Health & Medical Question
After reviewing the attached health strategy, make a critique of this strategy and give recommendations in a Word file, and then transfer it (not all points only presentable ones) to a PowerPoint file for presentation to the professor and students. Make 2 files (word and ppt)
Note that the evaluation is based on the following:
Presentation Evaluation
. Know your Audience
Presentation Evaluation +)
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KSMC
Transformational Strategy Plan
2021-2025
2021-2025 KSMC Corporate Strategy Plan
TABLE OF CONTENTS
04
15
22
Introduction
CEO message
CODO message
SMA message
Stakeholders analysis
08
18
Transformation Strategy
KSMC Readiness and Robustness
Strategy Plan Formulation Process
Key challenges
Mission, Vision, & Values
KSMC Organizational Chart
PESTEL Analysis
26
KSMC Strategic alignment with
Cluster One
28
Burning platform
Change Agenda
30
KSMC Strategy Map
Corporate Strategy Themes
33
Finance and Value
KPIs
38
Beneficiaries
KPIs
SWOT Analysis
2021-2025 KSMC Corporate Strategy Plan
2
TABLE OF CONTENTS
40
Transformation and
Corporatization
KPIs and Initiatives
52
Service Delivery and Accessibility
KPIs and Initiatives
68
Value Based Healthcare
KPIs and Initiatives
83
Infrastructure and Capacity
KPIs and Initiatives
89
Management Systems
KPIs and Initiatives
92
People
KPIs and Initiatives
97
Information
KPIs and Initiatives
2021-2025 KSMC Corporate Strategy Plan
100
Approval Table
3
INTRODUCTION
The purpose of this document is to show the Transformational Strategic
Plan 2021-2025 of KSMC; in alignment with the National priorities,
Ministry of Health, and Cluster1.
This document comprises of the results of the internal and external
strategic context analysis that have been conducted to understand the
strategic trends, aspirations of the stakeholders, KSMC strategic
performance, strategy gaps, and future priorities.
Also, it presents vision and mission statement of KSMC and how it is
translated in a the corporate strategy map that comprises of the strategic
objectives distributed by perspectives and strategic themes, and a
balanced scorecard with relevant indicators and initiatives.
The Strategy Plan was then cascaded to the KSMC 6 sectors and other 3
administration to ensure the proper and right vertical alignment during
the execution phase.
2021-2025 KSMC Corporate Strategy Plan
4
CHIEF EXECUTIVE OFFICER MESSAGE
As the King Saud Medical City (KSMC)
continuously develop and evolve to the
ultimate medical services provider to our
patient and community, I am personally proud
to be part of this remarkable period of
transformation which is aligned with Vision
2030 of the Kingdom and the National
Transformation Plan 2020.
With the aspirations of Ministry of Health (MOH) and Riyadh Health Cluster1 strategy,
I am privileged and proud to commence the KSMC 2021-2025 Transformation
Strategy. This is formulated to drive KSMC in reaching its strategic objectives through
performance measures and initiatives and projects execution which is in accordance
to a newly transformed KSMC. Our strategic priorities, service, performance and
innovation are leading towards excellence and creating solid partnership. It is
financially sustainable and a leading provider of high quality standardized tertiary care
services in the Kingdom.
This is an exciting and ambitious journey for all of us at KSMC. I am enthusiastic and
optimistic to experience how we come together to achieve these strategic objectives
with the highest level of success, while utilizing the talents and resources to serve our
community.
Sincerely,
Dr. Ahmad Alenizi
Chief Executive Officer
2021-2025 KSMC Corporate Strategy Plan
5
CHIEF ORGANIZATIONAL DEVELOPMENT OFFICER
MESSAGE
“Working without a strategy is like sailing without a GPS”.
Building on our legacy, armed with our capable great staff, and guided by our competent
leaders, KSMC has launched its ambitious, yet achievable corporate strategy.
Today, we are glad and proud to put between your hands, the KSMC Corporate strategy
with full confidence that it will guide us to the true north. We are very positive that our
new Strategic Plan is very responsive to the new changes and challenges in the National
Healthcare System to achieve the goals of the new transition.
Changing the way, we deliver and manage healthcare is not a luxury anymore. Our
country’s ambitious vision necessitate that we set competitive goals and unleash the
power within us to outperform ourselves and our peers. The KSMC Corporate Strategy
is a comprehensive and well-defined strategy that will help KSMC meet its goal. This
Corporate Strategy Plan will help us stay focused on our long-term goals of being a
leader in Healthcare Transformation and a true inspiration in the Kingdom for Patient
Experience, Center of Excellence, and Efficiency. This KSMC Corporate Strategy operates
as our five-year road map.
On behalf of the Chief Organizational Development Office, we would like to thank those
who shared their wisdom and efforts to develop this strategic plan. Everyone of you is a
valuable asset and your commitment to this strategy is a cornerstone to execute it and
build a better KSMC!
I know, together we can do it!
Sincerely,
Dr. Yousef Alomran
Chief Organizational Development Officer
2021-2025 KSMC Corporate Strategy Plan
6
STRATEGIC MANAGEMENT Director MESSAGE
KSMC Transformational Strategy Plan came to light when recent changes emerge in the
Kingdom’s healthcare system. Adapting to the National Healthcare priorities and
Cluster1 strategy was the major tool in building the KSMC transformational strategy
plan. This plan encapsulates the next five year corporate plan 2021-2025 to driving
KSMC towards its transformational goals.
In collaboration and with a series of Workshops, the KSMC leaders, Strategic
Management Administration, and Sia-Partners have evaluated the core elements
conducive to achieving excellence, followed by refining our internal objectives with
consideration of the external forces impacting the health care system in the Kingdom,
and emphasizing on how to surpass internal challenges that lies ahead.
As a result, the KSMC Transformational Corporate Strategy for the year 2021-2025 was
developed, with its Corporate Strategy Map and Balanced Scorecard (BSC) fortified
with key performance indicators to be monitored periodically and initiatives/project to
be activated in the coming months. Furthermore, to ensure the fulfilment of the
overall plan, the corporate objectives is cascaded down to the six executives sector
levels and three administrations.
The transformation plan is armed with a carefully developed indicators and initiatives,
to gear KSMC in driving towards its transformational goal. Importantly, with executive
leaders and all level of staff dedication and support, we will achieve our set objectives.
Sincerely,
Ms. Hind Alali
Strategic Management Administration Director
2021-2025 KSMC Corporate Strategy Plan
7
TRANSFORMATION
STRATEGY
King Saud Medical City (KSMC) transformational
strategy plan, is a key approach to address the
significant changes in National priorities, Ministry
of Health, and Cluster1
2021-2025 KSMC Corporate Strategy Plan
8
KSMC READINESS AND
ROBUSTNESS
Description
Element
• A vision statement with clear destination and quantification
Vision
Statement
• Vision statement needs a timeline to reach its ultimate goals
Mission
Statement
• A comprehensive and mission statement stating the purpose,
beneficiaries and value
Strategy
Map &
Objectives
• The strategy map is well developed with clear perspectives,
themes and objectives
KPIs /
Measures
Initiatives &
Budget
Performance
Reporting
• Measures are continuously measured and performance is
analyzed and reported on regular basis comparing the targets
with actual performance on consecutive period
• Initiatives are well defined and execution is monitored and
reported by the Project Management Office PMO
• There is a need to clearly link each initiative with the relevant
measure
• Strategic plan is reviewed regularly and performance reports is
being reported and discussed regularly involving the top
management, SMA, and PMO.
2021-2025 KSMC Corporate Strategy Plan
9
STRATEGY PLAN
FORMULATION PROCESS
The KSMC Transformation Strategic Plan was developed to cover the broad components
that impacts the medical city’s objectives, pressing matters, and desired outcomes.
The diagram shows how the Strategic Plan was developed and how objectives,
performance measure, and Initiatives/Projects were derived, to which are the foundations
of the transformational goals
1
Internal Analysis
“Visioning &
Aspirations”
5
Strategic
Outcomes
2
“Quantified Vision
and Outcomes”
Internal Analysis
9
“Performance &
Readiness Assessment”
4
Analysis & Focus
Areas
“SWOT Analysis”
3
7
Shift Agenda
“Key Required
Areas of Change”
External Analysis
“PESTEL &
Alignment”
8
“Key Performance
Indicators and Targets”
Strategy Map
“Strategic
Objectives”
Performance
Measurement
10
Strategic
Initiatives
“Action Plans”
6
Burning Platform
“Strategic
Challenges”
2021-2025 KSMC Corporate Strategy Plan
10
KEY CHALLENGES
Uncertainty
Challenges
Competitive
Advantage
• KSMC potential change
in identity
• New vision statement
• New mission statement
• New values
• Transforming into an
Accountable Care
Organization (ACO)
• Understanding and
adopting Accountable
Care Organization (ACO)
• Hiring required
consultants
• Shift the current culture
• Increase KSMC capacity
•
•
•
•
•
Trauma Center
Orthopedic services
Neuro-science
Cardiology services
1.7M Catchment area
As a result of the internal and external analysis, we have taken note of the key factors.
Uncertainties that hinders our executives in implementing new methodologies in how
KSMC generally operates, Challenges reflecting the medical city’s overall performance,
and more importantly, our Competitive Advantages we aim to harbor where we are
best at in the field of medical service, and be able to keep the medical city’s momentous in
separating our distinctive way of providing medical service.
2021-2025 KSMC Corporate Strategy Plan
11
Vision
To become a leading integrated healthcare system in
Saudi Arabia by 2025
Mission
To enhance health and quality of life by providing an
integrated and comprehensive healthcare services with
kindness, passion and professionalism
Values
•
•
•
•
Integrity
Passion
Respect
Teamwork
2021-2025 KSMC Corporate Strategy Plan
• Accountability
• Excellence
• Community & People
Centeredness
12
Values
Integrity
“Follow the best ethics, morals & values in everything we do”
Passion
“Passion drives our work”
Respect
“Deal with everyone, no matter who, with utmost respect”
Teamwork
“Build teams & always prefer teamwork over individual work
Accountability
“Take ownership & action to improve with a measurable
difference”
Excellence
“Do things right per the highest standards of safety, quality &
efficiency”
Community &
People
Centeredness
“Strive for improving overall health of C1 community ”
2021-2025 KSMC Corporate Strategy Plan
13
KSMC ORGANIZATIONAL
CHART
2021-2025 KSMC Corporate Strategy Plan
14
STAKEHOLDER ANALYSIS
Stakeholder Identification
Criteria
External Stakeholders
Internal Stakeholders
•
Beneficiaries or targets of the
effort
•
Those directly involved with or
responsible for beneficiaries or
targets of the effort
•
Those who can influence the
outputs of the effort
•
Those who are affected or with
an interest in the outcome of an
effort
•
•
Those whose jobs or roles
might be affected by results
of the effort
Those who might be
interested in the end results
of the effort
2021-2025 KSMC Corporate Strategy Plan
SMA
Team
Steering
Committee
CEO
Hospitals
Heads
Facility
Management
Medical
Change
Management
Ministry
of Health
& VRO
Org.
Development
Nursing
Human
Capital
Finance &
Admin
Cluster 1
CBAHI
E-health
Project
Management
Office
SCHS
JCI
15
STAKEHOLDER ANALYSIS
The identified list of stakeholder groups is mapped in accordance with their interest levels,
to enable the preparation of the communication plan.
CEO
Hospitals
Directors
Steering
Committee
Cluster 1
Interest/ Availability
Ministry of
Health
& VRO
SMA Team
High influence, low interest
(Keep Satisfied & Consult)
High influence, high interest
(Promoters – Key Players/ Involve)
CBAHI
Medical
Nursing
Finance &
Admin
JCI
Organizational
Development
Low influence, low interest
(Apathetics – Monitor)
E-health
Facility
Management
Project
Management
Office
Human Capital
Change
Management
Low influence, high interest
(Defenders – Keep Informed)
Influence
•
Promoters have both great interest in the effort and the power to help make it
successful
•
Defenders have a vested interest and can voice their support in the community, but
have little actual power to influence the effort in any way
•
Latent have no particular interest or involvement in the effort, but have the power to
influence it greatly if they become interested
•
Apathetic have little interest and little power, and may not even know the effort
exists
2021-2025 KSMC Corporate Strategy Plan
16
STAKEHOLDER ANALYSIS
Stakeholder Engagement Findings
Cluster1
Cluster1 dimensions
mainly are: Improving
access to care through
efficiency, volume
based organization,
population health,
workforce strategy
Research and
Innovation Center to be
championed & hosted
physically by KSMC
KSMC to plan
for a 5-years
strategic plan
Cluster1 to
share Adaa
health
program KPIs +
baseline
KSMC to adopt
Cluster1 vision,
mission, and
values
Cluster1 to share
the latest Model
of Care
Implementation
Plan with KSMC
Cluster1 is
developing a
communication
plan/approach for
the vision, mission,
and values.
MOH &
VRO
Number of Hospitals to
increase from 4 to 17
5 Driving Objectives for
C1 Strategy:
• Autonomy
• Growth
• Improvement
• Integration
• Long-term Planning
2021-2025 KSMC Corporate Strategy Plan
25 KPIs to be cascaded
down to the clusters (13
transformational, 12
operational)
Center for National Health
Insurance currently under
development
ACO Playbook serves as a
guideline for the phased
approach toward road to
autonomy
Cluster 1 will be
corporatized by end of “Gate
2” in the ACO Playbook. By
end of the 2nd year, revenue
management will be in
place.
LTSP (Long-term Strategic
Plan) drives toward the final
goal of MoH following
corporatization
17
PESTEL ANALYSIS
Political Factors
New Policies As A Result Of MOH Transformation Strategy derived from NTP
•
KSMC needs to change its processes to accommodate new policies (such as
payment policy)
Impact Of Cluster1 Strategy On KSMC
•
KSMC needs to align with the Cluster1 Strategy
Decision Rights of Accountable Care Organizations (ACO) are still being defined
•
Since ACO rights are currently being defined. Depending on the outcome of this, KSMC’s
framework for operations may be impacted
Ongoing Reform In Tourism Sector In KSA (including Visit Visas)
•
Emergence of “health tourism” phenomenon in the KSA market
Economic Factors
Increased Private Sector Spending In Healthcare Industry (A 35% Increase By 2020)
•
Increased Bargaining/buying power and shifting preferences with patients and creates an
opportunity for KSMC partnership with the private sector
Increased Expatriate Labor Costs
•
Due to higher expatriate labor costs (35% increase by 2020), KSMC may experience
greater operational expenditure that place a strain on its budget
Decreased Subsidization Of Essential Utilities (Electricity, Oil, Water)
•
Additional budgeting constraints introduced due to rising utility costs may increase the
operating costs of the hospital
Diversifying The Economy Away From The Oil Sector Is A Priority For KSA Government
•
Greater pressure for healthcare providers to become financially and administratively
sustainable
Gap Of 14,000 Beds In 2016 (Expected To Widen To 40,000 Beds By 2035)
•
Greater pressure imposed on KSMC to expand capacity and quality of healthcare service
delivery
2021-2025 KSMC Corporate Strategy Plan
18
PESTEL ANALYSIS
Economic Factors
Expected And Ongoing Finance Reform In MOH Transformation Program (Shift From
Government Funded To Insurance Funded System)
•
Greater pressure to drive self-sufficiency and become a preferred service provider
among patients
Outpatient And Inpatient Growth Is Stagnant In Public Sector And Growing In Private
Sector (At 4.6% And 2% Respectively Between 2010-16)
•
Increasing popularity of private sector among Saudi Nationals offsets the potential
growth of outpatient numbers in MoH facilities
Social Factors
Increased Population Growth (Cagr At 2.65% Annually)
•
Greater demand for health services and increased addressable market
Increased Health Consciousness Among Saudis (Increased Healthcare Literacy, Cherrypicking Attitude)
•
Great opportunity to develop relationships with patients beyond the primary care
services (such as Lifestyle diseases)
Expatriates Leaving KSA (1.8+ Million In Last Five Years)
•
Due to the greater number of expatriates leaving KSA, the opportunities for direct
employments of expatriates is diminished
Increased Life Expectancy (Expected To Grow From 75 Years In 2015 To 80 Years By
2030)
• Increasing demand for long-term care (LTC) facilities, focusing on geriatric,
related care, rehabilitation and home healthcare services
Number Of Elderly (Aged 60 To 79) Expected To Grow 136% To 4.63 Million By 2030
•
Greater demand for primary healthcare services
19 Million Births Expected Between 2015-2050
•
Creates demand relating to maternity and childcare (obstetrics, gynecology, pediatrics,
etc.)
2021-2025 KSMC Corporate Strategy Plan
19
PESTEL ANALYSIS
Social Factors
High Proportion Of Population (Relative To Other Countries) Suffering From Lifestyle
Diseases (Diabetes, Obesity, Hypertension, Etc.)
•
Greater pressure to drive self-sufficiency and become a preferred service provider
among patients
Low Perceived Status Of The Nursing Profession Among The Saudi Population
•
Greater pressure to attract and retain local nursing staff
Road Traffic Fatality Rate (24.8 Per 100 000 People According To Who) Still High
•
Impact on trauma center and the need to increase its capacity
Technological Factors
Transformation Toward Digitization By Utilitzing Intergrated Health Management
Systems (Both IT And HIS)
•
Should KSMC leverage these technological development, it will see gains in productivity
and operational efficiency
Increased Technology Literacy Among Employees And Patients
•
New channels for providing pre-admission, consultation and post-discharge services
HIT Global Market Projected To Grow 13% Annualy Between 2015-22
•
New opportunities to leverage Health Information Technology systems to provide
access to care to patients
Medical Internet Of Things Expected To Grow From 2 To 9 Billion In KSA
•
Opportunity for KSMC to leverage technology advancements in MIOT to improve
service delivery and patient experience
2021-2025 KSMC Corporate Strategy Plan
20
PESTEL ANALYSIS
Environmental Factors
Government Encouragement To Decrease Energy Consumption
•
KSMC needs to develop new ways to operate that are more environmentally friendly
“Green” Iniatives And Related Public Perception
•
Greater pressure on KSMC to improve position in environmentally-friendly
practices
Energy Costs And Variability In Costs
•
High and recent changes in energy costs, introduce budgeting constraints and variability of
expenditures
Logistical Constraints (Access To Parking, Transit Time To Clinic, Capacity/Expansions
Contraints)
•
KMSC has capacity constraints due to logistical requirements of expanding the
scale of service provision
Legal Factors
Saudization Rate Targets
•
Greater pressure to hire local talent within KSMC
New Regulations Allowing 100% Foreign Investment In Health Sector
•
New avenues for attracting capital investments
Saudi Public Private Partnership Law
•
KSMC needs to take advantage of the PPP in order to provide similar scope and quality of
service as private sector healthcare providers
2021-2025 KSMC Corporate Strategy Plan
21
SWOT ANALYSIS
Strength
S
•
•
•
•
Newly minted KSMC leadership
Extensive experience
Strong history and reputation
Critical size with internationally
accredited CoE Sector
• Large geographic footprint
• Diverse staff
• Strong track record in addressing
lifestyle diseases
• Connecting care
• Strong academic base
Weakness
W
•
•
•
•
•
•
•
•
•
•
•
•
•
Evolving governance
High staff turnover
Insufficient capacity
Trauma Center under capacity
Lack of patient outreach
Unclear brand communication
• High demand in Day Surgical Center •
• Capacity readjustment in extended •
care services
•
• New Models of Care Program
•
• E-health strategy
•
• KSMC Mega Projects
•
• ACO autonomy
• Birth increase
•
Cluster 1 support
Lean Healthcare
LTC facilities higher demand
Ageing population
Medical IOT Growth
Saudi Public Private Partnership
(PPP) Law
Self-Operating Program
High reliance on expatriate staff
Internal instability
Insufficient IT infrastructure
Limited standardization
Lack of integration in HIS
Poor strategic engagement
Waiting times and access
Opportunities
O
T
Threats
•
•
•
•
•
Lack of patients awareness
Lack of clinical staff
Private sector attractiveness
Evolution in regulations
Evolution of Payment Model
2021-2025 KSMC Corporate Strategy Plan
•
•
•
•
More mature clusters
High Expatriate Labor costs
Patient number stagnant growth
Energy cost fluctuation
22
SWOT ANALYSIS
STRENGTHS
New Leadership
Newly minted KSMC leadership is driving positive change
Extensive history
Extensive history; one of the longest standing healthcare providers in
Riyadh
Strong reputation
The strong reputation helps KSMC stand apart from the competition,
especially from the government agency perspective
Critical size
The largest hospital within the MOH umbrella with 3 internationally
accredited Centers of Excellence
Geographic footprint Large geographic footprint with additional space available for expansion
Diverse staff
Diverse staff base with a multitude of varied experiences contributing
to a strong work culture
Strong Track record Strong track record in addressing Lifestyle Diseases
for Lifestyle Diseases (diabetes, obesity, hypertension…)
Connecting care
Convergence of complimentary service groups into one cohesive
location
Strong academic
base
Availability of excellent residency programs and training services
WEAKNESSES
Expatriate staff
dependence
High reliance on expatriate clinical staff for both medical and nursing roles
Internal
instability
Internal instability due to ongoing organizational and infrastructure
changes
Insufficient
IT infrastructure
Insufficient IT infrastructure to support workforce data management
Limited
standardization
Limited standardization of processes and activities
Poor strategic
engagement
Lack of engagement from internal stakeholders on their strategic
execution responsibilities accompanied by resistance to change
2021-2025 KSMC Corporate Strategy Plan
23
SWOT ANALYSIS
WEAKNESSES
Wait times &
access
Long wait times and inefficient access to care by patients’ due logistical
constraints (access to parking, transit time to the clinic, etc.)
Wait times
& access
Long wait times and inefficient access to care by patients’ due logistical
constraints (access to parking, transit time to the clinic, etc.)
Heavy bureaucracy
High degree of bureaucracy in the decision-making process
High staff turnover
High staff turnover (particularly nursing)
Insufficient capacity
KSMC’s capacity is unable to meet the expected demand
Trauma center
under capacity
Low capacity for Trauma Center
Lack of patient
outreach
Lack of effort to communicate with patients regarding the services and
expertise that KSMC offers
Unclear brand
communication
The Medical City is known by two different brand names
Lack of integration
In HIS
Poorly integrated Health Information System
OPPORTUNITIES
Ageing
population
The number of elderly (aged 60 to 79) expected to grow 136% to 4.63
million by 2030
Medical IOT
Growth
Medical Internet of Things expected to grow from 2 to 9 Billion USD in
KSA
Saudi PPP Law
Saudi Public Private Partnership Law introduces opportunities to
partner with the private sector and new financing sources
2021-2025 KSMC Corporate Strategy Plan
24
SWOT ANALYSIS
THREATS
Lack of patients’
awareness
Patients lack of knowledge regarding the care process and inefficient
access to the hospital’s facilities
Lack of
clinical staff
Limited numbers of prospective clinical staff
Private sector
attractiveness
Transition of patients toward private sector once the National Health
Insurance program is in place
Regulation
& governance
Evolution in regulation and governance
Payment model
Evolution in payment model
More mature
clusters
Other clusters are more mature with increased readiness for
privatization
High Expatriate
Labor Costs
Increased Expatriate Labor Costs
Patient number
stagnant growth
Stagnant Growth in patient numbers to public hospitals
Energy cost
fluctuation
Energy costs and variability in costs
2021-2025 KSMC Corporate Strategy Plan
25
KSMC STRATEGIC ALIGNMENT WITH THE
CLUSTER 1
R1 Goals
Improve access to
healthcare driven by
enhancing efficiency &
effectiveness
Transform R1 into a
population-health driven
healthcare system and
enhance & upgrade the
primary health care
KSMC Goals
Optimize Operational
Efficiency
Provide Broader &
Better Access to Care
Improve Service Integration with
Cluster1 to optimize KSMC capacity
Provide Value Based
Healthcare with excellence
in outcomes & cost
empowered by Research &
Innovation
Achieve Best
Tertiary Clinical
Outcomes
Build best-in-class
workforce to meet the
current & future care
delivery needs
Build Engaged and
Motivated Workforce
to Meet Care Needs
Build a learning
organization
with strong training &
development
system
Deliver superior
experience of care to R1
population
Deliver the Best
Experience of Care to
Beneficiaries
Develop Core
Infrastructure on time
and budget
Establish fully
Corporatized Accountable
Care Organization
Improve
Financial
Sustainability
Improve
Patient Safety
Build
Organization
towards
corporatization
Build & Leverage
Innovation &
Research
Drive
Automation
& Integration
BURNING PLATFORM
What KSMC Need to Change?
Service
Integration
Business
Model
HIS & HIT
Workforce
Patient
Experience
Culture
Inefficient
Operations
Health
Issues
Streamlined
Operations
Build
Innovation
Capabilities
Adopt
Revenue
Cycle
Mgmt.
Plan
Workforce
Strategy
Manage the
Change
Paid
Services
Cluster 1 Strategy
MoH Transformation Plan
Relatively Inadequate
Healthcare Quality
How KSMC Need to Change?
Build the
Review
Improve IT
New
Governance
Readiness
Financial
Model
Fully
Subsidized
Hospitals
Imperfect
Patients
journey
Growing
Limited Primary
Innovation in
Healthcare
Health Services
Services
High Operating
Costs
High
Employees
Turn over
Long Waiting
Time
Disintegrated
healthcare
system
National Transformation Program
Ease Access to Health Services
2021-2025 KSMC Corporate Strategy Plan
Improve the Quality and
Efficiency of Healthcare
Services
Promote Prevention Against
Health Risks
27
CHANGE AGENDA
CURRENT POSITION
DRIVERS
MEDIUM/LONG-TERM
Non-profit organization whose
budget comes from Ministry of
Finance to serve its population
Business
Model
A corporatized organization that has
to manage its budget, revenues, and
expenditures
High demand for professional
consultants and clinical staff
People
Retained, empowered, and engaged
workforce
Deep dive on the observed
fluctuating performance trend result
of patient satisfaction
Patient
Services
Superior patient experience across
inpatient, outpatient, and ER
departments
Limited innovation efforts and
research services
Research &
Innovation
Healthcare hospital empowered by
Innovation & Research Centers
Disintegrated HIS and incomplete IT
infrastructure (e.g. Tanseeq &
Medsys)
Technology
Fully integrated and enabled HIS
across KSMC
Many variables creates a gap
between LOS vs BOR, inpatient bedtransfer vs decision makings, and the
efficiency of utilizing OR
Operational
Efficiency
Enhanced operational efficiency
across KSMC services
High demand for specialty service,
affecting patient waiting time for
appointment
Access to
Care
Easy access to care through available
appointments and improved OPD
flow
Working on assessing the factors
affecting the performance of the quality
measures related to, mortality rates,
sentinel events, re-admission, and
infection control, and CPG
Quality of
Care
Improved tertiary services clinical
outcomes
2021-2025 KSMC Corporate Strategy Plan
28
KSMC Strategy Map
A summarized illustration of the KSMC corporate level objectives, the KSMC strategy
map covers four perspectives; Outcomes, Beneficiary, Internal Processes, and
Enablers. It is a visual representation of the components of the medical city and the
correlation in diverse standpoints.
2021-2025 KSMC Corporate Strategy Plan
29
KSMC STRATEGY MAP
“To become a leading integrated healthcare system in Saudi Arabia by 2025”
Internal Processes
Value
O2. Achieve Best Tertiary Care Clinical
Outcomes
O1. Improve Financial Sustainability
Beneficiary
Outcomes
Finance
B1. Deliver the Best Experience of Care to Beneficiaries
Transformation &
Corporatization
Service Delivery & Accessibility
IP7.
Standardize
Value
Based Health Care
Clinical Decision
Support Systems
IP1. Build Organization towards
Corporatization
IP3. Optimize Operational
Efficiency
IP5. Improve Patient Safety
IP2. Improve Service
Integration with Cluster1 to
optimize KSMC capacity
IP4. Provide Broader &
Better Access to Care
IP6. Build & Leverage
Innovation and Research
Enablers
Infrastructure
&
Infrastructure
& Capacity
Capacity
E1. Build Engaged and Motivated Workforce to
Meet Care Needs
E2. Build a learning organization
with strong training & development
system
E3. Develop Core Infrastructure on Time and
Budget
E4. Drive Automation & Integration
To enhance health and quality of life by providing an integrated and
comprehensive healthcare services with kindness, passion and professionalism
2021-2025 KSMC Corporate Strategy Plan
30
CORPORATE STRATEGY THEME
01
Finance & Value
02
Beneficiaries
03
Transformation & Corporatization
04
Service Delivery & Accessibility
05
Value Based Health Care
06
Infrastructure & Capacity
07
08
2021-2025 KSMC Corporate Strategy Plan
31
Finance & Value
1.
2.
Achieve financially sustainable organization
through diverse revenue generating
streams and profitable margin to enable
the medical city to run its operations
independently from the ministry of finance
budget on the long run
Delivering the best healthcare services, and
improve overall population health through
impeccable tertiary care services
Champions:
Chief Finance Officer
Chief Medical Officer
Director of Health Economics &
Insurance Administration
2021-2025 KSMC Corporate Strategy Plan
32
Corporate KPI | Finance & Value
KPI Name :
Goal:
Diversify & Grow KSMC
Revenues
Total Revenue
Description :
To measure the total revenue generated through multiple sources of
income (Business Center [self pay and insured patients], Advanced Cardiac
Life Support/Basic Life Support courses, trainings, and investment)
KPI Owner:
• Head of Investment Unit
• Head of Paid Treatment Unit
Data Source:
Associate executive of Revenue
Sector
Measurement Unit:
Number
Reporting Frequency:
Quarterly
2019 Baseline:
56,137,474 SR
•
Head of Paid Training Unit
Calculation Method:
Sum of total revenue through
different channels:
– Paid Treatment
– Paid Training
– Investment
2021 Baseline:
67.13M
Yearly Target
2022
2023
73.85M
75,000,000
2024
2025
75,000,000
80,000,000
Targets to be determined by R1
2021-2025 KSMC Corporate Strategy Plan
33
Corporate KPI | Finance & Value
KPI Name :
Objective:
Budget Variance Rate
Improve Financial Sustainability
Description :
To measure the difference (variance) between forecasted operational
budget and actual spending during a defined period
KPI Owner:
Associate Executive Director of Finance and Budget
Data Source:
Calculation Method:
Budgeting Administration
(X-Y)/Y*100
X = YTD Actual Operating
Expenditures
Y = YTD Budgeted Operating
Expenditures
(YTD= Year to Date)
Measurement Unit:
Rate
Reporting Frequency:
Annual
2019 Baseline:
-6%
Yearly Target
2022
2023
2024
2025
-/+6%
-/+4%
-/+2%
-/+1%
2021-2025 KSMC Corporate Strategy Plan
34
Corporate KPIs |
KPI Name :
Objective:
Percentage of Budget Utilization
Improve Financial Sustainability
Description :
Measuring the percentage of total expenditure from the targeted amount for each
quarter.
KPI Owner:
Associate Chief Financial Officer
Calculation Method:
Data Source:
Associate Chief Financial Office
Measurement Unit:
(x/y)* 100
x = Actual operating expenses in the
quarter
Y = the intended expenditure of the
same quarter
Percentage
Reporting Frequency:
2019 Baseline:
Quarterly
99.5%
Yearly Target
2020
2021
2022
2023
2024
100%
100%
100%
100%
100%
35
2021-2025 KSMC Corporate Strategy Plan
Corporate KPI | Finance & Value
KPI Name :
Goal:
Standardized Mortality Ratio
(SMR)
Achieve Best Tertiary Care
Clinical Outcomes
Smart objectives:
KPI Owner:
Chief Medical Officer
Improve SMR score
Description :
To measure the observed death in comparison to expected death in
a specific group of patients
Data Source:
Data Warehouse and Statistics /
Clinical Departments
Measurement Unit:
Percentage
Calculation Method:
(X/Y)*100
X = Number of observed deaths in
the study group
Y = Expected deaths
Reporting Frequency:
Quarterly
Baseline :
2021: ICU: .94 NICU: 0.7 PICU: 0.2
Yearly Target
2022
2023
2024
2025
ICU: 0.9
1.0%
1.0%
1.0%
2021-2025 KSMC Corporate Strategy Plan
36
Corporate KPI | Finance & Value
KPI Name :
Goal:
Readmission Rate
(30 days)
Achieve Best Tertiary Care
Clinical Outcomes
Smart objectives:
Reduce readmission for Acute
care
KPI Owner:
Chief Medical Officer
Description :
Defined as patient admission to a hospital within 30 days after being
discharged from an earlier hospital stay.
Data Source:
Calculation Method:
Data Warehouse and Statistics
X: # of discharged patients
readmitted to the hospital within
30 days of their discharge
Measurement Unit:
Rate
Y: Total # of discharged patients
Reporting Frequency:
Monthly
Inclusion: All Patients
Exclusion: Planned readmissions.
Medical treatment day units
Baseline :
2021: – 4.5%
Yearly Target
2022
2023
2024
2025
4.0%
3.5%
3.2%
3.0%
2021-2025 KSMC Corporate Strategy Plan
37
مبادرات استراتيجية
الهدف
مؤشر األداء
Improve Financial Sustainability
نسبة تباين الميزانية
أسم المبادرة
عمل حوكمة لطلبات المالية لمعرفة االحتياج للمدينة
شرح /نطاق
المبادرة
عمل حوكمة لطلبات المالية لمعرفة االحتياج للمدينة لتحسين عملية التخطيط المالي والتركيز على المشاريع االستراتيجية وتحسين كفاءة االنفاق وتوضيح
اجراءات الطلبات المالية
الوقت المستغرق
لتنفيذ المبادرة
3شهور
مخرجات المبادرة
ملف االجراءات معتمد من قبل إدارة الجودة على ان تكون الخطوات بالشكل التالي:
عرض الطلبات على لجنة فنية مكونه من (الميزانية ٫االستراتيجية ٫المشتريات ٫وادارة المشاريع)
•
تعبئة نموذج الطلب من قبل القطاعات ورفعه إلدارة الميزانية
•
مراجعة وتدقيق الطلبات ووضع أولويات لها من قبل إدارة الميزانية وإدارة االستراتيجية
•
رفع التقرير النهائي باالحتياج من قبل إدارة الميزانية ليتم اعتمادها من قبل لجنة الميزانية
•
مخاطر متعلقة
بتنفيذ المبادرة
• عدم وجود معلومات كافية في نموذج الطلب لتحديد األولويات
الهدف
التكلفة المتوقعة
Improve Financial Sustainability
أسم المبادرة
صفر
مسؤول المبادرة
مؤشر األداء
المدير التنفيذي للقطاع المالي
واالداري
إجمالي االيرادات
تحليل أسباب نشوء المديونية ومعالجتها
شرح /نطاق
المبادرة
•
•
الوقت المستغرق
لتنفيذ المبادرة
3شهور
تحليل بيانات المديونيات
توفير بيانات الكفيل
• التسجيل في المنصة اإللكترونية لمحكمة التنفيذ او اعتماد
• آلية قبول الحاالت في الطوارى
التكلفة المتوقعة
مخرجات المبادرة
•
•
•
•
•
مخاطر متعلقة
بتنفيذ المبادرة
عدم وجود معلومات كافية في نموذج الطلب لتحديد األولويات
صفر
مسؤول المبادرة
المدير التنفيذي المشارك لتطوير
االيرادات
توفير بيانات الكفيل
وجود سياسة واضحة ومكتوبة في التعامل مع الحاالت للمصابين من منسوبي المدينة ومنسوبي الجهات الخاضعة لنظام التأمينات االجتماعية
التسجيل في المنصة اإللكترونية لمحكمة التنفيذ او اعتماد
آلية قبول الحاالت في الطوارى
إعادة صياغة سياسات وإجراءات العمل ألهلية العالج
Beneficiaries
Ensure that our patients, students, researchers,
employees, and vendors have a positive
experience; by providing them with effective
and efficient services
Champions:
Director of Patients Rights and Experience
2021-2025 KSMC Corporate Strategy Plan
39
Corporate KPI | Finance & Value
KPI Name :
Goal:
Overall Patient Satisfaction Rate
Deliver the Best Experience of
Care to Beneficiaries
KPI Owner:
Smart objectives:
Director Patient Rights and
Experience Administration
Increase patient satisfaction rate
to 90%
Description :
To measure the overall satisfaction of patients with the services
provided by the KSMC
Data Source:
Calculation Method:
Data Warehouse and Statistics
Patient Satisfaction Survey Results
Measurement Unit:
Percentage
Reporting Frequency:
Quarterly
Baseline :
2019: 70.90%
2020:
2021: 76.09%
Yearly Target
2022
2023
2024
2025
80%
85%
90%
93%
2021-2025 KSMC Corporate Strategy Plan
40
Corporate KPI | Beneficiaries
KPI Name :
Percentage of “Certification
Milestones (Steps) achieved”
over an evaluation period
Goal:
KPI Owner:
Smart objectives:
Achieve 4 of 7 Steps of Plane tree
certification milestones by 2022
Director of Patients Rights and
Experience Administration
Deliver the Best Experience of
Care to Beneficiaries
Description :
This KPI will measure the stepwise achievement of Plane-tree certification
milestone based on validation assessment done from step one to step nine
Data Source:
Calculation Method:
Plane-tree Manual
No. of Milestones (steps
achieved/Total no. of Milestones
(steps)
Measurement Unit:
Percentage
Reporting Frequency:
Semi-annual
Baseline :
2019: No data
2020: 30%
2021: 30%
Yearly Target
2022
2023
2024
2025
57%
75%
85%
100%
2021-2025 KSMC Corporate Strategy Plan
41
Corporate KPI | Beneficiaries
KPI Name :
Percentage of Complaints
resolved within 72 hours of
reporting
Goal:
KPI Owner:
Director of Patients Rights and
Experience Administration
Smart objectives:
Resolve Complaints within 72
hours
Deliver the Best Experience of
Care to Beneficiaries
Description :
To measure the patients’ complaints are resolved within 72 hours of
reporting through conflicts resolution processes, patient Closed-loopfeedback and complaints management.
Data Source:
Patient Right and Experience
Administration
Calculation Method:
(X/Y)*100
X = Total number of complaints
Y = Total number of solved
complaints
Measurement Unit:
Percentage
Reporting Frequency:
Monthly
Baseline :
2021: 60%
Yearly Target
2022
2023
2024
2025
65%
75%
85%
95%
2021-2025 KSMC Corporate Strategy Plan
42
Corporate KPI | Beneficiaries
KPI Name :
Goal:
Percentage of Complaints
Respond to within 24 hours
Deliver the Best Experience of
Care to Beneficiaries
KPI Owner:
Smart objectives:
Head of Interactive Call Center
Respond to 95% of Complaints
within 24H by 937
Description :
To measure the patients’ complaints responded to within 24hours by KSMC
Interactive Call Center
Data Source:
Data Warehouse and Statistics
Measurement Unit:
Percentage
Calculation Method:
(X/Y)*100
X = Total number of complaints
responded to within 24hours
Y = Total number of complaints
Reporting Frequency:
Monthly
Baseline :
2019: 41.22%
2020: 51.10 %
2021: 48.76%
Yearly Target
2022
2023
2024
2025
65%
75%
85%
100%
2021-2025 KSMC Corporate Strategy Plan
43
Strategic Initiative
KSMC
Sub-Goal
Deliver the best experience of care to
beneficiaries
Name
CRM System
Establishment of a complaints mechanism within the hospital departments (general, children, etc.) +
communication channels and Ensure that complaints are discussed in periodic meetings between the medical staff
and the department manager
Scope &
Description
Owner
Patient Rights Experience
•
Expected
Outcomes
•
Risks
KSMC
Sub-Goal
Name
Scope &
Description
Owner
Expected
Outcomes
Risks
Percentage of complaints resolved within 72
hours of reporting
KPI
Estimated
Duration
Estimated Cost
Establishment of a complaints mechanism within the hospital departments (general, children, etc.) +
communication channel
Ensure that complaints are discussed in periodic meetings between the medical staff and the department
manager
Compliance to all services
KPI
Deliver the Best Experience of Care to
Beneficiaries
Overall patient satisfaction rate
Patient Satisfaction Improvement Program
Collective of initiatives that created from Press-Gany feedback to improve the weakness area in order to improve
the service
Patient Rights Experience
•
•
Estimated Cost
TBD
Estimated
Duration
One communication course (behavioral and verbal) for: Phis, Nurses, Admins each by their roles
Policies for new communication with patients by TQMPS
Staff resistant to apply
TBD
Strategic Initiative
KSMC
Sub-Goal
Name
Scope &
Description
Owner
Expected
Outcomes
Risks
Deliver the Best Experience of Care to
Beneficiaries
KPI
Percentage of Complaints Respond to within 24 hours
SMS link for patients Sick-leaves & Attendance letter
Patients receive attendance letter through SMS link once they check-In KSMC clinics and receiving sick-leave request form link once
physicians enter it in the system
Patient Rights Experience
Estimated Cost
TBD
Estimated
Duration
•
SMS links
•
Electronic attendance letters
•
Electronic sick-leaves request forms
•
Decreased 15 % of complaints
Lack of System support
6 months
Transformation &
Corporatization
Transforming KSMC business model to fit the
framework of an accountable care organization,
and to ensure service integration with the
Cluster1
Champions:
Chief Organizational Development
Officer
Chief Medical Officer
2021-2025 KSMC Corporate Strategy Plan
Chief Finance Officer
Associate executive of Revenue Sector
46
Corporate KPI | Transformation &
Corporatization
KPI Name :
Goal:
Percentage of Accepted Referred
Patients from C1
Build Organization towards
corporatization
Smart objectives:
Improve Service Integration with
Cluster1 to optimize KSMC capacity
KPI Owner:
Patient Affairs
Description :
To measure the readiness level of the Profit & Loss system at KSMC. This
system helps to gauge its profitability and determine the actual cost of its
services; therefore, it aims to drive the transformation journey to a financial
sustainable organization
Data Source:
CMO – Performance Improvement
Administration
Measurement Unit:
Percentage
Reporting Frequency:
Quarterly
Calculation Method:
(X/Y)*100
X = Total number of accepted
referred patients from C1 entities
Y = Total number of referred
patients from C1 entities
Baseline :
2019:
2020:
2021:
Yearly Target
2022
2023
2024
2025
%70
2021-2025 KSMC Corporate Strategy Plan
47
Corporate KPI | Transformation &
Corporatization
KPI Name :
Goal:
Claim Denial Rate
Build Organization towards
corporatization
KPI Owner:
Associate executive of Revenue
Sector
Smart objectives:
Reduce claim denial (Partly and
Totally)
Description :
Denial of claim is the refusal of an insurance company or carrier to honour
a request by an individual (or his or her provider) to pay for health care
services obtained from a health care professional ether partly or fully. Par
Data Source:
Calculation Method:
Revenue Sector
(X/Y)*100
X = Total number of dined claims
Y = Total number of claims
Measurement Unit:
Percentage
Reporting Frequency:
Semi-annual
Baseline :
2019: NA
2020:NA
2021:NA
Yearly Target
2022
2023
2024
2025
New
New
New
New
2021-2025 KSMC Corporate Strategy Plan
48
Corporate KPI | Transformation &
Corporatization
KPI Name :
Goal:
Percentage Of P&L Systems
Implemented
KPI Owner:
Associate executive of Revenue
Sector
Build Organization towards
corporatization
Smart objectives:
Implement Profit and lost systems
(Activity Based Costing & Billing)
Description :
To measure the readiness level of the Profit & Loss system at KSMC. This
system helps to gauge its profitability and determine the actual cost of its
services; therefore, it aims to drive the transformation journey to a
financial sustainable organization
Data Source:
Calculation Method:
Revenue Sector
Estimated percentage of
completion of billing system and
ABC determined by the
implementing company
Measurement Unit:
percentage
Reporting Frequency:
Semi-Annual
Baseline :
2021: 46%
Yearly Target
2022
2023
2024
2025
70%
90%
100%
–
2021-2025 KSMC Corporate Strategy Plan
49
Corporate KPI | Transformation &
Corporatization
KPI Name :
Goal:
Account Receivable (Insurance)
Build Organization towards
corporatization
KPI Owner:
Associate executive of Revenue
Sector
Smart objectives:
Improve collection from debt
(individual) and account receivable
(Insurance)
Description :
Measure the cash that KSMC own from insurance company and
collection Rate from individual as analysis
Data Source:
Revenue Sector
Calculation Method:
X – (Y+Z)
X= Sales
Y= Cash collected
Z= Denial (Insurance and individual)
Measurement Unit:
rate
Reporting Frequency:
Quarterly
Baseline :
2021: No data
Yearly Target
2022
2023
2024
2025
New
New
New
New
2021-2025 KSMC Corporate Strategy Plan
50
Corporate KPI | Transformation &
Corporatization
KPI Name :
Goal:
Inventory Turnover Rate
Build Organization towards
corporatization
Smart objectives:
Maintain Inventory turnover
between 5- 10 times per year
KPI Owner:
Associate executive of Supply
management
Description :
Measure the efficacy of KSMC inventory management
Data Source:
Supply Planning Administration
Calculation Method:
X/Y
X = total inventory costs
consumed during the period
y = [(beginning balance of the
period + balance at the end of
the period)/2]
Measurement Unit:
Rate
Reporting Frequency:
Quarterly
Baseline :
2019:
2020:
2021: No data
Yearly Target
2022
2023
2024
2025
4
5
6
8
2021-2025 KSMC Corporate Strategy Plan
51
مبادرات استراتيجية
Build Organization towards
corporatization
الهدف
مؤشر األداء
Account receivable (Insurance) collection Rate
أسم المبادرة
تفعيل منصة نفيس
شرح /نطاق
المبادرة
تفعيل منصة نفيس من مجلس الضمان لجعل كل معامالت التأمين والمستشفيات عن طريقها
الوقت المستغرق
لتنفيذ المبادرة
3شهور
التكلفة المتوقعة
TBD
Associate executive of
Revenue
مسؤول المبادرة
• شهادة االعتماد
مخرجات المبادرة
• تدريب الموظفين على استعمال المنصة
• استقبال معامالت التامين على النظام
مخاطر متعلقة
بتنفيذ المبادرة
الهدف
• عدم الحصول التدريب الكافي
• عدم ربط portalبالطريقة الصحيحه
Build Organization towards corporatization
مؤشر األداء
Percentage of P&L systems implemented
أسم المبادرة
ABCالتقييم المسبق للتكلفة على أساس النشاط
شرح /نطاق
المبادرة
تحديد االنشطة المتعلقة بجميع الخدمات وفقًا لمتطلبات من التجمع الصحي االول وااليطار الزمني
الوقت المستغرق
لتنفيذ المبادرة
مخرجات المبادرة
مخاطر متعلقة
بتنفيذ المبادرة
3أشهر
التكلفة المتوقعة
0
مسؤول المبادرة
رئيس قسم حساب التكاليف
-١تقرير تقييم جميع متطلبات ABCلدى التجمع الصحي االول وااليطار الزمني
-٢كتالوج األنشطة الطبية وغير الطبية
١القدرة على تلبية متطلبات التجمع الصحي األول -٢تأخر وعدم الوضوح من قبل مقدم الخدمات في تحديد األنشطة
Strategic Initiative
KSMC
Sub-Goal
Name
Scope &
Description
Owner
Expected
Outcomes
Risks
Build Organization towards
corporatization
KPI
Percentage of Accepted Referred Patients from C1
Interventional Radiology Machin
• Buy machines that Use imaging to guided biopsy as an example.
• Being less invasive than surgery means that IR patients may avoid or spend shorter time in Intensive Care Units
Reduce number of surgeries in Neurosurgery and stroke cases
• Provide services matches with tertiary services
Dr. Mazen Abounassif
• Approved location
• Approved Manpower
• Activate Machines
• Location for the machines
• Manpower
• Allocate budget
Estimated Cost
25 M
Estimated
Duration
18 Months
Service Delivery &
Accessibility
Optimize the KSMC service delivery by
improving its medical services, enhance the
access to its services, and improve the journey
of its patients and their families
Champions:
Chief Medical Officer
Chief Organization Development
Officer
Director of Patients Rights and
Experience Administration
2021-2025 KSMC Corporate Strategy Plan
54
Corporate KPI | Service Delivery &
Accessibility
KPI Name :
Goal:
Average Length of Stay (ALOS)
Optimize Operational Efficiency
KPI Owner:
Smart objectives:
Director of Bed Management
Administration
Decrease the ALOS
Description :
To measure the average number of days a patient stayed in the hospital
Data Source:
Data Warehouse and Statistics
Calculation Method:
X/Y
X = Total inpatient days of care
Y = Total number of discharges
Measurement Unit:
Number
Reporting Frequency:
Quarterly
Baseline :
2019: 7.03
2020: 7.6
2021: 7.26
Yearly Target
2022
2023
2024
2025
6.5
6
5.5
5
2021-2025 KSMC Corporate Strategy Plan
55
Corporate KPI | Service Delivery &
Accessibility
KPI Name :
Goal:
Bed Turnover Rate For Critical
Care
Optimize Operational Efficiency
KPI Owner:
Smart objectives:
Director of Bed Management
Administration
Increase the bed Turnover rate for
critical care
Description :
The KPI measures productivity of hospital beds, and it represent the
number of patients treated for critical care per bed.
Data Source:
Data Warehouse and Statistics
Calculation Method:
(X/Y)*100
X = Sum of the total Number of
Discharge for critical care
Y = Sum of the total available beds
in that time period
Measurement Unit:
Rate
Reporting Frequency:
Quarterly
Baseline :
2021: 2.5
Yearly Target
2022
2023
2024
2025
2.7
–
–
–
2021-2025 KSMC Corporate Strategy Plan
56
Corporate KPI | Service Delivery &
Accessibility
KPI Name :
Goal:
Percentage Of Operating Room
Utilization
Optimize Operational Efficiency
KPI Owner:
Smart objectives:
Director of Operating Room
Administration
Improving Operating Room
utilization
Description :
To measures the utilization rate of an elective operating room
Data Source:
Data Warehouse and Statistics
Measurement Unit:
Rate
Reporting Frequency:
Quarterly
Calculation Method:
(X/Y)*100
X = Sum of the surgery time (in
and out of OR)
Y = Sum of all prime time minutes
for each “open” OR
Baseline :
2019: 70%
2020: 60%
2021: 70%
Yearly Target
2022
2023
2024
2025
78%
81%
84%
86%
2021-2025 KSMC Corporate Strategy Plan
57
Corporate KPI | Service Delivery &
Accessibility
KPI Name :
Goal:
Bed Occupancy Rate
Optimize Operational Efficiency
KPI Owner:
Smart objectives:
Director of Bed Management
Administration
Increase efficiency in the use of
hospital beds
Description :
The KPI measures the utilization of the available bed capacity. It indicates
the percentage of beds occupied by patients in a defined period of time
Data Source:
Data Warehouse and Statistics
Calculation Method:
(X/Y)*100
X = Sum of the total inpatient days
Y = Sum of the total available bed
days
Measurement Unit:
Rate
Reporting Frequency:
Quarterly
Baseline :
2019: 74%
2020: 70%
2021: 75%
Yearly Target
2022
2023
2024
2025
80%
82%
83%
83%
2021-2025 KSMC Corporate Strategy Plan
58
Corporate KPI | Service Delivery &
Accessibility
KPI Name :
Goal:
OR Cancellation Rate
Optimize Operational Efficiency
KPI Owner:
Director of Operating Room
Administration
Smart objectives:
Reduce OR Cancellation
Description :
The KPI measure this value over time so you can address the issues and
improve the attendance via reminders or additional calls to patients.
Data Source:
Calculation Method:
Data Warehouse and Statistics
(X/Y)*100
X = Number of Number of Missed
OR appointments
Y = Total Number of appointments
*https://insightsoftware.com/blo
g/25-best-healthcare-kpis-andmetric-examples-for-2021reporting/
Measurement Unit:
Rate
Reporting Frequency:
Quarterly
Baseline :
2019:9.4
2020: 11.8%
2021: 11.2%
Yearly Target
2022
2023
2024
2025
8%
2021-2025 KSMC Corporate Strategy Plan
59
Corporate KPI | Service Delivery &
Accessibility
KPI Name :
Percentage Of Implemented Risk
Reduction Strategies For Sentinel
Events
Goal:
KPI Owner:
Smart objectives:
Implement > 90% of the riskreduction strategies in RCAs
Director of QMPSA
Improve Patient Safety
Description :
This KPI will reflect KSMC patient safety commitment to implement the
recommendations that arise from the Root Cause Analyses for all the
Sentinel Events
Data Source:
QMPSA
Calculation Method:
(X/Y)*1000
X= Number of implemented of
risk reduction strategies
Y= Total number of risk reduction
strategies for sentinel events
Measurement Unit:
Rate
Reporting Frequency:
Quarterly
Baseline :
2019: 100%
2020: 100%
2021: 86%
Yearly Target
2022
2023
2024
2025
90%
95%
100%
100%
2021-2025 KSMC Corporate Strategy Plan
60
Corporate KPI | Service Delivery &
Accessibility
KPI Name :
Goal:
Percentage Of HA Pressure
Ulcers (Stage ≥ 2)
Improve Patient Safety
Smart objectives:
Decrease Percentage of
pressure ulcers
KPI Owner:
Chief Director Nurse Sector
Description :
This measures the rate of inpatient severe adverse events reported by providers.
Severe adverse events are those that caused severe harm to the patient and
categorized as major, catastrophic, serious or sentinel, according to the Saudi Patient
Safety Taxonomy (S-PST) or the Severity assessment Code (SAC) scoring
Data Source:
Calculation Method:
Nurse Sector
(X/Y)*100
Measurement Unit:
Percentage
x = Number of patients who developed
Pressure ulcer stage 2 & above
Reporting Frequency:
Quarterly
Y = Total number of patients
Baseline :
2019:
2020:
2021: 1.60
Yearly Target
2022
2023
2024
2025
1
0.7
0.3
0
2021-2025 KSMC Corporate Strategy Plan
61
Corporate KPI | Service Delivery &
Accessibility
KPI Name :
Goal:
Percentage Of Patients Fall With
Injury
KPI Owner:
Chief Director Nurse Sector
Improve Patient Safety
Smart objectives:
Decrease rate of patients fall
with injury
Description :
Falls are the leading cause of injury deaths, unintentional
injuries, and hospital admissions for trauma. Falls can take a
serious toll on quality of life and independence.
Data Source:
Calculation Method:
Nurse Sector
Measurement Unit:
Percentage
(x/y)*100
Reporting Frequency:
Quarterly
x = Number of patients falls with
injury
Baseline :
Y= Total number of patients days
2019:
2020:
2021: 0.91
Yearly Target
2022
2023
2024
2025
0.06
0.04
0.02
0
2021-2025 KSMC Corporate Strategy Plan
62
Corporate KPI | Service Delivery &
Accessibility
KPI Name :
Objective:
Ventilator Associated Event Rate
Improve Patient Safety
Description :
To measure the rate of complications or infections, including ventilatorassociated pneumonia, caused by the use of a mechanical ventilator
KPI Owner:
Director of Infection Prevention and Control Administration
Data Source:
Data Warehouse and Statistics
Calculation Method:
VAE RATE = (# of VAC events) + (#
of IVAC events) + (# of PVAP
events) / (Total vent days)] * 1000
Measurement Unit:
Rate
Reporting Frequency:
Quarterly
Baseline:
2019: 8.92 GH & MH combined
2020: 5.7
2021: 4.2
Yearly Target
2022
2023
2024
2025
3.5
3.5
3.5
3.5
2021-2025 KSMC Corporate Strategy Plan
63
Corporate KPI | Service Delivery &
Accessibility
KPI Name :
Goal:
Infection Control CLABSI Rate
KPI Owner:
Director of Infection Prevention
and Control Administration
Improve Patient Safety
Smart objectives:
Decrease Central Line Associated
Blood Stream Infection (CLABSI)
Rate in pediatrics hospital
Description :
To measure the rate of central-line bloodstream infections per 1000 central
line-days
Data Source:
Data Warehouse and Statistics
Measurement Unit:
Rate
Calculation Method:
(X/Y)*1000
X = Total number of CLABSI’s
Y = Total number of Central Line
Days
Reporting Frequency:
Baseline :
2019: 3.57
2020: 2.4
2021: 2.6
Yearly Target
2022
2023
2024
2025
2.21
–
–
–
2021-2025 KSMC Corporate Strategy Plan
64
Corporate KPI | Service Delivery &
Accessibility
KPI Name :
Percentage Of ED Patients
Disposition Or Discharged
Within 4 Hour
Goal:
KPI Owner:
Smart objectives:
Assistant Chief Medical Officer
Provide Broader & Better Access
to Tertiary Care
Increase patient disposition or
discharge
Description :
This indicator measures the percentage of ED patients admitted to KSMC
within 4 hours or discharged “Door to door”
Data Source:
Data Warehouse and Statistics
Measurement Unit:
Percentage
Reporting Frequency:
Quarterly
Calculation Method:
(X/Y)*100
X = Total number of KSMC ER
patients discharged/disposition
within 4hrs
Y = Total number of KSMC ER
patients visits
Baseline :
2019: 78.6%
2020: 68.62%
2021: 74%
Yearly Target
2022
2023
2024
2025
80%
85%
90%
95%
2021-2025 KSMC Corporate Strategy Plan
65
Corporate KPI | Service Delivery &
Accessibility
KPI Name :
Goal:
Percentage Of KSMC ED Patients
Admitted Within 4 Hours To ICU
Provide Broader & Better Access
to Tertiary Care
KPI Owner:
Smart objectives:
Assistant Chief Medical Officer
Increase ED patient admission to
ICU
Description :
To measure the percentage of KSMC ED patients admitted within four
hours to ICU “from medical decision to physical disposition in bed“
Data Source:
Data Warehouse and Statistics
Measurement Unit:
Percentage
Reporting Frequency:
Quarterly
Calculation Method:
(X/Y)*100
X = Total number of KSMC ER
patients admitted within 4 hours
to ICU
Y = Total number of KSMC ER
patients admitted to ICU
Baseline :
2019: 55.56%
2020: 56.09%
2021: 49.9%
Yearly Target
2022
2023
2024
2025
65%
80%
85%
90%
2021-2025 KSMC Corporate Strategy Plan
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Corporate KPI | Service Delivery &
Accessibility
KPI Name :
Goal:
Days to Third Next Available
Appointment (3NA)
KPI Owner:
Associated Executive
Director of Patient Affairs
Provide Broader & Better Access
to Tertiary Care
Smart objectives:
Decrease number of days to 3NA
for specialty care
Description :
To measure the percentage of 1st time routine appointment received in
specialized medical disciplines within 2 weeks
Data Source:
Calculation Method:
Data Warehouse and Statistics
Number of calendar days until third next
available appointment for a primary care
office visit, and Specialty Care Visit (2
counts)
Measurement Unit:
Days
Inclusion: (weekends and days off) to the
third next available appointment for a
routine office visit with a primary or
specialty care practitioner.
Reporting Frequency:
Monthly
Baseline :
Exclusion:
Blocked-off spots for urgent visits
Anesthesiology and pathology Outpatient
clinics of administrative nature
2019:
2020: new KPI
2021: 2)
KPI
Improve Patient Safety
Reduce the percentage of Hospital Acquired Pressure Ulcers
Reduce the Hospital Acquired Pressure Ulcer by activating the Wound Team, updating the Clinical Practice Guidelines and providing
the appropriate dressing supplies.
CNO
Estimated Cost
TBD
– Activate the Wound Team
– Availability of the updated the Clinical Practice Guidelines
– Availability of the appropriate dressing supplies
– Unavailability of qualified staff
– Updated Clinical Practice Guidelines is not meeting the quality standards
– Inappropriate dressing supplies
Estimated
Duration
6 months
Strategic Initiative
KSMC
Sub-Goal
Improve Patient Safety
Name
Zero Patient Fall in KSMC
Scope &
Description
Owner
Expected
Outcomes
Risks
KPI
Percentage Patient Falls with Injury
Decrease patient fall rate and injury that result from patient falls by identifying patient with high risk for fall, providing educational
material and by improving infrastructure.
CNO
Estimated Cost
– Signage and fall risk stickers
– Education material to prevent fall.
– Awareness sessions for patients and nurses
– Low quality material
– Less effective educational materials
– Budget allocation
TBD
Estimated
Duration
– Equip patient’s bathroom with safety measures.
– Equip all patient’s room with functional call bell
6 months
Value Based
Healthcare
Building an efficient value-driven organization,
by optimizing operational efficiency, delivering
evidence based healthcare services, acquiring
national/international clinical accreditations,
along with investing and supporting the clinical
research and innovation as a pathway to clinical
excellence
Champions:
Chief Organization Development Officer
Chief Medical Officer
2021-2025 KSMC Corporate Strategy Plan
75
Corporate KPI | Value Based Health
Care
KPI Name :
Goal:
Rate of Severe Adverse Events
Improve Patient Safety
KPI Owner:
Director of QMPSA
Smart objectives:
Decrease Severe Adverse to less
than 10%
Description :
This measures the rate of inpatient severe adverse events reported by providers.
Severe adverse events are those that caused severe harm to the patient and
categorized as major, catastrophic, serious or sentinel, according to the Saudi Patient
Safety Taxonomy (S-PST) or the Severity assessment Code (SAC) scoring
Data Source:
QMPSA
Calculation Method:
(X/Y)*1000
X= Number of inpatient severe
adverse events X1000
Y= Total length of stay for all
inpatients
Measurement Unit:
Rate
Reporting Frequency:
Quarterly
Baseline :
2019: 0.12
2020:0.09
2021:0.07
Yearly Target
2022
2023
2024
2025