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2 Organization & ManagementWelcome WELCOME to the Presentation on Organization & Management Presented to Executive Management on 12 Ramadan 1422 (27 November 2001)

3 Presentation Outline Introduction Mission Statement of O&MOrganization Structure Achievements Future Direction The O&M Homepage Conclusion

4 KFSH&C will provide the people of the Kingdom of Saudi ArabiaIntroduction - KFSH&RC Mission Introduction MISSION OF KFSH&RC KFSH&C will provide the people of the Kingdom of Saudi Arabia with medical treatment of a highly specialized nature and promote medical research and education programs, including postgraduate education training, as well as contribute to the prevention of disease. Source:Hospital Organizational Bylaws 1409

5 Introduction KFSH&RC became operational in 1395 H (1975 G)It has kept on growing ever since... Hospital Beds Initial Number: 17 beds Highest Number prior to the Gulf War: 517 beds Low Post Gulf War Number : beds Number as of Rajab 1422 : beds

6 Introduction Number as of end of HY 1421 : 560,781 outpatient visitsOutpatient Visit Chart Introduction Outpatient Visits Number as of end of HY 1421 : 560,781 outpatient visits 1411 Gulf War

7 Introduction The Organization expanded...Outpatient Visit Chart Introduction The Organization expanded... To the King Faisal Specialist Hospital & Research Centre Healthcare System® Currently with 90 departments in KFSH&RC-Riyadh alone in 1422H

8 Historical BackgroundO&M Timeline Introduction Organization & Management Historical Background Management Services O&M envisioned as consultative/ think tank group Management Systems/Controls Renaming MS/C to O&M Ref. MN 77-73: In 1977, the staff department of Mgmt Services reported to the Director of Hospital Operations. Hospital Operations had two divisions then, Hospital & Clinics, and Administrative Affairs. Ref. MN 85-11: Management Systems/Controls was renamed Organization & Management through MN Listed in the MN were the following functions of the department: Organization Planning & Development Reorganization Studies Reorganization Implementation Process Job Classification Studies Bylaws & APPs Maintenance/Coordination Systems Control Studies Procedures Manuals Review Committees Analysis & Follow up Forms Control 1395H 1400H 1405H 1410H 1415H 1420H

9 Mission Statement of O&MMission of O&M Mission Statement of O&M To provide professional counsel and support to the Counsel & Supervisor of Executive Management (C&SEM) in developing and implementing integrated and value-added management processes, programs, policies, plans and systems that contribute strategically to the overall effectiveness and efficiency of the institution. In addition, the Executive Director, Organization & Management is THE COORDINATOR of the Administrative Advisory Council (AAC); the Senior Executive Committee (SEC); all Administrative Policies and/or Procedures (APPs); and transitional programs of approved reorganizations.

10 Organization Structure COUNSEL & SUPERVISOR OFFunctional Chart Organization Structure COUNSEL & SUPERVISOR OF EXECUTIVE MANAGEMENT Executive Director, Organization and Management Effective 11 Safar 1423, Office Services reports to the Executive Director, O&M MN ORGANIZATION DEVELOPMENT PRODUCTIVITY DEVELOPMENT MANAGMENT DEVELOPMENT * DOCUMENTS CENTRE PLANNING POLICY DEVELOPMENT Ref: MN dated 12 Shaban 1421 (08 November 2001) Organization & Management was re-organized and positions re-aligned. * MN dated 11 Safar 23 ( 24 April 2002)

11 The Planning Development SectionProvide professional support and counsel in issues related to strategic & operational planning. Coordinate strategic and operational planning processes. Incorporate the awareness about strategic and operational planning into the Hospital culture and key management processes. Assist in improving the Hospital information database.

12 The Organization Development SectionProvide professional support and counsel on the: evaluation and coordination of organization design and development, job classification/evaluation, and implementation of organizational change to improve productivity and efficiency.

13 The Management Development SectionProvide professional support and counsel in the evaluation and analysis of, and monitoring the maintenance of existing internal management practices; internal departmental policies and procedures; performance appraisal systems; the Hospital's overall committee design; information management; form analysis & design; and introduction of strategic management approaches that promote the development process to respond effectively to changing environment.

14 The Productivity Development SectionProvide professional support and counsel on issues related to high productivity and optimal resource deployment through expertise in staffing and/or operational systems analysis and design, cost containment awareness and cost reduction strategy development initiatives, and development of reliable, efficient and effective processes and applicable administrative utilization and monitoring mechanisms.

15 The Policy Development SectionProvide professional support and counsel on the creation, development, interpretation and updating of the new and existing Hospital Charter, Hospital By-Laws, Employee Relations Manual (ERM), Administrative Policies and Procedures (APP's), and any other policy-related documents.

16 The Documents Centre SectionPolicy Dev The Documents Centre Section Provides professional counsel & support on management of records/documents. Plan, organize, direct and coordinate the activities of the Documents Centre. Implements a hospital-wide, effective and efficient document management system and monitors activities of departments related to its implementation. Study and recommend policies and processes and methods on simplification of filing and retrieval systems, storage and protection of records, economical utilization of paper, microfilm, computer devices or other information-bearing documents.

17 Organization StructureOrganization Structure By Position Next slide please

18 a

19 Organization StructureOrganization Structure By Function Next slide please

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21 Getting something done is an accomplishment. Conclusion Getting something done is an accomplishment. Getting something done right is an achievement

22 EARLY ACHIEVEMENTS The Saudi Career Development Program (SCDP)Early Accomplishments EARLY ACHIEVEMENTS The Saudi Career Development Program (SCDP) Administrative Policies And/or Procedures (APPs) Internal Policies and/or Procedure Guidelines Forms Control Guidelines Delegation of Authority Committee Index Others

23 EARLY ACHIEVEMENTS (continued)Early Accomplishments EARLY ACHIEVEMENTS (continued) Analytical reviews of Hospital Organization Job Titles Job Classification System Indoctrination Program for Dept Head levels & above Executive Management Study Cost Containment Study Activity Measurement System (AMS) Secretarial Staffing Classification Royal Commission for Health Specialists (now named the Saudi Council for Health Specialists Booze, Allen & Hamilton Consultant Survey Booze, Allen & Hamilton “Management & Operations Assessment” study was begun in 1983 and an Executive Presentation was made in February 1984.

24 EARLY ACHIEVEMENTS The Saudi Career Development Program (SCDP)Administrative Policies And/or Procedures (APPs) Internal Policies and/or Procedure Guidelines Forms Control Guidelines Delegation of Authority Committee Index Others The SCDP was first established in 1404 through the joint efforts of Management Systems/Controls (O&M), Personnel Services and Development & Media Services. Two categories of the program: Category 1 Saudi Nationals presently employed in KFSH&RC Category 2 Those not yet employed

25 EARLY ACHIEVEMENTS Administrative Policies And/or Procedures (APPs)Internal Policies and/or Procedure Guidelines Forms Control Guidelines Delegation of Authority The Saudi Career Development Program (SCDP) Committee Index Others A document which describes principles of Hospital-wide and long-term applicability and interest, which assigns the responsible departments or individual(s) involved in its implementation.

26 EARLY ACHIEVEMENTS Administrative Policies And/or Procedures (APPs)Internal Policies and/or Procedure Guidelines Forms Control Guidelines Delegation of Authority The Saudi Career Development Program (SCDP) Committee Index Others There are now 98 valid APPs. Some 302 APPs have been published since the Hospital began. There are 15 APPs currently being revised. APPs submitted by previous MCO administration - returned to new MCO Acceptance of Patients for medical care Handling of patients presenting to emergency medical services Control & release of medical records Do not resuscitate order "no cpr" (No chest compression or intubation) APPs under revision: Hospital Safety Committee Purchase of Equipment, Supplies & Services Acceptance and Payment Procedures for Equipment Methodology and Criteria for the Disposal of Supplies and Equipment Recreation Facilities Guidelines for the Development of APPs Product Evaluation & Standardization System Medical Supplies & Equipment Issued to Other Institutions Administrative Credentials Committee Job Classification System 85-01Assignment, Relocation & Equipping Offices 84-08 Housing Administration Policies & Procedures 84-05 Incident Reporting System 82-01 Removal of Property from the Hospital Complex 75-64 Hold Orders (Renamed Safety Work Permits Authorization System)

27 EARLY ACHIEVEMENTS Administrative Policies And/or Procedures (APPs)Internal Policies and/or Procedure Guidelines Forms Control Guidelines Delegation of Authority The Saudi Career Development Program (SCDP) Committee Index Others An IPP is a document which outlines, clarifies and describes policy guidelines, and/or procedure and/or steps to accomplish a certain task in a uniform standard within a section or department or a specified group of employees.

28 EARLY ACHIEVEMENTS Administrative Policies And/or Procedures (APPs)Internal Policies and/or Procedure Guidelines Forms Control Guidelines Delegation of Authority The Saudi Career Development Program (SCDP) Committee Index Others The IPP Guidelines, available in the O&M Homepage on the intranet include: Writing IPPs IPP Numbering System Completing the IPP Form.

29 EARLY ACHIEVEMENTS Administrative Policies And/or Procedures (APPs)Internal Policies and/or Procedure Guidelines Forms Control Guidelines Delegation of Authority The Saudi Career Development Program (SCDP) Committee Index Others Memo GD/98/13 in 1413H (1993) updated and superseded the guidelines first established through APP "Forms Control”, later revised in 1407H (1986). The Forms Control Guidelines contain: Forms Purpose Form Definition Forms Classification Forms Control Responsibility for Forms Control Design Standards Process for Initiating or Revising Form Process for Incorporating Specific Info on Forms Process for Obtaining Forms

30 To date there are approximately 3,000 active Hospital forms.EARLY ACHIEVEMENTS Administrative Policies And/or Procedures (APPs) Internal Policies and/or Procedure Guidelines Forms Control Guidelines Delegation of Authority The Saudi Career Development Program (SCDP) Committee Index Others According to our records. Some forms may actually be inactive but the departments have not notified O&M of the change. To date there are approximately 3,000 active Hospital forms.

31 EARLY ACHIEVEMENTS Administrative Policies And/or Procedures (APPs)Internal Policies and/or Procedure Guidelines Forms Control Guidelines Delegation of Authority The Saudi Career Development Program (SCDP) Committee Index Others A document issued to delegate signatory authority of Department Heads, or equivalent and above, to other individuals to carry out his job functions and duties on a temporary basis.

32 The system of delegating authority was developed by O&M in 1405H.EARLY ACHIEVEMENTS Administrative Policies And/or Procedures (APPs) Internal Policies and/or Procedure Guidelines Forms Control Guidelines Delegation of Authority The Saudi Career Development Program (SCDP) Committee Index Others Ref. O&M:131/05 "Procedures for Delegation of Authority During Periods of Absence", approved by the C&SEM, established the official guidelines and procedures on DA. The system of delegating authority was developed by O&M in 1405H.

33 EARLY ACHIEVEMENTS Administrative Policies And/or Procedures (APPs)Internal Policies and/or Procedure Guidelines Forms Control Guidelines Delegation of Authority The Saudi Career Development Program (SCDP) Committee Index Others The committee numbering system, generated through a database, was introduced in 1409H. The Committee Index, published by O&M semi- annually, until 1415H, was a listing of summary information on all Hospital committees.

34 EARLY ACHIEVEMENTS Administrative Policies And/or Procedures (APPs)Internal Policies and/or Procedure Guidelines Forms Control Guidelines Delegation of Authority The Saudi Career Development Program (SCDP) Committee Index Others Today, the lists of Hospital committees are posted on the O&M Homepage. There are currently 184 active committees, out of 555 committees officially established based on the Hospital Committee System.

35 EARLY ACHIEVEMENTS Administrative Policies And/or Procedures (APPs)Internal Policies and/or Procedure Guidelines Forms Control Guidelines Delegation of Authority The Saudi Career Development Program (SCDP) Committee Index Others Organization/Re-organization Studies Organization Chart Revisions/Updates Development of the Activity Measurement System (AMS) Staffing Studies Review of Overtime by Department Other Routine Reports Monthly AMS Reports Quarterly Management Directory Monthly Manpower Payroll Graphs Medical Coordination & Eligibility Review Performance Improvement Program Royspec Mission Goals & Objectives Review of Bylaws Social Club Research Centre Medical Staff Research Advisory Council)

36 ACHIEVEMENTS IN THE LAST FIVE YEARSThe last 5 years ACHIEVEMENTS IN THE LAST FIVE YEARS Performance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Saudi Emergency Fund The 7th Development Plan Employee Skills/Talent Database KFSH&RC Healthcare System® Manpower/Organization Studies Others O&M addressed the issue of educational activities within the realm of the KFSH&RC healthcare system -

37 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others Two Papers: 1. Recommendations for the Evolution of the Function, Form and Design of the KFSH&RC Performance Evaluation H and Beyond 2. Historical Review of the KFSH&RC Performance Appraisal System 1395H to 1419H.

38 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System (PAS) Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others Key recommendations: 1. The current PAS should be expanded and enhanced to include the larger concept of performance management. 2. The underlying philosophy and rationale of the performance management system needs to be clearly articulated and widely communicated to all staff throughout the Hospital.

39 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others O&M undertook a review and analysis of the committee system and structure in 1418H. Summary findings were presented to the members of the Hospital’s senior and executive management in Muharram 1419H.

40 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others O&M recently developed a system for numbering committee correspondence to assist with file archival, retention & retrieval. GD/82/22 dated 19 Rajab 1422 (06 October 2001)

41 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Reorganization/Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others Document published in 1419H through memo O&M/ provides definitions, forces driving change, framework for change including criteria and standards, and the process for managing change.

42 ACHIEVEMENTS IN THE LAST FIVE YEARSFramework for Reorganization/Restructuring ... the process for managing change involves the following steps: 1. Identify all key stakeholders 2. Revisit, validate and obtain approval for mission and goals 3. Establish a Corporate Mgmt Framework and develop a Comprehensive Corporate Strategic Plan 4. Determine the Key/Meta Work Processes 5. Rationalize & justify all programs 6. Design the structure to support the key work processes. Source: Basic Reorganization Framework

43 ACHIEVEMENTS IN THE LAST FIVE YEARSFramework for Reorganization/Restructuring O&M CGEY O&M’s Basic Reorganization Framework addresses some of the same issues cited in the Cap-Gemini, Ernest & Young (CGEY) Proposal.

44 ACHIEVEMENTS IN THE LAST FIVE YEARSFramework for Reorganization/Restructuring CGEY offered to assist KFSH&RC in framing its strategy and in reengineering its processes. CGEY noted “that KFSH&RC recognizes it must continue to improve efficiency and effectiveness of patient care, financial and administrative functions.” On page 6 of O&M’s Basic Reorganization Framework: Considerations for change: “For the KFSH&RC to remain as the single most important tertiary health care provider in KSA, and maintain its level of excellence, it must continuously review & update its organization design and management practices. “

45 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others O&M/ submitted to the C&SEM in Rajab 1421H proposed a uniform process for the development of job descriptions.

46 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others ISSUES: Purpose of Revising JDs Approval Process Numbering System Safekeeping Job Evaluation System Lack of Audit Increasing Number of Job Titles

47 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others O&M noted that the Hospital’s job evaluation system favors industrial services over health care; a combination of systems is required. Job Evaluation System Committee in 1404 reviewed and compared 3 systems: National Metal Trades Association; Hay; and Marketing Pricing Despite the advantage of the Hay group system already adapted to hospitals and KFSH in particular, the National Metal Trades Association system “designed for heavy industrial manufacturing jobs (factors not comparable to hospital jobs) was chosen as the system for evaluation jobs in KFSH&RC One system will not suffice but rather a combination will serve KFSH&RC

48 ACHIEVEMENTS IN THE LAST FIVE YEARS Job Description BlueprintO&M Hay Group O&M’s Job Description Blueprint noted that job descriptions are revised to meet the mission, goals and objectives of the organization, and not for obliging the persons occupying (or to occupy) them. Hay Group’s proposal for job analysis and evaluation is premised on job descriptions of positions, independent of the persons occupying them.

49 ACHIEVEMENTS IN THE LAST FIVE YEARS Job Description BlueprintO&M Hay Group In 1420 H, O&M prepared a listing of job titles for review by the Senior Executive Committee. At that time there were 1319 job titles As a point of consideration, since this presentation was originally scheduled 5 more job titles were added to the total. To date there are 1480 job titles; an increase of 161 new job titles over 3 years.

50 ACHIEVEMENTS IN THE LAST FIVE YEARS Job Description BlueprintO&M Hay Group The Job Classification Committee (JCC) members recommended that the basic policy of the Job Classification System be: “... to develop, implement & continue to improve on an equitable job classification system and that Manpower Services be responsible for case by case decisions.” Minutes of meeting 07 Muharram 1419 (03 May 1998) The dissolution of the JCC may have contributed to the situation with job titles today. The JCC was discontinued in JAT 1419 (October 1998) by MN

51 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others GD/83/22 “Hierarchy & Categorization Listing of Hospital Documents” was published to enhance communication and understanding of the proper purpose, authority, utilization and hierarchy of Hospital documents.

52 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others The most extensive and informative site on the Hospital’s intranet --- contains comprehensive, official and up-to-date management and organizational information.

53 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others A special presentation on the O&M Home Page was presented to the Senior Executive Committee in Shaban 1420

54 ACHIEVEMENTS IN THE LAST FIVE YEARSA comprehensive reporting system that assists middle and top management in the monitoring of departmental performance by “extracting useful data from routine department reports, integrating it with relevant institutional data and then transcribing them into a meaningful and uniform hospital reporting system”. Performance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others

55 AMS The AMS is a decision support tool for managersWelcome AMS The AMS is a decision support tool for managers It is a management information resource on trends of services within the Hospital It is a mechanism for improving efficiency, performance and productivity. Easy Accessibility: AMS is on the Intranet A comprehensive reporting system that assists middle and top management in the monitoring of departmental performance by “extracting useful data from routine department reports, integrating it with relevant institutional data and then transcribing them into a meaningful and uniform hospital reporting system”.

56 AMS - Participating DepartmentsClinical Services Departments: 1. Anesthesia Auxiliary 2. Biomedical Engineering 3. Radiation Therapy 4. Respiratory Care 5. Cardiac Cath Lab (Invasive) 6. Cardiodiagnostics (Non-Invasive) 7. Medical Imaging 8. Medical Laboratory 9. Neurophysiology Lab 10. Nutrition Services 11. Dental Lab 12. Physical Therapy 13. Orthotics/Prosthetics 14. CSSD/Medical Stores 15. Appointments & Admission 16. Medical Records 17. Pharmacy Services Welcome Nursing Services Departments 1. Critical Care Nursing 2. Oncology/Medical Nursing 3. Maternal & Child Care Nursing 4. Surgical Nursing 5. Ambulatory Care Nursing AMS - Participating Departments Support Services 1. Environmental Services 2. Food Services 3. Office Services * 4. Transportation Services Utilities & Maintenance 1. Ground Maintenance 2. Electromechanical Dept 3. Utilities Department 4. Construction Dept * After completion of this presentation, Office Services was realigned to report to the Executive Director, O&M MN (11 SAF 23) 17 Clinical Services Departments 5 Nursing Affairs Departments 4 Support Services Departments 4 Utilities and Maintenance Departments 2 Logistic Services Departments Housing Services Logistic Services 1. Purchasing Services 2. Materials Management (NOTE: Purchasing Services stopped submitting reports for over a year citing problem switching to Oracle.)

57 Monthly Activity Indicators Indicators and VariancesWelcome Main Report Heading Fixed Column Headings Main Section Title Activity Description Monthly Activity Indicators and Variances Year To Date Activity Indicators and Variances

58 AMS - Key Institutional IndicatorsWelcome AMS - Key Institutional Indicators Average Daily Census = Inpatient Days / Days in period Average Length of Stay = Inpatient Days / {(Admissions + Discharges) 2} Discharge Units = Total Discharges Including Newborn (NB) + 1/3 Outpatient Visits Average daily census as of end of DAH 1421 was ____; this was higher than last year’s Occupancy Percentages = (Average Daily Census / Average Daily Beds) Paid Hours = Paid Worked Hours + Paid Hours Not Worked Full Time Equivalent (FTE) = Paid Hours / (8 X No. of calendar days in period)

59 AMS - Main Products Monthly ReportsWelcome AMS - Main Products Monthly Reports Descriptive Analyses of selected indicators. Productivity/Utilization Graphs Quarterly Report to the C&SEM. These are posted on the O&M Homepage.

60 RUN EXCEL “AMS REPORT” ROUTINE. RUN EXCEL “AMS QC REPORT” ROUTINE.PREPARED BY: ORGANIZATION & MANAGEMENT 27 Rajab 1422 (14 Oct 2001) ML\ams process chart.ppt RECEIVE DEPT REPORTS LOG RECEIPT OF REPORTS ANY REPORT PENDING? START PLACE REPORT IN PENDING FILE CHECK LOG ON OR AFTER 10TH OF THE MONTH WAIT FOR PENDING REPORTS ? FOLLOW UP WITH DEPT PENDING REPORTS SUBMITTED SELECT DEPT FOR MANUAL DATA ENTRY IS FORMAT OR STATISTIC CHANGED RESULTING IN LOSS OF DATA? CALL/REQUEST DEPT FOR DATA & INFORM DEPT THAT CHANGES WOULD BE INCLUDED IN FF YEAR’S REPORTS. DOES DEPT SUBMIT REQUESTED EXTRACT DATA FROM DEPT REPORT NOTIFY ED-O&M FOR RESOLUTION THE AMS NEED REVISION IE REVISES “EXCEL” REPORT FORMAT ED-O&M OKAYS NEW FORMAT NEED TO COMPUTE TO EXTRACT DATA COMPUTE ERROR NEED TO CHECK WITH DEPT CHECK DATA MAKE CORRECTION ENTER DATA IN COMPUTER ALL OF DEPT REPORTS IN COMPUTER CONVERT ANALYSIS TO HTML FORMAT A CREATE CHARTS CREATE TABLE OF CONTENTS PLACE REPORT FILES IN “SEND TO SERVER” FOLDER” SEND FILES TO ITA SERVER FOR HOMEPAGE NEED A QUARTERLY REPORT TO CSEM PRINT A COPY OF WORKSHEET OF DEPT MANUAL DATA ENTRY COMPLETED SELECT DEPTS WITH REPORT IN E-FORM UPDATE LINKS OF DATA FILES TO SOURCES FROM OR THE INTERNET CHECK LINKS OF DATA SOURCES FILE COPY IN AMS WORKSHEET BOOK No Yes PREPARE QUARTERLY REPORT OBTAIN APPROVAL OF ED-O&M SUBMIT REPORT TO CSEM RUN EXCEL “AMS REPORT” ROUTINE. THE “ROUTINE” DOES THE FF: CALLS FORM REPORT FILES UPDATES FILES CREATES FILES FOR HOMEPAGE PRINTS OUT REPORT RUN EXCEL “AMS QC REPORT” ROUTINE. THE “QC ROUTINE” DOES THE FF: CALLS FORM QC REPORT FILES UPDATES THE FILES COMPILE AMS & QC REPORTS FOR REVIEW REVIEW REPORTS PREPARE ANALYSIS DISCREPANCY OR ERROR FORMULA ERROR VARIANCE PROBLEM CORRECT REVIEW AND EDIT ANALYSIS ERROR IN THE ANALYSIS CORRECT FORMULA PRINT A COPY WORKSHEET OF DEPT RENAME REPORT FILENAMES FILE HARDCOPY IN AMS END VIEW FILES POSTED ON HOMEPAGE ANY ERROR SELECT DEPT TO RUN THE AMS PROCESS FLOW CHART In this part of the process, routines are run to create reports Reports are reviewed and an AMS narrative report or descriptive analysis is prepared. Reports and analysis are finalized for posting on the O&M Homepage This part of the process includes receiving reports from and follow-up with departments, and data entry Reports and analysis are posted on the O&M Homepage.

61 AMS - Accuracy LimitationsWelcome AMS - Accuracy Limitations Departments best know the full nature of their data and its appropriate application. Data accuracy is dependent on specific departments’ own control mechanisms. Man-hour Reports’ use of the 8-hour 7-day weekly regular work hours. Concerned departments are the best informed party about the full nature of their data and its appropriate application. Data accuracy is dependent on specific suppliers, I.e., departments’ own control mechanisms. Manhour Reports are inaccurate with the use of the 8-hour 7-day weekly regular work hours. The AMS is not intended to compare or evaluate one department against another.

62 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others Published by O&M in coordination with the Ministry of Planning, the Plan covers the period H. With minimal staffing, and no previous plan, O&M collected the data and compiled it for the Ministry of Planning

63 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others O&M on an annual basis provides the Ministry of Planning a follow-up report on the status of the Plan.

64 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others Planned catalogue of various occupational talents, abilities and skills of employees designed to enable employees to showcase their skills and talents, and to facilitate skills search by management from the Hospital’s workforce. .Reduce costs (time, energy and money) spent on finding and hiring local skilled contractors; use hospital’s already deep and diverse talent pool for short term special projects. .Utilize our current workforces’ strong technological experience by getting them to share their knowledge in a teaching/training capacity. .Rejuvenate and retain those skilled employees thinking of leaving to seek out new career development opportunities. .forum to showcase their newly acquired talents/skills. .Increase moral, job satisfaction and skill retention by occasional workload diversity. .Increase departmental communication by encouraging cross training for directly related/complementary areas. .Forecast employment needs. Specifically, to plan and execute a succession/ redeployment plan for Saudi employees as well as properly disburse educational resources and devise proper career path planning for long term employees. .Make the redeployment of employees for the purpose of filing vacant positions a seamless one. This serves threefold; use excess staff rather than hiring new individuals; transfer / promote within KFSH&RC HSز, and hire externally for the then vacant entry-level positions.

65 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database KFSH&RC Healthcare System® Manpower/Organization Studies Others Pursuant to the issuance of MN J , O&M advised that the mission, goals and objectives, organizational structure, legislative, legal and executive branches, reporting relationships and policies and procedures be articulated. O&M has drafted letterheads for the Healthcare System and affiliates

66 ACHIEVEMENTS IN THE LAST FIVE YEARSManpower/Organization Studies Performance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement Sytem (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others To name a few: ITA Re-organization, and Transfer to the C&SEM Biomedical Engineering Amalgamation of Grounds Maintenance/ Pest Control, & Environmental Svs, Housekeeping/Pest Control Logistic Services Organization & Management Medical Records Al Yamamah Satellite Clinic Materials Management Financial Affairs Manpower Services Medical Coordination & Eligibility Legal Affairs Housing Services Research Centre Nursing Affairs Safety, Security & Communications Financial Control & Internal Audit

67 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others Review & Revision of Committee Formation Orders (CFOs) Review of the IT Strategic Plan Proposal to Improve Utilization & Effectiveness of MNs Opinion on the Hospital’s Strategic Review - H1417 Review of the Hospital’s Paid Parking Spaces - H1420 Standardizing Hospital Homepages - An O&M Proposal Critique of the Process Improvement Program Document Research on the concept of data warehousing and its applicability in the Hospital environment -H1422 Analysis of Timesheet Automation -H1421 Analysis of the Proposed Changes in Leave Policies Publication of the Annual Statistical Abstract To mention a few: O&M noted some issues that should be reviewed prior to implementation including: - the productivity index of the hospital has been negatively affected - no differentiation between paid hours not worked and paid hours worked ASA was inherited from Planning & Budgeting when P&B was realigned and planning began to report to O&M - O&M is currently on a new format to enhance the report.

68 ACHIEVEMENTS IN THE LAST FIVE YEARSPerformance Appraisal System Committee Review Process Framework for Restructuring Job Description Blueprint Hierarchy of Hospital Documents The O&M Homepage Activity Measurement System (AMS) The 7th Development Plan Employee Skills/Talent Database Manpower/Organization Studies Others Glossary of Definitions and Approved Mission Statements established and posted on the O&M Homepage Recommendations for KFNCCC&R (including mission, goals & objectives and the establishment of a committee) Research Centre Re-alignment 1420H (O&M:105-20) Strategic Review The Job Classification Requirements posted on the O&M Homepage On-line Hospital Forms Hospital forms are being posted on the home page - on its own, O&M has posted several “most used” forms, including the performance appraisal, the job promotion request, special payment of earned wages, mail of terminated employees. Several other forms are ready for posting including the Personnel Change Form (PCF)

69 ACHIEVEMENTS IN THE LAST FIVE YEARSManpower/Organization Studies The Experience of O&M O&M reorganization was an extensive project because there were peripheral components that needed to be reconstructed. Work was needed to develop and pilot the project in O&M. Example - Job Descriptions. O&M’s final output of the project was its organizational manual. We developed the mission statement of the department and then functions of the section, and then the job descriptions. The senior positions were compared with the others and then the juniors were compared to the senior positions. Duties specific to the area were developed Then generic duties were compiled for both junior and senior positions. O&M does not ask of other departments what we do not do ourselves - Practice what we preach Walk our talk

70 ACHIEVEMENTS IN THE LAST FIVE YEARSPayroll Timesheet Automation - Some Outstanding Issues New system has discontinued accounting for paid hours not worked. O&M suggests this must be accounted for in the system. New system continues use of the inaccurate 8-hour 7-day weekly regular hours vs. the actual & as per policy 44-hour weekly work. A solution must be found whereby accurate man-hours are reported by the system. Overtime is reported in actual hours vs non-actual regular hours. Sick leave follows the 8hour reporting schedule - e.g. a 1/2 day sick leave is entered as 4 hours as opposed to 6 hours on an actual 12 hour shift. Actual hours would be more accurately reported. There are “unofficial” work schedules, not distinguished by the system. New work schedules must be duly-approved and incorporated in the ERM. It is feasible to adopt to an “hourly pay system”. This alternative will allow reporting of actual hours rendered by employees.

71 ACHIEVEMENTS IN THE LAST FIVE YEARSAnalysis of the Proposed Changes in Leave Policies The main issues not addressed in the proposed leave policy changes were the expected increase in staffing levels, and the expected reduction in productivity O&M opined - expected increase in staffing levels to cover proposed changes, and reduced productivity No leave during the first 90 days. What if the department is closed for the holidays? All employees will be considered on leave during official holidays to reduce paper work. More than 50% will be working due to the nature of hospitals. System is automated. What if the department requires the employee to report to work? All employees will be granted an additional one day as a result of changing the post leave from a 5 work days to 6. All none moslims will be granted 4 additional leave days to equalize them with moslims. The calculated cost should be in addition to the cost of replacing these lost hours either in additional staffing or in overtime. All annual leaves will not be paid. Departments with short staffing will need to increase staff or to use overtime. Planning work schedules will become extremely difficult. The different work schedules in the hospital will mean different productive hours. The increased leave requests (6 to 10) with the removal of restrictions will decrease the productive hours. Since there is no definitive work hours required by the hospital per contract, the number of productive hours will vary per employees. There is a need to identify the work hours that the employee should work. The official holidays sometimes start in the middle of the week. People who work during the holidays will gain days. Automation and correction of deficiencies are not the same thing. The automation of the leave could have been done without making changes to the policy.

72 ACHIEVEMENTS IN THE LAST FIVE YEARSAnalysis of the Proposed Changes in Leave Policies In addition to the many other issues presented in the O&M analysis, it is suggested that a presentation on the changes to the leave policy should have been done as a presentation to the Executive Directors.

73 The following are other O&M’s achievements over the last 5 years.Conclusion The following are other O&M’s achievements over the last 5 years.

74 FUTURE DIRECTION OF O&MInter-alia O&M as Consultative/Think Tank Group AMS The O&M Homepage Meeting Challenges and Resolving Issues

75 FUTURE DIRECTION OF O&M Meeting Challenges and Resolving IssuesO&M as Consultative/Think Tank Group AMS The O&M Homepage Meeting Challenges and Resolving Issues As the C&SEM has articulated, O&M’s future role is to perform as an in-house consulting service and “think tank”.

76 FUTURE DIRECTION OF O&MO&M as Consultative/Think Tank Group The O&M Homepage Meeting Challenges and Resolving Issues This requires experienced, highly competent individuals.

77 FUTURE DIRECTION OF O&MO&M as Consultative/Think Tank Group The O&M Homepage Meeting Challenges and Resolving Issues This also requires “re-engineering” of internal O&M processes, staff assignments and alignments.

78 FUTURE DIRECTION OF O&MO&M as Consultative/Think Tank Group The O&M Homepage Meeting Challenges and Resolving Issues As a result, O&M completed a re-organization, made official through MN

79 FUTURE DIRECTION OF O&MO&M as Consultative/Think Tank Group The O&M Homepage Meeting Challenges and Resolving Issues Among Its Goals: Provide consulting and facilitative support in the development and implementation of (a) a corporate management framework/philosophy, and (b) of TQM-based Hospital-wide improvement system. Keep abreast of ongoing developments in the field. Continually improve O&M processes. Integrate strategic planning with key O&M processes. Effect the transition from “routine operator” / transaction centre to a “strategic advisor” consulting company. Develop and maintain a group of competent consulting staff. As an internal consulting body and think tank, O&M has been instructed by the C&SEM not to wait for work, but on its own to look at issues, discuss them, and submit opinions.. O&M is tasked also with monitoring and auditing to assure adherence to organizational and management systems, policies and procedures. This process is the part that people really dislike. Now with Internal Audit moved under the C&SEM, issues raised by O&M can be submitted to Internal Audit for action.

80 AMS - Future Plan More departments in the AMS Improved AMS processWelcome AMS - Future Plan More departments in the AMS Improved AMS process Integration of expense figures in reports More sophisticated variance analysis AMS reports given to middle and top management. Include more departments in the AMS Improved AMS process, including minimized manual data entry through networked data sourcing Integration of expense figures in reports More sophisticated variance analysis which could provide more helpful information to decision-makers. Distribution of AMS reports to middle and top management.

81 FUTURE DIRECTION OF O&MO&M as Consultative/Think Tank Group The O&M Homepage Meeting Challenges and Resolving Issues As the most extensive and informative intranet site, it contains comprehensive, official and up-to-date management and organizational information.

82 FUTURE DIRECTION OF O&MThe O&M Homepage

83 FUTURE DIRECTION OF O&MMeeting Challenges and Resolving Issues O&M has improved its systems and procedures. Some examples: Creation of the Project/Assignment Log System (PALS): Properly assigns and accounts for work Established hand-over system for work during extended leaves Established a sub-system for estimating required time for similar future projects Established a proper follow-up system and assists with reports. Shared Electronic Files (SEF) System facilitate file transfer and sharing among O&M staff in different physical locations (saves trees too!) IPPs were developed IPPs on acceptance and processing of an assigned project IPP on annual leave planning

84 FUTURE DIRECTION OF O&MMeeting Challenges and Resolving Issues Procedure governing Reading Files Electronic communication system amongst staff. Part of a new study is to review and catalogue all previous related files. Internal presentations to O&M staff are conducted to fine-tune final ones Computerized databases are established to enable efficient retrieval (e.g., candidate information, committee information) Incoming mail is “stamped” with a circulation stamp on the back. Documents are circulated to all O&M staff; each member reads and initials the document. Document is then filed.

85 FUTURE DIRECTION OF O&MMeeting Challenges and Resolving Issues O&M needs to upgrade its consulting service capability in Providing expertise in OD, Strategic planning, policy review and development, productivity monitoring and development, and management review and development; and Keeping abreast with the expansion of KFSH&RC into KFSH&RC HS®

86 FUTURE DIRECTION OF O&MMeeting Challenges and Resolving Issues CONSTRAINTS: Staffing shortage Lack of resources Shortage of space

87 FUTURE DIRECTION OF O&MMeeting Challenges and Resolving Issues O&M’s main constraint is lack of staff. Candidates are reviewed for ALL vacant positions - Education is easy to match. Experience is not. If candidates meet both, panel interviews are held. Most of the candidates were found to be not as knowledgeable in person as the application states. Only 9 out of 32 approved positions are filled. 738 applications have been reviewed over the last 5 years

88 FUTURE DIRECTION OF O&MMeeting Challenges and Resolving Issues Staffing issues Those who met the requirements have declined the positions mostly due to elimination of benefits and low salary Candidates are reviewed for ALL vacant positions - Education is easy to match. Experience is not. If candidates meet both, panel interviews are held. Most of the candidates were found to be not as knowledgeable in person as the application states. The hourly salary of the CGEY consultants ranges from US $700 (high) to $200 (low) The initial hire salary as determined by Manpower Services for O&M specialists equates to approximately US $25/hour

89 FUTURE DIRECTION OF O&MMeeting Challenges and Resolving Issues CONSTRAINTS: Lack of resources and space One PC was shared by analysts and senior staff. It took O&M 4 years to upgrade to PCs that were capable of making detailed, professional presentations. O&M was issued several eviction notices for 2 satellite locations without arrangements for alternate space. O&M was fortunate to have one notice overridden by the C&SEM; the other office space was taken on a Thursday.

90 FUTURE DIRECTION OF O&MOrganizational Specialist (2) Organizational Analyst Management Specialist (2) Management Analyst (2) Procedures Analyst (2) Forms Analyst & Designer 10 Sr Industrial Engineer Industrial Engineer Policy Specialist (2) Policy Analyst Planning Specialist (2) Planning Analyst Statistician Documents Specialist 12 Mgr. Documents Centre 10 (2) Records Analyst 8 Data Entry Clerk 7 (2) Clerk 6 O&M’s List of Positions: (Positions in red are unfilled) Executive Director, O&M Executive Mgt Assistant Administrative Assistant 10 Sr. Hospital Assistant Information System Coordinator (1) Hospital Assistant I (2) Hospital Assistant II Messenger 43

91 Reviews, analyses and studies are always approached from Conclusion CONCLUSION It can be seen from the presentation that the functions of O&M deal with all aspects of the institution. Reviews, analyses and studies are always approached from system or overall perspective. The intended beneficiary is the whole Institution on a long term basis. O&M’s VIPs are the Very Ill Patients.

92 The end

93 Thank You!