Middle East
Confidential
National Healthcare Redesign
PROJECT DETAILS
Case Study.pdf
CLIENT
National healthcare authority
REGION
Middle East
YEAR
2023
SERVICE AREAS
National Policy
Governance
We were not brought in to consult.
We were brought in to build from the inside.
Dr Anna van Poucke · Founder, GHT
01
Situation
A national system needed an integrated healthcare approach spanning prevention, primary care, coordination, digital health, and specialised centres.
02
Challenge
The work required turning broad reform ambition into a coherent operating framework that could guide delivery across the full system.
03
Action
1
GHT helped structure the national model, define care pathways, clarify governance, and shape the implementation roadmap.
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
2
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
3
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
4
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
04
Result
An integral healthcare framework was developed and adopted across the national health system.
01
The engagement created a durable operating blueprint with measurable progress, stakeholder alignment, and implementation momentum.
02
The engagement created a durable operating blueprint with measurable progress, stakeholder alignment, and implementation momentum.
03
The engagement created a durable operating blueprint with measurable progress, stakeholder alignment, and implementation momentum.
04
The engagement created a durable operating blueprint with measurable progress, stakeholder alignment, and implementation momentum.
THE MODEL
A two-channel care model
Separating acute & complex care from elective care — so scarce workforce and infrastructure are deployed where they create the most capacity.
University Medical Centre
Acute & complex care
High acuity
Emergency
Specialist referral
Elective care
Planned
High volume
Day-case
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