| British Virgin
Islands
MHIL assisted in the preparation and presentation of
a healthcare study and outline business case for the
development of new primary and secondary care facilities
for Tortola and other islands in the British Virgin
Islands.
MHIL was awarded a contract to write a strategic plan
for the health services of the Government of the British
Virgin Islands, including all primary, secondary and
off-island services. This led to a three year contract
to provide management services to help the Government
implement the plan, specifically the implementation
of the new strategy which included the development of
a new hospital, primary care and other services to cater
for the residents and the large tourist population who
visit the Islands.
Central Europe
MHIL was appointed by General and Cologne Re to review
the possibility of new health insurance and claims management
activities for central Europe.
Gibraltar
MHIL conducted the management of private patient admissions
to the Royal Naval Hospital in Gibraltar. These supplemented
the activity of the military personnel and their dependants
which owing to cutbacks in defence spending had been
declining. The private patients provided additional
caseload to make best use of otherwise under-utilised
and expensive resources.
MHIL conducted a review and a business case for a private
hospital in Gibraltar with the aim to provide care to
the large expatriate community resident in Spain as
well as those in Gibraltar.
Greece
MHIL provided management consultancy services to the
General Clinic in Corfu, a 60-bed hospital that is owned
by doctors and other shareholders on the island. The
scope of work included recommendation of ways of improving
the performance of the business through increased marketing,
a more effective pricing structure and investment in
new equipment and facilities to attract other procedures
that are currently referred on to Athens or to other
countries. Significant among these was the successful
negotiations of the contract with the British international
insurers.
Hungary
MHIL led an international consortium in undertaking
a Management Audit, Feasibility Study and Business Plan
for the Central Military Hospital in Budapest for the
Hungarian Armed Forces. The Feasibility Study reviewed
the current and future role of this 1,311-bed hospital
and recommended ways by which the redevelopment of this
hospital can be financed using private finance and expertise.
The Feasibility Study team included Guy's & St Thomas'
Hospital Trust, Interbeton (the international construction
division of HBG of the Netherlands), Barclays de Zoete
Wedd and Polgari Bank (a division of Budapest Bank)
as financial advisers and architects, quantity surveyors
and GE Medical Systems for technical support.
The Government of Hungary passed a Resolution giving
MHIL the mandate to form a Special Purpose Company to
implement the proposals of their feasibility study.
During this time, MHIL worked with US investment bankers,
Warburg Pincus, and the National Insurance (Országos
Egészségbiztosítási Pénztár)
in preparing the implementation.
MHIL was a consultant to the owner of CM Klinikak RT
for the commissioning and pre-opening phase of a new
hospital in District 17, Budapest.
Indonesia
MHIL cooperated with a Far East consortium to create
an investment fund for a group of private hospitals
in Bali, Bandung, Jakarta, Surabaya and other areas
of Indonesia, and which may be expanded to other countries
in the region.
Iran
MHIL were appointed to advise Fitzpatrick Contractors
Limited on developing a hospital project for a 75-bed
hospital located in the Pars Special Enterprise Zone.
MHIL assisted Fitzpatrick to negotiate a UK Buyer Credit
for the Pars Special Enterprise Zone. MHIL provided
management and health maintenance organisation services
for a hospital and primary care services for a community
of about 50,000 most of whom were employees of the oil
and gas and support industries.
Kuwait
MHIL provided overall management with special interest
on the design, construction and commissioning phases
of the 120-bed private hospital in Kuwait City. This
included management from feasibility (health and business
planning) to concept design, design and construction,
commissioning and opening. The work also included the
selection of design consultants, preparation of technical
specifications, medical equipment review and selection,
hospital information systems, pre-opening management
including commissioning, staff recruitment, operational
policies, setting of quality performance standards and
setting and implementation of marketing plans. MHIL
staff were the acting CEO for nine months while searching
for a permanent candidate.
Libya
MHIL led a full management audit of the 1,400-bed Tripoli
Medical Centre, Libya's only tertiary hospital. Following
the delivery of the audit report, the deputy Prime Minister
asked MHIL to manage the entire Medical Centre. MHIL
were invited to enter into a co-operation agreement
with United Insurance Company and become managers of
a newly formed company called United Health Services,
a company formed in accordance with Law No. 5 with Libyan
and international shareholders.
Malaysia
MHIL provided technical and management advice to a
major publicly quoted Malaysian company first to consider
the privatisation of a large number of public hospitals
in Malaysia and also to explore the possibility of providing
a network of polyclinics.
Nigeria
MHIL provided overall management with special interest
on the design, construction and commissioning phases
of two 100-bed prefabricated hospitals in Gongola State,
including definition, design and construction for public
sector management.
Oman
MHIL staff provided corporate oversight of Muscat Private
Hospital. Hospital managers reported to MHIL staff and
MHIL had direct operational involvement in setting strategies,
budgets, review performance of both the hospital and
individuals, marketing, government relations and quality
programmes.
Portugal
MHIL managed the initial definition, management of
the design and full construction, development including
commissioning, staff recruitment and on-going management
of a 50-bed private hospital in Porto. The contract
stipulated that the term would end once the hospital
had reached break-even. MHIL managed the occupancy from
opening to the level of about 60%.
MHIL managed the development and commissioning of Clinica
Particular do Porto to create an effective 40-bed clinic
in the centre of Porto. The clinic provided both in-patient
and day surgery facilities.
MHIL completed a feasibility study for the development,
commissioning and operational management contract for
Clinica Vila Sol, a 50-bed hospital located in the Algarve.
MHIL were advisors to the British Hospital in Lisbon
to assess the ways in which it could develop its activities.
MHIL did a feasibility study and research of the issues
of raising finance for the development, in Lisbon, of
a new 100-bed hospital.
MHIL completed a feasibility study, with Hospiplan,
a leading South African owner / operator of hospitals,
of a 60-bed private hospital in Alvor, in the Algarve.
MHIL provided consultancy, aimed at strategic review
and specific country information, to BUPA International
(Portugal), the international division of the UK's largest
healthcare insurer.
MHIL completed a study to assess the performance and
operational activity of the 100-bed Mundial Confianca
Hospital in Lisbon and made strategic proposals for
the group's healthcare activities.
MHIL did a study to assess the most efficient and cost
effective ways by which Tranquilade Hospital's accident
at work patients could be treated through their own
first stage clinic and within the public and/or private
sector in Lisbon.
MHIL did insurance research, in association with Universal
Health Consultants, into the health systems, market
for health insurance, and other strategic issues in
Portugal for a major international insurance company.
MHIL completed an option appraisal, for one of Portugal's
leading banks, of the private hospital owned and operated
by Cruz Vermelha Portuguesa (Portuguese Red Cross) in
Lisbon to recommend the way forward for the hospital
and how this could be achieved.
MHIL did a major review of the healthcare services
of Companhia de Seguros Fidelidade, one of Portugal's
leading insurers. The study covered both the insurance
activities of the company and its direct provision of
healthcare service functions throughout Portugal.
Saudi Arabia
MHIL staff provided corporate oversight of three hospitals
in Saudi Arabia. Hospital managers reported to MHIL
staff and MHIL had direct operational involvement in
setting strategies, budgets, review performance of both
hospitals and individuals, marketing, government relations
and quality programmes. The hospitals involved were
the King Fahd Military Hospital in Jeddah, Southern
Region Military Hospitals in Khamis Mushayt and the
Wadi Al Dawasir Hospital.
Sweden
MHIL carried out an operational appraisal of the Elisabeth
Sjukhuset Hospital with a view to improving occupancy
and profitability.
MHIL did a study for General de Santé International
(now part of General Healthcare Group) which included
the evaluation of proposals for the privatisation of
two hospitals in Stockholm for the County Council.
Thailand
MHIL provided consultancy, aimed at strategic review
and specific country information, to BUPA International
(Thailand), the international division of the UK's largest
healthcare insurer.
United Arab Emirates
MHIL staff provided corporate oversight of two hospitals
in the United Arab Emirates. Hospital managers reported
to MHIL staff and MHIL had direct operational involvement
in setting strategies, budgets, review performance of
both hospitals and individuals, marketing, government
relations and quality programmes. The hospitals involved
were the Corniche Hospital in Abu Dhabi and the Allied
Diagnostic Centre in Dubai.
United Kingdom
MHIL staff led the commissioning and operation of The
Alexandra Hospital in Manchester, UK, then owned by
American Medical International. The hospital took its
first patients 37 days after the building was handed
over from the contractor. Originally 144 beds, it was
expanded to 180 beds once occupancy of 80% was being
regularly achieved. In addition, substantial additional
capital investments were made in diagnostic imaging,
intensive care, cardiac surgery, operating theatres
and other surgical programmes. The best doctors in the
region applied to work at the hospital. The hospital
was in a very competitive market place with strong competition
from the country's leading healthcare provider at the
time as well as good quality private care provided by
the public sector teaching hospitals. By adopting a
strategy of always keeping ahead of the competition,
the hospital quickly established itself as the leading
private hospital in the region, not just Manchester,
and become the hospital of choice for the six million
population. The hospital became the most profitable
in the group growing revenues, achieving profit margins
in excess of 23-25%.
MHIL staff undertook a corporate role as Director of
Operations overseeing the performance and quality of
initially 13 hospitals. During this period, revenues
grew by around 50% to £220 million with profit
margins increasing to an average of 24% as efficiencies
and quality programmes were put into place. The operating
efficiencies, marketing techniques and service profiles
tried and tested at the Alexandra Hospital were rolled
out across the other hospitals as necessary. Major capital
investments were made in major imaging, additional beds,
mobile MRs, building extensions and other major equipment
for new clinical programmes. An acquisition programme
added initially two hospitals, one of which was redeveloped,
followed by the purchase of a group of ten. The expanded
group became the most profitable in the UK at that time.
During this period, the company, having become a Plc,
was sold to General Healthcare Group.
MHIL staff provided corporate management to Guy's Nuffield
House, the private wing of Guys Hospital in London.
The unit was a major revenue earner for the Trust.
MHIL provided assistance to Guy's & St Thomas'
Hospital Trust to commission a new healthcare service
for the British Forces on the Rhine.
MHIL acted as hospital CEO (equivalent) for the UK
public sector covering the Regional Radiotherapy Centre
in Leeds, the Acute District General Mental Health Unit
and two sub acute hospitals in Canterbury and two postgraduate
teaching hospitals in London. All these hospitals were
managed within budget and substantial service and capital
developments were achieved.
MHIL provided overall management with special interest
on the design, construction and commissioning phases
of a group of nursing homes in the UK with over 350
beds. This incorporated a combination of development,
including full management responsibilities, and acquisition
of existing homes to form the group.
MHIL provided market development consultancy to the
Medical Protection Society, the UK's second largest
medical defence organisation, to review, advise and
help to anticipate the changes brought about by the
new mutual fund for medical negligence in the UK. MHIL
also provided business development consultancy for the
claims management services subsidiary of the Medical
Protection Society.
MHIL developed managed care products and services for
the international division (based in London) of one
of the major US insurance companies. The service was
aimed at Blue Chip companies to tackle absence at work,
employers' liability and rehabilitation.
Vietnam
MHIL provided overall management with special interest
on the design, construction and commissioning phases
of a 150-bed private hospital in Ha Long Bay to serve
local residents and tourists. The hospital is partly
financed by German sovereign funds procured by the German
company providing the medical equipment. Work includes
definition, design and build and pre- and post-opening
hospital management services.
Zambia
MHIL provided health planning and briefing for a major
teaching hospital located in Lusaka, and designed to
replace Lusaka University Teaching Hospital. Healthcare
Management International (a company acquired by MHIL)
worked on the development plan and offered operational
management services through a Programme Team once the
hospital was built and operational. This work included
rationalisation with the existing services in the country.
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