PRIMARY HEALTH CARE CORPORATION CORPORATE STRATEGIC PLAN 2019 – 2023
A Healthier Future for Our Families WELCOME ADDRESS VISION, MISSION AND VALUES
A vast number of international evidence shows that Our vision is ambitious yet detailed and achievable. Our OUR FIVE-YEAR STRATEGIC PLAN IS DRIVEN BY OUR STRONG COMMITMENT health systems oriented towards primary care achieve strategic priorities remain steadfast. We have already TO PHCC’S VISION, MISSION AND VALUES better health outcomes for lower overall costs, than increased our focus on prevention and wellness by hospital care. This is an important phase of PHCC’s creating a new Preventative Healthcare Directorate development, as we continue to tackle a number of as part of an improved organizational structure. We national health challenges. have strengthened our clinical leadership, and created a new AMD Directorate for Quality and Workforce OUR VISION OUR VALUES The life expectancy of our people has been constantly Development. This clearly shows our ongoing improving, and in the coming decades, the quality of commitment to patient safety and in developing our staff life for the people in Qatar is at risk from the impact to provide high quality services. To be the leader in transforming the health Efficiency and Quality of their changing lifestyles. Although there is already a and wellbeing of people’s lives in Qatar. Leadership and Collaboration high prevalence of chronic conditions and associated In the next five years, our attention will be on risk factors, I have always been convinced that the best transforming the way in which care is provided. The new We will achieve this vision by transforming the way Inclusion and Diversity way to a healthy population is to focus on wellness and National Health Strategy calls for a future family medicine health care is provided in Qatar. To enable this, we will Teamwork and Respect prevention, and by having a comprehensive high quality model of care based on better system collaboration strengthen our engagement with key partners across the Empowerment primary health care service. across the whole sector, and improved access to more health system to shift the balance of care from curative, comprehensive services in the community. We will all hospital-based treatment to enhanced preventative, Our values are the fundamental guiding principles of PHCC has placed significant emphasis on developing benefit from a commitment to put our patients at the health and wellness services in the community. This our organization. They enable us to operate as an elite safe, high quality and person-centered health services center in planning for a truly integrated model of high will better align health care and resources toward an organization, create a great working environment, and across all PHCC Health Centers. Last year, we received quality health services. approach of person-centered, integrated care, with a support a capable and empowered workforce to provide the International Diamond Accreditation by Accreditation focus on empowering people to make informed the best possible care and support for people and families. Canada, which was a tremendous achievement for us. The national strategy has set ambitious targets to decisions for their health. We remain focused on adding value into the health improve health outcomes, and PHCC is committed sector, and building on the momentum of the past to supporting all our staff to act with professionalism, two decades. compassion and commitment to our patients. OUR MISSION OUR SERVICE VISION As an organization, PHCC can be encouraged by It is my privilege and pleasure to work with the whole of its achievements under the National Primary Health the PHCC team. Each one of us has a vital contribution To deliver comprehensive, integrated and Care Strategy. We have upgraded and opened new to make to healthcare, whether as staff, stakeholder Engage and inform people When they need care, primary care facilities, enhanced and delivered eight coordinated person-centered health care or healthcare provider. I look forward to our collective with the right information, so ensure all patients have transformative models of care to meet the greatest health achievements in the next five years in advancing the services in the community through focusing they are able to take greater named physician and needs of our communities, and strengthened the capacity health and well being in Qatar through comprehensive, on disease prevention, healthy lifestyles ownership of their health and health team to support wellness needs them and capability of our workforce through additional integrated, person-centered and affordable primary and wellness. In partnership with our investment, staff development and training. health care services as expressed in this Corporate stakeholders, we will improve the health Strategic Plan. and wellbeing of our population. We have also participated in sector-wide discussions and TIMEL PRO ACTI E planning forums, which have ensured inter-connectedness UNPLANNED CARE CARE Dr Mariam Ali Abdulmalik Who we are and what we do is captured in our mission. across different levels of health care, placing primary care Managing Director As the preferred primary health care provider in Qatar, as the first and continuous point of care in the health Primary Health Care Corporation we are focused on providing excellent health care system in Qatar. INTEGRATED ACRO ROUTINE PLANNED services in our PHCC health centers based in the THE HEALTH TEM CARE community, centered on disease prevention, healthy lifestyles and wellness. To enable this, we will continue to strengthen our partnerships with our key stakeholders to improve the health and wellbeing of people Ensure more health care Provide patient centered, services are delivered in comprehensive, and and families. community location, closer coordinated primary care to homes and workplaces services in our expanding of our patients health centers
2 PRIMARY HEALTH CARE CORPORATION CORPORATE STRATEGIC PLAN 3 OUR SUCCESS MODEL
Shaped around our vision, mission and values, our five-year strategic plan addresses several target areas, which are all designed to achieve person-centered goals as seen in the diagram below:
Accessible, timely high quality comprehensive All patients have a services available for named physician and all communities access to a trained health team that provides appropriate level of advice, diagnoses and treatment, with continuity of care across the health system and Easy access to health coordinated health information and services advice
Greater use of information and technology to improve health care
Reduced variability in quality of care and improved patient experience
Expansion of health services delivered in primary care led community settings
Patients routinely share decisions with their physicians and health teams Greater community-driven service developments and quality improvement initiatives An expanded, skilled, resilient and adaptable primary care workforce that is driven by commitment to continuous development and evidence-based research
4 PRIMARY HEALTH CARE CORPORATION CORPORATE STRATEGIC PLAN 5 The NHS 2018-2022 identifies seven priority groups that We at PHCC will ensure that the new national health OUR STRATEGIC CONTEXT, AIMS were selected on the basis of the existing demographic strategy will be implemented within primary care and and health needs of Qatar’s population. These priority our corporate strategic plan. populations are: AND PRIORITY AREAS During the development of our strategic plan, we 1. Healthy children and adolescents completed five executive-level strategic workshops, launched the Staff Engagement Portal, including 2. Healthy women leading to healthy pregnancies staff surveys to elicit ideas and gain feedback on our Qatar National Vision 2030 3. Healthy and safe employees Vision and Mission statements, and linked that into To transform Qatar into an advanced society capable of achieving sustainable development by 2030 the NHS 2018-2022 planning sessions in order to 4. Mental health and wellbeing review, expand and develop our five-year plan. National Development Strategy 2018-2022 Strategic 5. Improved health for people with multiple chronic conditions We have also established guiding principles that Context National Health Strategy 2018 – 2022 represent the views of our staff on what is needed Our Health, Our Future 6. Health and wellbeing for people with special needs to attain our vision. This includes a commitment to continue with an open and transparent desire to Primary Health Care Corporation Corporate Strategic Plan 2019 – 2023 7. Healthy ageing work collaboratively across the health sector toward A Healthier Future for Our Families a more combined, unified mode of delivering and transforming health care in Qatar. Triple Aim Better Health, Better Care, Better Value The NHS 2018-2022 places an emphasis around Healthy Healthy Healthy Mental Improved Health and Healthy individuals and families, with the aim of changing the We have reviewed our corporate structure to children and women and safe health and health for wellbeing ageing way the health system works – by moving from treating ensure that it is fit for purpose. The review resulted 7 Priority adolescents leading employees wellbeing people with for people diseases to encouraging people to live prosperous, in a refocused organizational structure, and the Populations to healthy multiple with special healthy lives. It envisages a future model of care that completion of a “functions and responsibilities” pregnancies chronic needs focuses on health promotion, prevention and wellbeing in matrices exercise. conditions the hopes of tackling Qatar’s growing health challenges We will continue to follow an integrated and High Quality Focus on Highly Strong Enhanced Effective, as seen in the statistics below: collaborative approach, starting from within Integrated Preventative Skilled and Partnerships Primary Care Innovative 6 Priority our organization, which will be demonstrated Areas Family Health Motivated with Patients, System and Organization Medicine Workforce Families and Collaboration 69% 70.1% through our business units engaging and working Model of Communities for Care and collaboratively across the organization and extending Care Patient Safety of mortalities are because of Qatari adults are this positive behavior, attitude and leadership across of chronic conditions overweight our key stakeholders in the health sector to achieve 20 Strategic Goals collective success. 80 Strategic Activities 43.9% 88% of Qatari adults have low of Qatari children have levels of physical activity dental caries Since the first National Health Strategy (NHS) 2011-2016, We are guided by the Triple Aim framework of Better great importance has been placed on primary care in Health, Better Care and Better Value in all that we do achieving the human health and development goals of to help us optimize our performance and to achieve 23% the National Vision 2030. The National Primary Health our desired outcome. The Triple Aim also aligns with Care Strategy (NPHCS) 2013-2018 established strong the vision of the NHS 2018-2022 to deliver change and of mortalities are due to injury foundations, which we will build on. improvements in the healthcare sector.
BETTER HEALTH BETTER CARE BETTER VALUE
Enhanced health and quality Genuinely patient-centered, Improved value from of life for the people of Qatar high quality care, accessible healthcare expenditure that through an aligned system closer to home, and delivered efficiently and effectively that works in partnership in an integrated and produces better population to define and address coordinated way. health outcomes. population health needs.
6 PRIMARY HEALTH CARE CORPORATION CORPORATE STRATEGIC PLAN 7 OUR CORPORATE STRATEGY FRAMEWORK
Building on the success of the National Primary Health Model of Care and Focus on Preventative Health, while Care Strategy, and aligned to the goals of the NHS 2018- the remaining four – Highly Skilled and Motivated 2022 and IHI’s Triple Aim framework of Better Health, Workforce, Strong Partnerships with Patients, Families Better Care and Better Value, PHCC’s strategic plan and Communities, Enhanced Primary Care System comprises six key priority areas, 20 strategic goals and 80 and Collaboration for High Quality Care and Patient strategic activities. Safety, Effective, Innovative Organization – are system enablers that require broader national or corporate ETTER ETTER ETTER Of the six priority areas, two are patient-centered level interventions. programs – High Quality Integrated Family Medicine HEALTH CARE ALUE
PROGRAMME OF ACTI IT : PROGRAMME OF ACTI IT : HIGH QUALIT , INTEGRATED FAMIL MEDICINE FOCU ON PRE ENTATI E HEALTH MODEL OF CARE 2.1 Increase Health Promotion and Wellbeing 1.1 Implement, High Quality, Integrated Family Medicine Model of Care 2.2 Provide Early Detection and Screening 1.2 Improve Timeliness of Service Provision and Increased 2.3 Ensure Health Protection and Communicable Accessibility to Care Disease Prevention 1.3 Deliver Comprehensive, Integrated and Coordinated Care 1.4 Implement Regional Specialist Hubs
TEM ENA LER : TEM ENA LER : HIGHL KILLED AND MOTI ATED WORKFORCE ENHANCED PRIMAR CARE TEM COLLA ORATION FOR HIGH QUALIT CARE AND PATIENT AFET 3.1 Strengthen Workforce Planning and Sustainability 3.2 Enhance Workforce Development, Training and Research 5.1 Champion Patient Safety, and High Quality Services 3.3 Ensure High Performing Workforce & Environment 5.2 Improve Sector Capability and Collaboration 3.4 Create a Healthy and Safe Work Environment 5.3 Support Strategic Partnerships and Sector Forums
TRONG PARTNER HIP WITH PATIENT , FAMILIEI EFFECTI E, INNO ATI E ORGANI ATON AND COMMUNITIE .1 Implement robust Internal Governance, System and 4.1 Understand Population Health Needs Performance 4.2 Actively Engage with Patients and the Community in .2 Centralise Data Intelligence, Monitoring and Surveillance designing services .3 Innovate and Demonstrate Value for Money 4.3 Increase Health Literacy and Access to health information
8 PRIMARY HEALTH CARE CORPORATION CORPORATE STRATEGIC PLAN 9 High trust relationship Skilled Leadership Consistent TRANSFORMATION THROUGH Strategize with people at Implementing communication the center transformation Enabling sustained change
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Focus on patient Clinically led and Right level of care at the right time Bottom up service experience designed in the right place improvement Patient and family Clinicians are The first and continuing point of access Initiatives are sustainable and centered empowered to take for most people. Focus on prevention, clinicians at the forefront of on leadership roles wellness and effective disease service improvement management.
Key enablers to an integrated care approach include 2. To be patient and family-centered, and be easily accessible. high trust relationships between health partners, skilled leadership in transformation centered on what is best 3. To be clinically led, where clinicians are empowered to for patients and families, and consistent and open take on leadership roles in the design and implementation communications across all health professionals involved in of integrated care processes. the patient’s care. 4. To be the first and continuing point of access for people, and to focus on prevention, wellness and effective The key principles for Integrated Care are: disease management. To deliver a “medical home” concept using the 1. 5. To encourage a bottom-up approach and to ensure high Family Medicine Model (FMM) of care, in which each quality initiatives which are sustainable across the system. patient has a named family physician, supported by a multidisciplinary team. For patients with complex health 6. To achieve NHS 2018-2022 targets, where needs, a personalized care plan developed with their family performance is monitored and evaluated through health physician, will be implemented by a nurse-led case manager. system-level indicators.
10 PRIMARY HEALTH CARE CORPORATION CORPORATE STRATEGIC PLAN 11 HIGH-QUALITY, INTEGRATED FAMILY FOCUS ON PREVENTATIVE MEDICINE MODEL OF CARE HEALTH
STRATEGIC PRIORITY AREA 1 STRATEGIC PRIORITY AREA 2
Why focus on high-quality, integrated Family Where are we now? Why focus on preventative health? Where are we now? Medicine model of care? At the end of 2018, the first phase of the FFM was The essence of preventative health is a shift from curative The prevalence of non-communicable diseases, and The Family Medicine Model (FMM) supports people to implemented in 12 PHCC health centers. This ensures care to preventative care and wellness services. Our associated risk factors in Qatar is high. Over 70 percent live healthier lives in their communities, from a healthy that all patients have a named family doctor supported by vision is to empower people to take responsibility for of Qatari adults are overweight, and premature death birth, to a vibrant old-age free from the burden of a multi-disciplinary team. There are integrated electronic their own health and make healthy lifestyle choices. This from NCDs is amongst the highest in the world. disease. It provides a first step to your family’s health. medical records, across primary and secondary care, with includes health promotion and wellness interventions and access for patients through the myHealth Portal. services that educate people, encourage and empower In 2015, 6.3 percent of deaths in Qatar were as a result of Each person will have a named family practitioner, them to adopt healthy behaviors that reduce their communicable diseases, which are largely preventable. supported by a professional team, who will provide Our new facilities allow us to provide greater access exposure to disease risk factors. continuity of care for better health service quality and to a wider range of services, improved coordination, PHCC has established a range of services focusing on the health outcomes. integration and seamless delivery across the continuum of Preventative services also focus on early detection of promotion of health, and the prevention of illness and health care. risk factors and screening for chronic diseases. Our disease. We have invested in the infrastructure in new The FMM will move the primary health care focus from preventative health model of care includes services Health and Wellness Centers to support our communities disease treatment to disease prevention. It promotes and practices that aim to protect people’s health by towards healthier lives. Our goals for 2023 screening for early diagnosis of risk factors, and disease. appropriate immunization; preventing transmission It provides better access to specialist services in the of communicable diseases and infections; reducing Our goals for 2023 community, and effective management of stable chronic 1.1 Implement high quality integrated family multidrug resistant infections, and managing outbreaks conditions, locally, close to the home. medicine model of care and epidemics. - Complete the implementation of FMM across 2.1 Increase health promotion and wellbeing The FMM reflects a global shift in healthcare all health centers in mid-2019, expanding - Expand targeted wellness programs, improving management and approach, and will work in partnership core services, and reviewing pathways for key physical activity and healthy behaviours among with the patient, to meet their health goals. population groups youth and adults - Support people to improve their health literacy, 1.2 Improve timeliness of service provision, and and support behavior change, such as to quit increase accessibility to care smoking Services fragmented and - Continue the facilities expansion program for new - Use mobile technology and social media to non-continuous, provided and replacement health centers, and wider access encourage healthy lifestyles Current State- by individual health care - Develop wellness services for our key Polyclinic-type professionals with no clear options through technology and innovation populations, mothers and newborn babies service relationship to the - Expand SMART health checks to the wider patient/family population children and adolescents - Extend the home health care service to include post-natal visits 2.2 Provide early detection and screening - Expand our national screening programs for 1.3 Deliver comprehensive, integrated and cancer, diabetes and cardiovascular disease coordinated care - Extend screening to school children and - Enhance NCD services in the community through adolescents, supported with education on Services integrated, centralized coordination and case management, healthy habits focused on continuity of a broader range of specialist services, and self- Future State- care, provided by an inter- management programs 2.3 Ensure health protection and communicable Family Medicine professional team, with a - Improve local community services for priority disease prevention Model clear relationship to the population groups - Standardize and improve the surveillance and patient/family outbreak management of multi-drug resistant 1.4 Implement regional specialist hubs organisms and infectious diseases - Expand the scope of primary care to reduce - Implement control and prevention programs for Our integrated FMM will help people better manage outpatient waiting times, and expand access to communicable diseases, and deliver immunization their own health and reduce the need to be admitted to diagnostic facilities in the community programs for vaccine preventable diseases secondary care, improving patients’ independence and wellbeing.
12 PRIMARY HEALTH CARE CORPORATION CORPORATE STRATEGIC PLAN 13 HIGHLY SKILLED AND MOTIVATED STRONG PARTNERSHIPS WITH WORKFORCE PATIENTS, FAMILIES AND COMMUNITIES
STRATEGIC PRIORITY AREA 3 Our goals for 2023 STRATEGIC PRIORITY AREA 4 Our goals for 2023 Why focus on a highly skilled and motivated Why focus on strong partnerships with patients, workforce? 3.1 Strengthen workforce planning and families and communities? 4.1 Understand population health needs sustainability - Develop and implement PHCC’s Patient PHCC recognizes that our skilled people are our most - Further develop and implement our workforce Our aim is for a service delivery model that is person- Engagement Plan, including patients as important resource, enabling high quality, safe services. planning model, and human resource strategy, centered, with genuine and meaningful patient partners and PHCC Friends’ group Our vision for our workforce is to have a robust human to support: engagement and involvement. Patient engagement is resource strategy in place, which will ensure that our o Family Medicine Model an essential element to achieving better health, better 4.2 Actively engage with patients and the motivated workforce can meet the current and future o New Health Centers care and better value. It is based on the premise that community in designing services health needs of the population with the right mix of patients who have more involvement in their own health o Health and Wellness services - Expand community engagement services, competencies, skills and experience. care will be enabled to make better-informed decisions to o Non-communicable disease – prevention, and leverage social media opportunities and improve their health resulting in better, more affordable effective management enhance the patient portal - Develop a career framework and clear healthcare. - Review policies to enhance Where are we now? development programs for leading Qataris and people-centered care clinical staff PHCC employs a diverse workforce, across five main job categories: doctors, nursing and dental assistants, 3.2 Enhance workforce development, training Ooredoo 4.3 Increase health literacy and access to health allied health, health center support, and head office and research Customer Service information administration and management. - Implement the PHCC Learning & Development - Training and support for health literacy, self- Strategy including: management and self-care tools, especially for With the introduction of the FMM and multi-disciplinary o Professional developments and reflective Hayyak patients and their families teams, new preventive services and regional specialist learning support Customer Service - Expand school health programs and online centers, we have developed a Learning and Development o Peer-to-peer learning and community of practice health promoting initiatives Strategy to support the continuing education and to aid sharing knowledge and experience improvement of our people. between teams 107 o Inter-professional development approach to Patient Helpline workplace learning View, communicate and collaborate on an evolving range of information: o Academic partnerships to support PHCC careers Health record o e-Learning providing high quality and effective Patient Forums & Patient Care planning and health tracking professional learning Consultative Council Appointments and preventive care o Framework for academic and clinical research to 2023 Decision making PATIENT Patient-specific education PRO IDER Patient Feedback and 3.3 Ensure high performing workforce and Prescription management environment satisfaction surveys - Ensure licensing and privileging supports primary care model scope - Enhance and standardize the role of project PHCC has implemented services which we will management to strengthen the execution of continue to build upon, including: programs and projects - Build internal capacity to support quality Patient experience policy | 107 Patient Help Line improvements, patient safety and people- centered care Hayyak customer service | Sign language training myHealth patient portal Patient Forums 3.4 Create a healthy and safe work environment | - Establish and enhance a staff health clinic, with iPad electronic patient feedback | SMS surveys on new access to a wellness program and existing services | Health promotion campaigns Health coaches for diet, nutrition and exercise.
14 PRIMARY HEALTH CARE CORPORATION CORPORATE STRATEGIC PLAN 15 ENHANCED PRIMARY CARE SYSTEM EFFECTIVE, INNOVATIVE AND COLLABORATION FOR HIGH ORGANIZATION QUALITY CARE AND PATIENT SAFETY
STRATEGIC PRIORITY AREA 6 Our goals for 2023 STRATEGIC PRIORITY AREA 5 Our goals for 2023 Why focus on an effective, innovative organization? 6.1 Implement robust internal governance, Why focus on enhanced primary care system and An effective, innovative organization is one that continually systems and performance collaboration for high quality care and 5.1 Champion patient safety and high quality modernizes and improves itself, seeking to constantly patient safety? services improve the experience for its internal and external - Enhance new organizational structure with robust internal governance, a Clinical Services - Ensure organization readiness for international stakeholders. We aim to deliver better outcomes for people Strategy, improved planning and analytics, and As Qatar’s leading provider of family medicine services, accreditation of service quality including people- by maximizing the value of technologies that enable better corporate performance management system we recognize that we have a responsibility for the success centered care, and the EFQM government communication between the individual and the care team. of primary care and integrated family medicine, and standards the need to be part of a strong and vibrant primary care 6.2 Centralize data intelligence, monitoring and - Strengthen the culture of clinical audit for system where all providers share in the aim to provide a Where are we now? surveillance service improvement comprehensive and integrated health service for everyone. - Conduct a primary care health needs analysis We have implemented a new organizational structure to 5.2 Improve sector collaboration and capacity - Strengthen data collection and quality, and links We proactively seek to develop strong partnerships and deliver our corporate strategic plan. Its aim is to focus to health partners full sector collaboration to ensure that people receive high - Establish a primary care network between all on our people-centered service delivery through family primary care providers in the State quality health services, fully integrated across levels of care, medicine, prevention and wellness, improving clinical 6.3 Innovate and demonstrate value for money and increasingly delivered to people in their communities. - Provide a focus on clinical governance and leadership and governance. Its success will depend on the - Implement tele-health and e-health strategy leadership whole organization being effective through its supporting innovations - Support the new health insurance system, and corporate services and adopting new technology - Implement clinical workforce plan to support Where are we now? private sector partnerships and innovation. new roles, and expanded scope of practice, for Primary care in Qatar is diverse, with over 250 private Value for money is achieved by minimizing duplication primary model of care 5.3 Support strategic partnerships and sector health centers, clinics, polyclinics and dental clinics. and reducing waste across the health system, delivering forums - Establish a quality and safety innovation zone However, PHCC employs the majority of family seamless integrated care in collaboration with our health - Undertake a value for money review of primary - Strengthen strategic relationships with local, physicians, with specialist training in Family Medicine. partners, and reducing inappropriate hospital admissions health care With this strong base and the infrastructure of new regional and international organizations and and hospital outpatient consultations. PHCC, through the facilities and integrated electronic medical records, there partners National Leadership of Integrated Care, has the opportunity is a good foundation to build the future integrated model and responsibility to deliver a more integrated effective of care across the State. health system.
16 PRIMARY HEALTH CARE CORPORATION CORPORATE STRATEGIC PLAN 17 OUR 5-YEAR ROAD MAP
Knowing that the health and wellbeing of future Our core services need to be delivered in a transformed 2 1 2 2 2 21 2 22 2 23 generations is founded on how successful our health way, they need to be proactive and routinely planned, Creation and Learning and Development system is in the next decade, we are committed to and integrated across the whole health care system. Our Implementation of Committee to oversee Deliver accredited professional learning, Update ensuring the successful and complete delivery of the implementation roadmap covers the six priority areas and HIGHL KILLED HR and OD delivery of L&D Strategy & development and education plans. Establish a AND MOTI ATED Medium Term Strategy Action Plan framework for coaching, mentorship and corporate strategic plan over the next five years. new services planned. WORKFORCE Workforce Plan preceptorship programs. Work across PHCC, PHCC s staff clinic with expanded wellness programs, Ministerial Partners to support Qatarization workplace safety programs etc
Leverage an active Expand school based 2 1 2 2 2 21 2 22 2 23 TRONG Community Staff training in social media health programs to Ongoing staff training in PARTNER HIP engagement health campaign. Activate a include technology in health literacy, FMM expanded to Extended specialist services WITH PATIENT , in review of literacy,self-manage Implemented national schools to direct children self-management and additional primary care in the community, FMM Innovation & Improvements policy ment and self-care FMM in all HCs FAMILIE communications & to online health self-care tools online services and MDTs including diagnostic tools documents tools online COMMUNITIE branding exercise promotion initiatives
Co-locate School Oral Delivery against the various Priority Population Organizational INTEGRATED Urgent Health Program Home Health Care Team aligned to HMC National health Groups Plans in relation to comprehensive, Corporate governance and Strengthen FAMIL Care Service for all school and National Integrated Care Program Quality & insurance implemented. integrated and coordinated FMM care ENHANCED clinical relationship & Ongoing relationships and partnerships MEDICINE at ED children Safety Plan partnerships with Emergency plans PRIMAR leadership across the health sector, other government developed international implemented. CARE TEM enhanced. organizations, and international platforms Integrated Care organizations. Public Private Continuing to meet the future needs of the COLLA ORATION National Primary to support the strategic direction of PHCC Service Plan for 2020 AC Partnerships Pathways for people PHCC Healthy Ageing Plan community and NHS National Taskforce Care Network Academic Partnerships people with needs met established. with Drug & Alcohol & Key Initiatives 5 R Plans established. to embed L&D Special Needs concerns
Strengthen Implement a clinical workforce Establish oral Implement comprehensive range of surveillance, Implement Corporate plan to support new service Technology, Workforce and Value Expand Increase Implement Wellness Develop a planning and health control and prevention programs for communicable EFFECTI E, Performance models and workforce initiatives for Money innovations developed PRE ENTATI E national population community interventions Clinical Services analytics screening for disease. Deliver an effective immunization program INNO ATI E Management System, and implemented according to HEALTH Breast & Bowel based for priority population Strategy Quality Carry out Value for Money review of young children and campaigns for vaccine preventable diseases. ORGANI ATION using the Balanced Better Health, Better Care and Screening screening groups & Safety health needs primary care expenditure to adolescents Enhance and implement IPAC program. Scorecard tool Better Value assessment completed
18 PRIMARY HEALTH CARE CORPORATION CORPORATE STRATEGIC PLAN 19 MEASURING OUR PERFORMANCE
Monitoring our performance is an important element in the This system will also ensure that effective development, The effectiveness of our strategy will be monitored using specific indicators implementation of our strategic plan as it helps us improve operations and quality standards meet the internal and defined at three levels: and raise the levels of our services. PHCC’s monitoring external reporting requirements, and informs future and evaluation system aims to systematically track the development and planning. • Organization-wide – includes service, program and corporate strategy indicators and milestones implementation of our five-year strategy and measure the • Primary Care System Measures – patient and population level effectiveness of our work through improvements in health • National targets under the NHS 2018-2022 outcomes and impact of the plan on people and families.
E ECUTIVE Identifies/ clarifies needs and objective
Strategy and Planning setting priorities and Impact strategies
Evaluation and Service Outcomes Improvement/ Design Programme to population Mid-Term Budgeting and based Assessment OUR PLANNING Outputs Monitoring and AND PERFORMANCE Operational Planning Evaluation FRAMEWORK Approach Processes Monitoring and Reporting Inputs Implementing and Delivery
Responsive to Needs Delivery of Service
Individuals, Families, Communities, Population
The balanced scorecard methodology within PHCC’s monitoring and evaluation cycle will plan, execute, monitor, align and translate our strategy performance across four major business perspectives: financial; customer; internal and learning and development, and the Triple Aim framework of Better Health, Better Care, Better Value. It will also assess our performance across the functions of the organization.
This structured approach will also ensure that future performance management processes are founded upon a robust assessment of the delivery of our strategic priorities over the next five years. Staff will have clearer visibility of how they directly contribute to the achievements of the PHCC’s strategic priorities and goals.
20 PRIMARY HEALTH CARE CORPORATION CORPORATE STRATEGIC PLAN 21 OUR SERVICES AND THE AREAS WE COVER
Adolescent Health Check service
MADINAT AL HAMAL 13 Antenatal Operating Primary Health Center Audiology 1. Airport Health Center 2. West Bay Health Center 3. Umm Ghuwailina Health Center Cancer screening 4. Omar Bin Khatab Health Center 5. Al Wakra Health Center Cardiology . Rawdat Al Khail Health Center 15 7. Al Thumama Health Center 12 8. Madinat Khalifa Health Center Chronic Back Pain GHUWA RI AH 9. Al Daayen Health Center Complex case management 10. Al Khor Health Center 11. Gharrafat Al Rayyan Health Center Dental/Oral Health 12. Leghwairiya Health Center 1 13. Al Shamal Health Center 14. Umm Slal Health Center AL KHOR Dermatology AL UMA LI AH 15. Al Kaaban Health Center 24 1 . Leabaib Health Center Dietetics/Nutrition 17. Qatar University Health Center 18. Abu Baker Al Siddiq Ear, nose and throat AL DHAA EN 19. Abu Nakhla Health Center 20. Mesaimeer Health Center 21. Al Rayyan Health Center Emergency walk-in services 14 22. Al Karaana Health Center 23. Al Sheehaniya Health Center 17 Family Medicine DUKHAN 23 32 16 24. Al umailiya Health Center HAHANI A 11 25. Muaither Health Center Gastrointestinal 4 2 2 . Al Wajbah Health Center DOHA AL RA AN 26 3 6 27. Al Waab Health Center 21 31 3 General Pediatric 27 1 7 25 1 33 New Primary Health Center 2 1 Geriatric - Healthy Ageing 5 28. South Wakra Health Center UMM AD 2 29. Al Mashaf Health Center Gynecology AL WAKRAH 2 30. Al Saad Health Center 31. Nuaija Health Center Home health care 32. Al Themaid Health Center AL KIRANAH 33. Umm Al Seneem Health Center Healthy Lifestyle 22
Laboratory ME AIEED Operating PHC Central Region
Maternal & Child Health Counselor Operating PHC Northern Region
Medical commission services Operating PHC Western Region
Mental health services New PHC Central Region
Minor injuries service New PHC Western Region Minor Surgery NCDs Ophthalmology Optometry Oro-facial Pain Clinic Pharmacy New Services to 2023 Physiotherapy • Cancer Survivors Transition Program • Preconception services Post-natal • Community Midwifery • Primary Care Memory Clinic Pre-marital service • Dental Specialist Clinics • Self-management Chronic Radiology and ultrasound (Endodontics, Orofacial, Periodontics) Conditions School health • Drug and Alcohol service • Sigmoidoscopy Assessment Service • Expanded Wellness services in the • Smoking Cessation Group Therapy SMART health checks community • Specialist NCD services in the Smoking cessation • Integrated Oral Health Services for community Social worker services target populations • Specialist services for Older People • Mindfulness – stress reduction classes Travel vaccination clinics • Ultrasound breast screening • Oral Health Screening • Wellness for Children and Well Woman • Oral Surgery Adolescents Well-baby • Post-natal Home Care Wellness (gym, pool, massage)
22 PRIMARY HEALTH CARE CORPORATION CORPORATE STRATEGIC PLAN 23 24 PRIMARY HEALTH CARE CORPORATION