Accelerated transformation programme for healthcare services: structure, function and the lessons learnt.
| Autor: | Riley AJ; International Healthcare, Strategy and Transformation Advisor, Tamel Limited, England, UK., AlShammary SA; Palliative Care, Comprehensive Cancer Center, King Fahad Medical City, Riyadh, Saudi Arabia., Abuzied Y; Nursing, Rehabilitation Hospital, King Fahad Medical City, Riyadh, Saudi Arabia yabuzied2@gmail.com., Al-Amer R; School of Nursing, Yarmouk University, Irbid, Jordan., Bin-Hussain I; Pediatrics, College of Medicine, Alfaisal University, Riyadh, Saudi Arabia., Alwaalah M; Cluster Development, Health Holding Company, Riyadh, Saudi Arabia., Alshammari K; Internal Medicine, College of Medicine, Al Imam Mohammad Ibn Saud Islamic University, Riyadh, Saudi Arabia., AlQumaizi KI; Family Medicine, College of Medicine, Almaarefa University, Riyadh, Saudi Arabia. |
|---|---|
| Jazyk: | angličtina |
| Zdroj: | BMJ leader [BMJ Lead] 2024 Jul 01; Vol. 8 (2), pp. 102-110. Date of Electronic Publication: 2024 Jul 01. |
| DOI: | 10.1136/leader-2023-000851 |
| Abstrakt: | 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. Competing Interests: Competing interests: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article. (© Author(s) (or their employer(s)) 2024. Re-use permitted under CC BY-NC. No commercial re-use. See rights and permissions. Published by BMJ.) |
| Databáze: | MEDLINE |
| Externí odkaz: |
|