CORPORATE STRATEGIC PLAN 2019 - 2023 PRIMARY HEALTH CARE CORPORATION A Healthier Future for Our Families - Primary Health Care ...
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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
better health outcomes for lower overall costs, than
TO PHCC’S VISION, MISSION AND VALUES
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
The life expectancy of our people has been constantly
a new AMD Directorate for Quality and Workforce OUR VISION OUR VALUES
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
primary care facilities, enhanced and delivered eight coordinated person-centered health care Engage and inform people When they need 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 TIMELY PRO ACTIVE
planning forums, which have ensured inter-connectedness Dr Mariam Ali Abdulmalik UNPLANNED CARE CARE
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 INTEGRATED ACROSS
system in Qatar. ROUTINE PLANNED
services in our PHCC health centers based in the THE HEALTH SYSTEM 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
OUR STRATEGIC CONTEXT, AIMS The NHS 2018-2022 identifies seven priority groups that
were selected on the basis of the existing demographic
and health needs of Qatar’s population. These priority
We at PHCC will ensure that the new national health
strategy will be implemented within primary care and
our corporate strategic plan.
AND PRIORITY AREAS populations are:
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 Vision and Mission statements, and linked that into
3. Healthy and safe employees
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
7. Healthy ageing continue with an open and transparent desire to
Primary Health Care Corporation Corporate Strategic Plan 2019 – 2023
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
as seen in the statistics below: We will continue to follow an integrated and
High Quality Focus on Highly Strong Enhanced Effective,
collaborative approach, starting from within
Integrated Preventative Skilled and Partnerships Primary Care Innovative
6 Priority our organization, which will be demonstrated
Family Health Motivated with Patients, System and Organization
Areas Medicine
Model of
Workforce Families and
Communities
Collaboration
for Care and
69% 70.1% through our business units engaging and working
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
Since the first National Health Strategy (NHS) 2011-2016, We are guided by the Triple Aim framework of Better levels of physical activity dental caries
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
the National Vision 2030. The National Primary Health
to help us optimize our performance and to achieve
our desired outcome. The Triple Aim also aligns with
23%
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 BETTER BETTER BETTER
HEALTH CARE VALUE
Of the six priority areas, two are patient-centered level interventions.
programs – High Quality Integrated Family Medicine
PROGRAMME OF ACTIVITY: PROGRAMME OF ACTIVITY:
HIGH QUALITY, INTEGRATED FAMILY MEDICINE FOCUS ON PREVENTATIVE 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
SYSTEM ENABLERS: SYSTEM ENABLERS:
HIGHLY SKILLED AND MOTIVATED WORKFORCE ENHANCED PRIMARY CARE SYSTEM & COLLABORATION
FOR HIGH QUALITY CARE AND PATIENT SAFETY
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
STRONG PARTNERSHIP WITH PATIENTS, FAMILIEIS EFFECTIVE, INNOVATIVE ORGANISATONS
AND COMMUNITIES
6.1 Implement robust Internal Governance, System and
4.1 Understand Population Health Needs Performance
4.2 Actively Engage with Patients and the Community in 6.2 Centralise Data Intelligence, Monitoring and Surveillance
designing services 6.3 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
TRANSFORMATION THROUGH High trust relationship
Strategize with people at
the center
Skilled Leadership
Implementing
transformation
Consistent
communication
Enabling sustained change
INTEGRATED CARE
llance
Survei
p&
llowu
Fo
In order to realize our vision of becoming the leader in As the first step to health care, PHCC has a central role
transforming the health and wellbeing of people’s lives to play in this. Integrated care will improve timely access
in Qatar, an integrated approach to care is needed. across the health care continuum in multiple settings and NGOs
Rehabilitation services
Community organizations
This involves, among other things, strengthening our levels of care – from prevention through to follow-up and
Pr
Hom
ev
surveillance. We will offer care across the primary and e
partnerships with our health partners, other health
en
Sports club are
yC
tio
institutions, private sector organizations, and leading acute sectors to best support the person’s health needs, it
un
n
international health care systems to collectively impact on through use of multi-disciplinary clinical teams and in m Health Promotion Schools and
Key health promotion
m
Universities
improved health outcomes for Qatar. health locations where people can be cared for in the
Co
messages using social Recognition &
community, closer to their homes. media, apps Identitty
Pharmacies -Population
Com
Care Management
stratification
Recovery
munit
PATIENTS - Screening
-Routine checks AND PUBLIC programs Big companies
-Wellness (worksite wellness)
y Based Care
Services
-Links into NGO
Tertiary Hospitals
and private
Care
provider
Primary Medical
Home
ized
-Booked appointment
cial
-Assessment & Health Centers
Care planning
e
Emergency
Sp
referrals
-Individualized
Departments
e&
care and support plan
ut
Ac
Am
bula
tory C
ing
are Congregating events
(Health screening
en
at malls)
re
Sc
Polyclinics
As
ses
Primary care sme Hospitals Qatar national health target
nt &
medical home Diagno performance is evaluated
Delivers a ‘’medical sis through system level indicators
home’’ using a family and outcomes measures to
medicine model achieve NHS targets.
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.
1. To deliver a “medical home” concept using the 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.
screening for early diagnosis of risk factors, and disease. Our goals for 2023 appropriate immunization; preventing transmission
It provides better access to specialist services in the of communicable diseases and infections; reducing
community, and effective management of stable chronic multidrug resistant infections, and managing outbreaks
Our goals for 2023
1.1 Implement high quality integrated family
conditions, locally, close to the home. and epidemics.
medicine model of care
- Complete the implementation of FMM across 2.1 Increase health promotion and wellbeing
The FMM reflects a global shift in healthcare - Expand targeted wellness programs, improving
all health centers in mid-2019, expanding
management and approach, and will work in partnership physical activity and healthy behaviours among
core services, and reviewing pathways for key
with the patient, to meet their health goals. youth and adults
population groups
- 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 encourage healthy lifestyles
Current State- and replacement health centers, and wider access
by individual health care - Develop wellness services for our key
Polyclinic-type options through technology and innovation
professionals with no clear
service - Expand SMART health checks to the wider populations, mothers and newborn babies
relationship to the
population children and adolescents
patient/family
- 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
centralized coordination and case management, healthy habits
Services integrated,
focused on continuity of a broader range of specialist services, and self-
Future State- management programs 2.3 Ensure health protection and communicable
care, provided by an inter-
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 o Health and Wellness services patients who have more involvement in their own health
- Expand community engagement services,
competencies, skills and experience. o Non-communicable disease – prevention, and care will be enabled to make better-informed decisions to
leverage social media opportunities and
effective management improve their health resulting in better, more affordable
enhance the patient portal
- Develop a career framework and clear healthcare.
Where are we now? - Review policies to enhance
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
Decision making
to 2023
PATIENTS Patient-specific education PROVIDERS
Patient Feedback and Prescription management
3.3 Ensure high performing workforce and
satisfaction surveys
environment
- 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 15ENHANCED 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?
Why focus on enhanced primary care system and An effective, innovative organization is one that continually 6.1 Implement robust internal governance,
collaboration for high quality care and modernizes and improves itself, seeking to constantly systems and performance
5.1 Champion patient safety and high quality
patient safety? improve the experience for its internal and external - Enhance new organizational structure with
services
stakeholders. We aim to deliver better outcomes for people robust internal governance, a Clinical Services
- Ensure organization readiness for international
As Qatar’s leading provider of family medicine services, by maximizing the value of technologies that enable better Strategy, improved planning and analytics, and
accreditation of service quality including people-
we recognize that we have a responsibility for the success communication between the individual and the care team. corporate performance management system
centered care, and the EFQM government
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 - Strengthen data collection and quality, and links
We proactively seek to develop strong partnerships and 5.2 Improve sector collaboration and capacity 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
quality health services, fully integrated across levels of care, primary care providers in the State 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
whole organization being effective through its supporting - Implement tele-health and e-health strategy
leadership
corporate services and adopting new technology innovations
- Support the new health insurance system, and
Where are we now? and innovation. - Implement clinical workforce plan to support
private sector partnerships
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 - Establish a quality and safety innovation zone
forums
However, PHCC employs the majority of family seamless integrated care in collaboration with our health - Undertake a value for money review of primary
physicians, with specialist training in Family Medicine. - Strengthen strategic relationships with local, 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 17OUR 5-YEAR ROAD MAP
Knowing that the health and wellbeing of future Our core services need to be delivered in a transformed 2019 2020 2021 2022 2023
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,
HIGHLY SKILLED Update HR and OD delivery of L&D Strategy & development and education plans. Establish a
ensuring the successful and complete delivery of the implementation roadmap covers the six priority areas and AND MOTIVATED Medium Term framework for coaching, mentorship and
Strategy Action Plan
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
2019 2020 2021 2022 2023 Leverage an active Expand school based
STRONG Community Staff training in
social media health programs to Ongoing staff training in
PARTNERSHIPS engagement health
campaign. Activate a include technology in health literacy,
FMM expanded to Extended specialist services WITH PATIENTS, in review of literacy,self-manage
Implemented FMM Innovation & Improvements national schools to direct children self-management and
additional primary care in the community, FAMILIES policy ment and self-care
FMM in all HCs communications & to online health self-care tools online
services and MDTs including diagnostic tools & COMMUNITIES documents tools online
branding exercise promotion initiatives
Co-locate School Oral Delivery against the various Priority Population
Health Program Home Health Care Team aligned to HMC Organizational
INTEGRATED Urgent Groups Plans in relation to comprehensive, Corporate Strengthen National health
for all school and National Integrated Care Program governance and
FAMILY Care Service integrated and coordinated FMM care Quality & relationship & insurance implemented.
children ENHANCED clinical Ongoing relationships and partnerships
MEDICINE at ED Safety Plan partnerships with Emergency plans
PRIMARY leadership across the health sector, other government
developed international implemented.
CARE SYSTEM & enhanced. organizations, and international platforms
Integrated Care organizations. Public Private
Service Plan for Continuing to meet the future needs of the COLLABORATION National Primary to support the strategic direction of PHCC
Pathways for people PHCC Healthy Ageing Plan 2020 AC Academic Partnerships Partnerships
people with community and NHS National Taskforce Care Network
with Drug & Alcohol & Key Initiatives needs met established. to embed L&D established.
Special Needs 5 YR Plans
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 EFFECTIVE, Develop a planning and
health control and prevention programs for communicable Performance models and workforce initiatives for Money innovations developed
PREVENTATIVE national population community interventions Clinical Services analytics
screening for disease. Deliver an effective immunization program INNOVATIVE 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. ORGANISATION 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 19MEASURING 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.
EXECUTIVE
Identifies/ clarifies
needs and objective
Strategy and Planning
setting priorities and
Impact strategies
Evaluation and Service
Outcomes Improvement/ Design
Programme to
population Mid-Term
Assessment OUR PLANNING Budgeting and
based
Outputs AND PERFORMANCE Operational Planning
Monitoring and
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 21OUR SERVICES AND THE AREAS
WE COVER
Adolescent Health Check service
Antenatal
13
MADINAT AL SHAMAL
Operating Primary Health Center
Audiology 1. Airport Health Center
2. West Bay Health Center
Cancer screening 3.
4.
Umm Ghuwailina Health Center
Omar Bin Khatab Health Center
Cardiology
5. Al Wakra Health Center
6. Rawdat Al Khail Health Center
15
7. Al Thumama Health Center
Chronic Back Pain GHUWAYRIYAH
12
8. Madinat Khalifa Health Center
9. Al Daayen Health Center
Complex case management 10. Al Khor Health Center
11. Gharrafat Al Rayyan Health Center
Dental/Oral Health 12.
13.
Leghwairiya Health Center
Al Shamal Health Center
10
Dermatology AL JUMAYLIYAH
24
AL KHOR
14.
15.
Umm Slal Health Center
Al Kaaban Health Center
16. Leabaib Health Center
Dietetics/Nutrition 9 17. Qatar University Health Center
18. Abu Baker Al Siddiq
Ear, nose and throat AL DHAAYEN 19. Abu Nakhla Health Center
20. Mesaimeer Health Center
Emergency walk-in services 14
21.
22.
Al Rayyan Health Center
Al Karaana Health Center
Family Medicine DUKHAN 23 32 16
17
23.
24.
Al Sheehaniya Health Center
Al Jumailiya Health Center
SHAHANIYA
25. Muaither Health Center
Gastrointestinal
11
4 2
26. Al Wajbah Health Center
8 DOHA
AL RAYYAN 26 30 6 27. Al Waab Health Center
General Pediatric 21 31
3
27
1 7
25 18 33 New Primary Health Center
Geriatric - Healthy Ageing UMM BAD
19
20
5 28. South Wakra Health Center
29
Gynecology
29. Al Mashaf Health Center
AL WAKRAH 28
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 MESAIEED 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
• Drug and Alcohol service • Sigmoidoscopy Assessment Service
School health
• 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 • Ultrasound breast screening
Travel vaccination clinics
• 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 2324 PRIMARY HEALTH CARE CORPORATION
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