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Fontenelle Forest Nature Center Friday, March 25, 2005 7:30 a.m. – 3:00 p.m. 2005-2008 Strategic Planning Retreat.

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Presentation on theme: "Fontenelle Forest Nature Center Friday, March 25, 2005 7:30 a.m. – 3:00 p.m. 2005-2008 Strategic Planning Retreat."— Presentation transcript:

1 Fontenelle Forest Nature Center Friday, March 25, :30 a.m. – 3:00 p.m Strategic Planning Retreat

2 Rubens J. Pamies, M.D., FACP Moderator Staying Competitive in the Global Health Care Market Mr. Joe B. Graham Chief Operating Officer Nebraska Medical Center Rodney S. Markin, M.D. Associate Dean, COM Mr. Nizar Mandani Mr. Nizar Mandani Executive director Sheila Ryan, PhD Professor, CON-Parent- Child, Admin Ed & Science Panelist

3 American International Health Alliance advancing global health through professional, volunteer, peer-to-peer partnerships Donald W. Fisher, PhD Chairman President and CEO American Medical Group Association (AMGA) Roger J. Bulger, MD Secretary President and CEO Association of Academic Health Centers (AHC) Larry S. Gage, JD Past Chairman President National Association of Public Hospitals and Health Systems (NAPH),and a partner at Powell, Goldstein, Frazer & Murphy, LLP Dennis P. Andrulis, MPH, PhD Research Professor Department of Preventive Medicine at the State University of New York Health Science Center/Brooklyn Daniel P. Bourque, MBA Senior Vice President, System Operations VHA Inc. Henry A. Fernandez, JD Vice President and CEO New York State Historical Association & the Farmers' Museum in Cooperstown Sheila A. Ryan, PhD, RN Professor University of Nebraska Medical Center College of Nursing Louis W. Sullivan, MD President-Emeritus Morehouse School of Medicine Alan Weinstein, MBA Consultant to healthcare companies Board of Directors

4 International Health Medical Education Consortium Sara E. Pirtle, MBA Update Co-Editors International Studies and Programs University of Nebraska Medical Center Nebraska Medical Center Omaha, NE Tel: (402) / Fax: (402)

5 GLOBAL INVOLVEMENT OF AHC’s AHC’s is Growing Rapidly Some recent examples include: ColumbiaBen Gurion University N.Y.U.Sackler CornellQuatar DukeSingapore Harvard Macy Institute Multiple countries including Germany DartmouthCopenhagen John’s HopkinsSeveral Asian countries University of Minnesota SON Central Asia Republic And many more...

6 GLOBAL HEALTH/PARTNERSHIP UNMC, NMC, UNeMed, IMA UNMC, NMC, UNeMed, IMA46 collaborative partnerships with medical institutions in 25 countries

7 Export Control Regulations Commerce Department Export Administration Regulation

8 Where are we now? Where do we want to be in the future? Next Steps in our global presence…

9 STAYING COMPETITIVE IN THE GLOBAL HEALTH CARE MARKET Mr. Nizar G. Mamdani Executive Director of International Healthcare Nebraska Medical Center

10 GLOBAL HEALTHCARE REALITIES 1. 1.The revolution in communications technologies has raised our hopes that earth's current patchwork of countries may yet become a true global community. The growing globalization of businesses and enterprises has already begun 2.One major arena that stands to gain the greatest benefit from globalization is healthcare 3. Key components of understanding the dynamics of global health systems are: policy, financing, education, organization, leadership, and management 4. Regardless of the country, the health sector generally responds to the same political, social and financial pressures as other industries

11 US GOVERNMENT POSITION 1.The US Government, NIH, AHC, WHO, World Bank – all deliver the same message that the Global Health Care is vital to the growth and stability of the countries and that the developed nation have a social and sometimes a selfish reason to help in the promotion of decent healthcare 2.USAID Director Natsio’s speech in Spain this month reinforced US’s committed $16 billion to country stabilization programs

12 What Other US Medical Institutions Are Doing Realizing the in inevitable progression and opportunities in the Global Healthcare Markets, most major medical institutions have substantial commitments to their international programs 2.Some institutions have also already taken their programs overseas in light of the post 9/11 situation about visa in the US:  John Hopkins in Singapore, Thailand, Panama, China  Harvard in India, United Arab Emirates, Japan  Cornell in Qatar  Emory University in India 3. GLOBAL-HEALTH is a reality today-UNMC needs to make a move now to secure a prominent position in this important market place and attain a long-term global presence

13 Current Handling of International Initiatives at UNMC Several departments at UNMC are pursuing international activities in a variety of ways - there are no cohesive institutional policies or objectives 2.There is no ongoing sustainable follow up 3.Counter-productive to pursue international programs without adequate planning and follow up 4.International programs are discouraging because they take a longer time to mature - can only be effectively achieved through institutional commitment, persistence and support

14 Take Advantage of International Assets at UNMC  Partnerships with 76 medical institutions in 28 countries  Over 400 professional researchers/students from 40 countries  Provide training to 100s of international professionals  Hundreds of international patients have come to the Medical Center for their treatments  Have created a dynamic 2 nd opinion consultation program, currently being utilized by over a dozen global institutions  Have signed significant cooperative agreements with key institutions in Japan, India and China for educational and research initiatives  Have people with great international contacts and network  Proven viability - have generated millions of dollars for the Medical Center in patient billings

15 Possible Areas of Global Opportunities for UNMC 1.UNMC's Research program expansion in key countries 2.Foster strong relationships for UNMC's Biotech initiatives/markets 3.Promote UNMC CON's RN to BSN programs internationally 4.Create a Telehealth Center of Excellence in collaboration with the Peter Kiewit Institute of Technology & UNMC's Allied Health Dept. 5.Take advantage of USAID’s new Country Stabilization programs, especially in Haiti, Somalia, Iraq and Afghanistan 6.Take advantage of professionals on our campus who have very valuable relationships and networks to help us achieve our goals

16 Benefits to UNMC 1.Make UNMC's global presence a REALITY 2.Research collaboration opportunities 3.Initiate BioMed programs to enhance international reputation and revenue 5.Strong international presence will enhance UNMC’s reputation, help attract top researchers/professionals to our institution 6.Establish UNMC's Educational and TeleMed Programs globally 7.Be a pioneer to take up the much needed standardization of the international medical education accreditation 8.Opportunities for UNMC faculty, physicians, healthcare professionals, researchers and students to experience medical diversities in other countries 9.Faculty and students exchange programs in over two dozen countries 10.Build professional and personal international relationships 11.Fulfilling a social commitment to help the less fortunate countries through training and assistance programs and participating in Federal programs 12.Will be financially quite lucrative

17 CONCLUSION 1.Global healthcare has become a reality to reckon with 2.UNMC has the assets and the stature to have a positive impact in the Healthcare Globalization 3.Priority must be given to developing a viable infrastructure at UNMC that can follow through on international developments on a sustained basis 4.Important to embark on a coherent program to fulfill the social needs of helping the less fortunate nations – will also give us an opportunity to closely work with international NGO’s and Federal programs 5.The program will significantly raise UNMC’s standing and reputation in the US and Global healthcare arena 6.A well conceived international program will be self-sustaining, revenue generating and gratifying undertaking for UNMC

18 Global and International Healthcare Sheila Ryan, PhD Professor, CON-Parent-Child Administration Education & Science

19 The Globalization Of Society Places Increasing Demands On Us To Understand differing perspectives, traditions, religions, politics, cultures, health behaviors and health systems.

20 NURSING, as the largest health workforce, is essential to add value to global partnerships Collaborate with international research to promote health and well being and better manage chronic care for all Examine lessons of emerging and remerging threats to international health Reduce burden of disease and disability

21 UNMC - CON as The Global Leader in International Nursing Education Leader in distance education Leader in instructional technology Leader in online course access Leader with international “connections”

22 India China Jordan Mexico

23 Leader in Online Program Access RN-BSN BSN MSN  8 specialties, 2 with combined and integrated areas  CE models

24 Benefits to UNMC Increase cultural sensitivity of faculty/students Internationalize our curriculum Increase faculty and student exchanges Global classroom model for global outreach Add to research site and samples Multidisciplinary international doctoral program Additional international students to all programs

25 Profitable and Cost-Effective Online Tele-education By 2010 Increase enrollment by 1500/year from five country New financial models: Cost plus High Revenue Product with Low Cost Risk Partner with international societies and organizations


27 Leading Infectious Causes of Death Worldwide, 2001 CauseRank Estimated Number of Deaths Respiratory infections13,871,000 HIV/AIDS22,866,000 Diarrheal diseases32,001,000 Tuberculosis41,644,000 Malaria51,124,000 Measles6745,000 Periussis7285,000 Tetanus8282,000 Meningitis9173,000 Syphilis10167,000 SOURCE: WHO, 2002b

28 Global Partnerships of dialogue, collaboration and shared planning can: Decrease international nursing shortage Increase professional standards and stature of nursing Prepare nurse leaders for emerging healthcare roles

29 International Business Strategic Fit Mr. Joe B. Graham Chief Operating Officer Nebraska Medical Center

30 International Business Strategic Fit How does it advance our mission For Education? Research? Service? Outreach?

31 As positioned today International Business can advance the Mission(s) at the margin. If embraced more fully, it has the potential to be a separator in all of our missions.

32 However, it must produce cash.

33 LowHigh Profit Mission Cash Cow Houdini Winner Keeper

34 LowHigh Profit Mission Cash cow Houdini Winner Keeper

35 LowHigh Profit Mission X Cash Cow Houdini Winner Keeper

36 LowHigh Profit or Mission Risk (legal, distraction, etc.) Good Risk Low Risk Calculated Risk Bad Risk

37 LowHigh Profit or Mission Risk (legal, distraction, etc.) Good Risk Low Risk Calculated Risk Bad Risk

38 LowHigh Profit Risk (legal, distraction, etc) X Good Risk Low RiskBad Risk Calculated Risk

39 LowHigh Mission Risk (legal, distraction, etc) X

40 Requirements for Success Sound Plan Commitment Time / Patience Adaptability

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