Lokman Saim

INERNATIONAL CONFERENCE ACADEMIC HEALTH SYSTEM SOUTH EAST ASIA REGIONAL MEETING 2017

JOGJAKARTA , 12 -13 JANUARY 2017

UKM HEALTH TECHNOPOLIS ENHANCING THE ACADEMIC HEALTH SYSTEM

• Establishing an Academic Health Centre

– Merger of Hospital UKM and Faculty of Medicine

• Moving forward

– Proposal for UKM Health Technopolis

ESTABLISHING AN ACADEMIC HEALTH CENTER

Lokman Saim

DOCTOR, TEACHER, RESEARCHER

• Medical practitioners

• Teacher

• Researcher

• Ibn Sina, Ibn Zuhr, Al Razi, Al-Zahrawi

• Director of Hospitals and Deans of Medical Schools.

DIVERSE MISSION… • Hospitals – Ministry /

Departent of Health

• Medical Schools – University, Ministry of Higher Education

• Differing priorities – Student vs patient

– Dean vs director

• Same ultimate goal – Better health for the

ummah /community

• Faculty of Medicine (Universities) – Teaching Hospitals (Ministry of Health)

• UKM Medical Centre (UKMMC) – 1st to implement merger of Faculty of Medicine and Hospital UKM : February 2008. One administrative structure, one Board.

• University Malaya Medical Center – Faculty of Medicine UM

• Faculty of Medicine USM – Hospital USM.

ORGANIZATIONAL MODEL

• UKM Medical Center (Pusat Perubatan UKM) integration since February 2008

• Dean Faculty of Medicine and Director UKM Medical Center

• 4 deputy deans and one Chief Operation Officer

UKMMC Management

DEAN OF MEDICAL FACULTY &

DIRECTOR UKMMC

DEPUTY DEAN (Post-graduate &

International Relations)

CHIEF OPERATION OFFICER

DEPUTY DEAN (MedicallServices)

DEPUTY DEAN (Undergraduate &

Community Relations)

DEPUTY DEAN (Research & Industrial

Relations )

Dekan Fakulti Perubatan Dan Pengarah Pusat Perubatan UKM

Fakulti Perubatan UKM

Timbalan Dekan (Pengajian Prasiswazah

Dan Hubungan Masyarakat)

Timbalan Dekan (Pengajian Siswazah Dan

Hubungan Antarabangasa)

Timbalan Dekan (Penyelidikan Dan

Industri)

Hospital UKM

Ketua-Ketua Jabatan Pentadbiran

•Kewangan •Kualiti •Sumber Manusia •Perhubungan Awam

Ketua-Ketua Jabatan Akademik

Ketua Pegawai Operasi HUKM

• Jabatan Kerja Sosial Perubatan

• Jabatan Pentadbiran Am • Jabatan Rekod Perubatan • Jabatan Sumber Manusia

(selain kakitangan akademik & pakar klinikal)

• Perpustakaan • Pusat Teknologi

Maklumat • Unit Keselamatan • Unit Khidmat Pelanggan • Unit Khidmat Steril • Unit Perundangan

• Perkhidmatan Jabatan Klinikal

- Anestesiologi dan Rawatan Intensif

- Bedah Mulut & Maksilofasial

- Obstetrik dan Ginekologi - Oftalmologi - Ortopedik dan

Traumatologi - Otorinolaringologi - Pediatrik - Perubatan - Perubatan Kecemasan - Perubatan Keluarga - Psikiatri - Radiologi - Radioterapi & Onkologi - Surgeri • Perkhidmatan Dietetik &

Sajian Makanan • Perkhidmatan Farmasi • Perkhidmatan Patologi dan

Makmal Diagnostik • Perkhidmatan Pemulihan

Perubatan • Perkhidmatan Pengurusan

Kejururawatan • Poliklinik dan Wad Warga • Unit Kawalan Infeksi

Timbalan Dekan (Perkhidmatan Klinikal)

• Jabatan Pengurusan

Bangunan

• Sumber Manusia

Profesional

- Kakitangan

Akademik

- Pakar Klinikal

(selain Kakitangan

Akademik)

Timbalan Dekan (Pembangunan & Sumber

Manusia Profesional)

• Sekretariat Pengajian Prasiswazah & Hubungan Masyarakat

• Sekretariat Pengajian

Siswazah & Hubungan

Antarabangsa

• Sekretariat

Penyelidikan

Perubatan & Industri

• Anatomi • Anestesiologi dan

Rawatan Intensif • Biokimia • Farmakologi • Fisiologi • Kejururawatan • Kesihatan Masyarakat • Mikrobiologi dan

Imunologi Perubatan • Obstetrik dan Ginekologi • Oftalmologi • Ortopedik dan

Traumatologi • Otorinolaringologi • Parasitologi dan

Entomologi Perubatan • Patologi • Pediatrik • Pendidikan Perubatan • Perubatan • Perubatan Kecemasan • Perubatan Keluarga • Psikiatri • Radiologi • Surgeri

UKMMC Organisation Chart

Institutional space must be relevant and responsive to current and future academic, research, and clinical requirements. This can only be maintained and strengthened through the creation of integrated, interdisciplinary, and modern laboratories and clinical space that will support the developing and demanding needs of undergraduate, graduate, residency, clinical and research communities. New and improved facilities are required to sustain program integration and interdisciplinary primary health care in the environment of team health care delivery. Facilities must be developed to respond to emerging pedagogical techniques to ensure that students are exposed to and are practicing both contemporary and innovative health care practices. These new facilities will also significantly enhance the recruitment and retention of health care professionals by providing an enhanced physical environment to prospective and incumbent students, faculty and researchers

INTEGRATED FACILITIES

EXPECTED OUTCOME • Integrated, excellent, academic health service.

• New emphasis on inter-professional teaching and learning. Reconfiguration of student teaching spaces and facilities to implement PBL, interdisciplinary teaching and professional, personal development.

• Enhance opportunities for collaborative, translational research

• New concept of academic health center allow a healthy balance of service, teaching and research.

• Economic benefits of linking health services to teaching and learning.

CHALLENGES IN TRANSFORMATION • Longstanding separation – academic faculty

and hospital services

– Comfortable with horizontal cooperation

– Resistant to merger/integration

• Healthcare, education, research - three different Ministries.

• Winning the hearts and minds of all stakeholders

http://www.aahcdc.org/

CONCLUSION • Current organizational structure – too much separation and “turf

war” between education and health service - only horizontal cooperation.

• Timely to look at new trend in organizational model in health education and health services

• Concept of Academic Health center – tripartite mission in the practice of medicine : service, education and research.

• Evidence of better outcome in integration. • Challenges in embarking change/transformation

• Bold steps to be taken if we want to offer comprehensive, cutting

edge patient care, have large and excellent translational research as well as trains the health care professionals of the future

UKM Medical Center (PPUKM) in Cheras –

Transformation into an integrated Premier Integrated Academic Health Center, through the merger (relocation) of Health Sciences, Dentistry and Pharmacy faculties

Open the campus to the industries -Pharmaceutical -Medical devices -diagnostics -health analytics -imaging -simulation/ robotics

UKM Integrated Academic Health Center transformation into a mixed-use urban health care services-research-education-industrial-commercial-residential ‘CITY’

THE UKM HEALTH TECHNOPOLIS

Submission to EPU

Stadium Bolasepak Kuala Lumpur

LRT Salak Selatan

LRT Bandar Tun Razak

Children’s Specialist Hospital (2018)

UKM Medical Faculty

Hospital Canselor Tuanku Muhriz (HCTM)

UKM Advanced Surgical Center

UNU-Institute for Global Health

Molecular Biology Institute (UMBI)

Pre-Clinical Complex

Faculty of Dentistry Faculty of Health Sciences

Faculty of Pharmacy

Industry R&D&C Facilities Supporting & Related Industries

Complementing infra Residential and Commercial

2 Full Boarding Schools 1 Technical High School

IPG

MoH Rehab Hospital Cheras Outpatient Center

A STUDY TO DEVELOP THE EXECUTION MASTERPLAN FOR UKM HEALTH TECHNOPOLIS

10 November 2016

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Existing key assets will enable UKM to obtain quick wins for industry collaboration

The Malaysian Cohort program –biospecimen from more than 110,000 participants Malaysia-wide

Biospecimen collected from Malaysia’s multi ethnic population

Database contains demographics and prevalence data of non-communicable diseases

1

Advanced Surgical Skills Centre

Hub for minimally invasive surgery

Hospital Canselor Tuanku Muhriz

Established teaching hospital

Faculties

Pool of research capabilities Intellectual Property database

2 3 4

35

UKM Health Technopolis has a wide array of offerings that could attract industry players

Potential opportunities for collaboration and synergies with industry

Medical devices companies

Equipment rental, access to potential end users

Diagnostics companies

Equipment rental, access to data and patients

Private healthcare operators

Access to good doctors and integrated healthcare facility

Pharmaceutical companies

Access to big data and clinical trials

Research companies

Source of new ideas and discoveries

36

Numerous interviews conducted with UKM and external stakeholders to obtain feedback

Interviews with UKM stakeholders (>40 stakeholders)

Interviews with relevant stakeholders (>50 stakeholders)

Some of the companies that we have interviewed...

Key stakeholders Medical faculties Research and others

• Vice Chancellor

• Pro-Naib Canselor

• Main sponsors of the project

• Deans

• Vice Deans

• Survey with selected students from various faculties

• UMBI

• Research leads of 6 Grand Challenges

• Advanced Surgical Skills Centre

• Facilities management

• UKM Specialist Centre

Technopark 26 interviews

e.g. Merck, GSK, AstraZeneca, HITV Lab, MGRC, Pathlab, BP Healthcare

Care Residences 12 interviews

e.g. private care operators, JKM, MoH

Mixed Use 3 interviews

e.g. real property agents

Healthcare 10 interviews

e.g. private hospitals, MoH

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Positive indication from industry in collaboration opportunities

Demandfor

Services

Co-location

Partnership

Potential

UKM’s

Talent & Resource

“The healthcare doctors and professors are very capable”

“UMBI has valuable high tech equipment ”

“We see potential in opening a support service lab at the Technopark”

“We have a strong interest in locating at the Technopark”

“Association with UKM is beneficial for branding”

“We would like to be the senior living operator”

“We are willing to consider partnering opportunities”

“We have a positive outlook on Technopark based on Malaysia's racial diversity and high diabetic incidence rate”

“With a streamlined equipment reservation system, we would be your customer tomorrow”

Gaps identified

• Bio-bank • Machines and laboratories • Big data

No electronic medical records in place

Unstructured patient data

No visibility on clinical trial policies

Slow response on proposals

UKMSC poses potential threat

• Pool of human resource • Big data • Clinical trial facilities

HCTM

“What is holding back research in Malaysia is not a lack of facilities”

“We are open to collaborate for the private hospital but the

existing UKMSC poses a conflict to us”

“We are not sure what is being offered by UMBI and UKM with

regards to the Technopolis”

“UMBI has state-of-the-art equipment but currently underutilised – which is a loss for

UKM”

“We are willing to cooperate with UMBI but we need a fast turnaround time e.g. for

rental of equipment”

“Slow response on our requests and proposals such as for clinical

trials”

“Potential collaboration opportunity in the past marred by

bureaucracy”

Specimens are not commercialised

Machines heavily underutilised

No system or platform to show availability of machines and laboratories

Difficult to access and slow response time

Genomics data access

services company

Diagnostics companies

Pharma company

Private hospital operator

Bio-pharmaceutical

company

Private hospital operator

However, challenges to be overcome to achieve overall Technopolis success (1/2)

39

“Everyone is focused on churning out research without commercial

applicability”

“The researchers lack commercial mind-set and being too protective

of data”

“Red tapes hamper collaboration process, late payments for clinical

trials”

Focus placed on patents and not commercialisation

Lack of skills in commercialisation

Lack of incentives for commercialisation and collaboration

Misaligned perception towards PIK’s role

Too many policies deter companies from engaging UKM for contract research and feasibility studies

• Intellectual Property database • Ideas ready for

commercialisation i.e. Kulitku • Availability of researchers

6 Grand Challenges

Gaps identified

UKM internal stakeholders

Private laboratory

“We don’t know about these grand challenges”

UKM internal stakeholders

Diagnostic company

However, challenges to be overcome to achieve overall Technopolis success (2/2)

HCTM Pre Clinical

UMBI

ASSC

UNU IFGH

HPKK

TASKS April ‘16 May ‘16 June ‘16 July ‘16 August ‘16 Sept ‘16

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

Use Plan

Baseline: Current utilization & requirements.

Benchmark: Establishing vision utilizing industry leading solutions.

Implementation: Providing the vision for way forward.

Prioritize research programmes as Grand Challenges.

Evaluation of Grand Challenge with industry related stakeholders.

Assess healthcare information infrastructure.

Develop roadmap for migration to Big Data.

Use Plan report.

Business Model

Review & validate capital financing requirements & options.

Estimate operational cost & revenue stream from each component of Health Technopolis.

Benchmark Business Model against global healthcare clusters & medical campuses.

Develop Business Model.

Business Model report.

Draft Final Report

Final Report.