MedEx Healthcare Management approach in hospital management ...

2. MedEx Management
Approach
 MedEx Brief
 Our Approach
 The Project Brief
 Plan and way forward

3. Company Brief
• MedEx Healthcare Management is a group of Healthcare Leaders
and highly qualified Medical Executives and Professionals with
long standing experience in providing Hospitals and Healthcare
Management solutions in Egypt and MENA region.
• Established under Egypt’s General Authority for Investment and
Free Zones (GAFI) as a limited company, 2016, MedEx was
created to have a positive and effective role in the community and
enhance the healthcare service levels.
• MedEx provides full integrated chain of high value services and
products from concept design to realization, delivery,
management and operation that ensure hospitals are providing
highest quality healthcare services based on international
standards of care JCI, the same time that enable owners to
maximize their return on investment ROI.

4. Chief Executive Officer
Dr.Ahmed Yasser Soliman
MBBCH, MSc, MBA (UK)
Professor & Consultant
Int’l Healthcare Management
A strategic visionary leader, with a strong ability to clearly articulate goals
and action plans, set priorities, network effectively, actively guide
execution, monitor performance, and provide feedback with strong
leadership qualities, managerial, communications and inter-personal
skills, and the ability to create a strong and cohesive operations with multi
cultural and multinational team. Led and participated in a significant
number of teams throughout working career, focused on increasing
productivity and maximizing effectiveness through effective leadership
and technology applications. Expert in providing Health Care services up
to JCIA international standards and CBAHI National Saudi Standards.
• Consultant General & Laparoscopic
Surgeon, Alexandria University,
Alexandria, Egypt
• MBA, International Healthcare
Management, Aberdeen University,
Scotland, UK
• Certified International Healthcare
Professional ... IESE Business
School, Barcelona, Spain
• CEO Topmed Egypt, strategic
arm Saudi German Hospitals.
• Corporate Chief Medical Officer,
Alameda Healthcare Group, As-
Salam Int’l and Dar Alfouad
Hospitals, Egypt.
• Executive Director, Al.Rafea
Hospital, Makkah, KSA.
• Assistant Chief Executive
Officer for Corporate Projects,
Saad Specialist Hospital (JCIA)
Al.Khobar, Saudi Arabia.
• Medical Director, Al-Barakat
Medical Center , Riyadh, KSA.
• Consultant Surgeon, MDFD
Saudi Aramco and Al.Mana
General Hospital group,
AL.Khobar, Saudi Arabia.

5. Value Proposition
Concept and
Design
Construction
Project
Management
Equipment
Operation and
Management
Process
Enhancement
and
Automation
Developing concept
Architecture design
Technical design
Biomedical design
Investment
management
RFP preparation
Tendering process
Supervision
Delivery
FF&E
All type of equipment
Equipment automation
Full operation &
management
Physicians
Nursing
Marketing and sales
HR Functions
HC delivery process
enhancements
IT Infrastructure
Back office Systems
Patient Management
Systems
Clinical management
Systems
LIS, RIS, CDSS, etc.
Innovative Solutions

6. ManagementTeam Composition
Management
Network &
Reach
Experience
Knowledge
• The team is a unique combination of
integrated knowledge, experience,
network and reach with competitive
management capabilities, which builds
our company competitive advantage.
• The company structure will be attractive
to potential serious investors.

7. MedEx BusinessPartners

8. Project Phases
Phase I
• Demand Assessment
Phase II
• Master Plan
Phase III
• Feasibility Study
Phase IV
• Project Design
Phase V
• Construction Supervision
Phase VI
• Procurement and Commissioning
Phase VII
• Management and Operation

9. DemandAssessment
• Demand for healthcare in Egypt exceeds supply by far which is
evident by the small number of total all over beds (130,600) for
both public and private sectors with almost 75% out of them are
public and less than 25% are private. It is only 14.4 beds / 10000
people in Egypt which is remarkably low compared by same ratio
all over the world from 18 – 22 beds / 10000 people.
• It is also estimated that almost 42% of the total Egyptian
population is not covered by healthcare and more than 70% of
healthcare spending is out of pocket expenditure.
• Egypt really lacks high quality healthcare services which has a
high demand with a limited supply of highly reputable
internationally accredited hospitals and healthcare facilities …
this as well is considered a significant relative advantage for
investors who have the brand and ability to provide such
services with a remarkably high value return on investment.

10. Healthcare Challenges
• Fill the gap
• Medical Tourism
• Physicians Relocation
• Need For High Quality Services

11. SWOTAnalysis
Strength:
What are your core competencies?
Where are your highest revenue?
What are your advantages?
What are you doing well?
Opportunities:
Niches that competitors are missing?
Innovations and new technologies?
New needs of customers?
Any beneficial trends?
Weakness:
Where do you lack resources?
Where do you losing money?
What areas are you avoiding?
What you are doing poorly?
Threats:
Negative economic conditions?
Successful competitors?
Obstacles to overcome?
Government regulation?

12. Feasibility Study Validation
• Based upon the outcome of the Demand Assessment,
Analysis Study and the Master Plan, Feasibility Study
shall be revised to validate the viability of the project
based on the services that shall be rendered during
the coming 10 Years highlighting the required financial
investment, cash flow projections and the anticipated
return on this investment.
• This will be provided initially by predicted Business
Case Scenarios: Worst Case, Most Likely Case and
Best Case Scenarios that will facilitate the decision
process. Upon selecting the Business Case Scenario,
documents can be shared with the share holders
delineating the Market Review, Market Target,
Assumptions and Financial Model

13. OurApproach
• MedEx Healthcare Management Co. Limited will provide detailed
operation plans for each health care facility including but not limited to
ensuring that the facility is in compliance with the international
standards for accreditation of quality healthcare providers.
• Adopting the best practices in healthcare management to ensure the
success of the operation of the healthcare facility and ensure the
viability of the project as predicted in the feasibility study under
different scenarios.

14. Operation and Management
[1] Organization Structure
• Setting up Vision, Mission, Values, Goals and Objectives
• General Health Administration Principles
• Service Planning
• Supervisory Management
• Committees Management
• Hospital and Departmental Policies and Procedures
• Clinical Services Programs
• Emergency Care Management
• Medical Staff Management
• Medical Staff By Laws, Rules and Regulations
• Credentialing and Privileging
• Continuous Medical Education
• Medical Staff Productivity
• Nursing Management Programs

15. Operation and Management
[2] Organization Structure
• General Health Administration Principles
• Electronic Medical Records Management
• Management Of Clinical Support Services
• Quality Improvement and Risk Management Program
• International Accreditation
• Radiation And Laboratory Safety
• Medication Management
• Physical Medicine And Rehabilitation Management
• Human Resources Management
• Staffing Plan
• Recruitment Selection
• Orientation Plans
• Performance Appraisal
• Staff Education
• Job Descriptions
• Competencies
• Training And Education

16. Operation and Management
[3] Organization Structure
• General Health Administration Principles
• Facility Management
• Health and Safety Environment
• Biomedical Engineering Management
• Waste Disposal Management
• Supply Chain and Materials Management
• Financial Management and Budgeting, Cost Accounting, Budget Control and
Cost Containment
• Revenue Cycle, Health Marketing, Health Insurance, Managed Care and
Contract Management
• Support Services, Dietary and Kitchen, Housekeeping, Laundry and Security
• Customer Satisfaction
• Training and Continuous Education

17. Plan and Way Forward
Phase I
• Agree on scope and responsibilities
Phase II
• Sign Operation and Management Agreement
Phase III
• C-Suite Recruitment and Logistics preparation
Phase IV
• Organization chart and Structure Completion
Phase V
• Develop FS for final project figures
Phase VI
• Agree on the final Finance plan
Phase VII
• Soft-run and Operation in phases

18. Planned Clinical Services
Outpatient Services - Clinics
 Internal Medicine – Cardiology,
Dermatology, General Medicine,
Family Medicine, Gastroenterology,
Neurology, Pain, etc.
 Surgical Clinics, Dental, Eye Care,
ENT, General Surgery Clinic, Urology
Clinic, Orthopedics and Sports
Medicine, etc.
 Women and Children Clinics ,
Internal Care, Prevention
Vaccination, Pediatric
Gastroenterology, etc.
Inpatient Services
 Intensive Care , NICU, ICU, and
SCBU (Special Care Baby Unit)
 Internal Medicine, Cardiology,
Dermatology, Gastroenterology,
Neurology, Hematology, etc.
 Surgery, Cardiovascular Surgery,
ENT/Maxillofacial, General
Surgery, Neurosurgery,
Orthopedic Surgery, etc.
 Women and Children,
Gynecology, Obstetrics, General
Pediatrics ,….etc.
Centers of Excellence
• Women and Child Health
• Cardiovascular Center
 Orthopedic Services
 Neurology Center
 Obesity Center

19. Healthcare as it should be ...!
http://medexhealthcare.webs.com