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Aligning the QMS with a National Vision

Dr. Tim O'Hanlon, Strategic Advisor, Ascend Healthcare Solutions, Birmingham, WMD, UK

Co-Speaker: Dra. Dalia Khan

Keywords: Organizational Context, Advanced Analytics, Risk Based Thinking, Corrective Action

Industry: Healthcare

Level: Advanced

Abstract

The National Healthcare Command Center (NHCC), based in Riyadh in Saudi Arabia, is striving to become a global reference in utilizing real-time health system data and advanced analytics for decision-making and performance improvement. It is a Saudi health intelligence arm that triggers decisions and interventions through advanced analytics on multi-sourced real-time data and is fostering winning partnerships with stakeholders, through proactive communication, to contribute to health system strengthening. Real-time data gathered and linked from multiple sources are utilized to achieve a better and wider value when they are analyzed to describe, diagnose, predict and prescribe a situation and corresponding response, therefore informing comprehensive decisions and interventions.

The NHCC impact lies in health system strengthening across the Kingdom by adopting a continuous learning environment and contributing to the delivery of integrated healthcare services and a people centered healthcare system in a proactive and preventive manner.

From the outset, the NHCC wanted to drive operational excellence and business continuity by ensuring the previous silos, across a huge organization and network of more than 200,000 staff, throughout the supply chain. worked in an agile manner, using a single source of truth, in their dialogue and decision making.

As part of the organizational context the mission of the NHCC is aligned with the Kingdom’s Vision 2030 which has 4 key, National transformation objectives, for healthcare

1.         Ease access to health services

2.         Improve quality and efficiency of healthcare services

3.         Promote prevention against health risks

4.         Enhance traffic safety (KSA 35.94 deaths per 100,000 population. USA 12.67. WHO data 2019).

The NHCC had the scope, data and expertise to significantly influence all of these objectives and when Covid19 became a global threat, the NHCC

The implementation of an effective quality management system is integral to the translation of data into insights that senior leaders can use to make evidence-based decisions about current and future activities in healthcare. This agility of the NHCC was demonstrated when, within a few weeks, it was able to support the oversight of tracking and tackling the pandemic; facilitating international workshops to share learning with the USA, Canada, UK and the Netherlands and improving visibility of ICU beds, ventilators, vaccines and resources.

The NHCC now provides healthcare data analysis for primary, secondary, tertiary and public healthcare across the Kingdom, as well as providing insights into actions required for the whole supply chain and resourcing models. The approach, under the governance of the QMS has been effectively franchised into regional centers which deal with the day-to-day actions to improve healthcare delivery, allowing the NHCC to focus on improving the overall national healthcare outcomes and national misinformation initiatives of improving access to healthcare, improving quality and efficiency and accelerating a preventive healthcare agenda.

The NHCC consists of 7 operational centers that have on permanent displays 88 dashboards which drive improvement tickets everyday to specific locations where performance is not meeting expectations or is showing unexplained sources of variation – this includes time-to-time and place-to-place variation.

As part of understanding organizational context, extensive stakeholder analysis was undertaken as part of the QMS implementation. Teams were involved in the development of the 19 SOPs used in the center, which are complemented by IPOMs (interactions, Processes and Operating Mechanisms) that provide rigor in the conversion of data into improvement tickets and subsequently closure of root causes of problems.

There are 16 strategic initiatives activated to deliver the NHCC’s vision and mission and these are cascaded from 5 strategic goals

1.         Strengthen the health system

2.         Spearhead technology and innovation

3.         Improve performance and decision making

4.         Grow and expand reach

5.         Ensure operational excellence and business continuity

All the leaders in the NHCC have completed assessment profiles such as DISC ® to enable competency development that underpins the desired culture for the center and the CEO has been trained as an internal ISO 9001 auditor, including successfully completing the examination.

The QMS is the main component of one of the 5 strategic objectives – “To ensure excellence and business continuity”. In turn, this has led to extensive risk-based thinking, dashboard design, change management, competency development, e-document sharing, communications and improvement methodologies.















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(*) based on previous conference attendance






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