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MEDICAL SERVICES
One of the key sectors SABEQ identified early in the program as a potential engine for economic growth was the medical services area, particularly the opportunities for medical tourism and medical services outsourcing. As with BPO and CROs, medical services builds on Jordan’s comparative advantage, its educated workforce; SABEQ estimates that additional support over the next two years can produce highly visible results.
In the medical tourism area, over the past three years the number of internationally accredited hospitals rose from 1 to 4; private hospitals joining the private hospital association grew to 48; medical tourism (incoming foreign patients) increased from 120,000 in 2004 to 210,000 in 2008. SABEQ proposes continued support to the sector in several areas through addressing the following challenges:
· Insufficient number of internationally accredited and well functioning hospitals which limits the scope of clinical tourism.
· A lack of tools/mechanisms to address medical liability issues and the lack of a medical malpractice law.
· A low adoption of IT-driven systems within the sector.
· A lack of national/international marketing and promotion strategy to strengthen the position of the sector.
In addition, the Program sees two additional areas within the sector that may provide additional growth. First, to enhance Jordan’s standing as a destination for medical services, we will explore more deeply the option of capitalizing on other wellness options, such as the healing properties of the Dead Sea, and will pursue closer collaboration with the USAID Tourism project.
The second promising area is as an outsourcing destination for medical services, including telemedicine. As a by-product of the medical tourism outreach, already one hospital is providing x-ray imaging study support to a US hospital. We will include this kind of service as part of our exploration of ‘vertical’ sectors within the business process outsourcing sector.
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Goal
Define and build Jordan’s value proposition in the global BPO market place by developing a cohesive and integrated service delivery strategy. |
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Targeted Results by 2010
· 2,000 jobs
· $18 million exports
· $4 million in FDI
· 50% increase in sector revenues |
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Key Stakeholders
· Private sector: INTAJ, BPO firms, ICT service providers, firms and association in key verticals (medical, pharmaceuticals, energy, A&E, banking)
· Government: Ministry of Industry and Trade, Ministry of Labor, DZC, JIB, TRA
· NGOs: Universities |
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Activities |
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1. Strategy refinement and implementation
· Identify key services /market offerings/verticals where Jordan has a competitive advantage
· Define Operating Models and refine the service delivery strategy |
Key Deliverables
· Updated sector strategy to include targets
· Service operating model |
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2. Market positioning, investment promotion
· Define Jordan’s value proposition and brand as a BPO location in key service/market/verticals
· Package and communicate Jordan’s brand in regional and international markets
· Conduct proactive investment generation efforts aimed at global companies and vendors
· Provide marketing, communication and export development support to Jordanian BPO providers
· Develop awareness of BPO and operating models among Jordanian firms in key verticals |
Key Deliverables
· In/Out bound trade missions
· Outsourcing and SS country profile and investment package
· ICON for outsourcing
· University outreach seminars
· Outsourcing event(s)
· Marketing campaign for diffusion in key sectors
· Focused Job fairs |
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3. Infrastructure development
· Coordinate and integrate Irbid & King Hussein Business Park as world-class BPO zones
· Enhance DZC capacity in managing service delivery investment opportunities
· Work with telecom and ICT providers to improve pricing and service packages |
Key Deliverables
· Service level Agreements
· Transportation, technical and physical strategies
· Telecommunication Gateway |
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4. Workforce development
· Design and implement comprehensive workforce development initiatives to align to service delivery to market requirements
· Assess workforce capabilities and demands across service delivery models
· Evaluate workforce development approaches employed in key outsourcing locations
· Develop and initiate workforce training programs with key stakeholders (government, universities, business, global technology companies)
· Design and implement programs to integrate the private sector and universities to joint workforce development (e.g. job fairs, internships)
· Enhance English language and communications skills of call centers and outsourcing companies internship / externship programs |
Key Deliverables
· English Language training program
· National Call Center training Program
· 10 AIESEC interns for CC Agents Exchange.
· Management training (BMD, Sales and other) |
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5. Industry Development
· Improve business and operational capabilities of the outsourcing sector through the establishment of an Outsourcing Business Association
· Train and certify up to BPO firms as COPCs (Certified Outsourcing Professional Corporate)
· Train and certify ICT firms as CMMI
· Identify sources funds to "jump start" pilot projects in target outsourcing sectors/promote creation of shared service centers
· Support venture/growth capital initiatives |
Key Deliverables
· Outsourcing association established
· COPC certification for 2 firms
· CMMI certification for 5 firms
· VC initiative for BPO |
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6. Regulatory and incentive framework
· Review labor instructions under DZC framework
· Develop an ISIC 4 based classification system for outsourcing companies at national and development zones levels
· Prioritize and assess regulatory constraints in service delivery and develop advocacy approach to achieve regulatory reform
· Design incentive packages (including Hybrid solutions across development zones in Jordan ) to attract service delivery investments
· Work with MIT to ensure BPO services are accommodated in bilateral and multilateral FTAs |
Key Deliverables
· Amended DZC labor instructions
· ISIC classification system
· Definition of key regulatory constraints and advocacy program
· Incentive program defined
· Trade agreements that reflect Services | |