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Pecha kucha sultan bin abdulaziz humanitarian city(1)
- 1. Sultan Bin Abdulaziz Humanitarian City ‘Helping People to Help Themselves’
- 2. Full support
- 3. Largest Medical Rehabilitation in the Middle East
- 4. Resources
- 6. Patient Volumes (2002-2011) 70,000 61,473 60,598 60,000 58,461 58,494 54,684 49,565 50,000 40,000 Volume 31,649 30,000 22,929 20,000 12,796 10,000 219 0 Y2002 Y2003 Y2004 Y2005 Y2006 Y2007 Y2008 Y2009 Y2010 Y2011 Year Growth
- 9. Challenges
- 10. Challenge: To be a self-sustaining organization
- 11. Recommendation: To attain self-sustenance
- 12. Challenge: Market competitiveness of healthcare services
- 13. Recommendation: Healthcare services to become competitive
- 14. Challenge: Sustaining the quality of healthcare programs
- 15. Recommendation: To continue with the high quality of services
- 16. Challenge: Difficulty in recruiting and retaining healthcare talents
- 17. Recommendation: To strengthen the workforce
Hinweis der Redaktion
- The Sultan Bin Abdulaziz Humanitarian City Rehabilitation Hospital and Medical Center (The City) has been established by the HRH Prince Sultan Bin Abdulaziz Al Saud in 1996 with a mission, “Helping People to Help Themselves” and a vision, “To be an Internationally Recognized Center of Excellence in Rehabilitation and Related Healthcare Services”. Its operations formally began in October 2002.
- The City is fully supported by the Sultan Bin Abdulaziz Al Saud Foundation through the active participation of the Board of Trustees composed of 8 members including the Chairman and the Secretary General. The Foundation never ceases to provide the needed funds for the City’s daily operations as well as payments for the treatment of patients through the Patient Treatment Fund.
- The City is now considered as the largest Medical Rehabilitation in the Middle East and is receiving numerous awards and commendations for the quality of care given to the differently-abled patients.
- The City has the necessary physical infrastructure that includes a safer environment for both patients and staff, an advanced Hospital Information System and other healthcare technologies. It also employs a team of medical specialists, nursing and rehab staff as well as administrative and other support staff.
- Patients are assured that they can receive high quality of care that is at par with the international standards in the Kingdom of Saudi Arabia. There will be no need for patients to be sent abroad by the government and their families for excellent rehabilitation treatment.
- Almost over the past decade, the City cared for more and more patients each year because of its great efforts in making the Saudi community as well as the other Arab countries understood the benefits of rehabilitation. The City created its Strategic Plan which will facilitate the attainment of its vision in the coming years.
- Before the world economic crisis that began in 2008, the City, with the full support of the Foundation, has made several business collaborations within the Saudi Arabia with both private and public organizations as well as the other government agencies in the GCC region for the development of patient care programs. That’s why the City continues to sustain its operations until this day.
- The City has developed a 5-year Strategic Plan and it details all the objectives and future plans with the main aim to attain its vision. The concerned staff together with the guidance and support of the management and the Foundation began the implementation of the indicated strategies.
- Like so many other organizations, the City also faces so many challenges over the years and is taking extra efforts in order to resolve the issues that are related to its operations and patient care activities.
- As mentioned, the Foundation continuously provides the funds for the daily operations of the City. It also sponsors the treatments of the patients through the Patient Treatment Fund as well as through the private offices of the Founder’s sons.
- It is recommended that the City should continue with the cost containment initiatives being implemented throughout the hospital. It has to increase the number of the non-Founder clients through program collaboration and for treatment coverage. The City will also need to maximize the utilization of its available resources.
- There is a growing number of new rehab hospitals being built in the Kingdom of Saudi Arabia and these hospitals are offering rehab programs and services that are similar to the City’s programs. And most of them are easily accessible to the patients because of its strategic location within the main urban areas.
- It is advised that the City is to recruit high caliber team of medical specialists and rehab care staff who can bring in new ideas in creating new programs and developing further current healthcare services. An updated market study about the status of current healthcare and rehab services can support in developing a unique and an improved programs and services. Also, developing a price package with contracted clients could also help. An outpatient clinic to be established downtown could increase access to the City’s services.
- The City has acquired the accreditation statuses from both the Joint Commission International and the Commission on Accreditation of Rehabilitation Facilities and re-accreditation will take place after 3 years. Staff turnover may have a negative impact on the continuum of the quality of care given to patients and some may become slackened because of the long period of waiting.
- The City is recommended to continue with the educational sessions with staff regarding the JCI and CARF standards. Staff can be given rewards for an outstanding work being done for a patient. Attracting and retaining the talented staff by offering them educational opportunities, better compensation packages, and opportunities to grow in their positions.
- Having the right kind of talent in the hospital is crucial in order to sustain the operations and maintain the level of care given to the patients as well as expand business through collaborations and program development. The City is having a difficulty in attracting new and retaining excellent healthcare providers because of market competition.
- The City will benefit from providing the employees the necessary career development paths for each position as well as providing the educational opportunities for them to improve in their clinical skills. The staff succession plan shall be strongly implemented. Improving the salary and non-monetary benefits for staff that are competitive with the market could help in retaining and recruiting the excellent staff.
- This concludes my presentation and I would like to thank Sultan Bin Abdulaziz Humanitarian City for giving me this wonderful opportunity to work with them for this project and for giving me their trust. It would give me so much pleasure if the City could look into the recommendations contained in this presentation that might be of help in achieving their goals.