جائزة نواة
دليل المشاركة في جائزة التميز للجمعيات الصحية الأهلية بالمنطقة الشرقية 2025
🌟 نبذة عن الجائزة
🎯 تأتي هذه الجائزة في إطار تحقيق مستهدفات رؤية السعودية 2030 وبرامج التحول في القطاع الصحي
🎯 أهداف الجائزة
تحفيز التميز
تحفيز الجمعيات الصحية الأهلية على تبني أفضل الممارسات الإدارية والفنية
إبراز الإنجازات
إبراز الإنجازات النوعية وتكريم المبادرات المؤثرة في المجتمع
تعزيز الشفافية
تعزيز الشفافية والحوكمة والاستدامة المالية والابتكار في العمل الصحي غير الربحي
تحسين الخدمات
تحسين جودة الخدمات الصحية وتوسيع نطاق الوصول إليها، خصوصاً في المناطق ذات الاحتياج
📊 معايير التقييم التفصيلية
🎯 المعيار الأول: القيادة والحوكمة
1️⃣ الشفافية والالتزام
الهدف: بناء بيئة عمل شفافة قائمة على الوضوح المؤسسي والامتثال
- وجود لوائح مكتوبة تغطي جميع الجوانب (إدارية، مالية، تشغيلية)
- تحديث السياسات بحد أقصى كل سنتين
- اعتماد رسمي من مجلس الإدارة
2️⃣ المساءلة
الهدف: تعزيز الرقابة والشفافية عبر مراجعات منتظمة للأداء المؤسسي
- وجود جهة داخلية أو خارجية مسؤولة عن المراجعة
- جدول مراجعة معتمد
- تنفيذ التوصيات الناتجة عن المراجعة
3️⃣ قيادة فعالة
الهدف: التأكيد على فاعلية قيادة الجمعية ومشاركتها في توجيه العمل المؤسسي
- مجلس إدارة نشط ينعقد بانتظام
- توثيق المحاضر والقرارات
- مشاركة المجلس في التخطيط والتقييم
4️⃣ التخطيط الاستراتيجي
الهدف: تعزيز التخطيط المؤسسي لضمان استدامة العمل وتحقيق الأهداف
- توفر خطة تشمل: الرؤية، الرسالة، الأهداف، البرامج، والتدريب
- تغطية الخطة لثلاث سنوات على الأقل
- اعتماد الخطة من مجلس الإدارة
🚀 المعيار الثاني: التطوير والابتكار
1️⃣ المشاريع المبتكرة
الهدف: تحفيز الجمعيات على إيجاد حلول مبتكرة جديدة للتحديات الصحية
- وجود فكرة جديدة غير مكررة تعالج حاجة صحية واقعية
- تنفيذ المشروع على أرض الواقع مع وجود خطة تنفيذ واضحة
- توثيق مراحل التنفيذ والنتائج الفعلية المحققة
2️⃣ التكنولوجيا الصحية
الهدف: تعزيز كفاءة العمليات الصحية والإدارية من خلال تبني أدوات رقمية
- تفعيل نظام إلكتروني جديد (أنظمة المواعيد، إدارة المتطوعين، إدارة الحالات)
- تطوير أو أتمتة نظام موجود لتحسين الكفاءة
3️⃣ حلول جديدة
الهدف: رفع رضا المستفيدين عبر تحسين جوانب الخدمة المرتبطة بالتجربة الشخصية
- توفر مبادرة واحدة على الأقل ذات بعد إنساني أو اجتماعي واضح
- ارتباط واضح للمبادرة برؤية الجمعية وأهدافها المجتمعية
- تضمين أدوات تقييم رضا المستفيدين (استبيانات، مقابلات، جلسات عصف ذهني)
- وجود آلية لقياس الأثر الفعلي (تحسن الرضا، سهولة الوصول، جودة التواصل)
💡 المعيار الثالث: الأثر الاجتماعي والصحي
1️⃣ عدد المستفيدين
الهدف: تعزيز فعالية وشمولية خدمات الجمعيات الصحية
- وجود قاعدة بيانات محدثة تشمل جميع المستفيدين
- توفر قائمة تصنيف المستفيدين حسب نطاق خدمات الجمعية
- توفر قائمة بالخدمات المباشرة والغير مباشرة
- توفير آليات للوصول إلى الفئات الغير قادرة على الوصول للجمعية
2️⃣ تحسين صحة المجتمع
الهدف: تعزيز الصحة العامة لكافة الفئات من خلال برامج الوقاية والتثقيف
- تحديد الأمراض المزمنة المنتشرة حالياً وترتيبها حسب الأولوية
- تنفيذ حملات توعية وتقديم مساندات وقائية
- توفير خدمات الكشف المبكر وإجراء التحاليل الدورية
3️⃣ قياس الأثر
الهدف: إنشاء قاعدة بيانات دقيقة لتقييم الأثر المجتمعي والصحي
- وجود نظام لتسجيل بيانات المستفيدين مع وسائل التواصل
- تصنيف المستفيدين حسب البرامج والخدمات المقدمة
- ربط قاعدة البيانات بمؤشرات الأداء لقياس الأثر
- استخدام النتائج لتحسين جودة التخطيط والتنفيذ
4️⃣ إشراك المتطوعين
الهدف: تعزيز دور المتطوعين كمساهمين فاعلين في المبادرات الصحية
- وجود سياسة واضحة لإشراك المتطوعين
- تحديد أدوار ومسؤوليات المتطوعين وتدريبهم
- توفر قاعدة بيانات للمتطوعين
- تقييم الأداء بشكل دوري وقياس رضا المتطوعين
- تقدير مساهمات المتطوعين وتقديم الشكر
5️⃣ التواصل الفعال مع الجهات الإشرافية
الهدف: تعزيز ثقافة الشفافية وضمان توفير قنوات تواصل فعالة
- تحديد المسؤوليات والصلاحيات داخل الجمعية
- الاستجابة لتوجيهات ومتطلبات الجهات الإشرافية في الوقت المحدد
- وجود آلية لمتابعة التحديثات والتعليمات الصادرة
- توثيق التواصل الدوري والتقارير المرسلة
💰 المعيار الرابع: الاستدامة المالية
1️⃣ تنويع مصادر الدخل
الهدف: تعزيز الاستدامة المالية من خلال تنويع مصادر التمويل
- وجود تبرعات منتظمة من أفراد أو جهات
- وجود شراكات مؤسسية أو دعم من قطاع خاص
- وجود استثمار أو نشاط يدر دخلاً ذاتياً
- توفر توثيق سنوي رسمي لكل مصدر دخل
2️⃣ تخطيط مالي مستدام
الهدف: تأمين الاستدامة المالية من خلال تخطيط منهجي
- خطة مالية تتضمن الإيرادات والمصروفات المتوقعة
- تحديد مؤشرات أداء مالية (مثل العجز المتوقع، نسب التغطية)
- اعتماد الخطة من مجلس الإدارة
- مراجعة دورية للخطة وربطها بالتقارير الفعلية
🤝 المعيار الخامس: الشراكات والتعاون
1️⃣ التعاون مع الجهات الحكومية
الهدف: دعم التكامل والتنسيق مع الجهات الحكومية
- توقيع مذكرات تفاهم أو اتفاقيات تعاون رسمية
- تنفيذ مشاريع أو خدمات بالتعاون مع جهة حكومية
- وجود تواصل دوري مع الجهة الحكومية
2️⃣ شراكات مجتمعية
الهدف: تعزيز الخدمة الصحية من خلال شراكات مجتمعية متنوعة
- توقيع مذكرات تعاون أو شراكات فاعلة
- تنفيذ برامج توعوية أو صحية مشتركة
- وجود خطط أو أنشطة موثقة ضمن الشراكة
3️⃣ علاقات دولية (معيار إضافي)
الهدف: تعزيز جودة العمل من خلال الانفتاح على التجارب الدولية
- توقيع شراكة أو مذكرة مع جهة دولية
- تطبيق تجربة عالمية داخل برامج الجمعية
- المشاركة في ورش أو مؤتمرات دولية
⭐ المعيار السادس: جودة الخدمات الصحية
1️⃣ نظام قياس رضا المستفيدين
الهدف: ضمان توفر نظام فعال وثابت لقياس رضا المستفيدين بشكل نصف سنوي
- خطة معتمدة لقياس رضا المستفيدين تتضمن جدول زمني مرتين سنوياً على الأقل
- أدوات قياس مهنية (استبيانات، مقابلات، أو منصات إلكترونية)
- تحليل دوري للنتائج وتوثيقها
- معالجة الملاحظات المستخلصة من القياس
- ربط النتائج بخطط التحسين
2️⃣ التحسين والتطوير المستمر
الهدف: تحقيق تحسين مستدام في جودة الخدمات الصحية
- وجود خطة تحسين جودة الخدمات مبنية على بيانات
- تدريب مستمر للكوادر الصحية والإدارية
- مراجعة دورية للأداء والجودة
3️⃣ سهولة الوصول للخدمات
الهدف: تعزيز العدالة الصحية من خلال رفع نسبة المستفيدين في المناطق الطرفية
- تنفيذ برامج أو خدمات صحية في مناطق طرفية
- توثيق أماكن إقامة المستفيدين بدقة
4️⃣ شهادات الجودة أو التميز
الهدف: تعزيز التميز المؤسسي وضمان التزام الجمعية بمعايير الجودة
- الحصول على شهادة جودة صحية مثل (ISO 9001)
- وجود تجديد مستمر للشهادة وتحديث مستنداتها
- وجود دلائل تطبيق فعلي للمعايير ضمن إجراءات العمل اليومي
🏅 فئات الجائزة
يتم تصنيف الجمعيات بحسب نتائج التقييم النهائي، وتُعلن الفئات في حفل التكريم الرسمي
📅 الجدول الزمني للجائزة
👥 الفئات المستهدفة
🎯 الجمعيات الصحية الأهلية - غير الربحية المرخص لها رسمياً في المنطقة الشرقية
💻 طريقة التقديم عبر منصة وصال
🌐 منصة وصال
منصة إدارة الجمعيات الخيرية الصحية
تسجيل الدخول
ادخل على منصة وصال من خلال حساب جمعيتك
اختيار جائزة نواة
انتقل إلى قسم الجوائز واختر "جائزة نواة للتميز"
تعبئة البيانات
أكمل جميع المعايير المطلوبة وارفق الوثائق الداعمة
إرسال الطلب
راجع البيانات وأرسل طلبك قبل الموعد المحدد
⚠️ تنبيه هام: يجب أن تكون جمعيتك مسجلة ومفعلة في منصة وصال للتمكن من التقديم على الجائزة
Research Center
🏥 Amyaz Award for Healthcare Excellence
Health Centers & Polyclinics Criteria - Eastern Region | Ministry of Health - Saudi Arabia
🏛️ Governance & Leadership
Weight: 20%1 A strategeic / operational plan with valid date , implemented and addresses the poly clinic vision and mission, objectives, analytic tools , show associated traceable measures to the strategic plan; activities to achieve the objectives performance are being accomplished.
Strategy complies with ministry of health stratigic goals. Strategy generally involves setting goals and priorities, determining actions to achieve the goals, and mobilizing resources to execute the actions. Shaping the strategy with the future. Whether the developers and implementers are making decisions consistent with the current national policies.
2 Context of the poly clinic Objectives Include patient safety, poly clinic's risk and quality goals. Appropriate progress and success performance measures have been established against the strategic plan and improvement efforts.
Strategic planning is a process and thus has inputs, activities, outputs and outcomes. Sitting objectives should include patient safety. Analytical tools (PESTLE, SWOT analysis, Growth-share matrix, Balanced scorecards or strategy maps). If there is no clear evidence of the criterion, the entire criterion = zero.
3 Structured leadership Walkrounds/ meetings program addressing patient safety improvement / initiatives.
CEO senior leaders perform patient safety measures walk rounds / meetings, as leaders establish open and transparent communication with front line staff, fostering an environment where safety concerns are identified, discussed, and acted upon collaboratively. If there is no clear evidence of the criterion, the entire criterion = zero.
4 Board of Directors meetings /excutive committee meetings.( addressing patient safety efforts and Focused Improvement projects patient safety).
Board meetings reporting to /chaired by Chief Executive Officer (CEO) are documenting patient safety discussions during periodic meeting agenda or minutes. Board members also review performance data, patient satisfaction scores, and incident reports to identify trends and opportunities for improvement. If there is no clear evidence of the criterion, the entire criterion = zero.
5 Continuous comprehensive quality indicator system that reports the progress of strategic plans according to the time frame.
Data is collected at the Polyclinic level, The presence of systematic, data-guided activities designed to bring about the progress of the plan according to the proposed schedule. If there is no clear evidence of the criterion, the entire criterion = zero.
6 Manpower: Periotizing citizen staffing requirements and specific qualifications.
The poly clinic must have documented evidence that indicates Periotizing citizen staffing requirements and specific qualifications. Saudization rate in the private sector. This indicator measures the number of Saudis working in the private sector. (Number of Saudis working in the private sector / Total employees in the private sector) * 100 A staffing policy is a strategic framework that guides how a poly clinic hires, manages and places its employees Attach (التوطين) certificate from Human Resources and Social Development.
7 Formulate an associated Saudi staffing recruitment and retention plan .
The percentage of employees who left the poly clinic over the last 12 month.
8 Safe Staffing Levels (SSL); Nursing ratio requirement. The poly clinic complies with the minimum nurse staffing standards in all clinical areas at all times according to Saudi healthcare system
Safe staffing for nurses in an outpatient polyclinic involves ensuring an appropriate number of nurses with the correct skills and experience are available to meet the needs of the patient population, considering the volume of patients and the complexity of their conditions. This ensures safe, effective, and efficient healthcare delivery. In primary care settings, nurse-to-patient ratios can range from 1:10 to 1:20, depending on patient volume and needs. If there is no clear evidence of the criterion, the entire criterion = zero.
9 Nurse Participation in clinical A?air
Clinical decision-making, from patient assessment and implementing care plans( health education sessions, nurses participate in developing policies, advocating for patients, and collaborating with other healthcare professionals to ensure optimal outcomes. Presence of different nursing committee's)
10 Nursing competency policy : Documented evidence of presence of competency for all nurses
A core competency of nursing is "the ability to practice nursing that meets the needs of clients cared for using logical thinking and accurate nursing skills".
👥 Customer/Beneficiary Services
Weight: 30%11 Patient Experience Measurement Program. Presence of focused improvement project, initiated from the program
The poly clinic implements mechanisms to gather, review, and utilize patient and family opinion about the health services provided. Patient experience is a process that reflects the interpersonal aspects of quality of care received. Attach clear and complete detailed proof (e.g. patient regular survey)and evidence =2 attach an example of a project =2
12 Report Closure of 937 complaints within 48 hours Index Percentage of closure within the recommended time 48 hours
Percentage of complaints resolved within 48 hours from time it was filed/submitted by patient family or others resolution was communicated to the patient/ family/other Numerator: Number of Complaints resolved within 48 hours from filing/submission to communication of resolution over total number of complaints Denominator : Total number of complaints received
13 937 Report Closure Satisfaction Index Overall Satisfaction with complaint resolution
Not only the closure of 937 notification, it is the decision for improvement . Numerator: Complaints who received a (satisfied, very satisfied) scoring on its resolution/ outcome by the patient/family/others Denominator : Total number of complaints received
14 937 Reports of abuse Reports of Customer abuse against Polyclinic employee over the last 12 months.
Any report or complaint that includes verbal or physical abuse or expulsion of the beneficiary. Ministry of health indicator for the number of reports of abuse is calculated monthly (in the monitoring mechanism, one number per month).
15 Care of Persons with Disabilities: Mowaamah certificate from Ministry of Human Resource and Social Development
Developing work environment standards for people with disabilities and making them available electronically through an automated program (platform) called "Mowaamah." These standards allow establishments wishing to develop their work environment to be accessible to people with disabilities to evaluate themselves based on these standards.
16 Number of institutional violations (from the committee in the branch of MOH) according to Private Health Institutions Law.
Improper conduct, Negligence or Default issued against health instution . (The committee, mentioned is meant to look into Violations, negligence, or dereliction against Polyclinic. These include professional violations committed by medical staff, with penalties imposed by the Health Administration Violations Review Committee). Violations committed by medical and administrative staff are punished by the Polyclinic to which they belong or even will be raised to higher health authority. Attach clear and complete proof and evidence
17 Number of healthcare providers violation against any staff member of the polyclinic.
Improper conduct, Negligence or Default issued against healthcare profession. (The committee, mentioned is meant to look into violations of the healthcare professions practice. Professional violations committed by the medical staff, the penalty will be imposed by the Committee for Reviewing Violations of the Health Administrative violations committed by the medical and administrative staff, the penalty will be imposed by the Polyclinic to which it belongs. Improper conduct, Negligence or Default issued against health cae workers Attach clear and complete proof and evidence
18 Number of improvement projects or processes implemented based on beneficiary feedback
Number of improvement projects or processes that have been implemented and are based on beneficiary feedback. (Monitoring mechanism: number of projects affecting the patient experience survey element, divided by the total number of projects for every 6months) Attach clear and complete design/ details of the projects.
📊 Performance & Sustainability
Weight: 20%19 Recognition, Licensing and accreditation .Accreditations obtained by the poly clinic
An accredited poly clinic demonstrates that it has met departmental standards. If there is no clear evidence of the criterion, the entire criterion = zero (Attach the valid accreditations granted to the Polyclinic)
20 Recognition, Licensing and accreditation: Number of training courses conducted by the poly clinic over 12 months for the current year.
If there is no clear evidence of attendance at all training courses with names, the full criterion = zero. (Attatch training course schedules, accreditation numbers, and evidence of submitting and attending training programs)
21 Recognition, Licensing and accreditation: Employees trained by the Polyclinic on quality and patient safety/ tasks and skills.
(attach the number and names of employees trained and the quality/ patient safety training programs are clear and evidence of providing and attending the training programs)
22 Recognition, Licensing and accreditation: Percentage of administrators trained in safety .programs
If there is no clear evidence of attendance at all training courses with names, the full criterion = zero.
23 Active agreements with non-profit societies or organizations for sick and needy patients (Attach a copy of each agreement)
Non-profit organizations and societies play a crucial role in providing support for sick and needy individuals, often through active agreements and collaborations. Active agreement with community charities to help the sick and needy people is of value in community support ( If there is no clear evidence , the full criterion = zero).
24 Number of national initiatives, events, and campaigns in which the Polyclinic has participated (Attach a copy of the participation certificates.)
1 per quarter, equivalent to 4 contributions over 12 months during the specified year. If there is no clear evidence of the criterion, the entire criterion = zero.
25 Electronic Medical Records
Ducoment of digital version of the medical charts in the clinician's office
26 Integrated Health System
All services provided in a single system. (Attach the name of the system/program and the activation date.
27 Active Cybersecurity Protection Program
It must have specific policies and processes that demonstrate its compliance with current and future health information and cybersecurity regulatory requirements. It must establish a secure arrangement for sharing data between third parties, including the patient. If there is no clear evidence , the full criterion = zero.
28 Medical staff members have current delineated clinical privileges, Documented evidence of implementing best practice
If there is no clear evidence, the full criterion = zero.
29 The Polyclinic has an employee wellbeing program
How poly clinic can improve the well-being of their workers, according to the World Health Organization recommendations for the vital role healthcare workers, to give an example done during 2024
30 The Polyclinic has a policy for an employee safe complaint reporting program
The program should ensure that employees can report safety concerns without fear of retaliation or negative consequence, it should be accessible method for employees to voice their concerns and for the organization to address potential issues.
🛡️ Patient Safety
Weight: 30%31 Clinical warning system policy: A written policy outlines the management of clinical alarms, including setting alarm parameters and alarm escalation procedures.
Clinical alarm life cycle includes the pathway for alarms of abnormal results in vital signs, lab or X ray results, which include: alarm generation, transmission, identification and response; thereby enhancing patient safety
32 Clinical warning system policy: Evidence of reviewing and monitoring compliance with the clinical alarm system policy at least monthly, with a corrective action plan.
This involves tracking performance indicators, conducting audits, and documenting any non-compliance or areas needing improvement.
33 Clinical warning system policy: Example of flow charts for following and for measuring vital sign each visit
Evidence of measuring vital signs for adult patients
34 Polyclinic KPIs for Monitoring Internal Processes: Ratio of ( sentinel events ) over the total number of OVR,s reported in the facility.
Error Rate: This rate measures the number of mistakes( wrong patient identification, BP measurement , vital signs, made by staff in poly clinic when treating a patient that was reported appropriately reflecting the presence of JUST culture.
35 Polyclinic KPIs for Monitoring Internal Processes: Cancellation Rate (%) = (Number of Missed Appointments ( no show) / Total Number of Appointments) * 100
Cancellation Rate: This is a KPI for outpatient clinics . If a patient misses a scheduled appointment, or schaduled procedure. Measure this value over time so you can address the issues and improve the attendance via a designed system/ proceedure .
36 Patient education materials and audiovisual health education
Documents of different examples( pdf, and screens in waiting areas.
37 Medical Waste Management: There is a valid medical waste management contract.
Committee Formation Order and Terms of reference of the infection prevention and control committee, and minutes of at least 6 meetings
38 Medical Waste Management: An assigned infection control officer with clear job description and tasks.
Assigment order and approved Job description.
39 Medical Waste Management: Membership of (the infection conrtol officer and/or a staff trained nurse) in the committee of infection prevention and control committee.
Committee Formation Order.
40 Infection Control: ratio of Employees that have been trained on the infection control system.
To ensure a safe and healthy environment by equipping its workforce with the knowledge and skills to prevent and control infections. This training likely covers various aspects of infection control, such as hand hygiene, personal protective equipment, and proper cleaning and disinfection procedures. If there is no clear evidence, the full criterion = zero.
41 Infection Control: There is a central sterilization room, separate from other clinics and compliant with resources.
presence of separate room or area for sterilization
42 Infection Control: Percentage of employee with BICSL certificate.
Number of health care employee with Bicsll certificate / total number of healthcare employee *100
43 Infection Control: Clear policy for Infection Prevention and Control.
Policies and procedures are based on MOH guidelines.
44 Never events in medical clinic standards: Sentinel Events and Root Cause Analysis Policy
Adverse events that occur with medical treatment can include medication side effects, injury, psychological harm or trauma, or death. Adverse events can be either preventable or unpreventable and are often associated with medication errors. The list of reportable adverse events include: Surgical events - wrong patient, wrong site, wrong procedure, retained foreign body. Product/device related - contaminated products, air embolism. Patient protection events - patient elopement, suicide. Care management issues - medication errors, mismatched blood transfusion. Environmental factors - burn, electric shock, wrong gas. Criminal events - sexual assault, impersonation, physical assault
45 Never events in medical clinic standards: Documented Just Culture Training: personnel are comfortable disclosing errors, including their own
Adverse events that occur with medical treatment can include medication side effects, injury, psychological harm or trauma, or death. Adverse events can be either preventable or unpreventable and are often associated with medication errors. The list of reportable adverse events include: Surgical events - wrong patient, wrong site, wrong procedure, retained foreign body. Product/device related - contaminated products, air embolism. Patient protection events - patient elopement, suicide. Care management issues - medication errors, mismatched blood transfusion. Environmental factors - burn, electric shock, wrong gas. Criminal events - sexual assault, impersonation, physical assault
🏆 Amyaz Award for Healthcare Excellence
Hospital Criteria - Eastern Region | Ministry of Health - Saudi Arabia
🏛️ Governance & Leadership
Weight: 20%1 A strategic plan with valid date, implemented and addresses the health organization's vision and mission, objectives, analytic tools, show associated traceable measures to the strategic plan; activities to achieve the objectives performance are being accomplished.
Strategy complies with ministry of health strategic goals. Strategy generally involves setting goals and priorities, determining actions to achieve the goals, and mobilizing resources to execute the actions. Shaping the strategy with the future. Whether the developers and implementers are making decisions consistent with the current national policies.
2 A strategic plan: Objectives (goals) Include patient safety, organization's risk and quality goals. Appropriate progress and success performance measures have been established against the strategic plan and improvement efforts.
Strategic planning is a process and thus has inputs, activities, outputs and outcomes. Sitting objectives should include patient safety. Analytical tools (PESTLE, SWOT analysis, Growth-share matrix, Balanced scorecards and strategy maps). If there is no clear evidence of the criterion, the entire criterion = zero.
3 Structured leadership Walkrounds program addressing patient safety improvement / initiatives.
CEO senior leaders perform patient safety measures walk rounds, as leaders establish open and transparent communication with front line staff, fostering an environment where safety concerns are identified, discussed, and acted upon collaboratively. If there is no clear evidence of the criterion, the entire criterion = zero.
4 Board of Directors meetings.
Board meetings reporting to/chaired by Chief Executive Officer (CEO) are documenting patient safety discussions during periodic meeting agenda or minutes. Board members also review performance data, patient satisfaction scores, and incident reports to identify trends and opportunities for improvement. If there is no clear evidence of the criterion, the entire criterion = zero.
5 Continuous comprehensive quality indicator system that reports the progress of strategic plans according to the time frame.
Data is collected at the facility level, The presence of systematic, data-guided activities designed to bring about the progress of the plan according to the proposed schedule. If there is no clear evidence of the criterion, the entire criterion = zero.
6 Manpower: Prioritizing citizen staffing requirements and specific qualifications.
The organization must have documented evidence that indicates Prioritizing citizen staffing requirements and specific qualifications. This indicator measures the number of Saudis working in the hospital. ((Number of Saudis working in the hospital / Total employees in the hospital) * 100 A staffing policy is a strategic framework that guides how an organization hires, manages and places its employees. Attach (شهادة التوطين) certificate from Human Resources and Social Development
7 Manpower: Formulate an associated Saudi staffing, recruitment and retention plan.
The percentage of Saudi employees who left the hospital over the last 12 month.
8 Safe Staffing Levels (SSL); Nursing ratio requirement. The hospital complies with the minimum nurse staffing standards in all clinical areas at all times according to Saudi healthcare system
Safe staffing is achieved when an appropriate number of health workers are always available across the continuum of care with the correct education, skills/competence, and experience to deliver safe patient care. The evidence is definitive. For example: 1:3 patients or fewer for (Emergency Room and for Cardiac Coronary Unit) / 1:2 patients for (Adult Intensive Care Unit/Cardiovascular Intensive Care Unit and for Pediatric Intensive Care Unit) / 1:6 patients Antenatal Ward: latent phase/induction area)
9 Nurse Participation in Hospital Affair
Attachment of different committees formation order
10 Nursing Recognition Program (Magnet, Nurse-Friendly Hospital)
Approved or certificate in the process of recognition
👥 Customer/Beneficiary Services
Weight: 30%11 Patient Experience Measurement Program: Presence of focused improvement project, initiated from the program
The organization implements mechanisms to gather, review, and utilize patient and family opinion about the health services provided. Patient experience is a process that reflects the interpersonal aspects of quality of care received.
12 Percentage of closure within the recommended time 48 hours
Percentage of 937 complaints resolved within 48 hours from time it was filed/submitted by patient family or others. Resolution was communicated to the patient/ family/other. Numerator: Number of Complaints resolved within 48 hours from filing/submission to communication of resolution over total number of complaints Denominator : Total number of complaints received.
13 satisfaction about closure of customer complaints of different sources (937 & reception disk complaint, social media … etc) Overall Satisfaction with complaint resolution
Not only the closure of 937 notification, it is the decision for improvement. Numerator: Complaints who received a (satisfied, very satisfied) scoring on its resolution/ outcome by the patient/family/others Denominator : Total number of complaints received
14 Reported Customer abuse against the health facility or employee over the last 12 months.
Any report or complaint that includes verbal or physical abuse or expulsion of the beneficiary. Ministry of health indicator for the number of reports of abuse is calculated monthly (in the monitoring mechanism, one number per month).
15 Adherence to the guiding framework for dealing with reports: Compliance rate with the guiding framework for dealing with complaints.
Patients and their families have a great understanding of their needs and have their perspective on the expected level of health care provided in a healthcare facility. A proper complaint management system can assist in answering number questions related to safety and quality of care. There is clear policy and clear presentation of the standards (an office, phone number, on line, web site) for customers related to Ministry of Health complaint policy to Increase customer satisfaction with the service provided. Attach clear and complete proof and evidence
16 violations and convictions: Number of institutional violations according to Private Health Institutions Law.
Improper conduct, Negligence or Default issued against health institution. (The committee, mentioned is meant to look into Violations, negligence, or dereliction against a healthcare facility. These include professional violations committed by medical staff, with penalties imposed by the Health Administration Violations Review Committee). Violations committed by medical and administrative staff are punished by the facility to which they belong or even will be raised to higher health authority.
17 violations and convictions: Number of hospital healthcare providers violation
Improper conduct, Negligence or Default issued against healthcare profession. (The committee, mentioned is meant to look into violations of the healthcare professions practice. Professional violations committed by the medical staff, the penalty will be imposed by the Committee for Reviewing Violations of the Health Administrative violations committed by the medical and administrative staff, the penalty will be imposed by the facility to which it belongs. Improper conduct, Negligence or Default issued against health care workers Attach clear and complete proof and evidence
18 Number of improvement projects or processes implemented based on beneficiary feedback
Improvement projects or processes that have been implemented and are based on beneficiary feedback. Monitoring mechanism: number of projects affecting the patient experience survey element. Attach clear and complete design/ details of the projects.
📊 Performance & Sustainability
Weight: 20%19 Recognition, Licensing and accreditation: National / International accreditations obtained by the Hospital.
An accredited organization demonstrates that it has met departmental standards. If there is no clear evidence of the criterion, the entire criterion = zero. (Attach valid accreditations certificate obtained by the hospital)
20 Recognition, Licensing and accreditation: Accredited post graduate SCFHS training program; established and maintained.
If there is no clear evidence of the criterion, the entire criterion = zero.
21 Recognition, Licensing and accreditation: Accredited research protection program (IRP), Establish and maintain a facility-based Research Ethics Committee.
If there is no clear evidence of the criterion, the entire criterion = zero.
22 Recognition, Licensing and accreditation: Published scientific article, by the organization or one of its employees in the past 12 months.
Attach a copy of published articles / website of the Journal/ research. With clear evidence of the employee name.
23 Recognition, Licensing and accreditation: Number of training courses conducted by the organization over 12 months.
If there is no clear evidence of attendance at all training courses with names, the full criterion = zero. (Attach training course schedules, accreditation numbers, and evidence of submitting and attending training programs)
24 Recognition, Licensing and accreditation: Employees trained by the facility on quality and patient safety/infection control tasks and skills.
(Attach the number and names of employees trained and the quality training programs are clear and evidence of providing and attending the training programs)
25 Recognition, Licensing and accreditation. Percentage of administrators trained in safety programs
If there is no clear evidence of attendance at all training courses with names, the full criterion = zero.
26 Active agreements with non-profit organizations. (Attach a copy of each agreement)
The hospital provide evidence of its leadership support and contributions for needy patients through Non-profit organizations. If there is no clear evidence, the full criterion = zero.
27 Number of national initiatives, events, and campaigns in which the facility has participated (Attach a copy of the participation certificates.)
one per quarter, equivalent to 4 contributions over 12 months during the current year. If there is no clear evidence of the criterion, the entire criterion = zero.
28 Amount of financial support provided to charitable organizations (Attach the name of the organization and the amount of support)
If there is no clear evidence, the full criterion = zero.
29 Medical staff members have current delineated clinical privileges, Documented evidence of implementing best practice.
If there is no clear evidence, the full criterion = zero.
30 The hospital has an employee wellbeing program
How hospitals can improve the well-being of their workers, according to the World Health Organization recommendations for the vital role healthcare workers
31 The hospital has Wellbeing Trigger (burnout) and mental health evaluation
Hospital support staff well-being formulated wellbeing committee
🛡️ Patient Safety
Weight: 30%32 Percent of drills completed from the total number of the (11) required drills.
Hospital drills, also known as emergency exercises, are supervised activities designed to test and improve a hospital's emergency response plans and procedures. The required information to be uploaded is Percentage of completed simulation exercises (Drill) done for each code during the year. Attach clear and complete proof and evidence
33 Sentinel Event Reporting and Management Policy Supporting safe reporting Closure rate of improvement plans for OVR
employee safety reporting of sentinel events under a just culture policy ensures a culture where errors are disclosed without fear of blame, focusing on continuous improvement and preventing future harm. There is evidence of implementation of approved CAPs in MOH Sentinel Events Platform. Exclusion of other improvement plans (approved from surveys or walkrounds) Attach clear and complete proof and evidence
34 Hospital Safety Index
The Hospital Safety Index is a tool that is used to assess hospitals' safety and vulnerabilities, make recommendations on necessary actions, and promote low-cost/high-impact measures for improving safety and strengthening emergency preparedness.
35 In-hospital Mortality Rate
Total number of deaths in the Emergency Department in the month, number of patients with disposition as LAMA or DAMA / total number of discharges in the Emergency Department in the month x 100
36 Hospital compliance rate with the highest-risk standards
An index that measures the extent to which hospitals adhere to risk assessment standards that aim to raise the level of patient safety and avoid the identified harms (safety, fairness in providing services, patient-centered services, efficient, effective, and timely services). Attach clear and complete proof and evidence
🏆 أميز الأداء للمنشآت الصحية
المنطقة الشرقية • 2025م
📋 التعريف العام بالجائزة
أميز هي جائزة تميز الأداء للمنشآت في القطاع الصحي بالمنطقة الشرقية حيث ارتأ فرع وزارة الصحة بالمنطقة الشرقية تكريم وتقدير المنشآت التي تفوقت وتميزت في خدمة المستفيدين، بهدف تعزيز التنافس الإيجابي وضمان تطور مستويات أداء المنشآت الصحية في المنطقة وتقدير جهودهم المبذولة، وكذلك كدافع للاستمرار في السعي نحو تحسين الأداء. ولعل من أسمى أهداف هذه الجائزة ما يتوقع لها من أثر واضح في نشر ثقافة التميز والإبداع بين المنشآت الصحية ويكون لها الأثر الإيجابي في خلق بيئة تنافسية تدعو للتميز والإبداع وتحسين أداء الخدمات الصحية ورفع جودتها بما يحقق رؤية المملكة 2030 المرتبطة بتطوير الخدمات الصحية المقدمة للمستفيدين.
🎯 الرؤية والرسالة
🌟 الرؤية
جائزة رائدة ومعززة لثقافة التميز للأداء في القطاع الصحي ومساهمة بفاعلية لدعم رؤية 2030.
📧 الرسالة
يتم منح جائزة أميز الأداء من صحة الشرقية للمنشآت الصحية في المنطقة لأفضل أداء، لخلق بيئة تنافسية إيجابية بين المنشآت مما يضمن كفاءة وجودة الخدمات الصحية المقدمة للمستفيدين ويعزز ثقافة تميز الأداء.
🎯 الأهداف
- تحقيق مفهوم رعاية صحية آمنة مستدامة مقدمة بقوى عاملة متميزة
- مشاركة جميع المنشآت الصحية في المنطقة الشرقية
- خلق روح المبادرة والتنافس في توفير الخدمات الصحية
- رفع مستويات الأداء ونشر ثقافة سلامة المرضى
💎 القيم
العطاء، المسؤولية، المواطنة، التميز، الإبداع، الشفافية، العدالة، التنافس الإيجابي
📅 الجدول الزمنى لمراحل الجائزة
📢 الخطة الاعلانية والتعريفية للجائزة
شهر يوليو 2025م
📝 استقبال المشاركين وبدء التسجيل ورفع الملفات الكترونيا
شهر أغسطس 2025م
📋 فرز المشاركات ومراجعة ملفات المتقدمين
شهر سبتمبر 2025م
⚖️ التحكيم وأختيار المنشآت الصحية الفائزة
شهر أكتوبر 2025م
🏆 حفل التكريم
شهر نوفمبر 2025م ويتم تحديد اليوم في حينه
🏥 أميز في نسختها لهذا العام ستشمل
وتمنح لخمس فائزين
وتمنح لخمس فائزين
⚖️ لجنة التحكيم
- يستند معايير إختيار أعضاء لجنة التحكيم الى خبراء في مجالاتهم، لضمان استحقاق معايير الجائزة ودقة التقييم ومصداقيته
- يتم الإختيار بناءاً على خبراتهم الواسعة وإسهامهم في مجال الأنظمة الصحية والسياسات والرعاية الصحية
📋 الشروط والأحكام لجائزة أميز الأداء للمنشآت الصحية
- أن تكون المنشأة الصحية ضمن النطاق الجغرافي للمنطقة الشرقية
- التقديم على جائزة أميز الأداء متاح لجميع المستشفيات الصحية فئة 50 سرير فأكثر
- توفر ترخيص مزاولة عمل للمنشأة الصحية الخاصة ساري التاريخ من الجهات المعنية للقطاع الخاص
- مزاولة المنشأة الصحية عملها منذ ثلاث سنوات
- التقديم على أميز الأداء لجميع المجمعات الصحية بالقطاع الصحي والتي تقدم خدمات علاجية ووقائية والتي تتوفر بها الشروط
- حصول المنشأة الصحية على اعتمادات محلية أو دولية أو جوائز تميّــز مؤسســي مــن جهــات معتمــدة ومانحــة على ان تكون بشــهادات حديثــة وســارية التاريــخ
- الالتزام برفع وثائق والتقارير اللازمة من خلال المنصة المعتمدة للجائزة وفق التاريخ المحدد
- تلتزم المنشأة الصحية باللوائح والأنظمة المقررة من إدارة الجائزة واللجان المختصة وتزويدها بالمتطلبات عند الحاجة خلال فترة التقييم
- استقبال المقيمين في حال الزيارات الميدانية وتحضير جميع الملفات والبيانات اللازمة
- سيتم استبعاد ملفات المنشآت الغير مستوفية للمعايير
- يحق للجنة المقيمة سحب الجائزة إذا ثبت الإخلال بأي من ضوابطها
- لن تُقبل أي مشاركات بعد الموعد النهائي للتسجيل
📞 معلومات التواصل والتسجيل
📧 البريد الإلكتروني
للمراسلات الرسمية والاستفسارات
🌐 التسجيل والمشاركة
جائزة معًا 2025
ملتقى تجربة المستفيد السنوي الثاني
منصة لتبادل أفضل الممارسات في تحسين تجربة المستفيد وتكريم الجهات الرائدة في تحقيق رضا المستفيدين
نبذة عن الجائزة
ملتقى تجربة المستفيد السنوي الثاني (معًا) 2025م هو منصة لتبادل أفضل الممارسات في تحسين تجربة المستفيد. يجمع الملتقى الخبراء والعاملين في مجال الرعاية الصحية لتطوير حلول مبتكرة وتكريم الجهات الرائدة في تحقيق رضا المستفيدين، بما يسهم في تعزيز جودة الخدمات الصحية.
أهداف الجائزة
الهدف الأول
رفع مؤشر الرضا العام للمستفيدين في القطاع الصحي بالمنطقة الشرقية
الهدف الثاني
تشجيع المنشآت الصحية الرائدة في تجربة المستفيد
الهدف الثالث
مشاركة الخبرات وأفضل الممارسات بين المنشآت الصحية المتميزة
الفئات المستهدفة
لسعة 100 سرير وأكثر
لسعة 100 سرير وأكثر
جميع المجمعات الطبية المرخصة
