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1 st German Arab Health Care Forum Berlin, Wednesday, 13 th of December 2006

The urgent need for Health Care Education in Middle East New Models of border crossing Public - Private - Partnerships. 1 st German Arab Health Care Forum Berlin, Wednesday, 13 th of December 2006 Prof. Dr. Dr.h.c. Fried Oelschlegel Saudi German Hospitals Group.

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1 st German Arab Health Care Forum Berlin, Wednesday, 13 th of December 2006

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  1. The urgent need for Health Care Educationin Middle EastNew Models of border crossing Public - Private - Partnerships 1st German Arab Health Care Forum Berlin, Wednesday, 13th of December 2006 Prof. Dr. Dr.h.c. Fried Oelschlegel Saudi German Hospitals Group

  2. Healthcare workforces in Middle East • In Middle East; 85 – 90 % of Health Care Professionals are Expatriates. • Majority from underdeveloped countries ( cheap & unpretentious ). • Increasing number of medical staff from 3rd and 4th development countries as Egypt, India, Pakistan, South Africa, Philippines, Albania, Moldavia, Ukraine. • Insufficient teaching conditions at governmental Universities. • Lack of international standards; Lack of control. • Expected annual growth of population is three times higher than the growth of studying places. • The number of Health Care Professionals per 1000 population in Middle East to Europe and USA is lower 6-7 times and 3 times lower to the world average; The gap between supply and demand will get bigger. • The expansion of Health Care Services and Education is becoming a top priority for the National Health Care Systems in Middle East & Africa

  3. MENA Universities – Cash cows ?High fees – low quality • Old curricula, uncontrolled and not updated, no front teaching , no fare of practice, low social acceptance & weak reputation of academic staff. • No any clinical, experimental or applicable medical research. • No cooperation with medical & pharmaceutical industry. • No cooperation with leading medical centres of the world. • No organized scientific life or approaches. • Insufficient study conditions for students. • Financial hurdles & limitations of access by increasing study fees.

  4. WHO Statistics

  5. Health Workers Classification WHO

  6. Global Health Workforce, by density WHO 5-6 times less than Europe or USA A quick screening shows that the Middle East region indicators are 2 to 3 times below the average than the rest of the world.

  7. Distribution of Health Care forces WHO 25 % of all diseases, 2,3 HW per 1000 population 9,2 % of all, diseases 4,0 HW per 1000

  8. Increasing Critical Shortage WHO

  9. 100 % more staff is needed WHO Middle East needs app. 100 % more medical staff to leave the Level of a critical shortage; and 400% more to reach the European Standard.

  10. The number of students has to be doubled WHO Table 1.4Numbers of Medical Schools in the Middle East:

  11. The market players • Global demand for international higher education is estimated to increase from 1.9 million students in 2006 to 5.4 million students by 2025. • 21 billion USD is the current volume of private education in Middle East & North Africa. Yousef Al Essa, General Manager, Addax Investment Bank02.04.06 • USA, UK, & Australia are the major competitors for the private education market. • Other players such as New Zealand, Singapore and Canada are also becoming more active. • Germany is represented on the markets with minimized capacities at Egypt, Lebanon, Jordan – without German Institutions for Medical Education.

  12. This day has changed the world....

  13. There was also a dramatic decrease in the number of students from Arab countries…… • The 30,000 Saudi students in 2004/2005 indicated again a 14% decrease; the year before ( 2003 ) the number of students decreased 16 % to 2002.The number of students from the United Arab Emirates also decreased again by 7% in 2004/2005 in comparison to 30% in 2003/2004, with a total number of 1200 students. The number of Kuwaiti students decreased by 7% in 2004-2005, in comparison to 17% in 2003-2004, when there were 1720 students. The number of Jordanian students decreased by 5% compared to 15% during the previous years. As for Egyptian students, the number dropped by 14% to 1575 students. • There are few indications that the number of Arab students will increase again in the United States and this depends on security matters. The same, however, applies to the American students who intend on traveling to the Middle East to learn Arabic.

  14. To find a lasting answer on the challenges of the present and future • It needs • Touchable Capacities • the required facilities of education ( KG, high schools, secondary schools, universities ) in the required volume ( to double the capacities immediately and then annually + 3.5 % ( population growth ). • Infra Structures • Balanced Interfaces between the educational institutions. • Unrestricted access for students; independent of gender & financial situation of student parents. • Implemented and controlled international standards of educational quality • a new definition of Academics & Lectures. • International approved and accredited curricula. • Exchange programs for teacher and students. • Cooperation with medical & pharmaceutical industry. • Implementation of Medical Research.

  15. difficult topics….. • Segregation of male and female students depends of regional traditions and culture. • “Sharia” compliance academic culture. • Implementation of Medical Research ( clinical, experimental & applicable ). • Cooperation with other Universities and Medical Centre abroad. • The Wilhelm von Humboldt Approach Theoria cum Praxineeds the new type of teacher: “ clinicians + researcher + teacher ”. • Considering of “ Teaching Hospitals “ as Centre of Medical Excellence and host for advanced quality ( it’s an honor to become a teaching hospital ). • Necessity and personal obligation of continuously further education and acceptance of organized recertification procedures. • A “ lived “ ethical value system. • To attract “ servant / assisting “ professions e.g. Nursing for Nationals.

  16. UAE - to be aware of the needs • ...all our social systems are currently undergoing a comprehensive review in terms of their philosophy, objectives, laws, and methodologies. • Regarding the educational system, we have indeed started implementing measures to introduce structural changes that will modernize and update the educational structure, enabling it to respond to the requirements of the stage while strengthening the role of knowledge and human capital in economic and societal development, and promoting individual skills and capabilities. • The reforms also aim to fortify the relationship between the educational process and the developmental, security, and demographic needs, in order to create the appropriate atmosphere for producing a productive human being who is proud of his identity and able to give and effectively contribute to the making of the future. The President of the UAE, Sheikh Khalifa Bin Zayed al Nahyan during an interview with Asharq Al Awsat's 25th November 2006

  17. New model of border crossing Public - Private – Partnership in Medical Education

  18. The BAB Group • The Bait Al Batterjee Medical Company (BAB) is the largest healthcare company in the Middle East, and operates its hospitals under the Saudi German Hospitals Group (SGHG) brand name. • Presently, it is operating four hospitals in the Kingdom of Saudi Arabia (Jeddah, Aseer, Madinah and Riyadh), and a fifth hospital in Yemen ( Sana’a ) as well with all together 1600 hospital beds . • Further 13 hospitals in Egypt, UAE, Kuwait, Nigeria, Ethiopia and Pakistan are under construction, or in a final stage of construction planning. • By the year 2015, the group intends to manage over 30 hospitals throughout the Middle East and Africa. • The Group has employed 5,200 professionals from 26 countries ( of them are about 500 physicians and surgeons, 1,500 nurses and a similar number of technologists and other support staff) • All hospitals are multidisciplinary structured, ISO certificated and on the highest level of IT applications ( paper-and film less ).

  19. BAB Group: Organization Chart

  20. Education – more than business The Bait Al Batterjee Group as owner of the brand SGHG got the approval to establish five private medical colleges in the Kingdom of Saudi Arabia; each of them with 4000 students. Beside other activities in medical education as the established 5 Schools for Nursing and Allied Health Sciences ( SGNA ) with 800 students at present, the Batterjee Medical Colleges (BMC) will fulfill all international standards of advanced medical education. The first colleges in Jeddah has started with education eight weeks before.

  21. BMC Mission To be the regional leader in providing educational and vocational training opportunities of the highest quality in medical, nursing and allied health sciences that are comparable to international standards. Through the assistance of highly qualified faculties, the use of advanced technology and the guidance of community leaders, our graduates will be able top professionally compete locally and world wide. And, be effective contributors towards the advancement of our societies.

  22. Pre-requisites & Demands • Pre-requisites: • Excellent & outstanding position in clinical practice, excellent working conditions for teacher and students in for teaching designed / adapted hospitals, state of art medical devices & technologies in diagnostic and treatment, implemented system of quality control and clinical research, a strong network to worldwide Centers of Excellence. • Demands: • The outstanding intention and ability to invest in quality (of teachers), in quality (of students), in quality of international network (benchmarks & accreditations), in quality of working and living conditions (to attract the best) for teacher and students, an independent International academic advisory board with strong ties to the World Federation for Medical Education & WHO.

  23. Essential aims • The BMC is planned to: • Acquire international appreciation through quality in teaching. • Educate future leaders in Health Care & Health Care Sciences. • Create interdisciplinary synergy. • Be research and clinical practice oriented. • Be innovative, creative and supporting medical talents. • Be rich in its resources and to develop International Partnerships. • Be successful in improving administrative and institutional structures. • Provide effective communication and collaboration networks with its stakeholders.

  24. BMC Structure & Faculties Board of President Board of Trustees Directors Dean Vice - Dean Vice - Dean Study Affairs Academic 9 COLLEGES

  25. The five BMC approaches • Continuously Education • Diploma Undergraduate (BSc) Postgraduate • (Master, PhD) Further Education ( Re-Certification ). •  Problem focused Education • Implementation Reform / Model Curricula. •  Student centralized support • ( Mentors/ Tudors/ Housing/ Free INTERNET/ 24h Library ). •  Talents & Awards • Special programs for the best. •  Study Ship • Study without headaches and financial burdens.

  26. Enrolled Students In 2007 we will start with 1200 students; 800 of SGNA; 400 or more with BMC

  27. Most important ratios Recommended Ratio’s

  28. BMC – International contractual links to medical schools United Kingdom Germany France China Switzerland Thailand South Africa

  29. International ties with leading Medical Schools

  30. Cross borders PPP • Main emphases of our interests and goals till 2010 are: • Implementation of education standards ( approved and accredited ). • Tailoring of curricula ( problem focused teaching ). • Development of tests and examinations following international standards. • Installing of a comprehensive system of Quality & Success control. • Establishment of Teaching licenses including re-certification program. • Student & Teachers Exchange Program. • Improving the network to German Universities on all academic fields. • Participation in multi -centric medical research studies.

  31. PPP in education – a sustainable business ?

  32. Our offer to Germany For future developments, the Bait Al Batterjee Group is inviting interested Universities, German Governmental Organizations for Education and the German medical & pharmaceutical industry to establish STRATEGIC ALLIANCES AND LONG TERM PUBLIC PRIVATE PARTNERSHIP’swith private educational institutes, medical schools and universities in Middle East. The urgent needs and the synergy effects which could generate is promising a sustainable win-win-business for all partners. TO BRING THE STRONG ONES TOGETHER is the key philosophy of the strategic development of the Saudi German Hospitals Group.

  33. Let’s remind us ….. • God’s is the orient • God’s is the occident • North and southern terrain • Rest’s in the peace of his hand’s • Foolish that each in his personal case • His special opinion hold • If ISLAM is called “ devoted to God “ • In ISLAM live and die all of us ! West Eastern Divan ; 1819

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