External and Internal Governance

 

External and Internal Governance

External Governance of the Transformation Program

 

KFSH&RC is undergoing a major transformation - to become a self-sustaining not-for-profit Independent Foundation.

Our transformation plans reflect the Kingdom’s Vision 2030 and have been informed through engagement with a large cross-section of the KFSH&RC community. We have worked to define a new and ambitious strategic plan, through global research, visits to leading institutions and expert workshops.

The resulting Transformation Program aims to establish a healthcare model for KFSH&RC, which, by building on the success of the past, will create a path to excellence and realize our vision to be a world-leading healthcare organization through excellence and innovation.

In order to deliver our Program, KFSH&RC is working with a number of external Government entities who are providing the structured oversight and direction that we require for success. The Transformation Program is monitored through a regular reporting process summarized in the graphic below.

 

 

 

Roles & Responsibilities

 

1 - KFSH&RC Transformation Program managed by the Corporate Transformation Office (CTO)

­The CTO is responsible for the execution of the Transformation Program and will coordinate and provide reports to the relevant Governmental parties.

2 - The Founding Committee of KFSH&RC

The founding Committee will study and supervise all aspects of the Transformation Program: technical, financial, legal etc. before presenting it to the supervisory committee.

3 - The Supervisory Committee for privatizing health sector

Assesses the technical, financial, legal and regulatory landscape. Ministry of Finance and National Centre for Privatization representatives are permanent members of the committee.

4 - Health Sector Vision Realization Office’s (VRO)

Their role covers planning, implementation, follow-up, and monitoring of transformational initiatives that relate to entities under its supervision. This includes tracking the progress of KFSH&RC’s implementation plans and continuously assessing our level of performance and quality. VRO works in coordination with other Governmental entities to facilitate and provide support as required.

5 - The National Center for Performance Measurement (ADAA)

Promotes transparency by measuring and monitoring the performance of concerned parties responsible for implementing programs and initiatives. ADAA actively engages the public in monitoring the performance of the various Vision 2030 implementation programs and relevant bodies by publishing performance dashboards and audited reports. It provides CEDA with a quarterly quantitative report and an annual qualitative report to enable them to take corrective action if required.

6 - The Delivery And Rapid Intervention Center (DARIC)

Assists with designing, implementing and achieving initiatives. The Unit will also intervene, upon the request of CEDA, to resolve issues relating to the Vision 2030 implementation program. It also submits reports to CEDA on its assigned programs, projects and missions.

7 - The Bureau of Spending Rationalization (BSR)

Supports Government entities in adopting best practices for spending rationalization, and in identifying opportunities to increase the efficiency of operational and capital spending.

8 - The National Center for Privatization & PPP (NCP)

Is responsible for executing the privatization of selected Government entities. To aid in this transition process and to ensure quality outcomes, NCP will formulate regulations, create privatization frameworks and prepare Government entities that are identified for privatization. The Center is charged with developing an efficient privatization process that targeted entities will follow to solicit and engage private sector participation (PSP) and to promote those opportunities internationally.

9 - The Strategy Management Office (SMO)

Is the executive branch of the strategy committee. Its role is to translate Vision 2030 into action plans and implementation programs. This includes supervising and monitoring the progress of programs, overcoming issues and problems brought to its attention and examining delayed or stalled initiatives.

10 - The Strategy Management Committee (SMC)

Supports CEDA in strategic affairs, proposing strategies for achieving Vision 2030 and translating them into implementation programs. The committee supervises the SMO, monitoring the implementation process, resolving issues and problems escalated that might impede the implementation of strategies, programs, and initiatives.

11 - The Council of Economic and Development Affairs (CEDA)

Their role is to establish the mechanisms and measures necessary for achieving Saudi Vision 2030, including presenting visions, directions and programs and deciding on any updates needed. It also makes decisions on any matter under its jurisdiction that could prevent programs from achieving their goals.

 

Internal Governance of the Transformation Program

Internally, KFSH&RC has developed an integrated program governance model. This provides an internal structure for managing all of the sub-initiatives planned and executed as part of the Transformation Program.

• The CTO oversees the Transformation Program and drives performance. The CTO acts as the focal point for the Transformation Program in coordination with all the divisions, departments, services and programs at KFSH&RC. The CTO will create the frameworks (including workshops, training and mentoring) required to support sub-initiatives owners, workstream leads and staff in delivering the Transformation Program. The CTO reports to the Transformation Steering Committee (TSC), which provides input and direction on Transformation Program Matters.

• Once sub-initiatives have been assessed and entered into the Transformation Program, sub-initiatives owners are assigned, responsible for sub-initiatives delivery, using a set of leading practice management frameworks and supported by expert project managers.

• Transformation Program committees are being established to support effective decision-making and accountability aligned to clear levels of authority. Each committee will make decisions within their respective terms of reference (yet to be determined) allowing accountability for sub-initiatives’ performance to be distributed down to the required levels.

• Transformation Steering Committee (TSC): Provide decision-making capabilities for items that have a major effect on the overall success, scope, timescale & budget of the Transformation Program and provide an escalation route for issues outside of Program thresholds

• Transformation Program Committee (TPC): Provide decision-making capabilities for items within the Transformation Program that are within Program thresholds or above workstream thresholds that may affect delivery and/ or success

• The Transformation Program works collaboratively with relevant internal and external stakeholders and manages

interdependencies within the ongoing healthcare sector reforms.

• For further information on the Transformation Program including its Governance Model, committees and frameworks, please contact the CTO office on cto@kfshrc.edu.sa

The CTO team is an integral part of the success of the Transformation by advising & supporting the sub-initiatives owners on Budget, Quality & Scope.