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

 
58  
 
Specialized  
 

Ter6ary  
Hospitals  

Secondary    

216  General  Hospitals  

 

Primary  
 

2325  Health  Centers  

 
 Current  Structure  of  Healthcare  System  
Hospitals    

152  (17428  Beds)  

Ministry  of  Health  
274  (41835  Beds)  
Other  Governmental  Sector  
44  (11581  Beds)  
Private  Sector  

470  Hospitals  -­‐  22.3  Beds/10.000  popula6on  

 Current  Structure  of  Healthcare  System  

Healthcare Financing

  Government  budget  (SAR) MOH  budget  (SAR) %

Year
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.
Vibrant  
Society  

Thriving  
Economy  

Ambi8ous  
Na8on  
 How  to  Achieve?    
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.
 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  
 

Strategic Objective (1)

 
Acceptability  
Increase private sector KPI  
Equitability  
share of spending on Percentage  of  private  sector  in   Timely  
health care   contribu6on  in  total  health  spending        
 
 
 Na6onal  Transforma6on  Program  2020  
 

Strategic Objective (2)

 
KPI  
Enhance optimum Efficiency  
utilization of resources   Average  value  of  opera6ng  expenses    
for  every  new  inpa6ent  admission  
 
 Na6onal  Transforma6on  Program  2020  
 

Strategic Objective (3)

 
Efficiency  
Increase use of KPI  
Effec6veness  
Information Parentage  of  Saudi  ci6zens  who   Safety  
Technology   have  a  unified  electronic  medical  record      
 
 
 Na6onal  Transforma6on  Program  2020  
 

Strategic Objective (4)

Increase training and

development Effec6veness  
KPI  
opportunities for Safety  
physicians in local and
Number  of  Saudi  resident  physicians   Pa6ent-­‐Centeredness  
who  are  enrolled  in  training  programs  
international institutes
 Na6onal  Transforma6on  Program  2020  
 

Strategic Objective (5)

Increase numbers of KPI   Effec6veness  

Saudi nurses and health Na6onaliza6on  
Number  of  Saudi  nurses/health  
allied professionals  allied  professionals  
 per  100,000  popula6on  
 Na6onal  Transforma6on  Program  2020  
 

Strategic Objective (6)

 
 
Safety  
Improve healthcare KPI  
Timely  
services in ER and ICU Percentage  of  pa6ents  who  receive   Effec6veness  
emergency  or  urgent  care  with  medical  
decision  (admission/transfer/discharge)  in    
 
less  than  4  hours          
 Na6onal  Transforma6on  Program  2020  
 

Strategic Objective (7)

 
Public  Health  
Improve healthcare KPI   Accessibly  
services in primary care Efficiency  
Number  of  annual  visits  per  capita  
centers to  primary  care  centers   Effec6veness  
 
 Na6onal  Transforma6on  Program  2020  
 

Strategic Objective (8)

Improve infrastructure,  
facility management, KPI   Safety  
and safety standards in Number  of  licensed  MOH  and  private  
Effec6veness  
healthcare facilities medical  facili6es    
 Na6onal  Transforma6on  Program  2020  
 

Strategic Objective (9)

 
Attain acceptable Acceptability  
waiting time across all KPI  
Timely  
stages during health Percentage  of  appointments  given   Effec6veness  
care delivery in  medical  specialty  within  4  weeks  
(average  for  all  specialty  clinics)    
 Na6onal  Transforma6on  Program  2020  
 

Strategic Objective (10)

 
Improve governance in Effec6veness  
healthcare system to KPI   Safety  
enhance accountability Accountability  
Percentage  of  healthcare  facili6es    
with regards to quality and providing  performance  and  quality   Performance  
patient safety issues reports      
 Na6onal  Transforma6on  Program  2020  
 

Strategic Objective (11)

 
Adopt national plan for  
emergency response to KPI   Public  Health  
public health threats Crisis  Management  
WHO  emergency  readiness  
according to international assessment  score    
standards  
 Na6onal  Transforma6on  Program  2020  
 

Strategic Objective (12)  

 
 
Efficiency  
KPI   Acceptability  
Identify additional
revenues Total  revenue  generated  from  
Equitability  
private  sector       Timely  
 
 
 
 Na6onal  Transforma6on  Program  2020  
 

Strategic Objective (13)

 
 
Improve public health KPI   Public  Health  
services with focus on Efficiency  
Percentage  of  smoking  incidence  
obesity and smoking Percentage  of  obesity  incidence          
 
 Na6onal  Transforma6on  Program  2020  
 

Strategic Objective (14)

 
 
 
Improve healthcare Accessibility  
services provided to KPI  
Effec6veness  
patients after discharge Percentage  of  pa6ents  who  receive   Efficiency  
from hospitals home  care,  rehabilita6on  care,  and  
long-­‐term  care  within  4  weeks  of  discharge      
 
 
 Na6onal  Transforma6on  Program  2020  
 

Strategic Objective (15)

 
 
KPI  
Improve safety principles Safety  
Parentage  of  hospitals  that  meet  the    
US  median  rate  for  pa6ent  safety  culture    
 
 Model  of  Care  
 
Preven8ve  
Care  
Maternity  &  
Child  Care  

Pallia8ve  Care   Chronic  

Disease  Care  

Elec8ve  Care  
Emergency  
Care  
Ul6mate  Goal  
 
‫«يظ ل ‪  ‬الق ط اع ‪  ‬الص ح ي ‪  ‬من ‪  ‬أبرز ‪  ‬اهت م اماتن ا‪   ،‬فالدولة ‪  ‬مس ؤولة ‪  ‬عن ‪  ‬توفي ر ‪  ‬الرعاية‪  ‬‬
‫الصحي ة ‪  ‬الالئق ة ‪  ‬للمواطنني‪   ،‬ولق د ‪  ‬واصلن ا ‪  ‬توفي ر ‪  ‬أوجه ‪  ‬الدعم ‪  ‬لهذا ‪  ‬القطاع‪   ،‬البشرية‪  ‬‬
‫واملالية‪  ،‬مما‪  ‬أسهم‪  ‬في‪  ‬رفع‪  ‬مستوى‪  ‬هذه‪  ‬اخلدمة‪  ‬مع‪  ‬تطلعنا‪  ‬إلى‪  ‬استمرار‪  ‬االرتقاء‪  ‬بها»‪  ‬‬
Thank you

11/17/17