Prof. Michael Richmond Chief of Medical, Academic and Research Affairs

1. Partnering with Staff on Problem Solving The Hamad Approach Prof. Michael Richmond Chief of Medical, Academic and Research Affairs MedHealth – Cairo – March 2014

2. Contents A pen picture of Qatar Hamad Medical Corporation Academic Health Key challenges The science of quality improvement The Hamad Way 2

3. Qatar - A Growing Nation With a Great Ambition • Geographically small: 11,400 sq km; • Small population: > 2 million people; • Rapid population growth: tripled in ten years; • Reliant on oil and gas: responsible for 70% of government revenue; • Real GDP growth expected to grow by • 5.3% in 2013 • Budget spending set to jump 18% to $58bn in 2013/14 • Qatar National Visions 2030: diversify the economy and build a knowledge-based economy whilst maintaining Qatari culture: • ambition to become a world leader in education, healthcare and medical research • ambition to become a medical and education hub for the region 3

4. Qatar National Vision 2030A Healthy Population: Physically and Mentally A Healthy Nation is a Productive Nation Qatar National Health Strategy 2011 - 2016 The National Health Strategy 2011-2016 is intended to propel Qatar toward the health goals and objectives contained in the QNV 2030 4

5. A Unique Population Diverse expatriate population 5 5

6. Increase in demand for healthcare services due to more people, with more chronic disease, living longer 6

7. Healthcare Demand and Capacity Percentage change in growth from 2005 7

8. HMC is the Main Healthcare Provider • Established 1979 with 35 years of experience • Government funded non-profit provider • Eight hospitals, National Ambulance Centre – and growing, with 4 new hospitals planned for 2015 • Provide 90% of acute healthcare in Qatar • Tertiary, Secondary and Continuing Care • 750,000 emergency attendances • 20,000 deliveries annually • Expected healthcare budget increase fromQR8.8bn ($2.4bn) • Joint Commission International accreditation • ACGME-I accreditation 8

9. HMC - A Growing Hospital Network Tertiary Hospitals General Hospitals Continuing Care National Ambulance Service Nursing and Skilled Nursing Care 9

10. HMC AT WORK IN NUMBERS Key Statistics from 2013 10

11. Transformation Priority Improvement Supporting Priorities Reforming organizational capabilities Academic healthas a means of transformation Core Clinical Research Education & Development Enabling Organizational Capabilities Human Resources Community Engagement Facilities Information Systems 11

12. Qatar’s Academic Health System “It is a significant achievement…a collaborative model others will seek to emulate.” (Dr S. Wartman, President and CEO, Association of Academic Health Centers) HMC is “uniting academia and healthcare for the benefit of the population” (Health Service Journal) 12

13. “We can't solve problems by using the same kind of thinking we used when we created them.” Albert Einstein 13

14. BUILDING ‘THE HAMAD WAY’ • Building Will, Ideas • & Teamwork for Execution • Quality and Safety Strategy • Middle East Forum in collaboration with IHI • Best Care Always Campaign • Open School • - 5000+ HMC staff registrations

15. PDSA - a Model for Improvement Developed by Associates in Process Improvement, the Plan-Do-Study-Act (PDSA) model is a valuable tool for accelerating improvement. It has been used very successfully by hundreds of health care organizations in many countries to improve many different health care processes and outcomes. Including the right people on a process improvement team is critical to a successful improvement effort Testing the improvement solutions to verify their validity is equally important for sustained improvement. 15

16. Quality Goals and Drivers Quality Goals Primary Drivers Secondary Drivers Governance & Risk Management

17. Register at: http://ihime2014.hamad.qa Storyboard Exhibition & Competition 26/4/2914 HMC and IHI’s 2nd Annual Middle East Forum on Quality and Safety in Healthcare is part of the Best Care Always quality improvement framework led by HMC in collaboration with IHI. This world-class conference offers opportunities to learn the latest improvement ideas, connect with like-minded colleagues, and generate momentum for change in your department and across HMC. ​​

18. Quality & Patient Safety Best CareAlways We make the difference Committed to delivering the safest, most effectiveand compassionate care to our patients

19. Quality & Patient Safety Capacity and Capability Development Open School (5000 enrollments) Fundamentals in safety (200 PA) HMC Fellowship (12 PA) Microsystems (60 PA) CCITP(150 trained) IHI Forum (2800) Clinical Leadership IHI Fellows (2 PA) ExecutiveLeadership High reliability ward (1 PA) Best Care Always Collaborative ( 150 year one) Employee Induction (25000 staff) 19

20. Increasing Capacity & Capabilityfor Quality Improvement HMC-IHI Fellow commenced HMC-IHI Mid East Forum IHI Partnership Agreed HMC-IHI Internal Fellowship IHI Fellow x2 HMC-IHI Mid East Forum Microsystems BCA Collaborative Teams Review BCA Foundations JCI Surveys IHI facilitated leadership retreat Open School enrolled HMC Quality Strategy agreed BCA Launch BCA LS-2 BCA LS-1 BCA LS-3 Oct-12 Dec-12 Mar-13 Jun-13 Sep-13 Dec-13 Mar-14 Jun-14 Sep-14 Dec-14 * Best Care Always Learning Set 20

21. LESSONS LEARNED • Understanding the magnitude of the challenges • Developing a quality and safety strategy • Building capability and capacity at all levels • Raising senior leadership visibility • Understanding the local culture • Encouraging huge appetite for change • Developing an environment of openness and transparency • Realizing the need to fuse all things best, both East and West 21

22. “You can design and create and build the most wonderful place in the world, but it takes people to make the dream a reality.” Walt Disney Inform, Integrate, Improve 22