Dr. Ahmed Al Enizi, CEO, King Saud Medical City
King Saud Medical City establishes improved model for patient care
In this Global Platform video, Dr Ahmed Al Enizi, CEO of King Saud Medical City, talks about the changes and improvements being made to models of patient care and the introduction of corporatisation to the health sector. Corporatisation has decreased wait times for medical procedures significantly, and is helping to promote competition and transparency. In this way, the Kingdom is enhancing the efficiency of the sector and improving the quality of care that is provided.
King Saud Medical City is the largest institute under Ministry of Health, Saudi Arabia. We have a capacity of 1400 beds over all the city and we have 9700 talented employees. One of the most important projects at the level of transformation is the model of care. It is patient-centred, patient-focused, so the patient pathway will be clear from the primary care, to the secondary care, to the tertiary care. We have six branches of model of care: to keep you well, to manage chronic disease, urgent care, the late-phase care and safe pair. Now, each cluster should cover all the six models of care, and this is one of the best things from a transformation point of view. The introduction of corporatisation in the health sector, will promote competition and transparency. And thus, enhance the capability efficiency and also the productivity of the care, and increase the options available to the citizens in addressing the mandate for corporatisation. The Medical City is working hard to reach that level, and be an accountable care organisation, which will be aligned with the cluster vision and the transformation. The Saudi Registry for Trauma is unique. It was just presented in February 28, 2019 during the first Saudi National Trauma Conference. Just recently, in February 2019, we signed the agreement with the Centre of Spending Efficiency, for building Tower 3 in King Saud Medical City. Tower 3 is mainly meant for trauma. The project will start during 2019 and the building time is expected to be three years. By the end of 2022, we will have a trauma building with 474 beds. We made an agreement with Saudi Telecom Company, to improve the infrastructure of our city, and this took more than year. It is now almost 95% done. If you have a lot of patients like King Saud Medical City, you have focus on research and development. We do have our partner, which is Alfred Hospital from Australia. Last year, we published 126 papers. The most important thing in your daily work is to measure what you are doing. Our performance improvement unit and our KPI are related to our goals. We have also Ministry of Health KPIs. A remarkable achievement was made in 2016. At that time, we had a long waiting time for our routine operations. It was around 646 days. We conducted a root cause analysis, we checked all the barriers, we checked what the priority is for us, from the patient affair side, from the operation department side and from the operation coordination side. We reached 43 waiting days for routine operation time, which was really a big achievement. The most difficult part is retention of people, especially from the nursing point of view. To do this you have to have satisfaction on all levels, especially from on the employee side. The other thing which is very important is to empower our people and to improve them. Investment in people is the most important thing you have to do in your career.