event. It further provides solutions to improve Patient Safety helping the participants to understand the ethical and regulatory implications. Finally, it discusses problems and issues in measuring and reporting safety.
- What is patient safety
- Why applying human factors is important for patient safety
- Understanding systems and the effect of complexity on patient care
- Being an effective team player
- Learning from errors to prevent any harm to the patient
- Engaging with patients and healthcare providers
- Infection prevention and control
- Patient safety and invasive procedures
- Improving medication safety
- Safe Surgery saves lives
Utilizing Healthcare Executives´ Benchmark KPIs in Boosting Health Services DeliveryWednesday - 5th November, 2014
Prof. Dr. Wilfried von Eiff, HHL Leipzig Graduate School of Management, Germany
This module focuses on defining KPIs for clinical and non-clinical processes. It familiarizes participants with the common traps and typical pitfalls of benchmarking initiatives. It provides expertise and practical solutions enabling the executives to develop benchmarking dashboards in order to control the performance of departments and clinical units. Furthermore, it focuses on integrating the balanced scorecard and other controlling tools in benchmarking and best practice management. This module aims to develop insight about international benchmarking approaches.
- Benchmarking: What it is and what it is not.
- Figures and ratios to compare clinical and non-clinical processes.
- Traps and pitfalls of benchmarking.
- In Search of Excellence: how to find and adopt best practices?
- Benchmarking and controlling: Dashboards, KPIs and Balanced Scorecard.
- International Benchmarking of hospitals and health care systems.
- Benchmarking case studies.