US Healthcare Technologiesabckw.org/wp-content/uploads/2017/10/combinepdf.pdf · •Provides a unique level of service in Kuwait •Have established Telemedicine / Teleradiology options

US Healthcare Technologies

An OverviewBader Almahdi, MD

Consultant Cardiologist

Dabbous Cardiac Center

Al Adan Hospital

Kuwait

I have nothing to disclose

Speaking of Pioneering

• Wherever you find opportunities, you find creativity.

• Heart disease is a major killer in this day and age.

• Treatment modalities in cardiology have

geometrically evolved over the last half century.

Pioneering

North Carolina

Wright Brothers

1903

Same Analogy in Cardiology

Frank Sones, Jr(1918 -1985)

Cleveland Clinic. 1958.

Nowadays,

at least 1,500,000 Cathlabs

around the world.

If it wasn't for SonesI wouldn't have become what I am today

Technologies in Cardiology

can be broadly divided into...

• Coronary / Structural intervention (mostly where the money is).

• Cardiac assist devices.

• Electrophysiology (There is money as well !).

• Imaging.

Coronary Intervention

• What I do for a living.

• In a nutshell, it involves inserting a catheter (a tube) into

the arteries of the heart, either through the radial artery

(wrist) or the femoral artery (thigh).

• A radio-opaque contrast (dye) is injected into the

arteries and is visualized by fluoroscopy (X-ray

machine). This shows the lumen of the blood vessels.

• The fancy name of this technology would be

"angiography".

Angiography

A picture is worth a 1000 words

Stenting (intervention)

• A metal mesh. Tubular in

shape. Is inflated to open up

a clogged artery. The fancy

name is "stent".

• Ballooning the artery is called

"angioplasty".

A Sample of My Work

Before After

Cardiac Assist Devices

• The heart is a pump. A smart pump indeed.

• The left ventricle (the most important chamber in

the heart) pumps blood to the whole body.

• In the event of heart failure, the left ventricle is too

weak to eject blood to sustain circulation.

• That's where the cardiac assist devices come in.

• This technology is rapidly evolving.

• Scarcity of organ donations.

• Cost and outcome of heart transplants.

• Aim is to replace the human heart with a

permanent, fully functioning artificial heart.

• Range from Impella to L-VAD.

Cardiac Assist Devices

Impella

• A smart miniature

pump.

• It sucks blood from the

left ventricle and ejects

it into the circulation as

a temporary measure.

Impella Inside the Heart

LVAD

• A smart pump as

well.

• Surgically implanted.

• Sucks blood from the

left ventricle into the

circulation

Electrophysiology

Electrophysiology• The science and art of detecting and treating abnormal

electrical activity in the heart.

• If the heart is too slow, a pacemaker can be

percutaneously inserted under local anesthesia to speed it

up.

• If the heart is too weak and/or has a tendency to arrest. A

defibrillator can be inserted to prevent sudden cardiac

death.

• Resynchronization therapy to improve the quality of life of

cardiac patients.

Imaging

Imaging Modalities• Echocardiography.

• An ultrasound scan of the heart to assess all the necessary hemodynamic

parameters.

• Cardiac CT.

• Slices/cuts of the heart taken and reconstructed as X-ray images at a very fast rate to

specify the anatomy and pathology.

• Cardiac MRI (CMR).

• A huge, powerful magnet.

• No ionizing radiation.

• Soft tissue characterization.

CT Scan (CAT Scan)

Echocardiography

Cardiac MRI

Impressed yet?

None of such technological wonders would have been

available if it wasn't for these US-based companies, to

name a few...

Other competitors?

• Yes.

• In terms of industry, primarily from Europe and

Japan.

• Fierce competition.

• However, the US has the lions' share when it comes

to creativity and innovation.

I could go on and on...

I could do this all day!

I did not even go near nuclear medicine or the wonders of

conservative medical therapy.

If you have any questions or queries.

Contact me: [email protected]

Allegheny International

Services Middle East Andrew G. Escamilla MS, R.N.

CEO Kuwait Hospital

Allegheny International Services

• Headquarters in Pittsburgh PA

• Management of the International Patient Program of Allegheny Health Network – 20+ years

• Physician Observership Program – 15 + years

• International Post Acute Network – 10+ years

• International Hospital Management and Consulting - 15+ years

• In partnership for over 20+ years.

• Rebranded as Allegheny Health Network in 2013

• 8 hospitals

• $2.4B in revenue

• Many of their hospitals within AHN are ranked #1 in the market for delivering the highest quality of care in several clinical categories according to the Quantros’ CareChex® 2017 Hospital Quality Ratings

- Kuwait Hospital -Redefining Healthcare Standards

• The first American Healthcare

organization to enter the Kuwait Market

• American Physicians, Leaders, and staff

• State of the Art Equipment & Systems

• Blending & Enhancing the Care Delivery

• Strong Partnerships (Local & Global)

Northwest Exterior of Kuwait Hospital

- Kuwait Hospital -Redefining Healthcare Standards

Unique Services

• Telemedicine (AHN and others)

• Establishment of Centers of

Excellence

• Visiting Professors / Guest

Lectures

• Emphasis on the Guest Experience

• Measurement of Clinical Outcomes

The Development & the Hardwiring of a

Quality Driven CultureQuality• Medical and clinical staff

• Support Staff

• IT Infrastructure

• Allegheny Health Network

Efficiency• Quality

• Patient Care

• Good Stewards

IntegrityDoing the right things for the right

reasons 100% of the time.

TransparencyCommunication

Kuwait Hospital’s Embrace of Technology

• 20M + investment in updating the clinical space

• Complete replacement and upgrades to Diagnostics

• Full Digital Radiography GE Healthcare

• Upgraded monitoring for all clinical areas – ICU’s

• Provides a unique level of service in Kuwait

• Have established Telemedicine / Teleradiology options with AHN

• Fully connected OT

Kuwait Hospital Project Progress

Upcoming Milestones

• Finalizing recruitment in advance of licensure

• Pursuing Full Hospital Licensure

• Soft Opening

• Start of Visiting Physician Program

• Hospital Operating at Full Capacity

Our Motto“World Class Healthcare”

“Making a lifetime of difference in the well-being of every patient we touch”

- Dr. Amr Elrifai

KMCH Chairman, H. Alghanim, and Allegheny International

Chairman, Dr. A. Elrifai

Noteworthy Kuwait Hospital Partners

Supportive Shareholders:

Elite Suppliers: Foreign Missions: American Affiliation:

KMCH Chairman, H. Alghanim, and AISME Chairman, A. ElrifaiAlghanim International

Innovative Investments

Advancing Healthcare

“International Patient Day: Saving Lives Through American Innovation)”

By:

Dr. Mussaad M. Al-Razouki

Agenda

An Overview of the U.S. Healthcare Technology Latest Key Developments in the U.S. Healthcare Technology Global Industry Landscape Industry Overview and Competitiveness vs. The Rest of the World Opportunities – Worldwide and in Kuwait Market Challenges and Barriers - Worldwide and in Kuwait Policy Challenges Facing Health IT Sector - Worldwide and in Kuwait Case Study 1 Case Study 2 Conclusion Q & A

Profile:Dr. Mussaad M. Al-Razouki

Surgical Training New York Presbyterian Hospital – Columbia University Harlem Hospital, New York City, New York University Hospital Cleveland - Case Western Reserve University Mass General Hospital – Harvard University

Education Columbia University Medical Center – Oral and Maxillofacial Surgery Tract Columbia Business School – MBA in Healthcare Management and Finance

Corporate Project Manager – Booz | Allen | Hamilton (Dubai) General Manager - Kleos Healthcare Corporation (Kuwait) Co-Founder @AbiDoc, Glambox.me, MEDtrip, Ebtikarat Education Chief Business Development Officer - Kuwait Life Sciences Company

Political Healthcare Senior Advisor, Tony Blair Project Senior Advisor, Monitor Project Chief, Prime Minister’s Early Warning System Advisor on Youth Affairs, Amiri Diwan

Active Member, Kuwait Medical Society Active Member, Kuwait Economic Society Active Member, LoYAC and Injaz Al Arab

Social Former Captain, Kuwait National Swimming Team Former Captain, Qadsia Senior Swimming Team Voting Member, Qadsia Sports Club

KLSC is fully owned by NTEC, the technology transfer arm of the Kuwait Investment Authority

World’s First Sovereign Wealth Fund Established in 1953 >550 bn USD in AUM

Created by Kuwait’s Council of Ministers Established in 2005 Fully owned by the KIA 100 mn KD or ~ $350 mn paid up capital Five fully owned subsidiary companies:

Clean and Alternative Energy

Investments

Life Sciences and Healthcare

Investments

ICT and Mobile Technology Investments

Strategic and Technology

Advisory Services

Human Capital Development Solutions

and HR Services

Building on the aforementioned strategy, KLSC developed five individual platform companies to stimulate the life sciences sector in MENA

Operational in 2010 Fully owned by the NTEC 15 mn KD or ~ $53 mn paid up capital Five platform companies in life sciences:

MENA’s leadingContract Resource

Organization

Medical Devices and Consumables Distribution

MENA’s FirstLife Science Focused

Training Academy

MENA’s PremiereActive Pharmaceutical Ingredients Producer

Leading PharmaceuticalLicensor for the Middle

East and Africa

Agenda


Agenda


Elements of Healthcare Systems and their Roles ILLUSTRATIVE

Regulators

Regulators focus on providing and enforcing effective regulation, including:

– Government entities

– Advisory groups

– Independent councils

Payors

Payors focus on providing reimbursement for services provided to covered patients, including:

– Public health plans– Private insurance firms– Social security funds

Population

Providers focus on delivering healthcare services:

– Facilities (i.e. hospitals, primary care centers, pharmacies, etc.)

– Human Resources (i.e. Physicians, Nurses, Technicians, etc.)

Providers

Suppliers focus on providing products and services:

– Pharmaceuticals– Medical

Equipment– Consumables

Suppliers

What is Healthcare?

How Big is Healthcare?

6 Trillion USD

6,000,000,000,000

How Big is Healthcare?

>

>

Example:

USA/Netherlands

Examples:

Germany/France

Examples:

Switzerland/Japan

Examples:

UK/Norway

Social Funds Hybrid Taxation Ministerial

Examples:

Russia/Saudi Arabia

Free Market

• Offers services and insurance through private sector

• Maintains safety net through public payment of premiums

• Provide insurance through competing social funds

• Offer multiple sources of funds (public/private)

• Requires private insurance for high earners (or special services) and social insurance for others

• Provides services through public or private sector

• Funds healthcare system through general taxation

• Provides services through public sector; treatment is free at point of care

• Mainly decentralizing from a publicly financed, owned, and operated model

• Restructuring into any of the other models

• Pros: Competition in free market allows for decrease costs and improved efficiencies

• Cons: Difficulty in access of care for some income groups

• Pros: Competition through different social funds, better access for most income groups

• Cons: Healthcare is grouped among other social benefits

• Pros: Excellent access by unlimited choice for patients

• Cons: It is usually very difficult for private sector to compete with the public option

• Pros: Transparency of system (depends on taxation system)

• Cons: Taxation system needs to be in place and needs to be efficient

• Pros: No or limited payment by citizens

• Cons: Excessive over utilization of the system including double treatments

Sources: The Commonwealth Fund

Five Distinct Economic Models of Healthcare Finance Exist Globally

Agenda


Medical KnowledgeAnd Research

Pharmaceuticals(But Allow Tax Inversions)

Personalized (Genetic) Medicine

Digital Healthcare

Top Hospitals

The United States is globally competitive when it comes to these five areas of healthcare – Five Pillars of the Future

Agenda


Kuwait Healthcare Economy: By the Numbers

SOURCE: KLSC analysis

April 2016 CAGR (1 yr)

Hospital Beds 8,757 2.8%

Public Beds 7,412 3.4%

Private Beds 1,122 0%

Public Clinics 96 15.5%

Doctors 10,700 2.0%

Nurses 22,100 3.8%

Beds/000 2.43 3-5

Beds/000 Citizen 7.57 3-5

Doctors/000 1.89 2-3

Nurses/000 4.46 5-10

Doctors/Bed 0.78 1-2

Nurses/Doctor 2.36 3-4

Ratio Intl. Best Practice

October 2016

Total MoH Budget ~1.9 Bn KD

Overseas Health Budget~0.75 - 1.25 Bn KD

Kuwait Private Insurance Mkt Size

~115 - 145 mn KD

Medical Device Mkt size~325 mn KD

Kuwaiti Citizens 1,284,567

Expatriates 2,884,861

Spend per population 275 - 330 KD

Spend per Kuwait citizen 750 KD

Typical Insurance Premium 250 – 300 KD

US per spend per citizen ~1,500 KD

Healthcare Growth

Per Capital Healthcare

Spending in Kuwait

0.9

1.5

1.8

1.9

2

2.1

2.4

2.8

2.8

3.4

3.5

3.7

0 1 2 3 4

KSA

Bahrain

Kuwait

UAE

Oman

Japan

US

UK

Qatar

France

Italy

Germany

Kuwait and the rest of the GCC have trailed international benchmarks with respect to their healthcare infrastructure

Note: (1) G6=Germany, France, Italy, Japan, UK, USSource: KLSC Analysis, World Bank, WHO World Health Report 2012, MoH Statistics,

Assessment of Global and Middle East Healthcare Workforce

GCCAvg.

G6(1)

Avg.

Physicians per 1000 Population –GCC and G6 countries

Dentists per 10,000 Population –GCC and G6 countries

1.5

2.3

2.3

3.5

4.3

5.3

5.8

5.8

6.4

7.4

7.9

9

0 4 8

Bahrain

KSA

Oman

Kuwait

UAE

UK

US

Qatar

France

Japan

Germany

Italy

GCCAvg.

G6(1)

Avg.

Nurses per 10,000 Population –GCC and G6 countries

0.3

2.1

3.9

4.1

4.1

4.5

4.6

7.4

9.3

9.5

9.8

11.4

0 4 8 12

Italy

KSA

Bahrain

Japan

UAE

Oman

Kuwait

Qatar

France

UK

US

Germany

GCCAvg.

G6(1)

Avg.

18

Undermining this increase in healthcare demand are the various lifestyle factors that affect the GCC nations

Obesity

Smoking

The spread of tobacco use in the Saudi among adult males represents 24%; smoking among school children and adolescents ranges from 15% to 25% among adolescent males

Over 60 billion cigarettes are consumed per year in the GCC countries, the majority in KSA

Saudi Arabia ranks 23rd worldwide in terms of smokers in population per capita

Each year Saudi Arabia consumes as many as 15 billion cigarettes (over 30 packs per person) and inhales40,000 tons of tobacco smoke

Physical Inactivity

36%

KSA UAE

34%

USA

32%

BAH

29%

KWT

29%

UK

24%

Adult Population that is Obese (BMI > 30)

Lifestyle Factors

Physical education is discouraged in Saudi public schools and there are strict limitations on private gym facilities for females

Poor weather conditions, cultural restrictions, and social limitations of the community in the GCC are not conducive to physical activity and play a major role in the low levels of physical activity

Note: Obesity represents a BMI (Body Mass Index) above 30Source: KLSC Analysis, Zawya, GCC MoH press releases, WHO, American Journal of Human Biology

19

Theses lifestyle factors are a direct cause of the high prevalence of the chronic disease that now plague the GCC

Top Countries for Diabetes

Adult Percentage

1. Nauru 30.7%

2. United Arab Emirates 19.5%

3. Saudi Arabia 16.7%

4. Bahrain 15.2%

5. Kuwait 14.4%

6. Oman 13.1%

7. Tonga 12.9%

8. Mauritius 11.1%

9. Egypt 11.0%

Top Countries for Obesity

Adult Percentage

1. Nauru(1) 78.5%

2. Tonga(2) 56.0%

3. Saudi Arabia 35.6%

4. United Arab Emirates 33.7%

5. United States 32.2%

6. Bahrain 28.9%

7. Kuwait 28.8%

8. Seychelles 25.1%

9. United Kingdom 24.2%

Link between Lifestyle and Chronic Diseasee.g. Obesity and Diabetes

Note: (1) Nauru and (2) Tonga are tiny Australasian islands with populations of about 9,000 and 100,000 respectively

Source: KLSC Analysis, WHO (2008)

20

The Situation: Kuwait is adding over 11,000 hospitals beds at a total cost of around 12 bn USD for all planned healthcare projects

SOURCE: MoH, KLSC analysis

Planned number of new public hospital beds in Kuwait by entity

688559

250 324

600 600

2,0002,200

1,150

2,200

1,168

2,000 2,000

300300

00

500

1,000

1,500

2,000

2,500

201720162015

180

20142013

300

600

201220112010

MoI

PIFSS

KOC

Housing authority

MoPW

Insurance company

MoH

Planned Number of Beds for Government Entities

2020201920182017201620152010 2014201320122011

Beds/nat

Beds/total pop

Ratio of beds/population (expat and total population)

The Problem: this could lead to an oversupply in the total number of hospital beds required in Kuwait


Hospital beds vs. Hotel Rooms

Total number of hospital beds per year

6,066 7,635 7,93314,763

21,704 24,214 25,332 25,144 25,144 25,144 25,144

0

15,000

30,000

CAGR : 14%

20202019201820172016201520142013201220112010

Total number of hotel rooms per year

6,698 7,033 7,385 7,754 8,142 8,549 8,976 9,425 9,896 10,391 10,911

0

10,000

20,000

30,000CAGR: 5%

20202019201820172016201520142013201220112010

The Challenge (continued): There is also an increase cost on the Economy


620964

962240

859758

1082010

11971631268124

1397534

1641410

1935605

2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16F

Kuwait MOH Budget 2007-2016 (Value in $)

7.04 %

6.68 %

7.61 %

7.39 %

6.57 %

5.26 %

%% of Health Budget

Thankfully, these various government entities are extremely slow in their implementation, which affords us time to find a solution


The Kuwaiti Government employs 270,000 workers total (200,000 locals and 70,000 expats)

The Ministries of Education, Health and Water & Electricity account for over half of all government employees at ~60,000, ~45,000 and ~40,000 repetitively

The top three entities in terms of percentage of projects completed are the Public Authority for Environment, the Central Bank of Kuwait and the Public Authority for Housing2

Over half of the Annual Plan projects in the Management, Strategy, Planning and Information group are in Stage 4, the highest of all the entity groups

24 of the 54 entities have over 50% of their projects in Stage 4

There are currently seven Kuwaiti government related entities building hospital projects in Kuwait

Entity Groups

Key Findings

Human And Social

Miscellaneous

ManpowerAndInfrstr.

EconomicDevelopment0%

25%

50%

75%

100%

Min of Comm

Min of PubWorks

OPD

Min of W&E

Minof SPA Ntl Guard

Min of Def

PAIR

CAIT

PACI

CSO

GSSCPD

RestrucWkfrce

CivService Com

Dept L&LA

PA Needy

Gen Sec PrivUni

Min of FA

Zakat

Gen Sec A

Min of A&IA

S&LBank

PAHousing

PA Youth & Sprts

30150

NCCA

45 7560

KNA

Min of Info

K Municipal

K Fire Dept

CTC

PAE

Min of Health

Kuni

PIAT

Min of Int

Min of Edu

Min of Just

KISR

Min of H Edu

MoCI

Min of SA&Labor

KPC

Customs

CBK

KSE PIAFKIB

PAI

CAA

KPA

Min of Oil

KIA

Min of Fin

KFED

Per

cen

tage

of

Pro

ject

(s)

In I

mp

lem

enta

tio

n

Development Need

Number of Annual Plan Projects

Above 40,000 Employees

The Solution: the Kuwait Health Authority can help organize the Kuwaiti Healthcare System and improve its efficiency


Ministry of Health Efficiency

24%

28%15%

16%

7%

10%

Pediatric

416

80%

65%

50%

7.5 5.5 3.5 1.5

33%

53%

14%

18%

29%33%

18%

2%

28%

48%

19%

Sabah(511 beds)

Amiri (418 beds)

Mubarak Al Kabeer (509 beds)

Adan(715 beds)

Jahra(752 beds)

Average length of stay (days)

Occ

up

ancy

Rat

e

Internal

General Surgery

Gyn. & Obs.

ENT

Others

0%

15 10 5

Average Length of stay (days)

Occ

up

ancy

Rat

e

General Hospitals(Size of bubbles represent the number of beds)

ICU

40%

80%

269

Al-Razi (Orthopedics)

Maternity Hospital

290

Pulmonology

364

Bin Sinai (Specialized Surgery)191

Cancer (KCCC)

196

Communicable diseases

Selected Specialized Hospitals(Size of bubbles represent the number of beds)

Farwaniya (838 beds)

//

60%

0

There are 180 planned hospital projects in the GCC that will add over 46,278 beds over the next five years

Kuwait• 15 government, 5 private sector• 11,224 planned beds

Bahrain• 1 private sector• 165 planned beds

Saudi Arabia• 122 government, 10 private sector• 24,840 planned beds

Oman• 7 government• 3,105 planned beds

Qatar• 1 government sector• 512 planned beds

UAE• 9 government, 9 private sector• 6,432 planned beds

SOURCE: Arabian Business, Arabian Industry, Economist Insight, KLSC analysis

KLSC identified at least 59 hospital projects in the GCC that have started implementation, eventually adding 29,928 beds at a cost of ~35 bn USD

Kuwait• $9.25 bn USD estimated cost• Includes: Amiri, Razi, Kuwait

Cancer Center, Sabah, Farwaniya expansions and new KOC and MoI hospitals

Bahrain• $0.15 bn USD estimated cost• Includes: New Cardiac Center

Saudi Arabia• $11.54 bn USD estimated cost• Includes: King Abdullah Medical City, King

Fahad MC Expansion, King Faisal MC, King Khaled MC, Prince Moh Bin Abdul Aziz Jouf, SMOH - Jazan Specialized Hospital, MOH - Hail Maternity and Children Hospital, MOH - Tabuk Maternity and Children Medical Tower, Security force medical complex, MHE - QassimUniversity, MOH - Al Sharaie Hospital, MOH - Hail Specialized Hospital, MOH -King Saud Surgical Medical Tower

Qatar• $2.40 bn USD estimated cost• Includes: Sidra Medical Research Center

SOURCE: Arabian Business, Arabian Industry, Economist Insight, KLSC analysis

Oman• $3.32 bn USD estimated cost• Includes: International Medical City

Sultan Qaboos Medical CityMuscat General HospitalAl Masarra Psychatric HospitalMasirah Hospital ProjectNational Center for Hereditary Health

UAE• $7.93 bn USD estimated cost• Includes: Mafraq Expansion, New Rashid

Hospital and Trauma/ER Expansion, Al-AinExpansion , Cleveland Clinic Abu Dhabi, Sheikh Khalifa MC Expansion, BurjeelMC, Dubai University, Dubai Teaching Hospital, Dubai Smart Hospital, FakeehMedical, Aster DM, Danat Al Emarat, BrightPoint NMC, Khalifa City NMC, Al Amal Hospital, Al Jalila Childrens

The healthcare system in Kuwait is perceived negatively and 65% of the population prefer to be treated abroad

(1)= MoH 2006 dataSource: KLSC Analysis, Gullup Survey (2011)

Percentage of population who prefer medical care in another country

Number of patients sent abroad for treatment(1)

35%

39%

43%

43%

47%

65%

0% 10% 20% 30% 40% 50% 60% 70%

KSA

UAE

Oman

Qatar

Bahrain

Kuwait 5210

2863

520 483

39 350

1000

2000

3000

4000

5000

6000

Kuwait UAE Qatar KSA Oman Bahrain

The general pubic perceives there to be lower quality healthcare provided through both the government and private sector in the GCC and therefore prefer to be treated abroad

It is reported that the UAE currently spends $2 billion (USD) on treatment abroad (compared to $1.8 billion USD that the government of Kuwait spends). Altogether the GCC is spending approximately $7.2 billion to 12 billion (USD) on treatment abroad (with roughly 80% of that spend representing the government spending)

Source: KLSC Analysis, MoH, MoD, KOC Interviews, * Most patients get to have one escort accompany them. The MoH decreed in March 2012 that all patients below 18 or above 65 and all mentally ill patients can have two escorts

29

Kuwait needs to develop an independent National Health Authority and reorganize its current healthcare system

Former State of System: Centralized and Disorganized Recommended End State: Decentralized and Organized

Today

• Lack of focus among entities

• Lack of integrated system

• Overlap of services and lack of oversight on healthcare abroad (separate for each ministry)

Benefits

• Increase patient choice leads to competition and improved performance orientation

• Double quality control through single regulator and insurance system

• Improved internal processes

• Decreased government expenditure on healthcare

Results in

• Low utilization of current resources

• Lack of single country-wide master plan

• Wasteful expenditure of healthcare resources (fiscal, clinical and administrative)

Healthcare Abroad

Ministry of Health(MoH)

Private

Sector

Regulators

Patients

Provider

(e.g., Clinics,

Hospitals)

Payor

(e.g., TPA’s,

Insurance)

Other

Public

Sector

e.g.,

KU/

KOC

Military

e.g.,

MoD/

MoInt

Single Regulator

(General Health Authority)

MoH

Private

Healthcare

Insurance

Patients

Other

Public

Sector

e.g., KU/

KOC

Military

e.g.,

MoD/

MoInt

Central Agencyfor IntlHealth

Pay

me

nt

Syst

em

Agenda


800x a wide range…

Source: Siemens Healthcare

700% medical inflation

~30% administrative waste

Source: KLSC Analysis, Nature Index (2016), QS Ranking (2016)

Science Programs Providing Universities in MENA countries

114

24

35

6 4 37

311

5 3

30

N/A 7

62

5 3

3.6

7

0.3

5

3.8

9

2.2

9

6.2

6

1.9

4

1.3

4 0.8

6

2.1

1

3.1

7

0.9

3

0.7

6

1.0

7

1.6

3

1.8

2

1.8

5

9.1

6

Million population / University

Arab Avg.: 8GCC Avg.: 8

MENA Avg.: 13

Source: KLSC, Analysis, UNESCO Statistics (2016)

Tertiary Education Graduates from MENA countries on latest years

28

7,9

14

5,6

91

54

7,9

25

73

8,2

60

NA

69

,70

4

12

,71

6

34

,00

7

NA

18

,60

5

3,2

34

18

5,1

22

59

,11

6

64

,61

2

73

3,2

37

27

,89

3

NA

140

170

245

108

709250176315

111

332

109

176314

174

Arab Avg. 109,712

GCC Avg. 42,140

MENA Avg. 199,145

NA

77

2,3

62

3,8

13

,95

6

84

214No. of People/ Graduate

120

44

137

105

NA

38

125

50

NA

100

53

10

56

NA

107

63

25

138

Source: KLSC Analysis, WEF Report (2016), N/A Not available

University-Industry Collaboration in R&D - Ranking

Arab Avg. 77

GCC Avg. 52

MENA Avg. 78

3

64

99

29

130

48

NA

61

105

6 NA

72

89

5

65

NA

57

107

10

136


Quality of Math and Science Education - Ranking

Arab Avg. 66GCC Avg. 51

MENA Avg. 68

35

38

33

N/A0.10

0.68

0.33

0.04

0.30

N/A N/A

0.71

0.17

0.47

N/A N/A

0.64

1.01

0.70

N/A

Source: KLSC Analysis, UNESCO Statistics (2016), N/A Not available

Gross Domestic Expenditure on R&D (GERD) in %

Arab Avg. 0.27

GCC Avg. 0.25

MENA Avg. 0.32

4.1

1

1.7

0

2.7

3

99

75

128

66

NA

57

104

91

NA

112105

14

58

NA

111103

27

138


Quality of Scientific Research Institutions - Ranking

Arab Avg. 86

GCC Avg. 64

MENA Avg. 86

3 2

5

113

57

133

89

NA

52

115

75

NA

95106

11

48

NA

109

70

22

137


Corporate Spending on R&D - Ranking

Arab Avg. 83

GCC Avg. 60

MENA Avg. 82

3

17

2

79

68

82

48

NA

86

72 76

129

6152

59

32

NA

45 43 41

111

Human Capital & Research Ranking in MENA Region

Arab Avg. 71

GCC Avg. 54

MENA Avg. 68

16

714

Source: KLSC Analysis, Global Innovation Index Report(2016), N/A Not available

118

59

122111

NA

116127

63

127 125 124

78

66

NA

107

86

24

128

Business Sophistication Ranking in MENA Region

Arab Avg. 99

GCC Avg. 80

MENA Avg. 99

6

1411


100

61

94

65

NA

79

51

74

129

72

9588

75

NA

89

45

86

124

Knowledge and Technology Output Ranking in MENA Region

Arab Avg. 87

GCC Avg. 76MENA Avg. 83

129

4

Source: KLSC Analysis, Global Innovation Index Report(2016) , N/A Not available

122

74

97

75

NA

78

64

51

112

67

79

49 47

NA

81

31

70

125

Creative Output Ranking in MENA Region

Arab Avg. 80

GCC Avg. 64MENA Avg. 76

167

14


13

125

180

11 15 928

1

86

8

70

481

124

368

66

1

Research Articles and Journal Publication in MENA

Arab Avg. 63

GCC Avg. 127

MENA Avg. 87

12

38

83

95

26

67

7

Source: KLSC Analysis, Nature Index (2016)

Articles According to Scientific Field4

39

28

5 5 7 4

17

24

2

6

53

11

4 6 4 1 3 1

19

4

15

82 1

23

14

2 7 5 10

1 4 3

13

10

3

1

9

50

14

5

66

13

8

5 3 4

11

75

4

44

18

4

7

261

35

1

Chemistry Earth & Environment Life Science Physical Science

Physical Science843, 53%

Chemistry421, 26%

Earth & Environment65, 4%

Life Sciences262, 17%

Source: KLSC Analysis, Nature Index (2016)

805

193

2,136

14,279

437 335 228 304NA

1,021

NA482

2,406

198589

5,841

1,753

30

Patents Registered

Arab Avg. 682GCC Avg. 844

MENA Avg. 1,724

6,9

08

22

,80

1

58

9,4

10

Israel UK USA

Source: KLSC Analysis, WIPO patent report (2016)

8 5

58 71

2 1 3 7 134

319

276

1 8

1,010

77

1

Patent Cooperation Treaty (PCT) international applications Registered by MENA Countries

Arab Avg. 32

GCC Avg. 64

MENA Avg. 88

6,9

08

22

,80

1

58

9,4

10

Israel UK USA

Source: KLSC Analysis, WIPO patent report (2016)

Comparison of Ranking (Oil Production vs. PCT Patents vs. Population)

20 3828 10 5

93 7 13131

92 21 26 162

53 5111

55

94

55

74

10

0

0

72

87

67

0

67

82

28

48

0

76

42 4

6

12

1

34

150

15 17

37

99

131

110106

39

125

142

41

58

77

18

91

48

Oil Production PCT Patents Population

Source: KLSC Analysis, WIPO patent report (2016), OPEC statistics (2016)

Agenda


Agenda


Exit of iRhythm – 107 million USD IPO

Agenda


Funding of NewBridge – 50+ million USD in sales

Agenda


Middle East Economies must encourage the approach to the Knowledge Economy Equilibrium

Scie

nti

fic

Ide

atio

n

Engineering Execution

Funding Funnel

Technological Innovation

Knowledge EconomyEquilibrium

KEq

ILLUSTRATIVE

Spheres of Science National Ecosystem Example: Kuwait

“Inspirational Architecture of the

1980s”

“Inspirational Ecosystem of the

2020s”

Semi- Gov

PrivGov

Spheres of Science National Ecosystem Example: Kuwait (Select Entities)

SMEs

Transfer of Ideas Transfer of Funds

Innovative InvestmentsAdvancing Healthcare

THANK YOU

KIPCO Tower, 27th Floor, Al Shuhadaa St., SharqP.O. Box 25363, Safat 13114, Kuwait

Tel : +965 22215622Fax: +965 2249 0959

www.klsc.com.kw

Thank you

Documents

US Healthcare Technologiesabckw.org/wp-content/uploads/2017/10/combinepdf.pdf · •Provides a unique level of service in Kuwait •Have established Telemedicine / Teleradiology options