The National Health Strategy brings to life the vision for the healthcare sector laid out in the Qatar National Vision 2030 (QNV 2030).
"A world-class integrated healthcare system is a critical component
of the human development pillar of the QNV 2030."
The NHS 2011-2016 aims to move Qatar’s health sector significantly in the direction of achieving this vision outlined in the QNV 2030. With that consideration, 39 projects as at 2013, (35 at the outset), are explicitly structured around the vision to ensure complete alignment with the QNV 2030.
However, the measure of this strategy’s success will be determined by the degree of implementation.
The strategy was developed from significant input from various stakeholders in the health sector and beyond. A critical attribute of the strategy development process was its inclusiveness, achieved through more than 100 individual consultations as well as approximately 35 workshops. This degree of stakeholder buy-in has differentiated the NHS from past efforts, and this is reflected in the level of implementation that this sector strategy is achieving.
However the success of the strategy is also dependent on the level of collaboration it receives from other sectors. Health is both a goal and an enabler to achieve the aspirations of the QNV 2030.
Data for the National Health Strategy was gathered through interviews with key stakeholders; the benchmarking of relevant healthcare systems and focus groups (hospital physicians, general practitioners and human resources). Multiple patient satisfaction and government public surveys were also reviewed to obtain public and patient opinion. Public and patient interaction and engagement will continue throughout implementation.
The inclusive approach adopted in developing the strategy is unprecedented in that never before has an intensive multi-sectoral engagement process taken place within the health sector. It has ensured that a broad spectrum of views was heard from key stakeholders and has enabled decisions to be evidence-based wherever possible. This approach will be continued to ensure ownership and buy-in as well as to facilitate implementation over the program life span.
The recommendations outlined in the NHS constitute an effort to fundamentally transform the health sector in Qatar. This has required the following dimensions that describe different aspects of institutional readiness:
NHS 2011-2016 Planning and Implementation
Planning - Every organisation defined its institutional mandate as well as its vision, mission, and strategic goals. Once these elements were in place, the institution started its strategic planning process, including the setting of targets and goals and an implementation plan on how to achieve them.
Governance - Every institution needed an appropriate governance structure, defined responsibilities, standards of operation, organic culture, and well-defined decision-making rights and escalation processes.
Human resources - A plan is nothing without good people to make it happen and good employee management to allow them to succeed. The key factor is the ongoing necessity to obtain the key skill sets required to execute the NHS projects and building organizational infrastructure and capability. Work force development and recruitment are essential ingredients to support health sector growth.
Stakeholder coordination - The interactions and coordination within and outside the sector, procedure workflows, and process definitions help define how people in this sector work together. Key goals are to reduce bottlenecks and optimize processes through a lean organization where processes centre on client needs and priorities.
Budget management - Strategic or operational plans are being validated financially and planned for accordingly. Following the financial plan, the actual spending is managed (budget execution) and monitored both by the entities and by the Ministry of Economy and Finance.
Information technology - Each of these support functions helps the organization operate smoothly and efficiently. Information technology enables the automation of workflows, the provision of government services online (e-government), and a higher degree of responsiveness and institutional collaboration.
Performance management - This closes the loop with Planning by monitoring progress toward set targets. It provides visibility into performance through a standardized system to track and report institutional effectiveness so that management can take corrective actions.
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