Accelerated transformation programme for healthcare services: structure, function and the lessons learnt

Abstract

The Kingdom of Saudi Arabia's (KSA) Ministry of Health's (MOH) healthcare transformation strategy aims to improve the quality of life of Saudi citizens in line with the 'Vision 2030' strategic objectives. The MOH is reforming the way healthcare will be managed in the future and is in the process of transferring healthcare service delivery responsibilities to clusters with ratified boards, while also moving the MOH from a provision of service model to a regulatory one. Several early pathfinding clusters were initiated in the eastern central and western regions. To ensure northern and southern regions were not left behind, the early innovation, while awaiting cluster nomination status, the northern and southern business units of Health Holding Company implemented the accelerated transformation programme (ATP). The ATP's remit was to develop capabilities and stimulate local engagement and ownership in the healthcare transformation process. This paper summarises the process of healthcare transformation undertaken in the northern and southern regions of KSA to date. It reviews the success in engaging with local healthcare professional communities in a standardised way and the learning from previous clusters, and elaborates on emerging implementation issues and how we may overcome them and introduce the lessons learnt from this journey.

Keywords: care design; continuous improvement; development; health system; healthcare planning.

Figure 1. The accelerated transformation programme (ATP) structure. BU, business unit; HR, Human Resources; LTSP, long-term strategic plan; MOH, Ministry of Health; NBU, Northern BU; RHD, Regional Health Directorate; SBU, Southern BU; SME, subject matter expert; TMO, Transformation Management Office; LMEs, Local Subject Matter Experts

Figure 2. Flow chart of the sequence from handover to cluster chair announcement (Ministerial Resolution 1). DRM, delivery review meeting; SME, subject matter expert; Steerco, steering committee; TMO, Transformation Management Office; LMEs, Local Subject Matter Experts

Figure 3. A summary of the ATP achievements in different workstreams. ACO, Accountable Care Organization; ATP, accelerated transformation programme; BU, business unit; DRMs, delivery review meetings; HR, Human Resources; KPI, key performance indicator; LTSP, long-term strategic plan; MR1, Ministerial Resolution 1; N&S, north and south; NBU, Northern BU; PACS, Picture Archiving and Communication System; PHCs, primary healthcare centres; PHM, population health management; PMO, Project Management Office; RHD, Regional Health Directorate; SBU, Southern BU; SME, subject matter expert; SMO, Strategy Management Office; Steerco, steering committee; TMO, Transformation Management Office; VRO, Vision Realization Office; CPU,Capacity Planning Training; Unit; LMEs, Local Subject Matter Experts