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كتبي

Leadership, Developement and Workplace relations

1. Formal qualifications
a. Administration management course, Strategic Research Center, Sudan 1-4 May 1985
b. Course for teaching at tertiary level – Karolinska Institute, 2 – 6 October 1995

2. Strategic competence, dissemination of information
a. Involved in strategic planning, entrepreneurial ability and dissemination of information for Al-Shaab Teaching Hospital as a Head of the Developmental Committee (1987- 1988)
b. Active member of the Organizing Committee for the 14th Congress of the European Committee for Treatment and Research in Multiple Sclerosis, 9-12 September 1998, Stockholm, Sweden.

3. Positions of leadership
• Head of Immunology Unit 2002 *
• Chairman of Research and Ethics Committee2002 *
• Chairman of Unit V (Hematopoietic and Immune Systems Committee) 2002 *
• Chairman of Department of Molecular Medicine, Jan 2003 *

• 1981-1982 Secretary, Medical Student Association
• 1982-1983 President of the Association for Cultural activities
• 1980-1984 President of the Scandinavian Friendship Association
• 1985-1988 TV Collaborator and presented a series of T. V. programs
• 1987-1988 President of the High Committee of Development of Al- haab Teaching Hospital – Khartoum
• 1988 -> Vice president of the Swedish friendship association

Membership of societies and organizations:
A. National Societies and Organizations
1. 1996 -> Member of the Swedish Association for Immunology Society
2. 1997 -> Member of the Swedish Medical Society
3. 1998 -> Member of the Karolinska International Research and Training (KIRT)
4. 1998 -> Member of the Arabic Swedish Cultural Society
5. 1998 -> Vice President of the Swedish Sudanese friendship Association

B. Regional Societies and Organizations
1. 1996 -> Member of the Scandinavian Association of Immunology
2. 1997 -> Member of the African Association of Immunology
3. 1998 -> Member of the European Society for the treatment of Multiple Sclerosis
4. 2000 -> Member of the European society of clinical microbiology
5. 2000 -> Member of the American Association of Immunologists

C. International Societies and Organizations
1. 1997 -> Member of the American Academy of the Advancement of Sciences
2. 1998 -> Member of the International Association of Neuroimmunology
3. 1999 -> Member of the International society for mucosal immunology
4. 2000 -> Member of the International society of infectious diseases
5. 2000 -> Member of the New York Academy of Science
6. 2000 -> Member of the Federation of American Societies for Experimental Biology

4. Supervisor, lecturer, mentor

• ”Guide”-mentor for 8 Ph.D. students as a main supervisor and for 2 as co-supervisor
• Supervisor of 3 major doctoral research on basic and clinical projects
• Support for colleagues who have been awarded positions of trust and promoted to seniority

5. Competence as a staff manager

I worked as Head Department at several places as my current job also indicates. In addition I served as Head of Research and lab Chief for the Division of Neurology for 3 years. Also, as a Head of Research and Laboratory Chief for the Division of Infectious Diseases for 2 years and for several occasions as Medical director and Acting Head department. These positions have given me great abilities in making decisions, delegation of authorities, ability to apply Group Logic and to bring about general agreement on mutual values in essential questions and to achieve willingness to work together, and also, visionary and organizational abilities.

*Established and currently work as a General Director of HH Aljawhara Center for Molecular Medicine, Genetics and Inherited Disorders

6. Competence in workplace relations
Merits that reflect proficiency in social leadership:
• Social empathy – the ability to give positive feedback and constructive criticism
• Accessibility;
• Openness;
• Ability to make others enthusiastic ;
• Respect for fellow workers;
• Ability to treat fellow workers justly;
• Ability to mediate in disputes

Establishment of the Center for Molecular Medicine

Introduction:
Molecular Medicine is a highly specialized part of Medicine. It explains the fundamental principles vital to an understanding of:

1. Molecules that are key to the normal functioning of the body and those related to the fundamental mechanisms of the diseases
2. Manipulation of these molecules to improve the diagnosis, treatment, and prevention of disease
3. Human genome
4. Gene regulation and expression in health and disease
5. Genetic engineering

Principles are then applied to the diagnosis and treatment of human disease in Gene regulated disorders, Inherited genetic diseases, Inborn errors of metabolism, Infectious diseases, The immune system and blood cells, Cancer and Public health
Vision
The centre’s vision is to be: “a leading molecular medicine centre, uniquely positioned to serve the health needs of the GCC citizens, and globally recognised for excellence in research and development, clinical services and health education”.
The centre’s mission and strategic objectives:
1. Provide a broad range of evidence based, integrated clinical and diagnostics services in molecular medicine, that meet the needs of the GCC population on a not-for-profit basis
2. Raise awareness of genetic diseases and their impact on the health of the individual and society; the knowledge of their causes, methods of diagnosis and treatment
3. Provide combined IVF and Pre-implantation Genetic Diagnosis (PGD) services to international standards, and be a referral centre of choice from across the region
4. Provide access to high quality screening programs required by the MoH in Bahrain, and support other public health screening programs in the GCC
5. Provide genetic clinics and genetic counseling services that complement AJC’s clinical and diagnostic services
6. Establish partnerships, affiliations and collaborations to develop and enhance the centre’s research capability both regionally and internationally
7. Support PhD and other graduate programmes in molecular medicine through access to a dynamic research environment and renowned expertise
8. Position the AJC as a knowledge hub for research and findings in the areas of molecular medicine and related fields – hosting conferences and providing CME opportunities for healthcare professionals

AJC Service Offerings

Clinical Services: In close collaboration with the community
• Clinical genetics
• IVF & PGD
• Patient services
• Cytogenetics
• Clinical quality Assurance

Diagnostic Services
• Screening services
• Molecular genetics
• Metabolics
• Clinical lab
• Laboratory quality Assurance

Education: In close collaboration with Universities
• Public Outreach Program: Portal, Campaigns, School & University Programs, Community Programs
• CME: Programs in Molecular Medicine & related fields, Conferences, Vocational Training Programs
• Technical training
• Portal/Publications
• Consulting/ Technology transfer
• Conference management

Research: In close collaboration with Industry
• Research collaborations
• Biostats & bioinformatics
• Biobank
• Research grants & contracts

Initial Research Themes:
• Common GCC genetic disorders
• Type 2 diabetes
• Endemic cardiovascular diseases
• Genetically driven variations in drug metabolism
• Genome wide association studies
• Biomarkers

In order for the research to be clinically relevant, AJC probably needs to sustain a critical mass of up to 60 scientists, which will require initial investment of US$100 million and continuous external support.

The operating model
The AJC is driven by its clinical and diagnostic services business units. The unit itself is driven by patient referrals and new services. It provides patients and their families’ quality genetic care. It also provides data for research, and content, teachers and doctors to the knowledge hub for distribution to outreach partners.

The organisation structure
In order to achieve a balance between the business and scientific units the positions of “Business Director” and “Scientific Director” have been introduced and both will report to a “Director General”. The Business Director is responsible for the operational and administrative activities at the AJC whilst the Scientific Director is responsible for the scientific and research activities at the AJC, ensuring the services are aligned with the AGU’s research policy. The Scientific Director reports to the Board of Directors on all scientific matters through the Scientific Advisory Committee.
There are four core business units (diagnostic services, clinical services, knowledge hub and research & development) which report to the business director on operational and financial matters, and the scientific director on scientific and medical matters.

Governance
The AJC board of directors has cross appointments with the AGU board of trustees. In addition the AGU President is the chairman of the AJC board of directors and will appoint the director general.
AJC activities are aligned with the AGU research policy through the appointment of a scientific director who chairs the scientific advisory committee. This governance structure enables a loose coupling arrangement between AGU and AJC, allowing doctors to maintain both their academic and research responsibilities and interests.

The key areas which are shared between the AGU and AJC are:

• Hosting and supervising PhD students
• Service level agreements for any infrastructure support services
• Fellowship programme for AGU faculty