Discussion

Saudi Vision for Health Care Dr.  Bandar  Alsaedi

Vice  President  for  Opera6on,  AMI  Saudi  Arabia  Ltd.     Board  Member  of  the  Saudi  Society  of  Health  Administra8on  

Article 27 “The state guarantees the rights of the citizen

and his family in case of emergency, illness, and disability, and in old age”.

  Article 31 “The state takes care of health issues and provides

health care for each citizen”.

Current  Structure  of  Healthcare  System  

The Saudi Healthcare System was established by a Royal Decree in 2002;

aimed to insure the provision of comprehensive and integrate health care to all citizens in an equitable, affordable, and

organized manner

Current  Structure  of  Healthcare  System  

Levels of Healthcare Services in the MOH

Ter6ary  

Secondary  

Primary  

58   Specialized   Hospitals  

216  General  Hospitals  

2325  Health  Centers    

Current  Structure  of  Healthcare  System  

274  (41835  Beds)   44  (11581  Beds)  

152  (17428  Beds)  

Hospitals    

Ministry  of  Health  

Other  Governmental  Sector  

Private  Sector  

470  Hospitals  -­‐  22.3  Beds/10.000  popula6on  

Current  Structure  of  Healthcare  System  

Healthcare Financing

  Year

Government  budget  (SAR) MOH  budget  (SAR) %

2012 690,000,000,000 47,076,447,000 6.82 2013 820,000,000,000 54,350,355,000 6.63 2014 855,000,000,000 59,985,360,000 7.02 2015 860,000,000,000 62,342,539,000 7.25 2016 840,000,000,000 58,899,190,000 7.01

Characteris6cs  of  Healthcare  System  

Ø Centralization. Ø The government is the: - regulator/auditor. - provider. - payer. Ø Large and complex. Ø Costly. Ø Saudi Healthcare System is ranked 26th among 191

countries.

V ib ra nt  

So ci et y  

Th ri vi ng  

Ec on

om y  

A m bi 8 ou

s   N a8

on  

Ø Government Restructuring Program. Ø Strategic Direction Program. Ø Fiscal Balance Program. Ø Project Management Program. Ø Regulations Review Program. Ø Performance Measurement Program. Ø Saudi ARAMCO Strategic Transformation Program. Ø Public Investment Fund Restructuring Program. Ø Human Capital Program. Ø Strengthening Public Sector Governance Program. Ø Privatization Program. Ø Strategic Partnership Program.

How  to  Achieve?    

Challenges  to  Saudi  Arabia’s  Healthcare  System    

Ø Considerable increase in population.

Ø Funding.

Ø Unhealthy lifestyle of the population and change in disease patterns.

Ø Healthcare services provision in Hajj season.

Challenges  to  Saudi  Arabia’s  Healthcare  System    

Ø Shortage and maldistribution of health professionals and facilities.

Ø Quality of healthcare services.

Ø Unreliable public primary healthcare services. Ø Lack of Health Information System in healthcare settings

Na6onal  Transforma6on  Program  2020    

Increase private sector share of spending on

health care    

  Acceptability   Equitability   Timely  

Strategic Objective (1)

KPI  

Percentage  of  private  sector  in   contribu6on  in  total  health  spending        

Na6onal  Transforma6on  Program  2020    

Enhance optimum

utilization of resources    

  Efficiency  

Strategic Objective (2)

KPI  

Average  value  of  opera6ng  expenses   for  every  new  inpa6ent  admission  

Na6onal  Transforma6on  Program  2020    

Increase use of

Information Technology  

  Efficiency  

Effec6veness   Safety  

Strategic Objective (3)

KPI  

Parentage  of  Saudi  ci6zens  who   have  a  unified  electronic  medical  record      

Na6onal  Transforma6on  Program  2020    

Strategic Objective (4)

Increase training and

development opportunities for

physicians in local and international institutes

Effec6veness   Safety  

Pa6ent-­‐Centeredness  

KPI  

Number  of  Saudi  resident  physicians   who  are  enrolled  in  training  programs  

Na6onal  Transforma6on  Program  2020    

Strategic Objective (5)

Increase numbers of

Saudi nurses and health allied professionals

Effec6veness   Na6onaliza6on  

Number  of  Saudi  nurses/health    allied  professionals  

 per  100,000  popula6on  

KPI  

Na6onal  Transforma6on  Program  2020    

Strategic Objective (6)

Improve healthcare

services in ER and ICU

Safety   Timely  

Effec6veness      

Percentage  of  pa6ents  who  receive   emergency  or  urgent  care  with  medical  

decision  (admission/transfer/discharge)  in     less  than  4  hours        

KPI  

Na6onal  Transforma6on  Program  2020    

Strategic Objective (7)

Improve healthcare

services in primary care centers

  Public  Health   Accessibly   Efficiency  

Effec6veness    

Number  of  annual  visits  per  capita   to  primary  care  centers  

KPI  

Na6onal  Transforma6on  Program  2020    

Strategic Objective (8)

Improve infrastructure, facility management,

and safety standards in healthcare facilities

  Safety  

Effec6veness    

Number  of  licensed  MOH  and  private   medical  facili6es  

KPI  

Na6onal  Transforma6on  Program  2020    

Strategic Objective (9)

Attain acceptable

waiting time across all stages during health

care delivery

  Acceptability  

Timely   Effec6veness  

  Percentage  of  appointments  given   in  medical  specialty  within  4  weeks   (average  for  all  specialty  clinics)  

KPI  

Na6onal  Transforma6on  Program  2020    

Strategic Objective (10)

Improve governance in healthcare system to

enhance accountability with regards to quality and

patient safety issues

  Effec6veness  

Safety   Accountability   Performance  

Percentage  of  healthcare  facili6es     providing  performance  and  quality  

reports    

KPI  

Na6onal  Transforma6on  Program  2020    

Strategic Objective (11)

Adopt national plan for emergency response to

public health threats according to international

standards

Public  Health   Crisis  Management  

WHO  emergency  readiness   assessment  score  

KPI  

Na6onal  Transforma6on  Program  2020    

Strategic Objective (12)

Identify additional revenues

Efficiency   Acceptability   Equitability   Timely  

Total  revenue  generated  from   private  sector      

KPI  

Na6onal  Transforma6on  Program  2020    

Strategic Objective (13)

Improve public health services with focus on obesity and smoking

Public  Health   Efficiency  

Percentage  of  smoking  incidence   Percentage  of  obesity  incidence        

KPI  

Na6onal  Transforma6on  Program  2020    

Strategic Objective (14)

Improve healthcare services provided to

patients after discharge from hospitals

Accessibility   Effec6veness   Efficiency  

Percentage  of  pa6ents  who  receive   home  care,  rehabilita6on  care,  and  

long-­‐term  care  within  4  weeks  of  discharge    

KPI  

Na6onal  Transforma6on  Program  2020    

Strategic Objective (15)

Improve safety principles

Safety      

Parentage  of  hospitals  that  meet  the   US  median  rate  for  pa6ent  safety  culture    

KPI  

Model  of  Care    

Preven8ve   Care  

Chronic   Disease  Care  

Emergency   Care  

Maternity  &   Child  Care  

Elec8ve  Care  

Pallia8ve  Care  

Ul6mate  Goal    

»يظل  القطاع  الصحي  من  أبرز  اهتماماتنا،  فالدولة  مسؤولة  عن  توفير  الرعاية  الصحية  الالئقة  للمواطنني،  ولقد  واصلنا  توفير  أوجه  الدعم  لهذا  القطاع،  البشرية  واملالية،  مما  أسهم  في  رفع  مستوى  هذه  اخلدمة  مع  تطلعنا  إلى  استمرار  االرتقاء  بها« 

Thank you

11/17/17