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Healthcare, Bridging the Gap of Generations for a New Normal

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Healthcare, Bridging the Gap of Generations for a New Normal

June 17
21:20 2021

New York – June 17, 2021 – Favorably positioning itself as a leader in healthcare services open to all, Tunisian Healthcare Organizations working towards guiding hopeful patients towards a better clinical outcome.

Public-Private-Partnerships are Key to face the Challenges of COVID-19

Even in a New Normal, despite COVID pandemia Healthcare Abroad remains the fastest growing sector in the Region today, with the increasing disease burden across the globe, there is a huge shortage of experienced doctors and medical infrastructure. Tunisia is home to doctors who are far more experienced in handling complex treatment because of the high number of population and various cases that they come across from abroad. Not leaving out the fact that, at present, Tunisian paramedics across the globe are a force to reckon with. They are annually recruited by various countries to combat their shortage of medical staff.

DR Khaldoun Bardi – Abu Dhabi – 2021 – getty

Our Network is the premier private healthcare organization in the Region without equal in the delivery of comprehensive healthcare services. Their success stems directly from their tireless commitment to providing patients with effective and responsive care through the uncompromising pursuit of quality, both in staff and technical resources.

“The focal points our strategy include the development of centers of excellence within our network of healthcare facilities able to attract and retain the best medical teams, guaranteeing an unprecedented level of care. We demonstrate our commitment to patients by building human-scale structures, where every effort is made to provide the most comprehensive and highest standard of care possible. The launch of our Joint Care program at the newly opened facility, one of the Group’s major recent accomplishments, is an apt illustration of this commitment,” said DR Bardi, Partner of the Pasteur Clinic.

“Our ambition to remain at the leading edge of innovation and performance while meeting very rigorous ethical standards has naturally made us a key architect of the private hospital landscape. The recent disposal of our subsidiary GSMS details perfectly with our business strategy and enables us to focus our energies on our core business: hospital care,” he added.

Aligned with the general globalization of the medical supply and offer, the natural next step is undoubtedly the development of further partnerships with the public sector. Mindsets are changing in this area, with patients and organizations reaping the benefits, as evidenced already by the creation of Public Health Cooperation Associations or the joint public-private healthcare facility due to open soon. Collaborations between the public and private sector, an essential prerequisite in the quest to improve the quality of and access to healthcare services, also take the form of training partnerships with the nurses schools and with Surgical Training Centers (caregiving staff).

Centered on value proposition of introducing innovative Public-Private Partnership to the expanding Healthcare market, especially in emerging economies. The challenges being faced by public sector healthcare providers are not unique to the region and are generally universal in nature.

For any medical organization, actual Challenges include:

  1. Increasingly ageing population
  2. Expanding populations that expect access to basic preventative HeaIthcare.
  3. Increasingly sophisticated medical technoIogies that require highly competent technicians to operate them
  4. Brain drains of medical practitioners to countries that are offering more competitive salaries
  5. Austerity measures taking place globally, and Increasing costs

Confluence surgery, tradition and Vanguard

There is a firm belief that Public-Private Partnerships between the traditional providers or services (the public sector) and the rapidly wowing privately financed private sectors is an opportunity that needs to be leveraged even more; simply because It still remains the primary responsibility of governments and their public sector agencies to be the agents or healthcare in their countries. But there is no doubt that their limited resources (and often limited capacities) can be augmented by private sector practitioners who can be more nimble in their approaches to offering innovative practices that can address increasing demands being made on healthcare in a global period of greater austerity.

There is undoubtedly a long history of existing interdependent relationships between the public sector agencies and the private sector service providers (e.g. medical equipment suppliers and pharmaceutical companies) that could be leveraged through PPPs – hence any proposition of PPPs being a bridge to innovation and access to healthcare for all should come as no surprise.

Not a megalithic trannsational medical services providers monopolizing the global healthcare markets, but partnerships with reputable organizations that have the organizational capacity and experiences to carry out successful PPPs should be sought out.

Many questions remains in terms of guidance and operations for into any genuine healthcare PPP initiative include such as “How to encourage public and private sector partners to attain common public healthcare goals?, How resources and risks are shared?, what incentives are introduced to provide tangible results and cutting-edge solutions?, How are medical services to be provided to the poor and are subsidies needed?, How does one ensure that those Who Can afford medical services pay their fair share For services provided?, How does one address the ethical issue of profit making in poor countries, What types of services and facilities should be considered for PPP projects?, What innovations should be required before a PPP project is considered so that projects remain financially viable and sustainable?, How can competitive salaries be introduced so that practitioners are recruited and retained for PPP projects?, Are transparent procurement procedures and enabling legislation in place dial can ensure that competition is fair? And What measures are enforced to ensure that foreign services providers are protected against malicious litigation from potential domestic detractors and competitors?….” and much more to arise highlight Dr Bardi

This list is not exhaustive, but it does point to considerations that should be factored into any healthcare PPP initiative If a reputable and competitive PPP program is initiated, there should be no reason why a reliable and efficient body of practitioners could not introduce a service that is compassionate, safe, affordable, sustainable. and socially responsible.

Confluence Tunis – Tunisia, when east meets

This overview of Pasteur Clinic and Tunisia accomplishments and plans for the future would not be complete without mentioning their intention to further enhance their presence in all the Region .The acquisition of new establishments and signing of a management contract with a public hospital constitute a new phase of their expansion in this country which offers numerous growth opportunities.

For all of these reasons, Pasteur Clinic has emerged as a key player, continually reinforcing market leadership position. The strategy is also vindicated by healthy set of financial results and the major business achievements; hense COVID impact.

“Our business growth model is proving highly successful. Our goal of achieving a 20% market share and a significant presence in two other countries remains firmly within reach. I know that our shareholders have placed their confidence in us and we will do our utmost to ensure that it is not misplaced. We must now continue to build our future upon the cornerstones of our success: innovation, quality, commitment, and exemplary ethical standards,” mentioned the DR.

Much Remains to be done by all the healthcare stakeholders to create sustainable ecosystems that facilitate these innovations in achieving scale while beneficially reaching the lowest income patients in emerging markets.

Improving access to Healthcare is critical to achieving the World Bank Group’s twin goals of ending extreme poverty and boosting shared prosperity in all countries. Healthy individuals have higher levels of human capital, enabling them to realize their potential as productive members of society and raising output in the countries where they reside.

Technology has always played an important role in the delivery of healthcare. The use case far artificial intelligence„ or Al, in health dates to the late 1990s, when machine learning was first use to help doctors identify cancers in medical images: The more widespread diffusion of Al into health businesses over the past decade. has been facilitated by general improvements in computing power, machine processes such as natural language processing„ and robotics, combined with the exponential accumulation of health-related data from sources such as electronic medical molds (EMRs) the proliferation of health data tracking devices such as smart phones, digital images, and genomic data.

The confluence of Al and other digital technologies has enormous potential to improve health outcomes globally.

For example. patient data can be aggregated and assessed to improve risk analytics, radiology imaging solutions can assist specialists to more efficiently and effectively assess images, and machine learning platforms can reduce the unit costs of health administration through automated scheduling functions and triage chatbots, freeing up specialists to spend time on patient.

Some of these Al health applications have been accelerated in the response to COVID, including in emerging markets; Al has been applied broadly, from drug and vaccine research and patient triage to contract tracing and surveillance systems, and predicting severe COVID cases.

Achieving true scale in the use of Al. however, will require building trust with health consumers, including through collaboration between data providers, health-tech companies, regulators, governments, and the public, to agree in principles and frameworks for constructing and managing patient data sets, governing and monitoring algorithm performance, and safeguarding personal data, among other issues.

Thus leading through change is need to meet industry-changing trends :disruptive technological and scientific innovation, new focus on healthcare value, increasing scarcity of medical specialists, and the more central role played by emerging markets in driving industry innovation.

Contact: @licornegulf2021bahrain

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