Discussion

 

CASE 3: IMPLEMENTING A CAPACITY MANAGEMENT INFORMATION SYSTEM Doctors’ Hospital is a 162-bed, acute care facility located in a small city in the southeastern United States. The organization had a major fi nancial upheaval six years ago that resulted in the establishment of a new governing structure. The new governing body consists of an eleven-member authority board. The senior management of Doctors’ Hospital includes the CEO, three senior vice presidents, and one vice president. During the restructuring, the CIO was changed from a full-time staff position to a part-time contract position. The CIO spends two days every two weeks at Doctors’ Hospital. Doctors’ Hospital is currently in Phase 1 of a three-phase construction project. In Phase 2 the hospital will build a new emergency department (ED) and surgical pavilion, which are scheduled to be completed in eleven months. Information Systems Challenge The current ED and outpatient surgery department have experienced tremendous growth in the past several years. ED visits have increased by 50 percent, and similar increases have been seen in outpatient surgery. Management has identified that inefficient patient flow processes, particularly patient transfers and discharges, have resulted in backlogs in the ED and outpatient areas. The new construction will only exacerbate the current problem. Nearly a year ago Doctors’ Hospital made a commitment to purchase a capacity management software suite to reduce the inefficiencies that have been identified in patient flow processes. The original timeline was to have the new system pilot-tested prior to the opening of the new ED and surgical pavilion. However, with the competing priorities its members face as they  478 · CHAPTER 14: HEALTH IT LEADERSHIP CASE STUDIES deal with major construction, the original project steering committee has stalled. At its last meeting nearly six months ago, the steering committee identified the vendor and product suite. Budgets and timelines for implementation were proposed but not finalized. No other steps have been taken. Discussion Questions 1. Do you think the absence of a full-time CIO has had an impact on this acquisition project? Why or why not? 2. What steps should the CIO take to ensure that the capacity management system will be purchased and implemented? What do you see as the critical first step in this process? Why? 3. Discuss who you think should serve on the project steering  committee. Who should serve as chair? Why?  4. At this point, what do you think is a realistic time frame for implementation of the capacity management system? What steps can be taken to ensure the new timeline is met despite competing priorities?  

 Discuss how this case can be applied to the goals of the Kingdom’s Vision 2030.  

Saudi Vision for Health Care

Dr.
 Bandar
 Alsaedi

Vice
 President
 for
 Opera6on,
 AMI
 Saudi
 Arabia
 Ltd.
 

 

Board
 Member
 of
 the
 Saudi
 Society
 of
 Health
 Administra8on
 

Article 27
“The state guarantees the rights of the citizen

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

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

health care for each citizen”.

Current
 Structure
 of
 Healthcare
 System
 

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

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

organized manner

Current
 Structure
 of
 Healthcare
 System
 

Levels of Healthcare Services in the MOH

 

 

 

Ter6ary
 

 

Secondary
 

Primary
 

58
 
Specialized
 
Hospitals
 

 

216
 General
 Hospitals
 

 

 

2325
 Health
 Centers
 

 

Current
 Structure
 of
 Healthcare
 System
 

274
 (41835
 Beds)
 
44
 (11581
 Beds)
 

152
 (17428
 Beds)
 

Hospitals
 
 

Ministry
 of
 Health
 

Other
 Governmental
 Sector
 

Private
 Sector
 

470
 Hospitals
 -­‐
 22.3
 Beds/10.000
 popula6on
 

Current
 Structure
 of
 Healthcare
 System
 

Healthcare Financing

 
Year

Government
 budget
 (SAR) MOH
 budget
 (SAR) %

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

Characteris6cs
 of
 Healthcare
 System
 

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

countries.

V
ib
ra
nt

 

So
ci
et
y
 

Th
ri
vi
ng

 

Ec
on

om
y
 

A
m
bi
8
ou

s
 
N
a8

on

 

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

How
 to
 Achieve?
 
 

Challenges
 to
 Saudi
 Arabia’s
 Healthcare
 System
 

 

Ø Considerable increase in population.

Ø Funding.

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

Ø Healthcare services provision in Hajj season.

Challenges
 to
 Saudi
 Arabia’s
 Healthcare
 System
 

 

Ø Shortage and maldistribution of health
professionals and facilities.

Ø Quality of healthcare services.

Ø Unreliable public primary healthcare services.

Ø Lack of Health Information System in
healthcare settings

Na6onal
 Transforma6on
 Program
 2020
 

 

Increase private sector
share of spending on

health care
 

 

 
Acceptability
 

Equitability
 
Timely
 

 

Strategic Objective (1)

KPI
 

Percentage
 of
 private
 sector
 in
 
contribu6on
 in
 total
 health
 spending
 
 
 
 

Na6onal
 Transforma6on
 Program
 2020
 

 

Enhance optimum

utilization of resources
 

 

 
Efficiency
 

 

Strategic Objective (2)

KPI
 

Average
 value
 of
 opera6ng
 expenses
 
for
 every
 new
 inpa6ent
 admission
 

Na6onal
 Transforma6on
 Program
 2020
 

 

Increase use of

Information
Technology
 

 

 
Efficiency
 

Effec6veness

 
Safety
 

 

Strategic Objective (3)

KPI
 

Parentage
 of
 Saudi
 ci6zens
 who
 
have
 a
 unified
 electronic
 medical
 record
 
 
 

Na6onal
 Transforma6on
 Program
 2020
 

 

Strategic Objective (4)

Increase training and

development
opportunities for

physicians in local and
international institutes

Effec6veness
 
Safety
 

Pa6ent-­‐Centeredness
 

KPI
 

Number
 of
 Saudi
 resident
 physicians
 
who
 are
 enrolled
 in
 training
 programs
 

Na6onal
 Transforma6on
 Program
 2020
 

 

Strategic Objective (5)

Increase numbers of

Saudi nurses and health
allied professionals

Effec6veness
 
Na6onaliza6on
 

Number
 of
 Saudi
 nurses/health
 

 allied
 professionals
 

 per
 100,000
 popula6on
 

KPI
 

Na6onal
 Transforma6on
 Program
 2020
 

 

Strategic Objective (6)

Improve healthcare

services in ER and ICU

 

 

Safety
 
Timely
 

Effec6veness
 

 

 

Percentage
 of
 pa6ents
 who
 receive
 
emergency
 or
 urgent
 care
 with
 medical
 

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

KPI
 

Na6onal
 Transforma6on
 Program
 2020
 

 

Strategic Objective (7)

Improve healthcare

services in primary care
centers

 
Public
 Health
 
Accessibly
 
Efficiency
 

Effec6veness
 

 

Number
 of
 annual
 visits
 per
 capita
 
to
 primary
 care
 centers
 

KPI
 

Na6onal
 Transforma6on
 Program
 2020
 

 

Strategic Objective (8)

Improve infrastructure,
facility management,

and safety standards in
healthcare facilities

 
Safety
 
Effec6veness
 

 

Number
 of
 licensed
 MOH
 and
 private
 
medical
 facili6es
 

KPI
 

Na6onal
 Transforma6on
 Program
 2020
 

 

Strategic Objective (9)

Attain acceptable

waiting time across all
stages during health

care delivery

 
Acceptability
 

Timely

 
Effec6veness
 

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

KPI
 

Na6onal
 Transforma6on
 Program
 2020
 

 

Strategic Objective (10)

Improve governance in
healthcare system to

enhance accountability
with regards to quality and

patient safety issues

 
Effec6veness
 

Safety
 
Accountability
 
Performance
 

 

Percentage
 of
 healthcare
 facili6es
 
 
providing
 performance
 and
 quality
 

reports
 
 

KPI
 

Na6onal
 Transforma6on
 Program
 2020
 

 

Strategic Objective (11)

Adopt national plan for
emergency response to

public health threats
according to international

standards

 

 

Public
 Health
 
Crisis
 Management
 

 

 

WHO
 emergency
 readiness
 
assessment
 score
 

KPI
 

Na6onal
 Transforma6on
 Program
 2020
 

 

Strategic Objective (12)

Identify additional
revenues

 

 

 

Efficiency
 
Acceptability
 
Equitability
 
Timely
 

 

 

 

Total
 revenue
 generated
 from
 
private
 sector
 
 
 

KPI
 

Na6onal
 Transforma6on
 Program
 2020
 

 

Strategic Objective (13)

Improve public health
services with focus on
obesity and smoking

 

 

Public
 Health
 
Efficiency
 

 

 

Percentage
 of
 smoking
 incidence
 
Percentage
 of
 obesity
 incidence
 
 
 
 

KPI
 

Na6onal
 Transforma6on
 Program
 2020
 

 

Strategic Objective (14)

Improve healthcare
services provided to

patients after discharge
from hospitals

 

 

 

Accessibility
 
Effec6veness
 
Efficiency
 

 

 

 

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

long-­‐term
 care
 within
 4
 weeks
 of
 discharge
 
 

KPI
 

Na6onal
 Transforma6on
 Program
 2020
 

 

Strategic Objective (15)

Improve safety principles

 

 

Safety
 

 

 

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

KPI
 

Model
 of
 Care
 

 

Preven8ve
 
Care
 

Chronic
 
Disease
 Care
 

Emergency
 
Care
 

Maternity
 &
 
Child
 Care
 

Elec8ve
 Care
 

Pallia8ve
 Care
 

Ul6mate
 Goal
 

 

»يظل 
القطاع 
الصحي 
من 
أبرز 
اهتماماتنا، 
فالدولة 
مسؤولة 
عن 
توفير 
الرعاية 

الصحية 
الالئقة 
للمواطنني، 
ولقد 
واصلنا 
توفير 
أوجه 
الدعم 
لهذا 
القطاع، 
البشرية 

واملالية، 
مما 
أسهم 
في 
رفع 
مستوى 
هذه 
اخلدمة 
مع 
تطلعنا 
إلى 
استمرار 
االرتقاء 
بها« 

Thank you

11/17/17