Doctor & People Centricity

DOCTOR & PEOPLE CENTRICITY

Doctor & People Centricity

Pivotal to the delivery of quality healthcare are the skilled healthcare professionals who give so unselfishly of themselves and contribute to the wellbeing of the society they serve.

GHIS prides itself as being a successful protagonist of focusing on the patient, doctor and staff in all healthcare initiatives.

One of its core leadership strategies is the establishment of meaningful and ethical PARTNERSHIPS with all healthcare professionals while implementing measures that differentiate its product of providing best patient care.

OVER THE YEARS ... some examples

Since the mid-1980’s Dr Jack Shevel has identified and implemented innovative, effective and strictly ethical measures to ensure that healthcare professionals are partners and share in the vision of working together to bring better care to more people while generating meaningful stakeholder wealth.

To date there have been a number of such initiatives which benefited both physicians and staff alike, with some of the key references being:

WEALTH CREATION

1. THE BIRTH OF NETCARE – SAME DAY SURGICAL CLINIC

With a bank loan of $3 000, Dr Shevel’s maiden investment, together with two other medical professionals, was to acquire a small same day surgical centre with 1 operating room and 7 beds which had never before recorded a profit. Healthcare professionals were invited to invest and participate in a team effort to re engineer healthcare delivery. These fundamental ingredients for success have not changed. Netcare was essentially founded, owned and managed by Doctors.

2. LISTING OF NETCARE ON THE JOHANNESBURG STOCK EXCHANGE

Netcare

Prior to Netcare’s listing in 1996 Dr Shevel identified medical facilities that presented significant turnaround potential and offered resident medical professionals the opportunity to invest with him in these facilities and turn these businesses around. Over a period of approximately 5 years more than 450 Doctors invested and upon the listing of Netcare realized significant value such that today almost every investor who has retained his / her shareholding has increased their investment by more than 25 times giving them a meaningful retirement asset.

3. INDIVIDUAL CASE STUDIES

Year
1991
1992
1996
1996
1998
1999
2003
1996 – 06*
2005
2005
Entity/ Action
Ferncrest Hospital
Clinton Clinic
Netcare listing
Netcare Market Cap
Management scheme
Netcare options
Netpartner (10 000 Drs)
Staff incentive schemes
Exec leveraged options
Health Partners for Life
Investment
R75 000
R5 000 + surety
100 cents
R286m
61 cents
20 cents
100 cents

Cashless
R1bn
Value
R18.4m
R4.6m
1500 cents
> R25bn
1500 cents
1000 cents
> 400 cents
> R1bn (est.)
> R30m (est.)
R2.3bn

* Over the years all staff received options totalling 10% of the company with significant wealth creation given the share price performance of Netcare. In addition, overall incentives for performance based deliverables measured using balanced scorecards exceeded R100m.

CREATING A DOCTOR CENTRIC ENVIRONMENT

1. INVESTMENT IN INFRASTRUCTURE

A key differentiator in a leading healthcare business is the establishment of the most attractive medical facilities with leading edge technology in order for practicing medical professionals to continuously advance as practitioners in delivering first-world medicine and outcomes. To achieve these objectives a key focus was and is to invest a significant portion of pre tax profits into infrastructure and improving standards.

2. INNOVATION

Dr Shevel has always led the way, as a healthcare entrepreneur at the cutting edge of medical advancements, by being first-to-market with new technologies and innovations. This creates a stimulating environment for excitement and achievement and where people are encouraged to think laterally and not be scared to “Touch the Future”.

3. SERVICE EXCELLENCE

In 2002, Dr Shevel pioneered two world-first enterprise wide performance improvement initiatives – namely the NETpartner Excellence Program and the Goldcare Service Excellence Program. These behavioral modification programs received prestigious awards for innovation and success, including in 1999 being awarded the Masters Series Award at the 43rd Annual Congress of the International Society for Performance Improvement in Vancouver.

a. NETPARTNER EXCELLENCE PROGRAM

This program had as its primary objective the establishment of a reciprocal partnership with specialists to ensure doctors experienced customer intimacy and operational efficiency from supportive hospital staff who sought to exceed the expectations of patients entrusted to our care.

b. GOLDCARE SERVICE EXCELLENCE PROGRAM

Core to a doctors working environment is the provision of world class support nursing. A hospital-wide, integrated staff performance improvement program was designed to align the interests of Doctors, staff and patients in meeting the highest levels of patient care. Independent surveys on > 500 000 patients annually were assessed and the Group achieved a 95% overall rating, believed to be one of the highest in the World.

4. INNOVATING DOCTOR OPPORTUNITIES

With the philosophy that the Company’s success depends upon the Doctors success, various initiatives were introduced to augment their practices. These included:
>> Waiting list initiatives in the United Kingdom
      (Received Commendation in the House of Commons for Cataract Waiting List initiative);
>> Medical tourism to South Africa (Surgical Safari’s);
>> Marketing of specialized units and disciplines;
>> Joint presentations to Insurers;
>> Creating platforms for Doctors to provide professional mentoring and tutoring;
>> Promoting and empowering Physician Advisory Boards;
>> Continuous Professional Development;
>> Support with R&D and Research Papers.

5. RECOGNITION AND APPRECIATION

In upholding the Sanctity of Life there is a passion to remain committed to the patient’s bill of rights and to never forget the invaluable contribution of the healthcare professionals who are undoubtedly the most valuable asset.

GHIS creates value systems that underscore a company-wide strategy to build meaningful relationships with customers (through physician partnership endeavors) and staff at all levels and in all functional disciplines (by motivating and rewarding excellence in a performance-driven corporate culture).

In addition, there is a conscious focus on recruiting and retaining the best human resources by offering a comprehensive compensation structure that is not only market-competitive but which recognizes the input of each individual, as well as a considerable investment each year in training and skills development.

“The focus is always on “OUR PEOPLE” who play such a major role in the success of our organization.”

“Let’s build our People, recognize their efforts and give them the skills and self confidence to have an opportunity at winning in an atmosphere of excitement, rewards, celebration and fun!”

Dr Jack Shevel FAD Conference 2000