Description
create a digital transformation technology plan or road map for that business. should follow exactly same steps in Valley Fudge case analysis in everything including Technology Plan Outline , Business Model Canvas , SWOT analysis , Analysis of the Current Technologies and Systems , Competition Research and as is assessment follow attached document “Valley Fudge” document for www.kfshrc.edu.sa use the other documents attached as references
Unformatted Attachment Preview
KFSH&RC
Center of Digital
Health
Discussion Document
July, 2023
1
Our work aims to unlock value across the strategic pillars of
our AMC
Our role within the strategy
Mission
Creating hope, every day
Vision
To be the world-leading specialized healthcare provider of choice, driving cutting-edge innovations
Values
Excellence
Empathy
Integrity
Safety
Access and quality of
clinical care
Impact and innovation in
research and education
Operational excellence
Reputation and national
impact
• Achieve distinctiveness in
complex care
• Establish a globally leading
research hub across our
clinical focus areas
• Relentlessly drive
productivity and
efficiency gains
• Reposition KFSH&RC
and its brand locally,
regionally, and globally
• Provide access to all those
needing KFSH&RC’s care
• Grow international
medical tourism
• Become a world-leading
academic institution serving
our clinical and research
needs
• Drive national socioeconomic impact
Digital Excellence
People and Culture
Physical Assets
Financial Sustainability
Governance
2
Our aspiration
Become a leading digitally-enabled hospital
3
We enable strategic business
outcomes through 5 programs
Digital programs across our strategy
Access
and quality
of clinical
care
2
Impact &
innovation
in research
and
education
Operational
excellence
3
Reputation
and
national
impact
4
Digital Excellence
1
Accelerate Digital Health Strategic Growth & Impact
2
Assess and deploy efficient, secure and futureproof applications and digital infrastructure
2
3
Connect the continuum of care to enable
personalization and broader access
3
4
Build digital environment to enable world-class
research and education
2
5
Improve hospital operation through data-driven
decisions and automation
2
5
1
People and Culture
2
Physical assets
Financial sustainability
Governance
xx
# of initiatives
4
Digital Health Journey
Outside Hospital
Inside hospital
Health Journey
Life Expectancy KSA: 73 years (640,795 Hours)
Health
Wellness/
Prevention
Investigation
(Self-sourced)
Self Treatment
and Monitoring
Diagnosis
Treatment
Recovery
Follow-up
EHR
Journey within hospital: 122 Hours
EHR, Electronic Health Records
5
Program 9A: Accelerate Digital Health Strategic Growth &
Impact
1
PRELIMINARY
Budget (Mn SAR)
Program
Initiative
CapEx
OpEx
Transformation
45.0
7.0
–
Create a platform of
growth that supports
the acceleration and
digitalization across
KFSHRC hospital
(SPInE).
Establish Strategic Partner for Innovation and Excellence (SPInE) to:
2
Aggressively evaluate
emerging
technologies to
remain at the forefront
of digital excellence
through a Digital lab
Set up a center for technology that evaluates and pilots application of emerging
technologies such as Virtual Reality, Robotics, Quantum Computing, Digital Twin,
Metaverse, Blockchain, etc. across the organization; attain dedicated, talented team
and required equipment/technology for piloting
80.0
12.0
4.0
3
Establish an Industrial
Digital Health Chair
program in
coordination with a
academic institutes
Maximize technology transfer between top Health Tech academic and industry
institutes to bridge the gap between global technology experts and real-world
healthcare problems. The program will accelerate the impact of digital health
excellence on economy and quality of care. The program will enable field experts to
translate their ideas into minimal viable products, develop new technologies, and test
real-world solutions in partnership with KFSHRC experts.
–
60
2
1
Accelerate
Digital
Health
Growth and
Impact
Description
1. Meet the ambition of clinical services and RCRC Bio-Tech city by driving digital
solutions across the enterprise
2. Create a network of assets and/or partnerships inside and outside KSA to
accelerate innovation and adaption
3. Create digital health leadership and knowledge exchange programs
4. Build a ‘sandbox’ as a service for internal and external innovation
6
Program 9B: Assess and deploy efficient, secure and futureproof applications and digital infrastructure
2
PRELIMINARY
Budget (Mn SAR)
Program
Assess and
deploy
efficient,
secure and
future-proof
applications and
digital infrastructure
1.
Initiative
Description
CapEx
OpEx
Transformation
1
Technology refresh
across all software
and hardware
Conduct comprehensive assessment of current state across technology
(hardware, software and architecture); create roadmap for technology refresh
towards desired future state; implement roadmap
300.0
56.0
10.0
2
Data strategy and
governance
Establish a framework and action plan to manage data assets effectively,
including policy, process standards and guidelines for data management;
compliant with national guidelines and initiatives for data quality and security;
implement strategy and governance, ensuring compliance through change
management activities to encourage data-driven decision-making, data
literacy, accurate data collection and collaboration across all staff and
stakeholders
0
4.0
25.0
3
Cybersecurity
Offer cybersecurity, business continuity management, and disaster recovery
solutions to protect sensitive data, ensure continuity of operations, and
minimize the impact of security breaches or disasters, in alignment with NCA
requirements
75.0
20.0
6.0
4
Private cloud and
high-performance
computing (HPC)
Build private cloud with multiple tenants and high-performance computing
capabilities for KFSH&RC hosted services, providing easy, scalable access to
computing resources and applications; facilitates complex medical research,
drug discovery, and genetic analysis that require advanced computing power
200.0
40.0
10.0
5
Digital health
awareness and
talent attraction
Develop strategy to create awareness among employees and reflect the need
for digital talent, to attract candidates with a high level of ambition and
competence in digital health.
N/A1
N/A1
N/A1
Budget covered under Human Resources
7
Program 9C: Connect the continuum of care to enable
personalization and broader access
3
PRELIMINARY
Budget (Mn SAR)
Program
Connect the
continuum
of care to
enable
personalization and
broader
access
Initiative
Description
CapEx
OpEx
Transformation
1
Digital journey
tailored to the
patient’s needs with
eased access for
care providers
Optimize the experience of digital interaction, using a single primary channel
Digital Front Door (DFD) to connect, providing proactive services through
predictive analytics, and receiving information that is personalized; includes
remote patient monitoring, digital wayfinding and signage, chatbot, automated
scheduling capability, etc.
400.0
110.0
20.0
2
Health information
exchange
Connect with external healthcare systems and institutions to exchange
consumer health data and clinical information
45.0
34.0
4.0
3
Virtual care system
Build a platform for integration of remote data and real-time audiovisual
collaboration to enable virtual care delivery, both clinician-patient and clinicianclinician
200.0
50.0
10.0
8
Program 9D: Build digital environment to enable world-class
research and education
4
PRELIMINARY
Budget (Mn SAR)
Program
Build digital
environment
to enable
world-class
research
and
education
1.
Initiative
Description
CapEx
OpEx
Transformation
1
Data repository and
tools to facilitate
best-in-class
research
Combine anonymized datasets and an array of specific analytics tools onto a
single digital environment to empower researchers to generate research
insights and drive output
50.0
8.0
–
2
Virtual Academy
and simulation
hospital
Facilitate hosting of digital professional development courses for domestic and
international professionals, as well as a digital environment for clinical scenario
training and practice
N/A1
N/A1
N/A1
Budget covered under Education and CapEx
9
Program 9E: Improve hospital operation through data-driven
decisions and automation
5
PRELIMINARY
Budget (Mn SAR)
Program
Improve
hospital
operation
through
data-driven
insights and
automation
Initiative
Description
CapEx
OpEx
Transformation
1
Analytics tools,
visualization and
workflow integration
for data-driven
decision making
across operations
Capture and combine real-time data from operational parameters across the
institution and develop visualization capabilities (e.g., dashboards,CCC)
tailored to the needs of end-users; leverage AI and other applications to drive
key insights; integrate outcomes into workflows to support prediction and
decision making and ensure change management activities to maximize
translation into actions
100.0
12.0
10.0
2
Business process
review and
improvement
through automation
Analyze data processes and identify inefficiencies, bottlenecks, and
opportunities to improve and automate operational workflows (e.g., through
Robotic Process Automation) and reduce errors, allowing healthcare
professionals to focus on more complex tasks and patient care and enabling
cost and time savings across operational activities
50.0
7.0
20.0
10
Appendix
Program & initiative
(Yousef)
Presentation
All of the com
be considere
case of more
received)
Digital Health – Aspiration and Programs
Aspiration
Programs
Become a leading
digitally-enabled
hospital
Program 9A: Assess and deploy efficient,
secure and future-proof applications and
digital infrastructure
Program 9B: Connect the continuum of care
to enable personalization and broader
access
Program 9D: Improve hospital operation
through data-driven decisions and
automation
xx
# of initiatives
x
Transformation cost (MSAR)
5
626
3
575
2
180
Program 9C: Build digital environment to
enable world-class research and education
Program 9E: Digital innovation lab to
enable, deploy and promote national and
global digital health innovations and
partnerships
2
50
2
130
13
Module 9: Digital Excellence
Phase 1
FOR INITIATIVES 1.5 & 2.3 TIMELINE WILL NEED TO BE ALIGNED WITH PRIMARY MODULES
Initiatives
Assess and deploy
efficient, secure and
future-proof
applications and
digital infra-structure
2025
2026
2027
2028
2029
2030
Budget
(SAR Mn)
310
2 Data strategy and governance
25
3 Cybersecurity
81
4 Private cloud and high-performance computing (HPC)
210
5 Talent attraction in digital health
NA1
1
Build digital environment
to enable world-class
research and education
Enable, deploy and
promote national and
global digital health
innovations and
partnerships
2024
1 Technology refresh across all software and hardware
Connect the
continuum of care to
enable
personalization and
broader access
Improve hospital
operation through
data-driven insights
and automation
2023
Digital journey tailored to the patient’s needs with eased
access for care providers
420
2 Health information exchange
49
3 Virtual care system for remote interactions
110
1 Data repository and tools to facilitate best-in-class research
50
2 Virtual Academy and simulation hospital
NA1
1
Analytics tools, visualization and workflow integration for
data-driven decision making across operations
2 Business process review and improvement through automation
1
Promote collaboration and commercialization to facilitate
digital health innovations (SPInE)
2 Monitor emerging technologies to remain at the forefront of digital excellence
Total
110
70
45
84
1,564
1. Budget covered under Human Resources
14
KPIs to track Digital Excellence
RCRC
BoD
Mgt
Target
‘Target’
Become a
leading digitallyenabled hospital
KPIs
Measure Frequency
Level
Baseline
2025
2030
1
Compliance Score of NCA Essential
Cybersecurity Controls (ECC)
%
Annually
RCRC
48%
80%
98%
2
AI Use Cases Adapted
#
Annually
RCRC
22
30
50
3
Digital patient interactions/touchpoints
#
Annually
RCRC
23
29
44
4
Level of process automation
%
Annually
RCRC
75%
85%
100%
5
Emerging Technology products within Digital
innovation lab
#
Annually
RCRC
3
7
16
6
Compliance Score of National Data
Management Office (NDMO)
%
Annually
BoD
45%
59%
>95%
%
Annually
Mgt
25%
55%
95.00%
8 Effective Partnerships
%
Annually
Mgt
0
5
15
9 System availability (up time)
#
Annually
Mgt
99%
99.7%
99.9%
7
Patients registered in Altakhassusi app
15
Module 9 – Digital Excellence transformation budget
Program
Assess and deploy efficient, secure
and future-proof applications and
digital infra-structure
Connect the continuum of care to
enable personalization and broader
access
Initiative name
2024
2025
2026
2027
2028
2029
2030
Budget
(SAR Mn)
1
Technology refresh across all software and hardware
310
2
Data strategy and governance
25
3
Cybersecurity
81
4
Private cloud and high-performance computing (HPC)
210
5
Talent attraction in digital health
NA
1
Digital journey tailored to the patient’s needs with
eased access for care providers
2
Health information exchange
3
Virtual care system for remote interactions
1
Data repository and tools to facilitate best-in-class
research
2
Virtual Academy and simulation hospital
1
Analytics tools, visualization and workflow integration
for data-driven decision making across operations
110
Business process review and improvement through
automation
70
1
Promote collaboration and commercialization to
facilitate digital health innovations (SPInE)
45
2
Monitor emerging technologies to remain at the
forefront of digital excellence
84
Build digital environment to enable
world-class research and education
Improve hospital operation through
data-driven insights and automation
2
Enable, deploy and promote national
and global digital health innovations
and partnerships
2023
TOTAL
420
49
110
50
NA
1564
16
9A
Initiative card: Technology refresh across all software and hardware
PRELIMINARY- FINAL CONFIRMATION WITH INITIATIVE OWNERS OUTSTANDING
Initiative overview
Initiative sponsor
CIO, Osama Alswailem, MD, MA
Expected duration
42 Months
Initiative owner
Director Applications & Health Informatics, Fahad Bindayel
Director IT Infrastructure Services, Fahad Aldosri
Expected start date
Q1 2024
Estimated budget1
SAR 310
Estimated FTE
NA (overall 40 for
program 9A)
Initiative details
Related strategic Digital excellence (enabler)
objective
Objective
Empowering the digital technology capabilities, data security, and innovation in digital health to optimize
every aspect of healthcare delivery.
Description
Conduct comprehensive assessment of current state across technology (hardware, software and
architecture); create roadmap for technology refresh towards desired future state; implement roadmap
Impacted KPIs
System availability (up time) – non-critical systems
Staff and patient satisfaction (from other modules)
Main stakeholders HCD Riyadh, Jeddah & Madinah, HITA, Human Capital,
Financial Services, Supply Chain
Interdependencies Across all functions
Key Milestones
Milestones
Timeline
Technology refresh across all software and hardware
42 months
•
Assessment of current digital environment and gap analysis to future aspiration of the business (close collaboration with Clinical, Research, Education PX leads)
•
12 months
•
Definition of current gap to future proof set up and clear view on required replacements / updates required (e.g., decision on Cerner)
•
2 months
•
Definition of implementation roadmap for updates across all software and hardware
•
6 months
•
Implementation of new hardware and software across the organization
•
22 months
17
9A
Initiative card: Data strategy and governance
PRELIMINARY- FINAL CONFIRMATION WITH INITIATIVE OWNERS OUTSTANDING
Initiative overview
Initiative sponsor
CIO, Osama Alswailem, MD, MA
Expected duration
45 Months
Initiative owner
Director Data & Analytics, Wadood Tawfiq
Expected start date
Q2 2023
Estimated budget1
SAR 25
Estimated FTE
NA (overall 40 for
program 9A)
Initiative details
Related strategic Digital excellence (enabler)
objective
Objective
Empowering the digital technology capabilities, data security, and innovation in digital health to optimize
every aspect of healthcare delivery.
Description
Establish a framework and action plan to manage data assets effectively, including policy, process
standards and guidelines for data management; compliant with national guidelines and initiatives for data
quality and security; implement strategy and governance, ensuring compliance through change
management activities to encourage data-driven decision-making, data literacy, accurate data collection and
collaboration across all staff and stakeholders
Impacted KPIs
Compliance Score of National Data Management Office
(NDMO)
AI use cases adapted
Main stakeholders HCD Riyadh, Jeddah & Madinah, HITA, Human Capital,
Financial Services, Supply Chain
Interdependencies Across all functions; key for Patient experience
Key Milestones
Milestones
Timeline
Data strategy and governance
45 months
•
Assessment current status of data strategy and governance (incl. external consulting support)
•
6 months
•
Establish framework and strategy for future data assets management (incl. policy, process, guidelines) as part of the NDMO
•
9 months
•
Define action plan /roadmap for implementation
•
6 months
•
Implement new data strategy and governance for KFSH
•
24 months
Some activities can run in parallel
18
9A
Initiative card: Cyber security
PRELIMINARY- FINAL CONFIRMATION WITH INITIATIVE OWNERS OUTSTANDING
Initiative overview
Initiative sponsor
CIO, Osama Alswailem, MD, MA
Expected duration
36 Months
Initiative owner
Director IT Infrastructure Services, Fahad Aldosri
Expected start date
Q1 2024
Estimated budget1
SAR 81
Estimated FTE
NA (overall 40 for
program 9A)
Initiaitve details
Related strategic Digital excellence (enabler)
objective
Objective
Empowering the digital technology capabilities, data security, and innovation in digital health to optimize
every aspect of healthcare delivery.
Description
Offer cybersecurity, business continuity management, and disaster recovery solutions to protect sensitive
data, ensure continuity of operations, and minimize the impact of security breaches or disasters, in
alignment with NCA requirements
Impacted KPIs
Compliance Score of NCA Essential Cybersecurity
Controls (ECC)
Main stakeholders NA
Interdependencies NA
Key Milestones
Milestones
Timeline
Cyber security
36 months
•
Assessment of current cybersecurity maturity (in line with NCA)
•
6 months
•
Definition of plan for action to reach desired compliance score with NCA
•
6 months
•
Implementation of cybersecurity plan
•
24 months
19
9A
Initiative card: Private cloud and high-performance computing (HPC)
PRELIMINARY- FINAL CONFIRMATION WITH INITIATIVE OWNERS OUTSTANDING
Initiative overview
Initiative sponsor
CIO, Osama Alswailem, MD, MA
Expected duration
36 Months
Initiative owner
Director IT Infrastructure Services, Fahad Aldosri
Expected start date
Q1 2024
Estimated budget1
SAR 210
Estimated FTE
NA (overall 40 for
program 9A)
Initiative details
Related strategic Digital excellence (enabler)
objective
Objective
Empowering the digital technology capabilities, data security, and innovation in digital health to optimize
every aspect of healthcare delivery.
Description
Build private cloud with multiple tenants and high-performance computing capabilities for KFSH&RC hosted
services, providing easy, scalable access to computing resources and applications; facilitates complex
medical research, drug discovery, and genetic analysis that require advanced computing power
Impacted KPIs
System availability (up time) – non-critical systems
Main stakeholders Research Centre
Interdependencies Across all functions – main user will be Research centre
Key Milestones
Milestones
Timeline
Private cloud and high-performance computing (HPC)
36 months
•
Assessment of different cloud options and HPC and their feasibility for KFSH
•
6 months
•
Definition of plan for set up of private cloud and utilization of HPC
•
12 months
•
Implementation of defined plan (e.g. build private cloud)
•
18 months
20
9A
Initiative card: Talent attraction in digital health
PRELIMINARY- FINAL CONFIRMATION WITH INITIATIVE OWNERS OUTSTANDING
Program overview
Program sponsor
CIO, Osama Alswailem, MD, MA
Expected duration
42 Months
Program owner
CIO, Osama Alswailem, MD, MA
Expected start date
Q1 2023
Qassem Abdulqader (HR)
Estimated budget1
Covered under
HR
Estimated FTE
NA
Program details
Related strategic Digital excellence (enabler)
objective
Objective
Empowering the digital technology capabilities, data security, and innovation in digital health to optimize
every aspect of healthcare delivery.
Description
Develop strategy to reflect the need for digital talent and to attract candidates with a high level of ambition
and competence in digital health
Impacted KPIs
NA
Main stakeholders HR and Digital teams
Interdependencies Human Resources
Key Milestones
Milestones
Timeline
Talent attraction in digital health
42 months
•
Assessment of current resources available and future requirements (in terms of skills and talent needed)
•
12 months
•
Collaboration with Human Resources to define Hiring Strategy for Digital Talent
•
6 months
•
Establishment of hiring process
• 24 months
(ongoing in line with
HR timeline)
21
9B
Initiative card: Digital journey tailored to the patient’s needs with eased access for care
providers
PRELIMINARY- FINAL CONFIRMATION WITH INITIATIVE OWNERS OUTSTANDING
Initiative overview
Initiative sponsor
CIO, Osama Alswailem, MD, MA
Expected duration
42 Months
Initiative owner
Director Applications & Health Informatics, Fahad Bindayel
E-Service Specialest, Jumana ALSHANAWANI
Expected start date
Q1 2024
Estimated budget1
420
Estimated FTE
Total of 40 FTEs
for Program 9B
Initiative details
Related strategic Enabler for
objective
Provide access to all those needing KFSH&RC care
Grow International Medical Tourism
Objective
Prioritizes digital interactions for clinical and non-clinical services to enhance patient-centered care,
employee focused services and improve hospital operations
Impacted KPIs
Digital patient interactions/touchpoints
Patients utilized Altakhassusi app
Main stakeholders HCD Riyadh, Jeddah & Madinah, HITA, Human Capital,
Financial Services, Supply Chain
Description
Optimize the experience of digital interaction, using a single primary channel to connect, providing proactive
services through predictive analytics, and receiving information that is personalized; includes remote patient
monitoring, digital wayfinding and signage, chatbot, automated scheduling capability, etc.
Interdependencies PX, Clinical
Key Milestones
Milestones
Timeline
Digital journey tailored to the patient’s needs with eased access for care providers
42 months
•
Create transparency on required Patient touchpoints
•
12 months
•
Prioritize digitization of identified touchpoints
•
3 months
•
Define roadmap for implementation of digitization
•
6 months
•
Digitize patient touchpoints
•
21 months
22
9B
Initiative card: Health information exchange
PRELIMINARY- FINAL CONFIRMATION WITH INITIATIVE OWNERS OUTSTANDING
Initiative overview
Initiative sponsor
CIO, Osama Alswailem, MD, MA
Expected duration
30 Months
Initiative owner
Director Applications & Health Informatics, Fahad Bindayel
Expected start date
Q1 2024
Estimated budget1
49
Estimated FTE
Total of 40 FTEs
for Program 9B
Initiaitve details
Related strategic Enabler for
objective
Provide access to all those needing KFSH&RC care
Impacted KPIs
Digital patient interactions/touchpoints (Digital Passports)
Grow International Medical Tourism
Objective
Prioritizes digital interactions for clinical and non-clinical services to enhance patient-centered care,
employee focused services and improve hospital operations
Main stakeholders HCD Riyadh, Jeddah & Madinah, HITA, Human Capital,
Financial Services, Supply Chain
Description
Connect with external healthcare systems and institutions to exchange consumer health data and clinical
information
Interdependencies PX, Clinical
Key Milestones
Milestones
Timeline
Health information exchange
30 months
•
Assessment of relevant health system and compatibility for integration
•
6 months
•
Definition of plan to integrate KFSH with identified external healthcare systems
•
6 months
•
Implementation of integration
•
18 months
23
9B
Initiative card: Virtual care system for remote interactions
PRELIMINARY- FINAL CONFIRMATION WITH INITIATIVE OWNERS OUTSTANDING
Initiative overview
Initiative sponsor
CIO, Osama Alswailem, MD, MA
Expected duration
57 Months
Initiative owner
Virtual Healthcare Informatics Officer, Adnan Alaqeel
Expected start date
Q4 2023
Estimated budget1
110
Estimated FTE
Total of 40 FTEs
for Program 9B
Initiative details
Related strategic Enabler for
objective
Provide access to all those needing KFSH&RC care
Impacted KPIs
Digital patient interactions/touchpoints
Grow International Medical Tourism
Objective
Prioritizes digital interactions for clinical and non-clinical services to enhance patient-centered care,
employee focused services and improve hospital operations
Main stakeholders HCD Riyadh, Jeddah & Madinah, HITA, Human Capital,
Financial Services, Supply Chain
Description
Build a platform for integration of remote data and real-time audiovisual collaboration to enable virtual care
delivery, both clinician-patient and clinician-clinician
Interdependencies PX, Clinical
Key Milestones
Milestones
Timeline
Virtual care system for remote interactions
57 months
•
Finalization of Assessment (initial assessment has been conducted)
•
6 months
•
Define detailed requirements in collaboration with Clinical
•
6 months
•
Define implementation plan for building virtual care platform
•
6 months
•
Implementation / building of virtual care platform
• Up to 39
months
24
9C
Initiative card: Data repository and tools to facilitate best-in-class research
PRELIMINARY- FINAL CONFIRMATION WITH INITIATIVE OWNERS OUTSTANDING
Initiative overview
Initiative sponsor
CIO, Osama Alswailem, MD, MA
Expected duration
36 Months
Initiative owner
Director Data & Analytics, Wadood Tawfiq
Expected start date
Q1 2024
Estimated budget1
50
Estimated FTE
–
Initiative details
Related strategic
Establish a globally leading research hub across our clinical focus areas
objective
Objective
Impacted KPIs
Research conducted through the Data Analytics services
Build digital environment to enable world-class research and education
Main stakeholders Research
Description
Combine anonymized datasets and an array of specific analytics tools onto a single digital environment to
empower researchers to generate leading research insights and drive output
Interdependencies Research
Key Milestones
Milestones
Timeline
Data repository and tools to facilitate best-in-class research
36 months
•
Assessment of current environment and future data repository and tool requirements
•
6 months
•
Joint Plan with research team and close collaboration in future proof design
•
6 months
•
Implementation of leading research data repository and required analytics tools
•
18 months
•
Training and hand-on and knowledge share with research team
• 6 months
(ongoing)
25
9C
Initiative card: Virtual Academy and simulation hospital
PRELIMINARY- FINAL CONFIRMATION WITH INITIATIVE OWNERS OUTSTANDING
Initiative overview
Initiative sponsor
CIO, Osama Alswailem, MD, MA
Expected duration
66 Months
Initiative owner
Director Applications & Health Informatics, Fahad Bindayel
Expected start date
Q1 2023
Estimated budget1
NA
Estimated FTE
–
Initiative details
Related strategic Become a world leading university serving our clinical and research needs
objective
Objective
Impacted KPIs
Digital Patient Interactions/Touchpoints
Build digital environment to enable world-class research and education
Main stakeholders Academic affairs
Description
Facilitate hosting of digital professional development courses for domestic and international
professionals, as well as a digital environment for clinical scenario training and practice
Interdependencies Education
Key Milestones
Milestones
Timeline
Virtual Academy and simulation hospital
66 months
•
Business analysis assessment for all ATA sections
•
16 months
•
Planning and Prioritizing
•
4 months
•
Implementation in Phases
•
36 months
•
Closure and benefits realization
•
1 month
26
9D
Initiative card: Analytics tools, visualization and workflow integration for data-driven
decision making across operations
PRELIMINARY- FINAL CONFIRMATION WITH INITIATIVE OWNERS OUTSTANDING
Initiative overview
Initiative sponsor
CIO, Osama Alswailem, MD, MA
Expected duration
51 months
Initiative owner
Director Data & Analytics, Wadood Tawfiq
Director Centre For Healthcare Intelligence, Mohamed Alhamid
Expected start date
Q2 2024
Estimated budget1
110
Estimated FTE
15
Initiative details
Related strategic Relentlessly drive productivity and efficiency gains
objective
Objective
Impacted KPIs
Level of Process Automation
AI Use Cases Adapted
Improve hospital operation through data-driven decisions and automation
Main stakeholders HCD Riyadh, Jeddah & Madinah, HITA, Human Capital,
Financial Services, Supply Chain
Description
Capture and combine real-time data from operational parameters across the institution and develop
visualization capabilities (e.g., dashboards/cockpits) tailored to the needs of end-users; leverage AI and
other applications to drive key insights; integrate outcomes into workflows to support prediction and decision
making and ensure change management activities to maximize translation into actions
Interdependencies All functions
Key Milestones
Milestones
Timeline
Analytics tools, visualization and workflow integration for data-driven decision making across operations
51 months
•
Asses the needs and demand for all functions across the hospital
•
6 months
•
Prioritize core functions and processes for digitization in close collaboration with the business
•
6 months
•
Define implementation roadmap based on priorities
•
12 months
•
Implement data driven automation and decisions across hospital functions
•
27 months
27
9D
Initiative card: Business process review and improvement through automation
PRELIMINARY- FINAL CONFIRMATION WITH INITIATIVE OWNERS OUTSTANDING
Initiative overview
Initiative sponsor
CIO, Osama Alswailem, MD, MA
Expected duration
48
Initiative owner
Director Applications & Health Informatics, Fahad Bindayel
Senior Solution Architect, Fatimah Alsaleh
Expected start date
Q2 2024
Estimated budget1
70
Estimated FTE
12
Initiative details
Related strategic Relentlessly drive productivity and efficiency gains
objective
Objective
Impacted KPIs
Level of Process Automation
AI Use Cases Adapted
Improve hospital operation through data-driven decisions and automation
Main stakeholders HCD Riyadh, Jeddah & Madinah, HITA, Human Capital,
Financial Services, Supply Chain
Description
Analyze data processes and identify inefficiencies, bottlenecks, and opportunities to improve and automate
operational workflows (e.g., through Robotic Process Automation) and reduce errors, allowing healthcare
professionals to focus on more complex tasks and patient care and enabling cost and time savings across
operational activities
Interdependencies All functions
Key Milestones
Milestones
Business process review and improvement through automation.
Timeline
48 months
•
•
•
•
•
•
•
•
•
•
Project initiation and planning
Process discovery and documentation
Analyze and Design: plan for the processes automation
Implement and quality test: implement the automated workflow, configure the toolsinterfaces and conduct quality test
Change Management: roll out the automated processes, train the users and support
1 months
24 month
1 month
24 months
2 months
28
9E
Initiative card: Promote collaboration and commercialization to facilitate digital health
innovations (SPInE)
PRELIMINARY- FINAL CONFIRMATION WITH INITIATIVE OWNERS OUTSTANDING
Initiative overview
Initiative sponsor
CIO, Osama Alswailem, MD, MA
Expected duration
40 months
Initiative owner
Healthcare Intelligence Informatics Officer, Ahmed Abusalah
Expected start date
Q2 2024
Estimated budget1
45
Estimated FTE
15
Initiative details
Related strategic Reposition KFSH&RC and its brand locally regionally and globally
objective
drive national socio-economic impact
Objective
Digital innovation lab to enable, deploy and promote national and global digital health innovations and
partnerships and stay at forefront of digital innovations
Description
Scale up Strategic Partner for Innovation and Excellence (SPInE) to enable:
1.
2.
3.
Commercializing our digital capabilities
Becoming an incubator for startups
Enable partnerships to provide access to our digital resources
Impacted KPIs
Effective Partnerships
Main stakeholders NA
Interdependencies NA
Set up dedicated team, required technology and governance; market and promote SPInE globally
Key Milestones
Milestones
Timeline
Promote collaboration and commercialization to facilitate digital health innovations (SPInE)
40 months
•
Define clear plan and roadmap for SPInE
•
6 months
•
Set up the dedicated SPInE team and resources as well as governance
•
12 months
•
Market and promote SPInE to relevant partners (e.g., startup
