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 +)

  • Introduction (+)
  • Font size (30+)
  • . Too much writing on the slide (-
  • Background color

  • Graphs (+) lack of necessary graphs
  • Material comprehension (+)
  • Eye contact (+)
  • Interaction with audiences (+
  • Example / experiences / outside of the materials ideas (+)
  • Critique / recommendations (+)
  • Summary / Conclusion (+)
  • Time management (+)
  • 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
    66
    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

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