Until We Meet Again

SANDscript P.O.Box 3354 Riyadh 11211 Saudi Arabia - www.kfshrc.edu.sa

Volume 45, Issue 168, Rabi ul Awal 1443, October 2021

SAND The official magazine forKing Faisal Specialist Hospital & Research Centre

Until We Meet Again

http://www.kfshrc.edu.sa

SANDscriptContributorsSandscript Volume 45, Issue 168 Rabi ul Awal 1443, October 2021

Sandscript Magazine is a monthly newsletter magazine published by Public Relations Department, Corporate Communication Div. at King Faisal Specialist Hospital & Research Centre (Gen. Org.)P.O. Box 3354 Riyadh 11211 MBC 25Kingdom of Saudi Arabia

General Supervisor & Editor-In-Chief Khaled Al Shami Managing Editor Turki Bin Snaid

Editorial Board1 Najeeb Yamani2 Yasser Al Busilan3 Cheryll De Guzman4 Dr. Fatima Al-Hamlan5 Muhammad Al-Quaid6 Muteab Alajmi 7 Abdulaziz Assiri

Photographers:1 Mohammed Aldosari2 Hashim Almassri

All correspondence addressed to Editor-In-Chief Riyadh: [email protected]: [email protected]

© 2015 KFSH&RCOpinions expressed in Sandscript Magazine do not necessarily express the view point of the

KFSH&RC (Gen. Org.)

Design, production & print by

[email protected]

ContentsA message from THE CEO

From Editor-in-Chief

Memorandum of Understanding between KFSH&RC and the Ministry of Health (Third Cluster)

The Centre of Healthcare Intelligence

Reduction Products

Let’s Go Virtual!

Blockchain in Health Care: HealthTech

Pharmaceutical Care Department Madinah

Reduction of Energy and Water Consumption at KFSH&RC-J through Efficiency and Conservation Measures

My Life in Saudi Arabia; The Experience of a Lifetime

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IT Infrastructure Lean IT Initiatives

Radiology Department Madinah

Live Empty and Die Empty

Pharmacy Succeeds in Cost Reduction

Organic Agriculture

Revenue Cycle Management; A Foundation for the Future

KFSH&RC Launches an Advanced Genetic Therapy Program by Re-Engineering Cells

Continuing to Enculturate Nursing Excellence in a Magnet® Designated Health Care Organization

Ready, Steady, Go! This is How Rumors Fly

Research Center Publications

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I begin my message with warmest congratulations to H.E. Tawfiq Alrabiah, former Chairman of the KFSH&RC Board of Directors, for his recent appointment as Minister for Hajj and Umrah.

On behalf of KFSH&RC, I thank His Excellency for his generous support to the Organization during his tenure as Minister of Health and Chairman of the Board. Another round of warm congratulations is sent to H.E. Fahad Aljalajel, for his appointment as Minister of Health for the Kingdom of Saudi Arabia. We would like to thank him as well for his contributions during his term as member of the KFSH&RC Board of Directors. We wish both leaders all the success on their new roles.

KFSH&RC has been active in several activities and engagements with external entities such as the Ministry of Health, represented by the Riyadh Third Cluster. A memorandum of understanding was signed between the two parties, defining the cooperation framework to strengthen healthcare, training, and research. The Government Expenditure & Projects Efficiency Authority (EXPRO) has recognized KFSH&RC’s efficiency initiatives which led reduced costs and wastage across the Organization. Also, the energy efficiency project in partnership with TARSHID has resulted in 33% annual energy savings. In this issue, you will read more about waste reduction projects launched by different departments and the impact they have had on our processes, services, and costs. I am very pleased with these ongoing initiatives and all teams’ enthusiasm in contributing and implementing the

great and innovative ideas from the staff. Please do keep it up and bring those ideas into fruition.

With the year-end in sight, KFSH&RC pushes to achieve even more, whether it be in the field of information technology, healthcare delivery, nursing, finance, research, and all other areas. What is most commendable about all these is the integrated efforts and genuine collaboration among all members, knowing that KFSH&RC Riyadh, Jeddah, and Madinah comprise one team that must move as one. With KFSH&RC-Madinah’s forthcoming official launch and transformation activities in full swing, the last two months of 2021 bring excitement and renewed commitment.

Before I close, my congratulations go to Dr. Samar Alhomoud as well, for being re-appointed as Ethics Committee Chairperson of the International Agency for Research Cancer (IARC). Apart from the being recognized for the lead role, Dr. Alhomoud also brings pride as the only member from the Middle East region. We wish her a fulfilling and productive term as she advocates for cancer research at par with the highest international standards.

Also, I encourage everyone to take the seasonal flu vaccine for an added layer of protection, as well as the third dose of the COVID-19 vaccine. Please remain vigilant and conscious of your surroundings, wherever the next months may take you, and take great care of yourselves.

A message from THE CEO

Dear KFSH&RC Team

Majid Al Fayyadh, MD, MMMChief Executive Officer

Rabi ul Awal 1443 | October 2021 | 3

COVID-19 is a story that will be remembered for decades, as it is not just a pandemic incident that took its path and ended

as other pandemics in history. During the last two months, Saudi Arabia and other countries around the world have announced the easing of precautionary measures for the COVID-19 pandemic. Traveling became easier and destinations reopened for many airlines. At the same time, the WHO and other country’s MOHs are still warning people not to behave as if there is nothing to worry about. They are still asking people to wear masks and get the vaccines, although the number of new cases has dropped significantly. People in Saudi Arabia noticed that when the government announced a return to normal life, no increase of new cases was registered. This affirms the success of the procedures that were taken during the pandemic—even those that were against our desire and comfort. At the end we are all safe, Alhamdulillah.

This is the last Sandscript issue; we have been producing your magazine since March 2013. The administration is going to hold our production until further notice, pausing for a while to come up with new styles and ideas for production that will add more value for you, our readers. In this regard, I would like to extend my sincere

gratitude and appreciation to the entire team who have worked with us in the Public Relation Department to produce Sandcript Magazine for almost eight years. They were a real assets and assistants to our department. I would specifically like to mention and send special thanks to Ms. Sahar Alluhaida, Public Relations Coordinator, for her role in managing the editorial materials and coordination between departments when I was first assigned by our former CEO, HE Dr. Qasim Al Qasabi, to handle Sandscript. Also, a big thank you goes to our current Managing Editor, Mr. Turki Bin Snaid, Public Relations Officer, who handled the assignment after Ms. Sahar in a well-organized manner. Additionally, I don’t want to forget our partner team from Al Rahelah Publishing, an amazing team who spent great efforts to make each issue shine for our audience. Finally, a big thanks goes to HE Dr. Majid Al Fayyadh, CEO, for the support he granted us in making this product come to you in the way you like and prefer. Thank you also to all our writers who have contributed their effort and time to supply us with their valuable materials.

Please enjoy reading this issue which brings you achievement and articles from departments related to the transformation operations, in addition to many other interesting stories that we hope you enjoy.

From EDITOR-IN-CHIEF

Khaled Al ShamiEditor-In-Chief [email protected]

A Tale to TellAre we coming to the end of the COVID–19 story?

Previous issue

“There is nothing like a dream to create the future.” Victor Hugo


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Memorandum of Understanding between KFSH&RC and the Ministry of Health (Third Cluster)Sandscript

KFSH&RC signed a memorandum of understanding with the Ministry of Health represented by the Riyadh Third Cluster. King

Faisal Specialist Hospital and Research Centre was represented by Dr. Yassin Malawi, Acting Chief Executive Officer, Health Care Delivery, and the Ministry of Health was represented by Dr. Hammoud Al-Shamri as the Chief Executive Officer of the 3rd Cluster of the Ministry of Health.

This signing comes in recognition of the importance of achieving the goals of the Kingdom’s Vision 2030, especially the strategic goals related to upgrading health services by facilitating access to health services, in addition to improving the value obtained from health services and strengthening the prevention of health risks. Riyadh Third Cluster runs 158 primary health care centers, 14 general hospitals and a hospital specialized in psychological

care. The population in the neighborhoods that fall within the scope of the third cluster is estimated to be 930 thousand people, and 70 percent of them are Saudis. Due to the absence of a tertiary hospital under the management of the cluster to receive cases that need specialized and referral care, and because of the capabilities of

King Faisal Specialist Hospital it has in the Kingdom, the two parties wished to conclude this memorandum to activate the complementary work between them, which would have a positive impact on the level of health care, training and scientific research, and the achievement of the vision goals.

During the signing ceremony

The Minister of Health and the KFSH&RC team


IntroductionThe Centre of Healthcare Intelligence (CHI) KFSH&RC was established in 2019 with the focus on applying artificial intelligence in the domain of health care.

Globally, data quantities and velocities in health care and other industries are increasing at breakneck speeds. This information boom has offered possibilities for businesses to enhance their operations through analytics, but it has also generated substantial problems in terms of their capacity to manage all that data.

In addition, while the big data revolution has impacted nearly every business unit in health care, there is a huge demand and a heavy impact on health care data Centres.This article will outline the completed initiatives by CHI for the Organization’s operation during the pandemic. These include continuing to improve and help in preserving health care services during the outbreak and applying AI to the patient care experience, as shown in Figure 1.

Hospital Operation During the Pandemic; Operations IntelligenceOne of the Gartner 2020 Eye on Innovation Award finalists was a supportive AI prediction model used during the COVID-19 pandemic, which covered the use of the objective data-driven decision-support machine learning platform. It provided a daily prediction of COVID-19 patients, along with the predicted supply needed for the Hospital to help allocate and preserve resources efficiently, such as the number of masks, gloves, beds and staff needed. The dashboard was used by the decision makers to help them prepare for what was coming.

Severity Prediction In alignment with Saudi Vision 2030, CHI did not hold back any effort in becoming one of the leading countries to initiate AI solutions to estimate and predict severity of the pandemic and investigate all associated factors, noting our unique cultural, social and medical differences.There are several countries across the world still dealing with outbreaks and repeated waves of illnesses, despite the fact that vaccines are available. Clinicians at a variety of institutions are still unable to rely on a dependable standard procedure for assessing COVID-19 patient

severity.Compared to the use of recommendations, which are often based on aggregated data, there is an absence of COVID-19 patient-level assessment tools to assist domain experts in developing correct patient-specific treatment plans. The overall objective of this project is to provide domain experts with a data-driven self-service decision support tool for accurate assessment of COVID-19 patient severity and the correct Hospital services needed to improve patient outcomes.COVID-19 personalized severity risk and visual analytics and the prediction dashboard provides a severity risk assessment at the time of admission and a comprehensive analysis of COVID-19 patients. The solution has an impact on the length of stay for ICU and ward units, ventilator need, status progression and medication requirements.

Social Media Sentiment AnalysisSentiment analysis, often known as opinion mining, is a field that categorizes comments or views on social media as positive or negative and may be used to enhance quality. This study makes use of data from Twitter to evaluate the experiences of patients in hospitals, urgent care facilities, main and specialty care clinics and other associated health-care institutions, among other settings. We compared the feedback regarding KFSH&RC with five other hospitals in the region. We created a completely automated solution that meets all the Hospital's requirements without the need for human intervention. Currently, we are working on adding other social platforms such as Facebook.

Patient Experience PredictionSome operational units have poor patient satisfaction levels as compared to the total KFSH&RC scores, while others have high patient satisfaction scores. The lack of self-service technologies that may proactively give patient-specific information that are connected to specific actions for improving future experience is a major problem for operational executives.ANFAL, an automated artificial intelligence system, is required to proactively identify high-risk individuals who are most likely to provide unfavorable comments about their health care experience. Specific measures will be made at the time of the visit to improve the patient experience in the future.We developed an intelligence engine to proactively identify patients who may have a bad experience during their Hospital appointment with the Radiotherapy and Chemotherapy units in the future. We also identified the risk factors that have an influence on the patient experience and communicate this information with the experience office so that patient concerns may be addressed in a proactive manner. The benefit of this is patients who have had a poor experience in the past can be predicted and health care providers at our clinics ensure providing a better experience. Also, a list of measures can be created that will be taken in the future to improve the patient experience. This solution is being used initially by the Oncology Treatment Units, but it may eventually be used in all other units as well.

The Centre of Healthcare Intelligence Healthcare Information Technology Affairs


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Nutrition

Project Name: Reduce Formula waste

Savings: 101,517.8 SRTeam Members: Mai Ezzat, Lama Alessa

Description: Powdered formula is prepared in the formula room daily according to formula orders in Powerchart. These orders are usually entered by the nurses, and sometimes by the dietitian. This project was created because we noticed that the formula orders are greatly exceeding the needed amount, as well as formula being delivered when patient is NPO or no longer needs the formula. This leads to discarding the extra amounts and is a waste of resources.

An initial audit was done in September 2021 and found 29% wasted prepared formula. The project aim was a 40% reduction in waste from 29% to 17.5% by the end of October 2021.

Intervention included educational sessions for all nursing units, which was completed in December 2020. The education included how to calculate the appropriate amount of formula, dealing with NPO scenarios and cancelling orders if formula change.

Close follow up and monitoring was done with units or staff who had recurrent issues. Emails and communications with head nurses and clinical instructors ensured positive changes. The last audit done in June 2021 showed an 18% decrease in waste from 29% to 23.8%. The project is completed but we will continue to follow up and monitor as needed.

Reduction Products

Project Name: Better utilization of nutrition formula to provide the nutrition recommendation per 100 patients per year.

Savings: 102,000 SRTeam Members: Saif Al Mutaeri

Description: The nutrition recommendation for oncology patients for EPA (Eicosapentaenoic acid) is 2.0 gram per day. Forticare is a specialized formula for Oncology patients containing EPA. The patient needs to consume 3 bottles a day (125 ml) to achieve the 2.0 gram per day requirement. Oncology patients on enteral feeding need to achieve the energy, protein and 2.0 grams of EPA requirements via Forticare. The cost of this, when used exclusively for tube feeding formula, is 90.8 SR. However, if we provide the patient with 3 bottles of Forticare, the remaining requirement could be achieved from a standard formula with much lower cost. By combining the formulas, the Nutrition Services department saves around 43% by applying this approach to 100 oncology patients.

Project Name: Using Closed Feeding System for 400 patients per year

Savings: 347,113 SRTeam Members: Dima Abosaleh and Saif AlMutaeri

Description: Clinical dietitians play a major role in providing all of patient requirements from calories, protein, vitamins and minerals for patients on tube feeding. The patients’ needs differ depending on age, weight, height and medical condition. The nutrition market is moving towards a closed system, which is a new approach to packaging which can be hung for 24 hours. This reduces formula waste and contamination when compared with the open system. On the other hand, the open system can hang for only four hours, and the rest of the open formula can will be discarded. This leads to a significant waste of resources. Therefore, Nutrition Services Department has adopted this new approach for adult patients on tube feeding to improve efficiency and save cost and resources.

Sawsan Albalawi Head, Nutrition

Services

[email protected]


Virtual health care delivery is a practice that allows providers to meet patients from distance through a technological

platform. It is integrated with the patient medical records and patient portal to facilitate the accessibility and continuity of care. The value of virtualization has been gained during the COVID 19 pandemic which has shown the importance of a virtualization using digital health platforms. It was useful to avoid face to face communications to prevent the spread of hospital acquired infections.

Virtualizations has different modalities which are divided by synchronous and asynchronous communications. Synchronous communications have two main channels, virtual visits and virtual consultations. Virtual visits enable patients to see and meet their providers at a real-time basis to receive the intended care from distance. Virtual consultations share the same concept with virtual visit; however, they aim to facilitate communications between a provider with another provider located in other hospitals and / or countries. Whereas asynchronous communications enable patients to meet providers through e-visits by allowing them to post their inquiries and requests electronically. Then they can receive responses depending on the availability of the provider. The second type of asynchronous communication is e-consultations which enable a provider to communicate with another provider by exchanging suggestions and solutions. Both types are essential components of

virtualizations, and they aim to:

• Optimize healthcare efficiency and effectiveness

• Increase patient accessibility to healthcare services

• Optimize patient journey through integrated and automated clinical workflows

• Reduce patient demand for in-person visits and multiple phone calls

• Provide patients care 24/7 from anywhere

• Increase patient capacity at ambulatory care services

• Maintain patient privacy and confidentiality

• Bridge the distance between physicians and patients by allowing patients to benefit from general or specialized care without having to travel to a hospital or clinic located in Riyadh, Jeddah, and Madinah

Besides the aforementioned values, the General Organization has undertaken this mission to embrace clinical practices through virtualizations. In March 2021, the Virtual Healthcare Delivery Committee was established to:

• Corporate governance of virtual healthcare delivery

• Lead and manage virtual care projects and programs

• Communicate and coordinate with departments and facilities

• Set up strategies aligned with the organization directions

• Manage and coordinate committee meetings and progress

• Report and monitor KPIs to committee to maintain quality of work

• Empower and support innovations and research activities

The committee is led by the Chief Executive Officer of Healthcare Delivery with members from corporate level to represent all services at the Organization. It manages and leads all the virtual care program activities including launching virtual clinics

Let’s Go Virtual! Mohammed Alhajjy

Medical Informatics Specialist

[email protected]


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platform replacing the previous utilized Health Outreach Services (HOS) – Virtual Clinics. HOS requires patient physical attendance at the local hospital to access Health Outreach services. Whereas the new platform is unique because it allows patients to access and attend visits from their own devices at home or anywhere they are located.

To date, there are more than 25 virtual clinics which have been launched at Riyadh and Jeddah, and the journey is continuing to optimize health care services virtually. This mission would continue to establish a virtual hospital setup to address and overcome all challenges that the providers and the patients may encounter during

virtualizations. Furthermore, patients would benefit from receiving a holistic care delivery by supporting the implementation of other clinical solutions like digital pathology, digital radiology, tele stroke, and tele ICU services.

The future of virtualization technology has exceeded beyond our expectations to allow providers to manage, diagnose, monitor patient’s conditions form distance. Additionally, the use of Artificial Intelligence (AI) has enabled clinicians to predict and prescribe care management effectively and efficiently. Plus, machine learning has been significantly assisting providers’ decision-making process through its perceived values in accessing, selecting and

producing factual patterns and designing algorithms through data mining to analyze and produce data driven clinical solutions.

Therefore, the journey will continue to position KFSH&RC within the health care industry market at a high level. This is by considering its own competitive advantages which are driven by its unique, remarkable, and diverse knowledge sets, skills sets and clinical expertise. These are the main elements for the general organization to proceed forward with your momentum and support along with its scalable technologies. So, let’s go virtual!


If you ask anyone around you, “Have you heard about blockchain?” most respondents will answer no. If you ask then “How about Bitcoin?” most will

say they have, but they’re not sure exactly what it means.

Both words are closely related: Bitcoin is the famous product, blockchain is the underlying technology. Bitcoin and cryptocurrencies have a lot of news and buzz, while blockchain applications across multiple industries are quietly and steadily growing.

Here, I will try to explain the blockchain technology in simple terms and how it's being slowly adopted in health care systems. I recently presented basic and advanced concepts on Blockchain at Arab EmTech Conference and Arab Blockchain Week.

The basic definition of blockchain is a digitized, decentralized, public ledger of all cryptocurrency transactions, or Distributed Ledger Technology (DLT). In other words, it is a distributed database. Normally each entity has its own servers where it saves all the data it needs or generates (centralized). In blockchain the data is distributed or de-centralized, where no one authority has control over it. The data is shared and kept in public, cryptic, immutable and transparent ledgers.

You can imagine it as thousands of small booklets that were open for few minutes and written on, then sealed and copied many times and saved in hundreds of locations around the world. What was written can never be erased or changed!

The main advantage is creating a trustless system where entities can share the data without the need to trust each other. The data can never be erased nor controlled, and all concerned parties have the same access to it. This distributed nature of data makes it immune to one point of failure, monopoly, or attack.

Blockchain technology was born in Oct 2008 with Bitcoin but grew with time and became by itself a useful tool across many industries. The main use of blockchain so far is in the financial world, where thousands of currencies have been launched in the past 12 years by either anonymous people, or companies and institutions and most recently governments. The currencies can be used like money, digital gold, utility tokens, security tokens, reward tokens, and more. Other uses of blockchain include, supply chain, healthcare, credentials, reward systems, voting, real estate, decentralized markets, etc.… but health care institutions started experimenting with blockchain six or seven years ago.

The main uses so far are in the pharmaceutical supply chain, insurance claims and payment systems, research and clinical trials, asset management, health care records, regulatory compliance, medical staff credentialing, informed consent management, telemedicine, social good, wellness and good habits forming. Most of these uses are currently going through the experimentation process, with some uses more mature than others.

Blockchain may not be the solution for all the challenges we have in health care, but it is proving to be promising, although technology is still in its infancy. The Kingdom's 2030 Vision roadmap has mentioned blockchain development in its future, and therefore we are excited at KFSH&RC as the leader in the health care sector in the Kingdom to launch what may be the first in the Kingdom, the Health Care Blockchain Lab. This lab will explore the technology firsthand and develop applications that will improve the health and well-being of our patients and employees.

Blockchain in Health Care: HealthTech Mohammad Tabbaa, MD

Consultant, Orthodontics, Dentistry

[email protected]


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It is a great pleasure to announce that KFSH&RC–Madinah Pharmacy will be the first state-of-the-art pharmacy in the region; this is thanks to the

Custodian of the Two Holy Mosques for having the vision of KFSH&RC serving patients in the Holy City of Madinah Al-Munawarah. The Pharmacy team, under the leadership of General Manager (GM) Dr. Nezar Khalifah and ED of MCA Dr. Emad Khadawardi, worked together to improve the original design of the Hospital to make it better suited to provide the best care for our patients. These key changes made KFSH&RC–Madinah Department of Pharmaceutical Care the first in the Madinah region to utilize IV robotics and automation to ensure providing the best in patient-centered care. The Pharmacy services offer patients a comprehensive, 24-hour automated pharmacy, attending to patients in both the inpatient and outpatient settings.

The Outpatient Pharmacy led the way in being the first Pharmacy location to go live in January 2021. Initially operating out of a temporary location while construction was under way, the Outpatient Pharmacy area now includes five private counseling booths where we serve our patients and provide counselling on their medication regimens to optimize their care.

A unique component of the Outpatient Pharmacy here in KFSH&RC-Madinah is that it has the first ScriptPro Automated Dispensing Robot in the Madinah region. The integration of robotic dispensing in the outpatient area automates dispensing and checking drastically reducing wait times for patients. The system utilizes bar code scanning and other features which improve medication safety related to the dispensing

process of medications. Most importantly, the automation increases efficiency and allows us to focus on counseling our patients and answering their medication related questions. The outpatient pharmacy is now serving all activated clinics and discharge patients and looks forward to serving our emergency room patients once the area goes live. Since opening in January 2021, the outpatient pharmacy has seen a steady increase in the patients we serve and looks forward to serving more patients as KFSH&RC continues to grow.

Most recently, construction and setup has completed our inpatient pharmacy. We now have a state-of-the-art IV room for sterile preparations and a separate hazardous drug (HD) preparation room for our chemotherapeutic medications. Our IV room and HD rooms follow the highest international standards including the United States Pharmacopeia (USP797/800) and National Saudi Central Board for Accreditation of Healthcare Institutions (CBAHI) standards. This includes having separate clean rooms that contain positive and negative pressures assuring safety and sterility. The preparation areas will both utilize automated robotics for preparations of both chemo and sterile medications. This IV and chemo robotic automation will improve efficiency as it utilizes a specialized IV workflow management

system. The system increases medication safety and is the first such IV robot utilized in the Madinah region. Additionally, the IV preparation rooms will be equipped with two automated compounders for preparation of Total Parenteral Nutrition (TPN) for our patients in Madinah.

The inpatient pharmacy will also have a separate Central Unit Dose (CUD) and compounding area. This area will prepare the non-IV medication needs for all KFSH&RC-M admitted patients. The area contains two massive, automated carousels that facilitate stocking, picking, dispensing, and replenishing of our automated dispensing cabinets (ADCs) located in the nursing areas throughout the Hospital floors. This system will be integrated with our other Pharmacy systems and utilizes bar code technology improving medication safety and automating the inventory management system.

We have a growing team in the Department of Pharmaceutical Care-Madinah which, in line with the National Transformation and Vision 2030 program, are committed to providing the highest standard care for our patients. It is with great pride that we finalize and offer the KFSH&RC standard of care to patients and staff in Madinah.

Pharmaceutical Care Department MadinahFahad Albaity, Manager, Public and

Media Affairs - Madinah

[email protected]


Can you imagine that the KFSH&RC-Jeddah ma in hospital campus consumes about 40,000,000 kWh of

electric energy per year? This generates the emissions of about 6,000 passenger cars driven for one year, which is also equivalent to ~28,000 tons of carbon dioxide emissions.

Our main Hospital campus also uses around 200,000 m3 of water annually, enough to fill 80 Olympic swimming pools.

Energy consumption has been increasing annually in the Kingdom at a rate that almost exceeds three times the global average. Therefore, rationalizing energy consumption is a necessity of life and not just a choice, and thus the issue of rationalizing consumption has become a need and a national responsibility. Therefore Vision 2030 includes plans and

directives to rationalize energy and water consumption in the Kingdom.

Under the umbrella of Vision 2030 and the National Transformation Program, KFSH&RC launched a transformation sub-initiative MOH385-13 for saving energy and reducing water consumption in the main Hospital and its supporting facilities. The Engineering, Utilities and Maintenance (EU&M) Dept. At KFSH&RC Jeddah conducted an ASHRAE II Energy audit by a specialized body for assessing the use of energy and water in the hospital and identifying saving opportunities The study revealed that there are multiple ways in which energy can be saved in the Hospital which resulted in several recommendations, of which the most impactful on rationalizing

consumption where selected. Based on the study, goals were set to reduce the electricity consumption bill by about 20% of the current consumption value, as well as to reduce the water consumption value by approximately 10% of the total annual consumption.

The Initiative encompassed four sub-projects, each addressing a specific aspect of consumption:

• Metering & HVAC Recommissioning: Completed March 2019 - Installation of kWh meters in all electrical substations and recommissioning of main AHU to optimize the efficiency of their operation.

• Chilled Water Systems Optimization:

Reduction of Energy and Water Consumption at KFSH&RC-J through Efficiency and Conservation Measures

Hani Elkhatib

Deputy Director Engineering Utilities &

Maintenance - KFSH&RC-J

[email protected]

Transformation Project MOH385-13:

Energy consumption has been increasing annually in the Kingdom at a rate that almost exceeds three times the global average. Therefore, rationalizing energy consumption is a necessity of life and not just a choice,


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Completed July 2019. - Installation of Chiller Manager systems so that chillers become more efficient in their operation, which in turn reduces the heat load on air conditioning systems.

• LED Lighting Replacement: Completed October 2020 - Replacement of conventional lighting with more efficient and longer life LED lighting in the Main Hospital Bldg. & utility Bldg. & the installation of motion detection-controlled lighting in corridors & staircases.

• New CSSD in Utility Bldg: Completed April 2021– Establishing a new CSSD with new and water/energy efficient sterilizers and disinfection machines to replace the 12-year-old obsolete units.

The graph below portrays the benefits realization and impact of the project on the Jeddah Hospital Campus electrical energy consumption, a marked decrease in 2019 & 2020 compared to 2018 values. The energy savings over this two-year period is equivalent of reducing about 5000 metric

tons of carbon dioxide emissions.

KFSH&RC always looks forward to the valuable contributions from our staff, visitors and service providers to continue the commitment towards energy and water saving. Do not underestimate your role in energy and water saving, small efficiencies do add up.


Exactly 5 years ago, I told my family and friends that I was moving to Saudi Arabia. Disbelief was their first reaction as they reacted with

astonished faces.

"You are crazy, you don't know what will happen to you, we won't hear from you anymore, you will disappear from the planet, they will steal your passport and make you a servant, women don't have freedom, you will be a second-class citizen.” Only my children and my husband knew about my plan and about how much I wanted to work abroad, supporting me from day one. "Mom, now it’s your turn to enjoy life. You gave us your youth; go live the life you deserve. I give you permission," my son said as we all laughed. My daughter also insisted that they were big enough to look after themselves and gave me a hug, saying they will miss me. My husband said, "I gave you my word that I will always support you and the day has come for you to fly high."

So, I went.

When I arrived, I was scared because I didn't have an abaya on and thought I would be put in jail due to the silly media. It was not like that at all, and the hospitality of KFSH&RC was waiting for me.

I started working in the orthopedic unit for two years, and although I had several years of experience, I felt silly re-learning things as everything was so different from the country I came from. My biggest barrier was my limited Arabic and not being able to understand my

patients. I decided to enroll in Arabic classes and soon learned it was a hard language. I soon quit, deciding to learn daily with my patients and colleagues.

Despite the restrictions, I managed to move around cities, deserts and seas on my time off, visiting several landmarks and getting to know the people, their culture and traditions. Sometimes, I ended up using the hijab to avoid any trouble or made sure to eat before a checkpoint in case we were detained; we didn’t want to go to jail on an empty stomach. Despite these setbacks, every encounter was an eye opener and I wanted to learn even more about this misunderstood land.

As my first contract was concluding, I did not expect to stay any longer, but my contract was renewed, and I worked with patients affected by cancer at KACOLD. My daily encounter with patients and their families made me feel closer to their life and culture.

In 2018 one of my Saudi friends and I organized an event called “Language Exchange'' where we exchanged Spanish and Arabic instruction with the idea of keeping busy and entertained when we weren’t working. Our friends enjoyed the event and requested us to do more, so we expanded it and introduced other languages, eventually growing to about 200 people teaching and socializing.

I noticed many transitions of the country itself as the changes started to happen so suddenly. I started seeing young Saudi girls become nurses, professionals, working in retail and technology, and it was such a joy. I always encouraged them. Eventually women were also allowed to drive and have their own a car. I used this opportunity to drive myself. I was not scared anymore of the motawas

telling me to cover my head! I was allowed to sit in the front seat and share a good drive with my friends around the city without being stopped.

In December 2020 I joined the Transfusion Center in KACOLD, where we give daily chemotherapy treatments, blood product transfusions, fast treatments, IV fluids and more. It all seemed to go well and under control.

However, one day I started having pain all over my body, at first, I thought it was COVID-19, but the nurse urgently encouraged me to seek further care, and I went to Aldara hospital, where I collapsed. I was unable to stand and developed photophobia and sound phobia. After two very painful lumbar punctures I was diagnosed with viral meningitis. By this time, it was already the new year of 2021, and my family was not aware of my misfortune. I felt like I was dying, I could not eat or breathe without pain. But on January 8 I got a light in my dark moment, when the hospital room phone rang, and it was my son. His voice gave me the inspiration I needed and from that moment I started to get stronger managed to get back on my feet. As I recovered, my friends here in

My Life in Saudi Arabia; The Experience of a Lifetime

Christina Pico Montenegro

Staff Nurse I

[email protected]


| SANDscript |

the Kingdom would deliver food, groceries, flowers, water and fresh food.

It was such a joy to get back to work after so many weeks and feeling healthy was a blessing. My colleagues and management were very supportive. To get stronger I decided to continue my cycling, weekend desert trips and short drives. But only three weeks after returning, I suffered a terrible accident in Wadi Hanifa. While riding a bike, a car came too near to me. I couldn't react fast enough and collided with a concrete panel, hitting my jaw, breaking my wrist and injuring my left hand. The impact was so strong that I ended up unable to breathe and with bruises all over. Many friendly Saudis stopped to help me, and I was taken to a local hospital.

That hospital was my worst experience ever and, after signing the DAMA form (discharge without medical advice), I was taken back to the best team, Aldara hospital, followed by KFSH&RC staff, who once again gave me the best care.

I became a patient in the unit I used to work for, a patient of my ex-colleagues, who took care of me so that I never felt alone or neglected. Despite the physical trauma I suffered, everyone was so supportive. Once I was discharged, I was still unable to do anything by myself and people came from everywhere to help, even people I didn’t know. This reflects that good people still exist. Again, with the support of friends and colleagues, I recovered.

Here I am five years later, still alive, still breathing and having the freedom to enjoy my life to the fullest, loving my job, making friends from all around the world and still having the support of my family. The Kingdom of Saudi Arabia is rich in history and has magic in every corner. Is a beautiful land with friendly, hospitable and helpful people, the deserts are filled with homes of prophets and poets, princes and pilgrims? In the blink of an eye, I can find myself enjoying the pristine clear beaches, lying on the driest deserts in the world or looking at the illuminated cities making me feel festive all year round.

It has been such a blessing and joy to work for King Faisal Hospital, and my decision ever!


Following the IT infrastructure strategy commitment to modernize and optimize its services, the division is in the process of finalizing

the majority of its architected and planned lean IT initiatives. The following is a brief update of related tasks.

Network Optimization and Data Center ManagementA major hardware refresh of the Hospital network switch and complete network re-design based on latest proven market technology will soon be completed. This paves the way for the implementation of the Transformation program’s initiative of adopting fabric architecture for the data center network. It collapses the network aggregation and core layers into a single layer—a “fabric spine”—and shrinks the distribution and access layers into a single layer, that is a “fabric leaf.” The massive work exerted in the above upgrade contributed to the following:

• Improve wired and wireless services• Flexible bandwidth allocation• Dynamic connection establishment• Improved internet proxy and WAF services• Better prioritization of applications• Increase and stabilization of WAN connectivity• Improved network optimization services• Improved data center organization and setup• Improved Hospital low-current rooms

arrangement and operability• Improved security architecture to ensure

services protection and safeguard patient data

Unified Communications Transformation

Successful implementation of Microsoft Teams was completed in March 2020 as a collaboration platform. Moreover, we have completed the transfer of communication systems into a single vendor-integrated

platform leveraging a common IP backbone. Related implementation was also completed, fulfilling the transformation program’s initiative of reducing the analog footprint, which run a telephony assessment to eliminate the unused analog and digital phones and replace them with IP/digital phones.

Infrastructure Computing Upgrade and OptimizationMany projects were executed and are on the verge of completion for the implementation of the Transformation program’s initiative of server transformation. This is covered in the following sub-initiatives:

• P2V Migration: where most physical servers in Hospital data centers were migrated to an x86 virtual environment. This is an important step to reduce cost of operation, enhance monitoring and manageability.

• Servers Footprint Optimization: by replacing processors with higher cores for tier-1 class virtualization platforms as well as upgrading existing hypervisor host(s) to improve the virtual server density to effectively reduce virtualization licenses.

• Resource Optimization: by applying an infrastructural re-design utilizing storage

hardware consolidation based on latest technology optimization trends.

• Backup Footprint Optimization: by upgrading the backup system infrastructure to the latest technology that allows for deduplication and higher data compression rate

End User Computing AdvancementA lot of efforts and many departmental projects were executed and completed to enhance end-user experience. Achievements can be highlighted with completing Lean IT initiatives with the following:• Complete re-design and revival of Hospital

end-user Citrix environment• Complete technical governance over

identity and access management.

The IT Infrastructure Division, upon completion of the above advancements, saw great opportunities to increase the efficiency of utilizing the IT backbone resources of the Organization while reducing the overall rate of the IT operational cost. Not only this, but the division also succeeded in redesigning the overall Infrastructure landscape to enable commercialization opportunities.

IT Infrastructure Lean IT InitiativesLean Infrastructure, IT Infrastructure Services

Healthcare Information Technology Affairs


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This department started with the vision to establish a state-of-the-art Radiology center that will be a major referral center for diagnostic

and interventional radiological procedures in Madinah, to support the new operating and business model of KFSH&RC and to equip the center with the latest and most innovative radiological modalities that will provide the most efficient, safe and cost-effective model of operation.

Since Jan 2021, Radiology has supported the Hospital in line with the operational phases and has performed nearly 700 exams.

The Radiology department in Madinah is located on the ground floor of the main

Hospital building, easily accessible by OPD and inpatients. The department is equipped with eight imaging modalities and one interventional radiology section where almost all advanced diagnostic, interventional and therapeutic imaging procedures can be performed.

The imaging modalities include computed tomography, MRI, ultrasound, X-Ray, fluoroscopy, BMD and mammography. Additionally, the department is equipped by PET/CT scanner, the first in the region, which will be operational soon. The Department will also provide a C-arm facility for operation theater as well as a portable x-ray and ultrasound for inpatients.

Focus has also been given to the patient facilities where there are six bathrooms, two waiting areas and nine changing rooms. There are dedicated areas for outpatient preparation and a holding bay for inpatients. A well-equipped recovery is also ready for general anesthesia patients.

Staff facilities are properly prepared and

furnished by a staff lounge and locker rooms. Many other facilities are available like admin offices which include conference rooms, Quality Management area, radiation safety area, front desk reception, two reporting rooms, an isolation room a QC room and two storage space.

The current and projected capacity of the Radiology department will be approx. 3500 cases per month once the Hospital is run at full capacity. Our mission is to provide patients the highest quality of care utilizing state-of-the-art technology in diagnostic, interventional and therapeutic procedures, with emphasis on expertise in medical imaging and interpretation, through innovation and advances in imaging and research, and through excellence in teaching and mentoring.

Our facilities and resources will support the Radiology vision, which is “to improve and develop efficient technology and processes that meet the needs of the local population by maintaining international standards.”

Radiology Department MadinahFAISAL ALOSHAN, ASSISTANT PROJECT MANAGER

[email protected]


Does the work you are about to do today really matter? Do you feel you’ve grown stagnant albeit leading a successful work? Do

you feel you can contribute more to your life and your organization, yet you are not sure how to unlock these capabilities into fruition? Do you feel it is better to maintain the status quo and not take risks by trying something different?

Work refers to the values created by individuals and organizations while spending resources, time, focus, and energy to deliver significant contributions for ourselves and our communities. It is the journey towards self-fulfillment, living a healthy life and continuous personal and professional development.

The tug-of-war between life and work may lead to ignoring our hopes, dreams and aspirations to reveal our true potential before we run out of time. As Todd Henry said, “The most valuable land in the world is the graveyard.” It is the place where all unwritten novels, unfulfilled dreams, never-launched businesses and unfulfilled potential are buried.

Steve Jobs once said, “I have looked in the mirror every morning and asked myself: ‘If today were the last day of my life, would I want to do what I am about to do today?’ And whenever the answer has been ‘No’ for too many days in a row, I know I need to change something.”

A way out of this situation is to instill consistent practices into our lives and cultivate principles, ethics, habits and methods to unleash our best work each day. When you make steady and critical progress on the projects that matter the most, in all areas of life, you reach closer to fulfilling your dreams, make a significant impact on the world and eventually Die Empty. Embracing your work in this manner increases the chances of achieving your goals while making the experience more gratifying.

Engaging in deeply gratifying work is forged by diligently leveraging our assets, time and energy in a consistent and focused manner

to cultivate our instincts and capabilities and make measured progress on our goals. In a study by StrategyONE Inc., a global research and analytics consultancy firm, one in four people reported they feel living up to their creative potential. This statistic reveals insurmountable loss of potential for humanity with three quarters of mankind gravitating to stagnancy and mediocrity.

The paradox between making significant contributions and honoring the demand of work that is below your potential and abilities, would lead to frustration and stagnancy. However, the tension between these two forces can be alleviated with a subtle shift in mind-set, resulting in more satisfaction and increase the odds for better work. Greatness emerges when you cultivate a deeper sense of cohesion, urgency and purpose and consistently choosing to do what’s right, even when it’s uncomfortable.

Live Empty and Die Empty

Faiz Mohammed, HITA Program

Management Office

[email protected]

The tug-of-war between life and work may lead to ignoring our hopes, dreams and aspirations to reveal our true potential before we run out of time.


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Your work is not about the finish line, it is about the race which can be parsed into three major phases visioning, implementing and integrating.

Visioning is about generating ideas, developing strategies, defining goals, objectives, and values, initiating projects, setting priorities and creating roadmaps. Failing to account for these essential activities, may lead individuals and organizations to wind up making great progress in the wrong direction.

Implementing is the phase during which individuals and organizations get the job done by creating measurable elements of planned values, making the experience predictable. However, because progress is measured in real time, it is tempting to gravitate toward Implementing at the expense of Visioning or Integrating. Individuals and organizations must establish

guiding principles to maintain strategic alignment.

Integrating encompasses activities that stretch and grow individuals and organizations, such as adoption of newly created values, acquiring and developing new skills, reinforcing, enhancing and integrating new knowledge, cultivating curiosity and engagement. Integrating determines long-term development and success. Continued, disciplined growth prevents stagnancy. When you stop growing you start dying, William S. Burroughs, Junky.

Some people are visionaries, but less adept in turning visions into significant contributions. Others dive into implementing but fail to define the context and objectives in a way that keeps them aligned with the vision. Still, others are great at visioning and implementing, but they aren’t putting

enough effort to integrate new knowledge and skills into their work becoming less effective over time.

As you actively engage and cultivate a mind-set that balances visioning, implementing and integrating, you will be better positioned to identify areas where you contribute the most value, the elements of work that are most personally gratifying, areas for personal development and skill improvement, and new opportunities that you’d like to pursue. The degree to which your contribution reflects your true potential would largely be determined by how disciplined you are about improving yourself every day and putting your life on the line to do work you will be proud of. Don’t go to your grave with your best work inside you. Choose to Live Empty and Die Empty.


Project Name: Biosimilar Adoption at KFSHRC for High Cost/Volume Biologic Agents

Savings: 26,384,566 SR

Team Members: Team leader: Dr. Mohamed Alnahed (Head, Oncology Pharmacy), Lujain Alsuhaibani, Mohamed Ahmed, Tariq Alzahrani, Nasser Alrubaiyan

Description: The KFSH&RC Hospital formulary is a pioneer in adopting new technology medications and cutting-edge therapies. Biologics have increasingly been used for the treatment care of various diseases, including, but not limited to, cancer, autoimmune, cardiovascular, and metabolic disorders. For example, biologics account for half of the pharmaceutical market in oncology; however, their main limitation is their high cost.

As patents of these biologics began to expire, biosimilars were developed to address the existing needs and facilitate access to novel treatments for all patients. When compared with the innovator biologics, biosimilars are generally less costly and more affordable with similar safety and efficacy profiles. Therefore, adopting biosimilar in hospital formulary has the potential to significantly reduce health care costs and expand patients’ access to these therapies.

This project targeted seven highly utilized biologics at KFSH&RC. Six biosimilars were added to KFSH&RC formulary during 2020 and 2021 at a cost savings of 26,384,566 SAR. By far this exceeded the project target cost savings of 25 million Saudi Riyals. This effort was carried by the project team in collaboration with the Cancer and Therapeutics Subcommittee (CTS), Biologics and Biosimilar Agent Subcommittee (BBA) and Formulary and Therapeutics Committee (FTC). The clinical pharmacists along with medical stakeholders played an enormous role in evaluating the evidence and cost analyses for the potential biosimilars. This initiative established a framework that incorporated diverse stakeholders to facilitate the adoption of biosimilars in the KFSH&RC formulary and resulted in cost containment outcomes balanced with the clinical and patients’ outcomes.

Project Name: Reduction of Pharmacy Mail Order Return and Medication Waste

Savings: 180,624 SR

Team Members: Team leader: Dr. Roaa Algain (Head, Ambulatory Care Pharmacy), Rolla Gharib, Sanaa Hassan, Mohamed Alawagi,Fatmah Abualmaged, Lena Alzenidi, Mazen Madkhali, Noura Alshaalan, Jessical Macapagal

Description: Pharmacy mail-order service has been provided to KFSH&RC patients for more than two decades. Receiving mail-order prescriptions saves patients’ time, traveling expenses, and promotes medication adherence. At KFSH&RC, an average of 3,800 packages are shipped monthly throughout the country.

The utilization of mail-orders expanded during the COVID-19 pandemic to facilitate medications delivery. During the peak of the pandemic the number of returned shipments to the Pharmacy increased. The project team cited several reasons such as couriers’ communication methods, delivery timeliness and altered shipping addresses. Multiple solutions were explored, such as redesigning patient–courier-pharmacy communication process, minimizing quantities of expensive medications, implementing customer care tools by couriers, and routing the dispensing of expensive medications to other KFSH&RC branches.

The project aimed to decrease the number of returned shipments and cost associated with medication wastage in case of shipment return and re-shipping medications. Our target was to decrease the shipment returns and cost by 50% (baseline: 685 shipments at cost of 184,237 SAR). The documentation process for shipping information and patient notification SMS were revised. Customer care service (CCS) by the courier was established to monitor the delivery status. The CCS sends notification to the Pharmacy about unpicked-up shipments within 48 hours. Pharmacy personnel review the event and contact patients to secure alternative shipping information.

In the first quarter, our interventions achieved reduction by 62% in returned shipments and cost savings of 180,624 SAR (98%). Both results were persistent for two consecutive quarters. We succeeded in improving overall delivery turnaround time, reducing cost and ultimately enhancing patients’ experience!

Pharmacy Succeeds in Cost Reduction Dr. Abdulrazag Aljazairi, Director, Pharmaceutical Care

[email protected]


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Pharmacy Succeeds in Cost Reduction

Project Name: Intravenous Medications Wastage Project

Savings: 403,880 SR

Team Members: Team leader: Dr. Abdulrazaq Aljazair i , Pharmaceutical Care Divis ion Director

Members: Ibrahim Hamasni, Hanadi Muawad, Rania Aljaber, Dina Alaboura, Norah Albuhairan

Description: The provision of intravenous (IV) medications is a high risk and laborious process. The main hospital IV room prepares 800 doses of IV medications daily. The billing price associated with unused IV medications is a major concern and source of wastage. The viability of recycling these medications is dependent on stability and proper storage.

This project aimed to evaluate the impact of remodeling the IV label run process on the number and billing price of returned IV

medications. Label run is the process of preparing batches of ongoing orders for IV medications. The target is to decrease the number and billing price of returned medications by 30%.

A comprehensive workflow assessment was carried out over four weeks. The highest 15 wasted medications and nursing units with returned medications were identified. The total billing price of 6,039 wasted doses is around 676,872 SAR over four weeks. The estimated annual billing price is 8,122,464 SAR.

The project team implemented several interventions, workflow and staffing adjustments with the major change being in the label run timing and frequency of six times per day instead of four times per day. These new times targeted the peak times for discontinuing/modifying orders by physicians. Similarly, medication delivery schedule was adjusted. Overall, the remodeling reduced the monthly number of doses and billing price by 42% and 60%, respectively. This accounts to a monthly cost savings of 403,880 SAR and estimated annual savings of 4,846,560 SAR. The success of this project was derived with a simple fix and great team spirit!


Organic agriculture is a system of producing varied and different plants while preserving consumer health, soil and environmental

integrity and is related to ecological processes, biodiversity and cycles that adapt to local conditions, instead of using inputs with negative impacts to preserve all elements of the surrounding environment. It is an integrated agricultural system that maintains sustainability and enhances soil fertility and biodiversity while prohibiting the use of synthetic pesticides, chemical fertilizers, antibiotics, growth hormones and genetically modified materials. The word "organic" means compounds of carbon that are of vegetable or animal origin.

This system began in the early twentieth century, although the real emergence of it was with the beginning of man thousands of years ago with his knowledge of agriculture (the stage of gathering and picking) because the land was virgin and no intruder was known on it that was manufactured from chemicals or toxic materials and others, so the system relied in its production on fertilizers Organic and biological control that depends on what other living organisms do with its natural enemies from other organisms to reduce its numbers below the economic limit and preserve the productive crops in several safe ways, such as: parasites or natural predators such as types of spiders and other or pathogens, as an alternative to chemical pesticides to

combat pests in order to maintain food safety and to reach global food security, which is defined as the availability of safe and sufficient nutritious basic foods at all times and places to expand the global food consumption of people for an active and healthy life.

Since 1990, the organic food market grew to $63 billion in 2012, and $80 billion by 2014, all over the world. This has increased the demand for organic agricultural land, which has reached an area of about 43 million hectares of total agricultural land in the world. The main country in terms of area is Australia with about 17 million hectares of organic land, with the first organic

agricultural magazine issued in Australia between 1946-1954 by the Australian Society for Organic Agriculture and Garden, which has the greatest credit for promoting organic agriculture and its benefits in the whole world. Although the largest market is in North America and Europe India has the largest number of producers of organic agriculture, which leads the Asian continent in terms of areas of organically cultivated land in addition to China. As for the Kingdom of Saudi Arabia, the number of organic farms reached 140 in 2017, with the support and supervision of the Saudi Society for Organic Agriculture. The National Agricultural Development Company (NADEC) project holds the largest project

Organic Agriculture

Faisal Alharthy

Supervisor, Grounds Maintenance

[email protected]


| SANDscript |

in the world to produce organic olive oil.

It is important to develop the production of safe food for consumers because the indiscriminate use of pesticides, chemicals and other environmental pollutants have the greatest impact on human health and safety, directly or through gradual accumulation in the environment and the human body. This can cause some dangerous diseases after a short or long period, so the farmer, the consumer, the animal and the environment are all vulnerable. Despite that, the general consumption of pesticides in the world has not decreased significantly despite warnings of its harms and continuous work by specialized organizations. In developing

countries, the risk level increases because of the use of many old, expired or unpatented chemicals, which increases the presence of toxicity and its impact on the environment, the consumer, and the farmer himself. It also increases the spread of diseases, and a study showed that some of the most common diseases in the Kingdom of Saudi Arabia is cancer, kidney failure diseases and cardiovascular disease, all of which have environmental pollution as a main cause.

According to reports from the US Environment Agency, every few years pesticides used are evaluated to help develop safer and less toxic pesticides, and the US Department of Agriculture is

constantly working to facilitate farmers obtaining certification of organic farming on their farms despite the strictest standards and direct follow-up on it.

The trend towards safe organic farming has become a global demand for human and animal health and safety, resource sustainability and environmental preservation. Many farmers are required to work on this type of agricultural production, whether on a large or small scale. Perhaps even individuals in the community work on it through their home gardens by planting some simple crops and vegetables such as mint, parsley, tomatoes, etc. Additionally, fruit trees such as lemon and oranges can be grown by individuals by utilizing a small part of an area of the house or garden roofs, using different sizes in the spaces and unused corners of the house. These should be exposed to sunlight with the addition of some nutrients (organic fertilizers) for agricultural soil used to nourish and strengthen plant immunity to resist various diseases and injuries. Growers should ensure proper irrigation and good ventilation, washing plants with water, and using natural solutions such as mixing water with garlic to reduce the spread of some insect infections, to avoid all the above-mentioned dangers of manufactured chemicals. This is an encouragement to obtain organic agriculture in its simplest form with self-sufficiency and minimizes exposure to pollutants and dependence on private organic farms. With the expansion of organic farms and organic food products, it is advised to rely on them for the daily household supply of vegetables, fruits, etc., even if they are more expensive than non-organic products. As they are not available in all markets compared to non-organic food, everyone can cooperate to access sustainable resources and a safe environment.


The Vision 2030 initiative is a “foundation for the future” for the Kingdom of Saudi Arabia and with it comes to programs for

development, growth and sustainability. This includes improving health care in terms of quality of care and services, wellbeing and quality of life, performance,

and accountability of the health care organization, and improving value in terms of cost, outcomes and controlling health care expenditures.

The Vision Realization Office (VRO) structured a Health Sector Transformation program with four key objectives, with one

Revenue Cycle Management; A Foundation for the FutureMashhoor Beragdar

Consultant Family Medicine/Deputy

Chairman Family Medicine

[email protected]


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Revenue Cycle Management; A Foundation for the Futurebeing to facilitate access to health care services in support of the vision to improve health, health care and value. In tandem, the MOH formulated a Health care Sector Transformation Strategy breaking down theories to strategies where provider reform and financial reform are among the top three of the seven themes that are defining the Vision 2030 transformation goals and methods. In doing this, the financial reform focuses on allocative value, using resources to provide the greatest value – specifically related to patents’ needs and benefits.

Thus, in December 2020, the Council of Cooperative Health Insurance (CCHI) informed everyone that all accredited health care service providers in the government sector and qualified health insurance companies must comply with the application of financial compensation approved by CCHI when providing health services. Thus, in March 2021 Jeddah went live by activating the Unified Approval Claim (UAC) form, enabling effective processing and acceptance for our insured patients. Through this initiative all citizens, residents and visitors to the Kingdom can obtain timely access to health care services, via insurance.

Considering this, KFSH&RC–Jeddah, through efforts to support and embrace universal health care coverage, began an awareness campaign, incorporating this new directive and in direct correlation with our endeavors to transform to a not-for-profit foundation. The Jeddah campaign consisted of equipping physicians with a broad knowledge and understanding of revenue

cycle management (RCM), a financial process of collecting payments for medical bills to generate revenue for a health care organization. With resilient infrastructures, qualified staff and built-in policies KFSH&RC Jeddah was positioned to adapt rapidly and with ease to this initiative and began providing physician awareness sessions across the hospital. The RCM workshops enlightened and provided key factors for our transformation’s success, including additional information regarding the CCHI directive. Furthermore, with the assistance of the Organization’s executive leadership and members of our headquarters’ RCM team who worked diligently to appropriately reorganize, restructure and/or realign operations for such a corporate change and approach, Jeddah began with equipping end users (physicians) with the tools and rules for accepting insured patients (ER & Inpatient) and completing UAC forms within the system. Alongside this, the awareness rollouts for the introduction to RCM went live, conducting seven one-hour sessions to all levels of consultants across the Jeddah site.

The workshop centered primarily on discussions detailing the typical RCM process, from patient registration and acceptance to patient treatment and documentation, with transcription and coding, billing and claims information where each area was discussed and related examples and their importance in the comprehensive process were explained. This also included the discussion on documentation and its importance in the billing, claim and payment process. Through these trainings extensive

knowledge was shared and was coupled with active learning.

As you can imagine, establishing a strong RCM process is essential for KFSH&RC to remain sustainable with a positive outlook for growth. The process specifically tracks the revenue from patients, beginning with their initial encounter to their final payment. Within this process the reimbursement mechanism is established, but most importantly it’s about being cost effective, efficient and ensuring the avoidance of denials to prevent potentially lowering the Organization’s reimbursement. This is important to enable moving from the current payment structure of block funding from the MOF to a fee-for-service reimbursement. By doing this, KFSH&RC is opened to a wider network, allowing a higher patient flow, with greater opportunities to fill-in the gap between government and commercial for-profit sectors, creating growth opportunities while maintaining stability.

Overall, the RCM workshops brought together a full understanding of the administrative tasks necessary to facilitate a successful and healthy revenue cycle management process. When RCM is successful, this eliminates errors and redundancies, and fewer denials occur improving the patient experience while maximizing collections and revenue. This will ensure a faster claim process so that our KFSH&RC physicians and other health care providers can concentrate on delivering quality care to all that need services. Truly, RCM is the foundation for our future’s success.


SASO believes in the role of youth and seeks to invest their energies in building the future. Therefore, a national program has been

launched under the name "National Program for Quality Ambassadors," which aims to spread the culture of quality and enhance the spirit of volunteering among young people, and it is one of the initiatives of the National Quality Strategy that the Executive Office is based on achieving its goals and initiatives.

Benefits of the Program There are many benefits of being a quality ambassador, starting with obtaining a special membership card bearing the name and category of the ambassador and benefits from the advantages of the Ambassador membership. The Quality Ambassador has priority to attend conferences and courses held at SASO or the program partners that will raise the levels of performance as well as awareness of individuals in terms of quality and its programs and its various applications.

Furthermore, it provides participants in the Ambassadors Program with various skills and experiences in the fields of quality that will spread and strength the culture of quality and institutional excellence by supporting and empowering the role of Quality Ambassador within the sectors.

However, optimal use of youth energies and harnessing them to increase awareness of quality and concepts of institutional excellence. The Ambassador adopts the concepts and standards of quality, as well as the initiatives of the National Quality Strategy in the sectors in which they work, to become a basis for its strategic plans. Finally, increasing cooperation and communication. In addition, creating an interactive and fruitful relationship between the sectors and the Executive Office of the National Quality Strategy is a main beneficial for the Ambassador and the quality national program.

A new initiative is launching a national program aimed at attracting young people (future generations) in the field of quality, under the name of the National Program for Quality Ambassadors.

The initiative aims to adopt a project for quality ambassadors and prepare a program aimed at attracting young people and enhancing their role in promoting quality practices in various business sectors. This initiative is voluntary and was launched during the reporting period, and it targets interested parties through membership of general quality ambassadors, and citizens in the Saudi society will be targeted to reach the vision of the executive office to reach a "quality ambassador in every home, membership of sectoral quality ambassadors by targeting employees in all sectors in the "Senior Quality Ambassador" program, and the membership of quality ambassadors for experts, in which quality experts are targeted in the Kingdom under the name of "quality ambassador consultant".

The Quality ambassador of Every Home in Saudi Arabia

االء رشيد بن شقير210858091964

08/08/202108/08/2022

االء رشيد بن شقير210858091964

08/08/202108/08/2022

Alaa Bin Shuqayr

Technician, CSSD,

Perioperative services

abinshuqayr@kfshrc.

edu.s


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King Faisal Specialist Hospital and Research Centre offers one of the largest Hematopoietic Stem Cell Transplantation (HSCT)

programs in the region. This specific stem cell transplantation is a well-established treatment for multiple types of hematological malignancy as per the International Guidelines. Previously, it has been strictly performed in an inpatient setting given the concerns for transplant associated toxicity and infection; currently in the region we are one of two centers that have now started performing this as an outpatient service successfully.

Fortunately, with improvement in supportive care and careful patient selection, outpatient HSCT has become routinely performed in the USA, Canada and Europe for selected Hematological disease patients. This has resulted in excellent outcomes of equal comparison and safety results while using an outpatient setting just as with an inpatient setting; yet it does require a multidisciplinary team and close patient follow up.

In line with our vision to be a “specialized health care provider of choice for every patient,” Jeddah adult HSCT department has begun performing outpatient HSCT in a special unit within the Main hospital. This includes Peripheral stem cell mobilization and collection; followed by high-dose chemotherapy conditioning administration and stem cell infusion. These are all closely followed up until stem cell engraftment and complete count recovery.

The Jeddah team started their journey, including devising clinical guidelines, policies and procedures at the start of January 2021, and have successfully performed three cases with positive significant outcomes and feedback from both the patient and the transplant team. With such great outcomes thus far, it is the goal of the program to continue performing cases while providing appropriate, safe, accessible care; alongside improving operational and clinical performance.

Furthermore, by establishing this outpatient service, we will be able to perform efficient, effective, and affordable care within the

region to patients that need our service – making our mark as one of the first in the Kingdom to provide such an outpatient service. In turn this will provide KFSH&RC Jeddah with a competitive advantage; being a primary destination option as a tertiary center providing outpatient HSCT.

Transforming successfully to a not-for-profit foundation is also about saving and being more cost effective; and performing outpatient HSCT offers benefits in various ways. Improving organization resource utilization and productivity thus allowing the organization to save and reinvest. As a bonus, the outpatient HSCT concept assists freeing up inpatient beds, accelerating the work process and expediting the workflow throughout the adult HSCT program. Additionally, it provides enhanced comfort and safety, lessoning a patient’s exposure to other sick contacts, reflecting positively on the patient’s satisfaction and quality of life. In turn it improves the patient physically and psychologically as well as ensuring safety for all.

Outpatient HSCT: A first at KFSH&RC Jeddah

Ahlam Almasari, MD

Consultant, Hematology / Bone Mar-

row Transplantation

[email protected]


King Faisal Specialist Hospital and Research Centre (Gen Org)-Jeddah (KFSHRC-J) has been designated a Magnet

facility since June 2013 and continues to strive towards excellence in nursing care delivery as one of the Organization’s values of excellence. Despite COVID-19 pandemic challenges and burdens for our organization to deliver the best quality of care. Nursing Affairs is proud of some of the achievements during the pandemic period.

Where Are We in Our Third Magnet Re-Designation Process? Magnet re-designation is a significant event of pride within the organization. KFSH&RC-J made history by being the first hospital to achieve this designation in KSA, the Gulf Cooperation Council (GCC) and the 6th internationally by the American Nurses Credentialing Centre (ANCC). The organization was also the first to be re-designated on April 01, 2018. This designation is a demonstration of the values of excellence and strive to achieve high standards of patient and family care. As we prepare for our third Magnet designation

with application submitted on April 01, 2021, and document writing, we continue to strive towards providing the best care to our patients and their families. Excellence needs great leaders empowering and engaging competent nurses with support for their professional development opportunities, who thus provide competent care using best practice.

Improving the Work Environment through Nursing Satisfaction Measurement Nursing satisfaction is a key measurement of a healthy work environment. The Organization is a proud member of the National Database of Nursing Quality Indicators through whom we complete the nurses’ satisfaction survey. Nursing

Affairs completes a survey every two years with the most recently completed in September to October 2020 for three weeks. To promote ownership of outcomes, a Registered Nurses Taskforce with Staff Nurses as members conduct the survey with minimal guidance provided from the Magnet Hospital department. The taskforce set a goal of 90% response and the organization outperformed this goal with a 95% outcome through multiple awareness efforts conducted. The results showed that 5/7 categories were outperformed for more than 50% of the units. These outcomes were used to set goal for improving the practice environment in 2021.

Expanding the Research Agenda Within Nursing Affairs and Internationally Research and evidence-based practice is an ongoing commitment at KFSHRC-J. Nursing Affairs signed a research collaborative initiative in March 2019 with Dr. Karen Speroni, research consultant, Unit States of America to advance the research strategy of the hospital. This collaboration included providing educational resources,

Continuing to Enculturate Nursing Excellence in a Magnet® Designated Health Care Organization

The RN taskforce Members on a travel fair to promote the survey awareness.

Magnet re-designation is a significant event of pride within the organization. KFSH&RC-J made history by being the first hospital to achieve this designation in KSA, the Gulf Cooperation Council (GCC) and the 6th internationally by the American Nurses Credentialing Centre (ANCC).

Rebecca Govender, Dip.N. RN, PGDip.

Education and Management,

Quality Improvement Analyst, Magnet

Hospital, Nursing Affairs

[email protected]


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encouragement and motivation to employees for completing research studies e.g., Dr. Speroni facilitated online educational sessions for the participants of the Human Investigation Program and Nursing research awareness session. This led to two nurses achieving ethical approval for research proposals focusing on sedation within the Pediatric Intensive Care Unit and patient related aggression in with the Department of Emergency Medicine.

Nursing Affairs collaborated in an international study with 20 hospitals in the US and one each in Unit Arab Emirates and Jordan entitled “Effect of Shared Governance on Nurse Sensitive Indicator and Satisfaction Outcomes” led by Dr. Speroni. Two articles were published in the

Journal of Nursing Administration sharing the outcomes of this research.

On The Journey to Practice Transition Program Accreditation for New Saudi Nurses Pursuing excellence included a decision in 2019 to take the journey to achieve Practice Transition Program Accreditation for Newly Registered Nurses with the ANCC. The Transition to Practice Program within the organization has been offered since 2000 as the Saudi Career Development program and has seen an evolution in standards and practice expectations. Newly Registered Nurses are the future of healthcare in the Kingdom of Saudi Arabia and this program is an amazing empowering and

transformative opportunity for new nurses in practice. It provides opportunities for upskilling, confidence building and clinical competence as evidenced by a graduate ‘This program has taught me to love my profession and find my passion in caring for my people”.

We are currently awaiting a decision on accreditation success at the submission of this article.

"Don't be afraid to give up the good to go for the great." – John D Rockefeller

2018 Magnet Re-designation and Celebration


There are a lot of stories flying around us in the form of rumors that may or may not be true. The nature of these stories is to

be fluidly picked up and shared among individuals regardless of validity! This article will attempt to define rumors in the workplace, the effects they have on employees and how to fight the spread of this “disease.”

First of all, rumors are unofficial little stories that spread rapidly like wildfire and may lead to serious harm. In the workplace, rumors could be evil little tidbits about someone, usually whispered behind their backs. Others see rumors as juicy pieces of gossip that may or may not hold water. In any case, rumors in the workplace are a dangerous thing and can affect peoples’ perceptions of co-workers and the Institution as a whole.

Ready, Steady, Go! This is How Rumors Fly

Mohammed Albakri,

Clinical Laboratory

Information Specialist

Dania Jan, Medical

Technologist


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Rumors, amusing as they sometimes are, have a hugely negative effect on pretty much everybody involved. Allowing rumors to propagate will definitely lead to loss of trust and erosion of morale; they are also a huge waste of time and wreak havoc on productivity. On a more personal level, scandalous talk increases anxiety, causes emotional distress and may even lead people to leave the Organization because the workplace environment is rendered toxic and unhealthy. So, it is as clear as

day that rumors, if left unchecked, can ruin reputations, careers and even lives.

Luckily all of the nightmarish exposé in the above paragraphs can be nipped in the bud. An atmosphere of transparency in the workplace can go a long way to alleviate some of the more dire symptoms of the rumor mill. Frequent sectional or departmental meetings that include the administrative figures frankly answering questions can also help to quench some of these harmful stories. Some institutes employ work coaches to help navigate the mucky waters of rumor-ridden workplaces. Institutes have an invested interest in decreasing the flow of rumors because sometimes, if left uncontrolled, they may venture into harassment territory and lead to legal actions.

Unfortunately, it is nearly impossible to prevent people from spreading rumors as it is in their nature to share stories regardless of the effects. To combat rumors on a personal level, you may consider facing instigators head on and set the record straight at the source. It is also a very bad idea to fight rumors with more of the same. Always follow your organizational guidelines when dealing with slander and never ever let it fester because at best it will be a distraction from your job and at worst, it could cross a line into more troubled territory involving legal recourse.

One of the more interesting ways of combating rumors at KFSH&RC–J was born in the Department of Pathology and Laboratory Medicine in Jeddah. The lab created a cycling group as an initiative to introduce racing with a purpose, called the DPLM Rumors Fighters Club. This started out as a weekend activity ride, where a group of lab members got together and biked along the lovely Jeddah corniche, enjoying the morning breeze by the Red Sea. The cycling team started gaining a larger following and they extended the experience beyond their own personal achievements. Not only do they provide a healthy alternative to the usual weekend lethargy, but they have also all vowed to fight the rumor mill by spreading awareness and adopting a completely transparent demeanor in the workplace. Their initiative “Ride for a Cause” will set an example that will shine bright for others to see across the Organization and hopefully quell the viral spread of malicious rumors. By adopting the slogan “One Team Against Rumors,” these guys are showing us all that we can live in a rumor-free environment, not to be subjected to time wasting and harmful habits. In the future, other noble causes might be handled in the same manner by our department members.

First of all, rumors are unofficial little stories that spread rapidly like wildfire and may lead to serious harm. In the workplace, rumors could be evil little tidbits about someone, usually whispered behind their backs.


Research Center PublicationsAtypical Teratoid Rhabdoid Tumors (ATRT): King Faisal Specialist Hospital and Research Centre experience.Mousa A, Al-Kofide A, Siddiqui K, Alhindi H, Alshaikh N, Alshail E. Int J Pediatr Adolesc Med. Bleeding and thrombotic risk in pregnant women with Fontan physiology.Girnius A, Zentner D, Valente AM, Pieper PG, Economy KE, Ladouceur M, Roos-Hesselink JW, Warshak C, Partington SL, Gao Z, Ollberding N, Faust M, Girnius S, Kaemmerer H, Nagdyman N, Cohen S, Canobbio M, Akagi T, Grewal J, Bradley E, Buber Y, Palumbo J, Walker N, Aboulhosn J, Oechslin E, Baumgartner H, Kurdi W, Book WM, Mulder BJM, Veldtman GR. Heart. The contamination of allografts in multi-organ donors: a bone bank experience.Ilays I, Alsakran SA, Fallatah AB, Alyateem M, Al-Mohrej OA. Cell Tissue Bank. The safety and efficacy of modifying the admission protocol to the epilepsy monitoring unit in response to the COVID-19 pandemic.Babtain F, Atteyah D, Milyani H, Banjer T, Alqadi K, Baeesa S, Al Said Y. Epilepsy Behav.

Antiseizure medications use during pregnancy and congenital malformations: A retrospective study in Saudi Arabia.Alsfouk BA, Almarzouqi MR, Alsfouk AA, Alageel S, Alsemari A. Saudi Pharm J. American Society of Transplantation and Cellular Therapy, Center of International Blood and Marrow Transplant Research, and European Society for Blood and Marrow Transplantation Clinical Practice Recommendations for Transplantation and Cellular Therapies in Mantle Cell Lymphoma.Munshi PN, Hamadani M, Kumar A, Dreger P, Friedberg JW, Dreyling

M, Kahl B, Jerkeman M, Kharfan-Dabaja MA, Locke FL, Shadman M, Hill BT, Ahmed S, Herrera AF, Sauter CS, Bachanova V, Ghosh N, Lunning M, Kenkre VP, Aljurf M, Wang M, Maddocks KJ, Leonard JP, Kamdar M, Phillips T, Cashen AF, Inwards DJ, Sureda A, Cohen JB, Smith SM, Carlo-Stella C, Savani B, Robinson SP, Fenske TS. Transplant Cell Ther. COVID-19 Critical Care Simulations: An International Cross-Sectional Survey.Temsah MH, Alrabiaah A, Al-Eyadhy A, Al-Sohime F, Al Huzaimi A, Alamro N, Alhasan K, Upadhye V, Jamal A, Aljamaan F, Alhaboob A, Arabi YM, Lazarovici M, Somily AM, Boker AM. Front Public Health.

Ultrasound guidance for Port-A-Cath insertion in children; a comparative study.Bawazir OA, Bawazir A. Int J Pediatr Adolesc Med.

Genetics of ataxia telangiectasia in a highly consanguineous population.Al-Muhaizea MA, Aldeeb H, Almass R, Jaber H, Binhumaid F, Alquait L, Abukhalid M, Aldhalaan H, Alsagob M, Al-Bakheet A, Aldosary M, Alkofide H, Alrasheed MM, Colak D, Kaya N. Ann Hum Genet.

Development and validation of an in-house, low-cost SARS-CoV-2 detection assay.Alhamlan FS, Al-Qahtani AA, Bakheet DM, Bohol MF, Althawadi SI, Mutabagani MS, Almaghrabi RS, Obeid DA. J Infect Public Health.

Clinical Practice Guidelines for Liver Transplantation in Saudi Arabia.Abaalkhail FA, Al Sebayel MI, Shagrani MA, O'Hali WA, Almasri NM, Alalwan AA, Alghamdi MY, Al-Bahili H, AlQahtani MS, Alabbad SI, Al-Hamoudi WK, Alqahtani SA. Saudi Med J. Employment and occupational safety among patients with seizure disorders - findings from a tertiary

hospital in Saudi Arabia.Saleh RA, Aleid M, Saleh R, Al Semari A, Alrushud N, BinJaber R, Alammar G, Aldoss A, Abujaber A, Khalil H. Epilepsy Behav.

Hematopoietic stem cell transplantation in Saudi Arabia between 1984 and 2016: Experience from four leading tertiary care hematopoietic stem cell transplantation centers.Shaheen M, Almohareb F, Aljohani N, Ayas M, Chaudhri N, Abosoudah I, Alotaibi S, Alshahrani M, Alsharif F, Akhtar S, Alhumaidan H, Rasheed W, Alfraih F, Al-Anazi K, Alhashmi H, Al-Daama S, Hanbali A, Alsaleh K, Alzahrani H, Ibrahim K, Alawwami M, Albeirouti B, Albeihany A, Alabdulwahab A, Motabi I, Zaidi SZA, Ahmed SO, Aljefri A, Hussain F, Alahmari A, Hashmi S, Elsolh H, Alseraihy A, Aljurf M. Hematol Oncol Stem Cell Ther. Preoperative leukocytosis correlates with unfavorable pathological and survival outcomes in endometrial carcinoma: A systematic review and meta-analysis.Abu-Zaid A, Alomar O, Baradwan S, Abuzaid M, Alshahrani MS, Allam HS, Alqarni SMS, Nazer A, Salem H, Al-Badawi IA. Eur J Obstet Gynecol Reprod Biol.

Intraperitoneal lidocaine instillation during abdominal hysterectomy: A systematic review and meta-analysis of randomized placebo-controlled trials.Abu-Zaid A, Baradwan S, Himayda S, Badghish E, Alshahrani MS, Miski NT, Almatrafi R, Bahathiq F, Alomar O, Al-Badawi IA, Salem H.J Gynecol Obstet Hum Reprod.

Levels and Associations of Weight Misperception with Healthy Lifestyle among Adults in Saudi Arabia.Althumiri NA, Basyouni MH, BinDhim NF, Alqahtani SA. Obes Facts. Absolute quantification of senescence mediators in cells using multiple reaction monitoring liquid chromatography-Tandem mass

spectrometry.Galal MA, Abdel Jabar M, Zhra M, Abdel Rahman AM, Aljada A. Anal Chim Acta.

A Distinctive Human Metabolomics Alteration Associated with Osteopenic and Osteoporotic Patients.Aleidi SM, Alnehmi EA, Alshaker M, Masood A, Benabdelkamel H, Al-Ansari MM, Abdel Rahman AM. Metabolites. Changes in Hematological, Clinical and Laboratory Parameters for Children with COVID-19: Single-Center Experience.Saleh M, Alkofide A, Alshammari A, Siddiqui K, Owaidah T. J Blood Med.

Long Term Outcomes of Liver Transplantation for Patients With Autoimmune Hepatitis.Alswat K, Soliman E, Salih I, Bashmail A, Letierce A, Benmousa A, Alghamdi S, Bzeizi KI, Alqahtani SA, Shawkat M, Broering DC, Al-Hamoudi WK. Transplant Proc. Soluble CD127 potentiates IL-7 activity in vivo in healthy mice.Aloufi NA, Ali AK, Burke Schinkel SC, Molyer B, Barros PO, McBane JE, Lee SH, Angel JB. Immun Inflamm Dis. Prevalence and incidence of osteoarthritis among people living in the Gulf Cooperation Council countries: a systematic review and meta-analysis.Alenazi AM, Alhowimel AS, Alotaibi MA, Alqahtani BA, Alshehri MM, Alanazi AD, Alanazi AA, Alanazi SF, Bindawas SM. Clin Rheumatol.

Multiparametric Approach for the Assessment of Mechanical Prosthetic Tricuspid Leaflet Function.Fadel BM, Alassas K, Clavel MA, Ayas MF, Kazzi BE, Pibarot P, Mohty D. J Am Soc Echocardiogr. Knowledge and attitudes regarding non-invasive prenatal testing among women in Saudi Arabia.Bawazeer S, AlSayed M, Kurdi W, Balobaid A. Prenat Diagn.

Research Center Publications


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Find the Words

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S A N D S C R I P T C A L E N D A R O C T O B E R 2 0 2 1

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SANDscript P.O.Box 3354 Riyadh 11211 Saudi Arabia - www.kfshrc.edu.sa

Volume 41, Issue 104, Rabi’ al-Thani 1437, February 2016

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First Successful Kidney Transplant Following Machine PerfusionKFSH&RC Has More Than Five Thousand Units of Stem CellsThe Sixth Cardiology and Cardiac Surgery Conference at KFSH&RC-JEDDAHCooperation Between the Ministry of Justice and KFSH&RC Documenting Patients’ Attorney

Sandscript is the official magazine of the King Faisal Specialist Hospital & Research CentreP.O.Box 3354 Riyadh 11211 Saudi Arabia - www.kfshrc.edu.sa

InternatIonal Centre SeekS out the kFSh reSearCh

Centre expertISe

Volume 41, Issue 103, Rabi’ al-Awwal 1437, January 2016

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When Humanity Is Linked with a ProfessionThe Ninth Annual Evidence-Based Practice Foundation Course

Stage II of Work-Life Quality Project Safe Patient Experience in Perioperative Nursing

Sandscript is the official magazine of the King Faisal Specialist Hospital & Research CentreP.O.Box 3354 Riyadh 11211 Saudi Arabia - www.kfshrc.edu.sa

KFSH&RC-RiyadH GiveS Hope oF CHildRen THRouGH ivF To MoRe

THan 1500 FaMilieS yeaRly

http://www.kfshrc.edu.sa

Until We Meet Again

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Transcript of Until We Meet Again