2014 Fully Revised & Updated with latest Interna onal Best Prac ces. Advanced Executive Education

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1 Advanced Executive Education 2014 Fully Revised & Updated with latest Interna onal Best Prac ces 8-9 DECEMBER 2014 HOTEL ISTANA, KUALA LUMPUR Economist Intelligence Unit es mates that global health care spending as a percentage of Gross Domes c Product (GDP) will average 10.5 % in 2014, with regional percentages of: 17.4 % in North America, 10.7 % in Western Europe, 8% in La n America, 6.6 % in Asia/Austrasia, and 6.4 % in the Middle East /Africa. - World Healthcare Outlook TEL: I FAX: I E- MAIL: ibn@intel- biznet.com

2 THE FACT. ECONOMISTS INTELLIGENCE UNIT These countries provide a snapshot of health care challenges and opportuni es. Total health care spending in the UK was es mated $235 billion in 2012 and is expected to rise to $292 billion in % annual spending increase on health expected globally over the next five years ( ). - World Healthcare Outlook, Economics Intelligence Unit, August 2013 THE DRUMBEAT OF UNCERTAINTY GETS INTENSE BY THE DAY Increased compeon in the marketplace, combined with enormous pressure on both public and private health ins tu ons to deal with issues such as aging popula ons, the rising prevalence of numerous chronic diseases, soaring technological and state-of-the-art equipment cost, uneven quality, imbalanced access to care due to workforce shortages, infrastructure limita on and pa ents loca ons are remaking today s healthcare organiza ons - adding limita on to close in higher profit margins or achieve higher quality of pa ent care. Saudi Arabia spending of 4.3 % of GDP translates into an es mated $ 1,115 per person in 2012, on par with global average of $ 1,113. Singapore, direct government spending on health care has risen from $3.3 billion to $5.7 billion in Total annual healthcare spending in India is expected be to more than double from , to $201.4 billion. Expenditure between the private and public sectors in South Africa is at a near 50/50 parity, government expenditures on health as 48% of total expenditures and the private sector at 52%. Healthcare spending in China is expected to near $890 billion a year in While most healthcare organisa ons already have established Cost Management Strategy in place; Cost remains a key ingredient in the profit equa on. Despite expecta ons for future growth, the new normal will likely require Con nued Cost Discipline and Improvement. Gaming the numbers is pervasive but to succeed, it must be bridged. It is vital to ghtly link and restructure financial rigor and strategic insights. Healthcare execu ves must play a key role in working closely on all aspects of opera ons to crea vely design growth opportuni es for the future. There is a lot Healthcare Execu ves can do to improve their plans from a cost and value standpoint. The view that health care costs can t be controlled other than through perhaps contrac ng tools or going from defined benefit plans to defined contribu on plans and passing as many costs as possible to the pa ents, will not enable healthcare organiza ons get ahead of managing costs without possibly compromising safety and quality. Accurately measuring costs and outcomes is the single most powerful lever available today for transforming healthcare organiza on's financial performance. With accurate and appropriate cost informa on, healthcare providers can make bold and decisive plans to improve Efficiency, Produc vity while Sustaining or Improving Outcomes. the low hanging fruits of cost-cu ng have already been iden fied but with the next two to three years also likely to be difficult, other areas need to be iden fied. - Mark Raskino, Vice President, Gartner Inc, New York. A end this 2-day Master class the only one of its kind in Asia puts highly prac cal tools and best prac ces into delegates hands: tools which they can take away and put to work immediately to transform their healthcare organisa on s financial performance and maximise the value of the pa ent care they deliver. Delegates will learn and prac ce the tools and techniques with which they can drama cally reduce the costs of pa ent care by engaging all the necessary stakeholders to improve efficiency, pa ent flow and resource u lisa on; by aligning capacity and demand; by planning and managing workforce requirements; by elimina ng bed-blocking, minimising length of stay and op mising the revenue cycle. Source: 2014 Global Health Care Outlook KEY BENEFITS OF ATTENDING: MEASURE and UNDERSTAND Your Hospital s / Department s Costs Across the En re Cycle of Pa ent Care BENCHMARK PERFORMANCE using Key Performance Indicators (KPIs) for Measuring and Understanding Your Healthcare Organisa on s Efficiency, Produc vity and Financial Health TRANSFORM PERFORMANCE Using the Tools and Techniques that Management Consultants Charge Millions of Dollars For! REVIEW Case Studies of How Progressive Hospitals have Drama cally Enhanced Their Financial Performance using Lean Thinking and Real Time Demand Capacity Management OPTIMIZE Cash Flow Through Be er Workforce Planning, Discharge Planning and Revenue Cycle Management DISCOVER Easy to Use Tools for Maintaining a Healthcare Organiza on s Cost and Maximising its Revenues UNDERSTAND Costs across the En re Cycle of Pa ent Care using the New Gold Standard in Healthcare Cost Measurement Techniques TRANSFORM Hospital Performance using Proven Process Improvement Tools

3 COURSE METHODOLOGY Over two days and four interac ve modules through a combina on of interac ve presenta on, video session, real life case studies and peer-to-peer collabora on par cipants will hear genuine thought leadership and develop prac cal solu ons that will be essen al to measure and reduce costs, maximize efficiency and create bo om line improvements. Simula ons and Games Designed to drive home both the challenges and opportuni es presented by controlling costs and improving finance performance Short Video Lessons in which healthcare managers and leaders describe their experiences of cost control and financial performance problems Open Ques ons and Interac ve Discussion to s mulate reflec on and the sharing of experiences Worked Examples of all the concepts taught, enabling delegates to see how they are used in prac ce Real Life Case Studies prac cal Problem-solving Exercises based on real life case studies, undertaken individually and in small groups to build both behavioural and func onal competency Ar cles pa ent flow and redesigning flow from journals and periodicals will be provided for further reading COURSE AGENDA MODULE 1 MEASURING HEALTHCARE COSTS In this module you will be thoroughly grounded in cost-finding methods for healthcare organisa ons and be er placed to evaluate whether the payment your hospital, clinic or department receives from a pa ent, healthcare insurer, ministry of health or other payer will actually cover the full costs of the care that was delivered. You will also explore the Key Performance Indicators (KPIs) through which you can monitor and improve efficiency, produc vity and bo om-line financial performance. 1.1 The Context for Cost Control and Financial Performance in Healthcare Iden fy the key factors that have led to rising health care costs, the main approaches to controlling costs and the ethical issues resul ng from cost control ac vi es. 1.2 Cost-Finding Methods for Healthcare Organisa ons Understand and prac ce how to use the Step-Down, Cost-to-Charge Ra o, Ac vity-based Cos ng and Time-Driven Ac vity-based Cos ng methods for calcula ng healthcare costs and iden fy their benefits and drawbacks. 1.3 Key Performance Indicators (KPIs) for Efficiency, Produc vity and Financial Performance Understand and prac ce using measures and ra os that will tell you how efficiently and produc vely you are managing your healthcare organisa on s resources and how your financial performance compares with interna onal benchmarks. MODULE 2 UNDERSTANDING HEALTHCARE COSTS You will learn how to systema cally map the full set of both clinical and non-clinical ac vi es that your healthcare organisa on delivers over the complete cycle of care for a given medical condi on or Diagnosis-Related Group (DRG). The resul ng map-the Care Delivery Value Chain (CDVC) will enable you to accurately measure the total costs of that cycle of care using the cost-finding methods you learned during Module Mapping and Analysing the Care Delivery Value Chain Understand and prac ce how to map the principle processes and steps involved in a pa ent s care and the key tasks and ac vi es taking place during each step. 2.2 Calcula ng the Complete Costs of Pa ent Care Understand and prac ce how to use the ABC and TDABC methods to calculate the cost of each process and ac vity in the Care Delivery Value Chain and in calcula ng the complete costs of pa ent care. MODULE 3 REDUCING HEALTHCARE COSTS In Module 3 you will confront a painful truth: that your healthcare organisa on s total costs of providing care cannot be reduced un l all the necessary stakeholders come together to improve efficiency, pa ent flow and resource u lisa on and align capacity and demand. 3.1 Engaging the Stakeholders Understand and prac ce how to engage and communicate with the key stakeholders in pa ent care to overcome their resistance and get their buy-in for cost reduc on and performance improvement projects. 3.2 Lean Thinking for Healthcare Understand what value means from a customer and pa ent perspec ve and learn how to improve the end-to-end pa ent care process by finding and removing unnecessary waste to op mise efficiency and produc vity. 3.3 Pa ent Flow and Resource U lisa on in Healthcare Learn how to integrate the Ins tute for Healthcare improvement s four-step Real Time Demand Capacity (RTDC) model into your organisa on s management processes to improve pa ent flow and resource u lisa on. MODULE 4 TRANSFORMING FINANCIAL PERFORMANCE We will complete our journey by reviewing the main strategies through which healthcare organisa ons can transform their financial performance by planning and managing workforce requirements, elimina ng bed-blocking, minimising length of stay and op mising the revenue cycle. 4.1 Workforce Planning and Management Learn how to plan and benchmark the size of your healthcare organisa on s workforce, understand when to outsource services and learn how to use Pay for Performance (P4P) programmes to incen vise individuals and teams. 4.2 Discharge Planning Learn how progressive healthcare organisa ons use proac ve discharge planning systems, that begin before pa ents are even admi ed, to eliminate bed-blocking and minimise length of stay. 4.3 Revenue Cycle Management Discover how to op mise all the stages in the process of crea ng, submi ng, analysing and ul mately ge ng paid for medical bills: from the front of the cycle (pa ent access, pre-registra on, en tlement and eligibility and self-pay), and mid-level (coding and transcrip on) to the back of the cycle (account collec ons).

4 2.43% healthcare spending in Asia Pacific was es mated at about $1.34 trillion in 2013 and is expected to grow at a compound annual growth rate of 10.5% over the next five years to reach $ 2.21 trillion in Total, Forbes COURSE FACULTY Benedict Stanberry Director, Ins tute of Healthcare Leadership and Management Benedict Stanberry is a healthcare management consultant, academic, coach and author with extensive experience in designing and delivering professional educa on and development programmes and has worked with many of the world s leading healthcare organisa ons in both the public and private sectors in Asia, the Middle East, Africa and the UK. Originally trained as a medical lawyer, Ben has both bachelors and masters degrees in law, was a faculty member of both the law school and business school at Cardiff University and was Welsh Lawyer of the Year in recogni on of his healthcare advisory work with the Welsh Assembly Government and European Union. He is currently a doctoral research associate in a programme co-located with Rotman Business School at the University of Toronto in Canada Following a move to management consul ng in 2001, Ben led the provision of healthcare advisory services to numerous public and private sector organisa ons including the Welsh Assembly Government, Sco sh Execu ve, UK Department of Health, UK Ministry of Defence, LogicaCMG, Capgemini and Sanofi Aven s. Interna onally, he has worked extensively with the European Commission, European Parliament, European Space Agency and World Health Organisa on (WHO). His most recent role has been as a director of one of the UK s leading private healthcare companies. He was an adviser to several government health ministries and interim chief execu ve of a Brussels-based NGO. Ben was elected to local government in London in May 2006, where his role included the overview and scru ny of the capital s healthcare services. Ben also supports the Faculty of Medical Leadership and Management in London, a UK-wide organiza on that aims to promote the advancement of medical leadership, management and quality improvement at all stages of the medical career for the benefit of pa ents. This course was excellent. It was even be er than I expected. - Al Ain Hospital SEHA, UAE Very good. Excellence presenta on. - Salam Medical Centre The trainer is great and experienced. Good knowledge. Strongly recommended. - Schenker (Asia-Pacific), Singapore Experienced, lively lecture with insight in important industry issues. Professional trainer with nice presenta on skills. - Abbo Laboratories, Singapore Very experienced trainer and great presenta on skill. - Mount Miriam Cancer Hospital Ben is a frequent speaker at both na onal and interna onal healthcare events and has wri en numerous books, book chapters and journal ar cles on healthcare strategy and management. He is a Fellow of the Royal Society of Medicine and an Associate Member of the Faculty of Medical Leadership and Management. PARTIAL CLIENTS LIST King Fahad Specialist Hospital. King Fahad Medical City. Dubai Health Authority. Riyadh Care Hospital. Na onal Hospital of Riyadh. Saudi German Hospital Group. Tamer Group. King Hussein Cancer Centre. Mafraq Hospital. Al Rahba Hospital. Ministry of Health UAE. Supreme Council of Health Qatar. Hamad Medical Corpora on. Sultan Qaboos University Hospital. New Mowasat Hospital. Abbo Laboratories. Mount Miriam Cancer Hospital. Schenker. GlaxoSmithKline. Melomed Hospital Holdings Qatar Petroleum. Sidra Medical and Research Center. Dubai Healthcare City. Qatar Science and Technology Park. Royale Hayat Hospital. Al Ain Hospital. Salam Medical Centre. Jerudong Park Medical Centre. Columbia Asia Group The fastest-growing region in the coming years could be the Middle East and Africa, where spending is expected to rise by an average of 10 percent annually. A key driver may be popula on growth, which will combine with government efforts to expand access to care. Deloi e

5 REGISTRATION FORM 8-9 DECEMBER HOTEL ISTANA, KUALA LUMPUR Investment Register by 20 OCTOBER 2014 and Save up to USD 600!!! PLEASE COMPLETE THIS FORM IMMEDIATELY AND FAX TO PARTICIPANT DETAILS Name 1 Name 2 Name 3 (name in full) INVOICE SHOULD BE DIRECTED TO Company Business Address Name Dept Tel No Fax No Name of Authorising Manager Signature Reg by 20 Oct 2014 Reg by 10 Nov 2014 Reg After 10 Nov DAY COURSE FEE USD 1990 USD 2290 USD 2590 Date INFORMATION For further information on this event, please contact our Program Managers at or ibn@intel-biznet.com This Booking Is Invalid Without A Signature WORKSHOP SCHEDULE Registration 0830 Course begins 0900 Morning Refreshment 1030 Luncheon 1300 Afternoon Refreshment 1530 End of the day 1700 T A R G E T A U D I E N C E This course will benefit all healthcare professionals in clinical or managerial roles; who wants to transform the financial performance of their organization or department, while creating bottom line improvements: CEOs, COOs, CFOs, CMOs and CNOs Chiefs of Service Heads of Department Clinical Directors / Managers Medical Directors / Managers Nursing Directors / Managers Operations Directors / Managers Financial Controllers from the following institutions. Government Hospitals. Private Hospitals. Dental Facilities. Regional Health Networks. Mental Health Institutions and Facilities. Geriatric Health Centres. Nursing Homes. Community Healthcare Centers Ministry of Health. Health Departments. Government Clinics. Medical Associations Academy of Medicine. Healthcare Regulatory Bodies. Universities. Dental Clinics Private Clinics. Pharmacies and other Medical Institutions Finance Managers Accountants Quality Managers / Consultants Marketing Managers / Consultants Process Improvement Managers and Consultants Other Budget Holders MARKETING PAYMENT A confirmation letter and invoice will be sent upon receipt of your registration. Please note that full payment must be received prior to the event. Two easy ways to pay: Telegraphic Transfer / Cheque Bank : Public Bank Berhad Branch A/C No : Swift Code : PBBEMYKL : Taman Maluri, Kuala Lumpur, Malaysia Foreign Demand Draft in USD to be drawn in a MALAYSIAN Bank Intelligence Business Networks , Kompleks Maluri, Jalan Jejaka, Taman Maluri, Kuala Lumpur Note: Payments must be received within 7 days upon issuance of invoice. CANCELLATION POLICY Due to contractual obligations, cancellation charges are as follow: *Upon registration : 50% of the workshop fee *14 days or less notice : 70% of the workshop fee *7 days or less notice : 100% of the workshop fee (*Based on working days only) However, complete sets of documentation will be sent to you. Substitutions are welcomed at any time. All cancellations of registration must be made in writing. Note: It may be necessary for reasons beyond control, to change the content and timing of the event, speaker(s) or venue, every effort will be made to inform the participants of the change. HOTEL DETAILS Hotel Istana Kuala Lumpur 73, Jalan Raja Chulan, Kuala Lumpur Malaysia Tel: Fax: Room Reservation can be made by delegates directly with the hotel. To enjoy privileged room rates, please state you re attending an event organised by IBN International. Please call Mr. Chang KH at or at chang.kamhung@hotelistana.com.my CERTIFICATE Delegates who successfully complete this course will receive the prestigious IBN s Certificate of Achievement; a statement of Intelligence endorsed by world renowned subject matter expert. VISA REQUIREMENT Delegates requiring visas should contact the respective Embassies or High Commissions in their country of residence as soon as possible.