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      Transformation of health care and the new model of care in Saudi Arabia: Kingdom’s Vision 2030

      research-article
      1 , 2 , 3
      Journal of Medicine and Life
      Carol Davila University Press
      Saudi Arabia, global health, organizational models, health policy, delivery of health care, KPI – Key Performance Indicator, VRP – Vision Realization Program, NTP – National Transformation Program, MOC – Model of Care, MOH – Ministry of Health, ACO – Accountable Care Organization, SOC – Systems of Care, VRO – Vision Realization Office, CDG – Care Design Group, CDC – Center for Disease Control, KSA – Kingdom of Saudi Arabia, KSMC – King Saud Medical City, Riyadh, KFMC – King Fahad Medical City, Riyadh, KKESH – King Khalid Eye Specialist Hospital, Riyadh, KAMC – King Abdullah Medical City, Mecca, KFSH-D – King Fahad Specialist Hospital, Dammam, CBAHI – The Saudi Central Board for Accreditation of Healthcare Institutions

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          Abstract

          The Kingdom of Saudi Arabia espoused “Vision 2030” as a strategy for economic development and national growth. The vision demonstrated the Kingdom’s objectives to become a pioneer nation globally by achieving three main goals: a vibrant society, a thriving economy, and an ambitious nation. To fulfill this, the Kingdom launched a national transformation program (NTP) as outlined in “vision 2030” in June 2016. The health care transformation is one of the eight themes of the NTP’s. The history of health care facilities in the Kingdom is almost a century. Although the Kingdom has made notable progress in improving its population’s health over recent decades, it needs to modernize the health care system to reach the “vision 2030” goal. This article aims to describe the new Model of Care (MOC) according to the recent Saudi health care transformation under the Kingdom’s vision 2030. The MOC concept started with understanding the current state and collecting learnings. It is based on the six systems of care (SOC)- keeping well, planned procedure, women & children, urgent problems, chronic conditions, and the last phase of life. The SOC is cut across different “service layers” to support people’s stay well and efficiently get them healthy again when they need care. The new MOC describes a total of forty-two interventions, of which twenty-seven split across the six SOC and the rest fifteen cut-across the multiple SOC. Implementation of all MOC interventions will streamline the Saudi health care system to embrace the Kingdom’s “vision 2030”.

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          Global status report on noncommunicable diseases 2014

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            The changing face of healthcare in Saudi Arabia

            Many countries now struggle to provide cost-effective, quality healthcare services to their citizens. Saudi Arabia has experienced high costs along with concerns about quality of care in its public facilities. To address these issues the country is currently restructuring their healthcare system to privatize public hospitals and introduce insurance coverage for both foreign workers and citizens. The changes provide an interesting and insightful case for the challenges in radically changing a country’s healthcare system. The situation also demonstrates a unique case in the Middle East for greater reliance of the private sector to address rapidly escalating healthcare costs and deteriorating quality. The complexity of changing a healthcare system is discussed with the many challenges associated with the change.
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              Healthcare human resource development in Saudi Arabia: emerging challenges and opportunities—a critical review

              Background Saudi Arabia is currently passing through a transformational phase. There is a huge demand on the Saudi healthcare system to provide better healthcare facilities to the rapidly increasing Saudi population, as well as the growing elderly population. Lack of trained healthcare professionals and heavy reliance on foreign workers are significant aspects for policymakers to consider and deal with. It is also important to re-examine the healthcare Human Resource Development (HRD) initiatives so as to provide a huge reserve of healthcare professionals with appropriate learning and competence. Method This paper is a critical review based on secondary data collected from various sources including databases, reports, articles, books, government documents and earlier research undertaken in this regard. The paper is an attempt to document and evaluate the various steps suggested and undertaken by the new strategic plan, Vision 2030, and consequently documented in the National Transformation Program (NTP) adopted in April 2016 in the healthcare HRD sphere in Saudi Arabia. Results It has been shown that appropriate HRD capacity building needs to be adopted along with the aggressive policy regulation. It is also important to ensure that future health sector investment meets the needs of local healthcare HRD. Saudization and the adoption of the ‘Nitaqat’ program have played an effective role in pushing the Saudization targets in the private sector, and there is a huge scope for the absorption of young trained Saudi boys and girls in the healthcare sector. Conclusion Vision 2030 adopted in 2016 is a testimony to a revolutionary step undertaken by the government and that the healthcare sector is also passing through a major shift in its approach and execution. Vision 2030 has come out with a very clear sense of direction to the healthcare sector, and the projected shift from the existing one-third to two-third Saudi-to-foreigner workforce ratio by the year 2030 needs to be adopted carefully to turn the healthcare HRD challenges into opportunities.
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                Author and article information

                Journal
                J Med Life
                J Med Life
                JMedLife
                Journal of Medicine and Life
                Carol Davila University Press (Romania )
                1844-122X
                1844-3117
                May-Jun 2021
                : 14
                : 3
                : 347-354
                Affiliations
                [1. ]Trauma Center, King Saud Medical City, Riyadh, Saudi Arabia
                [2. ]Medical Management Consulting, Birkdale, Queensland, Australia
                [3. ]Department of Trauma, University Medical Center Utrecht, Utrecht, The Netherlands
                Author notes
                [* ] Corresponding Author: Sharfuddin Chowdhury, MBBS, MMed, FCS(SA), FACS, Director of Trauma Center, King Saud Medical City, Riyadh, Saudi Arabia. Phone: +966114355555 (Ext: 1385) E-mail: s.chowdhury@ 123456ksmc.med.sa
                Article
                JMedLife-14-347
                10.25122/jml-2021-0070
                8321618
                34377200
                78b38007-b7f0-45b8-bb66-14db665e65a7
                ©2021 JOURNAL of MEDICINE and LIFE

                This article is distributed under the terms of the Creative Commons Attribution License ( http://creativecommons.org/licenses/by/3.0/), which permits unrestricted use and redistribution provided that the original author and source are credited.

                History
                : 04 February 2021
                : 11 April 2021
                Categories
                Original Article

                Medicine
                saudi arabia,global health,organizational models,health policy,delivery of health care,kpi – key performance indicator,vrp – vision realization program,ntp – national transformation program,moc – model of care,moh – ministry of health,aco – accountable care organization,soc – systems of care,vro – vision realization office,cdg – care design group,cdc – center for disease control,ksa – kingdom of saudi arabia,ksmc – king saud medical city,riyadh,kfmc – king fahad medical city,kkesh – king khalid eye specialist hospital,kamc – king abdullah medical city,mecca,kfsh-d – king fahad specialist hospital,dammam,cbahi – the saudi central board for accreditation of healthcare institutions

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