Dis. And reply.

1 day ago
HISHAM OTAYF
healthcare quality improvement
COLLAPSE
A healthcare organization encountered significant challenges, notably high rates of
patient readmissions and prolonged wait times for treatments. These issues prompted
the initiation of a comprehensive quality improvement initiative aimed at enhancing both
patient care and operational efficiency. The organization aimed to adopt a more patientcentered approach while ensuring compliance with national healthcare
standards (Hughes, 2008).
Process Changes
The key changes implemented during this initiative included:
Standardized Protocols: The development of standardized clinical pathways for
common conditions to ensure consistent and evidence-based care. Staff Training
Programs: The introduction of ongoing training for healthcare providers, focusing on
best practices in patient care, communication, and teamwork. Patient Engagement
Strategies: The implementation of tools designed to improve patient engagement, such
as providing pre-visit information and conducting follow-up calls post-discharge to
monitor recovery and prevent readmissions. Data Analytics: The utilization of data
analytics to monitor patient outcomes, track readmission rates, and identify areas
requiring improvement (Hughes, 2008).
Challenges in Adoption
Several challenges were encountered during the adoption of these changes: Resistance
to Change: Some staff members exhibited resistance to the new protocols, fearing that
these changes would disrupt established workflows. Resource Constraints: Limited
financial and human resources hindered the ability to provide comprehensive training
and support for all staff members. Cultural Barriers: The existing workplace culture
posed challenges in fostering open communication and encouraging feedback from all
levels of staff (Rehman et al., 2021).
Key Issues for Implementation
The following key issues must be considered for effective implementation:
Stakeholder Engagement: It is essential to engage all stakeholders, including medical
and administrative staff, as well as patients, to gain buy-in and ensure successful
implementation. Monitoring and Evaluation: Establishing clear metrics for success and
ongoing assessment mechanisms is critical for evaluating the impact of the changes
and facilitating continuous improvement. Sustainability: Developing a plan to maintain
improvements over time, which includes regular training updates and refresher courses,
is vital for long-term success (Chowdhury et al., 2021).
Alignment with Saudi Vision 2030
This quality improvement initiative aligns closely with the objectives of Saudi Vision
2030 in several key areas: Enhancing Quality of Healthcare Services: The initiative aims
to elevate the quality of patient care, which is a fundamental aspect of the Vision’s goal
to provide citizens with superior health services. Promoting Patient Safety: By focusing
on reducing readmissions and improving treatment protocols, the initiative directly
supports the Vision’s emphasis on patient safety and healthcare excellence. Increasing
Efficiency: The application of data analytics to streamline processes aligns with the
Vision’s objectives of leveraging modern technology to enhance healthcare
delivery (Alasiri & Mohammed, 2022).
Conclusion
This quality improvement initiative represents a crucial step toward transforming
healthcare delivery within the organization, addressing immediate challenges while
contributing to the broader goals of Saudi Vision 2030. By fostering a culture of
continuous improvement and patient-centered care, the organization not only enhances
its operational effectiveness but also contributes positively to the national healthcare
landscape (Alasiri & Mohammed, 2022).
References
Alasiri, A. A., & Mohammed, V. (2022). Healthcare Transformation in Saudi Arabia: An
Overview Since the Launch of Vision 2030. Health Services Insights, 15,
11786329221121214.
Chowdhury, S., Mok, D., & Leenen, L. (2021). Transformation of health care and the
new model of care in Saudi Arabia: Kingdom’s Vision 2030. Journal of Medicine and
Life, 14(3), 347–354.
Hughes, R. G. (2008). Tools and Strategies for Quality Improvement and Patient Safety.
In R. G. Hughes (Ed.), Patient Safety and Quality: An Evidence-Based Handbook for
Nurses. Agency for Healthcare Research and Quality (US).

Rehman, N., Mahmood, A., Ibtasam, M., Murtaza, S. A., Iqbal, N., & Molnár, E. (2021).
The Psychology of Resistance to Change: The Antidotal Effect of Organizational
Justice, Support and Leader-Member Exchange. Frontiers in Psychology, 12, 678952.

52 minutes ago
ABDULLAH AL MOSAWI
Quality Improvement in Healthcare Systems
COLLAPSE
Introduction
Quality improvement in healthcare systems is a continuous process aimed at enhancing
patient outcomes, optimizing service delivery, and promoting sustainability. Recent
studies have outlined substantial advancements in healthcare systems worldwide,
highlighting the transformations needed to achieve long-term goals (Braithwaite et al.,
2018). Saudi Arabia, through its ambitious Vision 2030, has embarked on a
comprehensive transformation of its healthcare sector to improve quality and access to
care (Chowdhury, Mok, & Leenen, 2021). This discussion examines the quality
improvements in healthcare, the challenges in adopting these changes, and how these
efforts align with Saudi Vision 2030.
Background and Process Changes in Quality Improvement
The quality improvement efforts in healthcare are underpinned by the recognition that
existing systems must evolve to meet future needs. Braithwaite et al. (2018) identify five
trends shaping the future healthcare landscape: sustainable health systems, the
genomics revolution, emerging technologies, global demographic dynamics, and new
models of care. These trends require significant process changes, including the
integration of healthcare services, enhancement of patient-centered care, and
leveraging technology and information systems. In the context of Saudi Arabia, these
changes are evident in the shift towards a new Model of Care (MOC) that aligns with
Vision 2030’s objectives (Chowdhury et al., 2021). The MOC emphasizes six systems of
care (SOC) – keeping well, planned procedures, women and children, urgent problems,
chronic conditions, and the last phase of life – aimed at providing comprehensive and
continuous care (Chowdhury et al., 2021).
Challenges in Adopting Quality Improvement Changes
Implementing these quality improvement changes presents several challenges. One of
the primary challenges is resistance to change, which is common in any large-scale
organizational transformation. Stakeholders, including healthcare providers and
patients, may resist changes due to uncertainty, lack of understanding, or perceived
threats to established routines (Braithwaite et al., 2018). Moreover, the integration of
advanced technologies and information systems requires significant investment in
infrastructure and training, which can be a substantial barrier, especially in resourcelimited settings. Another challenge is the need to align diverse stakeholders, including
policymakers, healthcare providers, and patients, towards a common goal. Ensuring
alignment and collaboration among these groups requires effective communication,
education, and incentives (Braithwaite et al., 2018).
Key Issues in Implementing the Process of Change
Several key issues must be considered when implementing process changes for quality
improvement in healthcare. Firstly, there is a need for robust governance structures that
can provide clear guidance and oversight throughout the transformation process. This
includes establishing accountability mechanisms and performance metrics to monitor
progress and ensure compliance with quality standards (Braithwaite et al., 2018).
Secondly, there is a critical need for continuous stakeholder engagement to foster
collaboration and minimize resistance. This involves regular consultations, feedback
loops, and transparent communication to keep all parties informed and involved in the
process (Chowdhury et al., 2021). Finally, there is the issue of capacity building, which
includes training healthcare workers in new technologies, processes, and patientcentered care practices, which is essential to sustaining the quality improvement efforts.
Alignment with Saudi Vision 2030
The quality improvement efforts in Saudi Arabia are closely aligned with the broader
goals of Saudi Vision 2030, which seeks to create a vibrant society, a thriving economy,
and an ambitious nation. The transformation of the healthcare system is a crucial
component of this vision, aimed at enhancing the quality and efficiency of healthcare
services to improve population health outcomes (Chowdhury et al., 2021). The new
MOC under Vision 2030 is designed to streamline care delivery and ensure that
healthcare services are accessible, equitable, and patient-centered. By focusing on
preventative care, chronic disease management, and integrated service delivery, the
MOC supports the Vision 2030 goal of achieving a world-class healthcare system that is
both effective and sustainable (Chowdhury et al., 2021).
Conclusion
Quality improvement in healthcare is a dynamic process that requires careful planning,
stakeholder engagement, and alignment with broader strategic goals. The efforts in
Saudi Arabia to transform its healthcare system under Vision 2030 are a testament to
the commitment to achieving high-quality, sustainable, and accessible healthcare for all.
By addressing the challenges and considering the key issues in implementing process
changes, Saudi Arabia is well-positioned to realize its Vision 2030 goals and set a
benchmark for other nations aiming to improve their healthcare systems.
References
Braithwaite, J., Mannion, R., Matsuyama, Y., Shekelle, P. G., Whittaker, S., Al-Adawi, S.,
… & Hughes, C. F. (2018). The future of health systems to 2030: a roadmap for global
progress and sustainability. International Journal for Quality in Health Care, 30(10), 823831.
Chowdhury, S., Mok, D., & Leenen, L. (2021). Transformation of health care and the
new model of care in Saudi Arabia: Kingdom’s Vision 2030. Journal of Medicine and
Life, 14(3), 347.
1 day ago
KHALIL AL SHAHRI
Unique Factors in Accounting Functions and Financial Management in the Health
Services Sector
COLLAPSE
Introduction to Accounting Functions in the Health Services Sector
Accounting functions play a crucial role in the health services sector, ensuring financial
transparency, accountability, and efficiency. The unique nature of this industry presents
specific challenges that require tailored accounting practices. Factors such as
regulatory compliance, specialized cost allocation, and revenue recognition for
healthcare services necessitate a deep understanding of accounting principles within
this context (Eriotis et al., 2012).
Moreover, the implementation of accounting reforms in public hospitals is influenced by
organizational and technical capabilities, including the support of consultants, IT quality,
and the education level of accounting department staff. While larger hospitals and
CEOs with business-oriented backgrounds may not significantly impact reform adoption,
the support from external audit and political backing are crucial inter-organizational
variables that should not be underestimated. Understanding these unique factors is
essential for effectively managing accounting functions in the health services
sector (Bhandari et al., 2020).
Comparative Analysis of Two Types of Accounting Functions
The wide-scale use of computers creates new possibilities for accounting functions.
Electronic technologies are constantly being improved, and the need for their timely
updating arises, both from the point of view of correctness and objectivity and from the
point of view of responsiveness. Socioeconomic processes develop dynamically. There
are new subjects and new changes in existing subjects, as well as qualitative changes
in relations between subjects, which require constant improvement of accounting
functions. These functions should ensure the collection and processing of information
about the phenomena covered by accounting (Cheng et al., 2023).
The work is devoted to the solution of the following tasks: establishment of precise
definitions of certain types of accounting functions; listing accounting functions currently
performed in health services; selection of accounting functions which, in the authors’
opinion, are unique for health services; and comparative analysis of two types of
accounting functions: unique and nonunique. The methods of research applied are the
complex research method, the method of logical analysis, the method of structural
analysis, the method of graphical representation of systems, and the method of
behavioral analysis (Ferreira & Marques, 2021).
Comparative analysis was performed by creating two systems based on accounting
functions which are, in the authors’ view, unique and nonunique for health services.
Having created the two systems, their graphical representation, conditions for
processors, results, external users, and restrictions were discussed, and the
comparison of input data types, hardware and software, the requirements of information
systems were set, and the dimension of systems was performed. Such an analysis
revealed the uniqueness of certain accounting functions for the health services sector,
which is important both for design solutions and for strategic decisions (Tan, 2022).
A detailed overview of the health systems accounting functions is presented. On the one
hand, the overview describes the model bases for health services accounting functions.
On the other hand, the intended use of model bases for the design and improvement of
health services accounting functions is described. Financial and accounting functions of
economic systems are examined. The concept of a function and the classification of
functions are proposed. Functions performed by the financial and accounting systems of
an ordinary economic system and a health services economic system are compared.
Results of the comparative analysis show that there are both unique and common
financial and accounting functions in both economic systems (Javaid et al., 2022).
Analysis of functions, based on functions of certain objects, enables the graphic
illustration of systems and the explanation of the interconnections between the objects
and their functions. Graphical representation of systems is very important for an
understanding of covered processes. It permits an analysis of existing functions and
activities and the discovery of certain deviations from the expected or proposed
implementation. It is possible to define those functions that should be applied to obtain
more optimal solutions (Gilbert, 2022).
Impact of Accounting Functions on Operational Oversight
In the health services sector, accounting functions play a pivotal role in influencing
operational oversight. Decision-making, resource allocation, and overall operational
efficiency are significantly impacted by the proper implementation of accounting
systems its important to involve users of accounting systems in the change process by
establishing collaborative relationships with professional accountants. This collaborative
approach is crucial for advancing knowledge in accounting and organizational change,
as illustrated in a case study of a new cost accounting model in public hospitals. The
study highlights the rational motivations driving change in healthcare accounting
systems and the need for resource rationalization, particularly in hospitals (Namazi &
Rezaei, 2023).
Furthermore, effective cash management practices directly correlate with the
operational performance of public hospitals, as highlighted by (Muthama et al., 2016).
Sound cash management involves better timing of expenditure decisions, earlier
collection and banking of revenue, and more accurate forecasts of cash flows. This not
only minimizes the cost of borrowing but also facilitates investing surplus funds to
achieve the best return overall. The study findings underscore the importance of
preparing cash budgets, operating bank accounts, and bookkeeping to improve
operational performance, providing valuable insights for county governments in the
health services sector.
Unique Features Affecting Financial Management in the Health Services Sector
Financial management in the health services sector is influenced by several unique
features that set it apart from other industries. One key aspect is the diverse funding
sources, including government reimbursements, private insurance, and out-of-pocket
payments from patients. This variety of funding streams requires healthcare financial
managers to navigate complex billing and reimbursement processes to ensure the
financial stability of the organization (Allioui & Mourdi, 2023).
Additionally, regulatory requirements play a crucial role in shaping financial
management in the health services sector. Healthcare organizations must adhere to a
myriad of regulations related to billing, coding, privacy, and quality reporting, among
others. These regulations necessitate a high level of compliance and oversight,
impacting financial decision-making and resource allocation within healthcare
institutions. Understanding and adapting to these unique features is essential for
effective financial management in the healthcare industry (Kickbusch et al., 2021).
References
Allioui, H., & Mourdi, Y. (2023). Exploring the Full Potentials of IoT for Better Financial
Growth and Stability: A Comprehensive Survey. Sensors, 23(19), Article 19.

Bhandari, A., Golden, J., & Thevenot, M. (2020). CEO political ideologies and auditorclient contracting. Journal of Accounting and Public Policy, 39(5), 106755.

Cheng, X. (Joyce), Dunn, R., Holt, T., Inger, K., Jenkins, J. G., Jones, J., Long, J. H.,
Loraas, T. M., Mathis, M., Stanley, J. D., & Wood, D. A. (2023). Artificial Intelligence’s
Capabilities, Limitations, and Impact on Accounting Education: Investigating ChatGPT’s
Performance on Educational Accounting Cases (SSRN Scholarly Paper 4431202).

Eriotis, N., Stamatiadis, F., & Vasiliou, D. (2012). Assessing Accrual Accounting Reform
in Greek Public Hospitals: An Empirical Investigation. International Journal of Economic
Sciences and Applied Research (IJESAR), 4, 153–184.

Ferreira, D. C., & Marques, R. C. (2021). Public-private partnerships in health care
services: Do they outperform public hospitals regarding quality and access? Evidence
from Portugal. Socio-Economic Planning Sciences, 73, 100798.

Gilbert, C. (2022). The audit of public debt: Auditing as a device for political resistance
in a neoliberal era. Critical Perspectives on Accounting, 85, 102263.

Javaid, M., Haleem, A., Singh, R. P., Suman, R., & Khan, S. (2022). A review of
Blockchain Technology applications for financial services. BenchCouncil Transactions
on Benchmarks, Standards and Evaluations, 2(3), 100073.

Kickbusch, I., Piselli, D., Agrawal, A., Balicer, R., Banner, O., Adelhardt, M.,
Capobianco, E., Fabian, C., Singh Gill, A., Lupton, D., Medhora, R. P., Ndili, N., Ryś, A.,
Sambuli, N., Settle, D., Swaminathan, S., Morales, J. V., Wolpert, M., Wyckoff, A. W., …
Secretariat of the Lancet and Financial Times Commission. (2021). The Lancet and
Financial Times Commission on governing health futures 2030: Growing up in a digital
world. Lancet (London, England), 398(10312), 1727–1776.

Muthama, R. A., Muturi, D. W., & Abuga, D. M. V. (2016). Effects of Cash Management
Practices on Operational Performance of Selected Public Hospitals in Kisii County,
Kenya. European Journal of Business and Management.
Namazi, M., & Rezaei, G. (2023). Modelling the role of strategic planning, strategic
management accounting information system, and psychological factors on the
budgetary slack. Accounting Forum, 48, 1–28.

Tan, C. (2022). Audit as Accountability: Technical Authority and Expertise in the
Governance of Private Financing for Development. Social & Legal Studies, 31(1), 3–26.

1 day ago
HASSAN TAWHARI
Unique Aspects of Health Services & Financial Management
COLLAPSE
The health services sector operates within a unique and complex environment,
where financial management plays a critical role in ensuring the sustainability and
efficiency of healthcare organizations. Two key accounting functions—financial
accounting and managerial accounting—serve as the backbone of this financial
management. Each function has a distinct purpose and audience but collectively
contributes to the operational oversight and overall financial health of healthcare
institutions (Owolabi et al., 2024).
Financial accounting is focused on the preparation of financial statements, such as
income statements, balance sheets, and cash flow statements. These documents
provide a summary of an organization’s financial performance and position over a
specific period. The primary audience for financial accounting is external stakeholders,
including investors, regulators, creditors, and tax authorities (Owolabi et al., 2024).
Adhering to strict standards like Generally Accepted Accounting Principles (GAAP)
or International Financial Reporting Standards (IFRS), financial accounting ensures that
all financial transactions are recorded accurately and transparently. This historical data
is essential for maintaining credibility, securing funding, managing debt, and fulfilling tax
obligations, which are all critical for the organization’s operational stability (Owolabi et
al., 2024).
Managerial accounting, on the other hand, serves the internal needs of an
organization by providing information that aids in decision-making, planning, and
controlling operations. Unlike financial accounting, managerial accounting is not bound
by strict standards, allowing more flexibility in reporting (Owolabi et al., 2024).
Its primary focus is on future projections, budgeting, and performance evaluation,
using both financial and non-financial data. The insights generated through managerial
accounting enable management to make data-driven decisions, optimize resource
allocation, and identify areas for cost reduction. This function is vital in ensuring that the
organization’s day-to-day operations align with its strategic goals and long-term
objectives (Owolabi et al., 2024).
The unique features of the health services sector—such as the complexity of billing
and reimbursement processes, heavy regulation, significant capital investments, and
the critical importance of cash flow management—further influence the financial
management strategies employed by healthcare organizations. For example, the
complex revenue cycle involving multiple payers requires meticulous financial
accounting to track revenue streams and manage accounts receivable (Owolabi et al.,
2024).
Additionally, the sector’s stringent regulatory environment necessitates robust
financial accounting practices to ensure compliance and avoid penalties that could harm
the organization’s reputation. Managerial accounting also plays a crucial role in
navigating these challenges, particularly in capital budgeting and assessing the return
on investment for large expenditures on equipment, facilities, and technology (Owolabi
et al., 2024).
In conclusion, the health services sector relies heavily on both financial and
managerial accounting functions to maintain operational oversight and financial stability.
While financial accounting provides the necessary transparency and compliance
needed for external stakeholders, managerial accounting equips internal management
with the tools to make informed decisions and drive the organization’s success.
Together, these accounting functions help healthcare organizations navigate the unique
challenges of the sector, ensuring that they can deliver high-quality care while remaining
financially viable.
Reference
Owolabi, O., Olatoye, F., Elufioye, O., & Okunade, B. (2024). Reviewing healthcare
financial management: Strategies for cost-effective care. World Journal of Advanced
Research and Reviews, 21, 958–966.
1 day ago
HASSAN TAWHARI
public health concern in Saudi Arabia
COLLAPSE
In recent years, Saudi Arabia has faced a significant public health challenge with
the rising prevalence of non-communicable diseases (NCDs), particularly diabetes and
cardiovascular diseases. These conditions are primarily driven by lifestyle factors such
as poor diet, lack of physical activity, and high obesity rates. As NCDs continue to
increase, they pose a serious threat not only to the health of individuals but also to the
country’s healthcare system and economy. Addressing this concern is a key priority
under Saudi Vision 2030, which outlines goals and policies aimed at improving public
health and reducing the burden of chronic diseases (Alasiri & Mohammed, 2022).
The major issues associated with NCDs in Saudi Arabia include their impact on
mortality rates, quality of life, and the strain they place on the healthcare system. With
the rise in NCDs, the country faces increased healthcare costs, reduced workforce
productivity, and greater demand for medical services. This makes it essential to
address the root causes of these diseases through preventive measures and health
promotion initiatives (Boettiger et al., 2023, pp. 2020–2030).
Saudi Vision 2030, the country’s ambitious blueprint for economic and social
transformation, includes a specific goal to reduce the prevalence of chronic diseases by
30% by 2030. This goal is part of a broader effort to improve the quality of life and
promote healthier lifestyles among the population. Vision 2030 emphasizes preventive
healthcare, public awareness, and the promotion of healthy living as key strategies to
achieve this goal. Through initiatives such as national screening programs and
campaigns encouraging physical activity and healthy eating, the government aims to
reduce the incidence of NCDs and their associated burdens (Boettiger et al., 2023, pp.
2020–2030).
The National Transformation Program (NTP), a critical component of Vision 2030,
plays a central role in addressing NCDs. The NTP includes targeted initiatives to
promote public health, enhance healthcare services, and foster a culture of wellness
across the country. By focusing on prevention and early intervention, the policy
contributes to positive change by reducing the prevalence of NCDs and improving
health outcomes for the population. The NTP’s efforts to build healthcare infrastructure
and train healthcare professionals further support these goals, ensuring that the
healthcare system is better equipped to manage and treat chronic diseases (Boettiger
et al., 2023, pp. 2020–2030).
If I were able to influence policy changes, I would advocate for a more holistic
approach to tackling NCDs. This would involve increased funding for community-based
health promotion programs, enhanced public education on the risks of NCDs and the
benefits of healthy lifestyles, and improved access to preventive services, particularly in
underserved regions. Additionally, I would push for more robust data collection and
research efforts to better understand the prevalence and impact of NCDs, which could
inform more effective policy interventions and resource allocation (Boettiger et al., 2023,
pp. 2020–2030).
In conclusion, the rising prevalence of NCDs in Saudi Arabia presents a significant
public health challenge, but it also offers an opportunity for transformative change under
the framework of Saudi Vision 2030. By focusing on preventive healthcare, public
awareness, and the promotion of healthy living, the government is taking crucial steps
to reduce the burden of chronic diseases. However, continued efforts and policy
enhancements are necessary to ensure the long-term success of these initiatives and to
create a healthier future for all Saudis.
References
Alasiri, A. A., & Mohammed, V. (2022). Healthcare Transformation in Saudi Arabia: An
Overview Since the Launch of Vision 2030. Health Services Insights, 15,
11786329221121214.
Boettiger, D. C., Lin, T. K., Almansour, M., Hamza, M. M., Alsukait, R., Herbst, C. H.,
Altheyab, N., Afghani, A., & Kattan, F. (2023). Projected impact of population aging on
non-communicable disease burden and costs in the Kingdom of Saudi Arabia, 2020–
2030. BMC Health Services Research, 23, 1381.
1 day ago
RASHED ALQAHTANI
Obesity Concern in Saudi Arabia
COLLAPSE
Current Public Health Concern in Saudi Arabia
Obesity is a significant public health issue that impacts both children and adults. A
person is categorized as overweight or obese if their weight exceeds the healthy range
for their height. This concern is particularly pronounced in children, as rising rates of
childhood obesity are leading to increased worries about their health and wellbeing.
To assess obesity, the body mass index (BMI) is widely used. This ratio of weight to
height helps identify individuals at risk for cardiovascular problems. In children aged 2 to
19, the CDC growth chart provides a visual representation of BMI data, allowing us to
determine percentiles based on age and sex. Specifically, a BMI at or above the 95th
percentile for a child’s age and sex indicates obesity. When evaluating childhood
obesity, it’s crucial to consider the child’s physical development, as this varies with age
and sex. Understanding these factors helps in accurately categorizing and addressing
obesity in young people (Karnik & Kanekar, 2015).
The World Health Organization (WHO) found that 71% of teenagers and 57% of
children in Saudi Arabia are physically inactive. National data shows that 60% of the
entire population leads a sedentary lifestyle, with 90% spending more than two hours
each day sitting. To address this issue, Primary Health Care (PHC) needs to promote
wellness education and encourage regular physical activity (PA) (Sayyd et al., 2020).
The Saudi government is actively supporting physical activity by funding sporting events
in elementary, secondary, and higher education institutions, as well as research at
various universities. Studies show that healthcare providers view PA as a vital part of
effective treatments that enhance overall wellbeing. Engaging in regular physical activity
can reduce the risks of conditions like diabetes, stroke, ischemic heart disease, and
colon disorders. It’s also essential for maintaining a healthy weight and countering the
negative effects of inactivity. Furthermore, research indicates that participating in sports
not only improves physical health but also boosts psychological wellbeing by alleviating
anxiety, depression, and stress.
To support the Kingdom’s Vision 2030, the Saudi Arabian government launched the
National Transformation Program in 2016. This program involved 24 government
entities working together to assess whether the 96 strategic goals of Vision 2030 were
being achieved. One key goal is to promote health and manage health risks, focusing
on public health systems and disaster management. The Saudi Ministry of Health
oversees the new Institutional Transformation and Health Care Model, which includes
initiatives to prevent diseases and strengthen the primary healthcare system.Disease
prevention can occur at basic, secondary, or tertiary stages. It is argued that the
success of Saudi Arabia’s new healthcare model hinges on evaluating the factors
contributing to health risks and early detection of chronic diseases. This approach
requires national screening programs to identify individuals at risk or those who are
asymptomatic yet have chronic conditions.
According to the World Health Organization, non-communicable diseases are
responsible for 73% of deaths in Saudi Arabia, with cardiovascular diseases making up
over one-third of these deaths. The three main risk factors for cardiovascular diseases
in the country are obesity, high blood pressure, and diabetes. Despite their increasing
prevalence and the significant health and economic burden they impose, there is
currently no comprehensive screening strategy, aside from annual public awareness
days (Gosadi, 2019). Data from the Saudi Health Interview Survey reveals that out of
10,827 participants, 1,089 had undiagnosed hypertension, 360 had undiagnosed
hypercholesterolemia, and 389 had undiagnosed diabetes. Furthermore, nearly half of
the undiagnosed individuals with borderline blood pressure, cholesterol, and blood
sugar levels were under the age of 44. This underscores the need for early detection
through a structured screening program in Saudi Arabia(Gosadi, 2019).
In 2008, the Saudi Ministry of Health launched the Crown Health Project, a communitybased intervention program in the Al-Jouf region, a small northern area of Saudi Arabia.
This pilot project aimed to assess the feasibility and effectiveness of the program before
expanding it nationwide. The main goal was to prevent non-communicable diseases
through various measures, such as screening for lifestyle-related risk factors, medical
history, and conducting physical and biochemical tests. Involving key community
leaders in developing such initiatives is crucial, as noted by Memish et al., who found
that the involvement of influential leaders in the Al-Jouf region enhanced the project’s
feasibility and effectiveness (Gosadi, 2019).
References
Gosadi, I. M. (2019). National Screening Programs in Saudi Arabia: Overview,
outcomes, and effectiveness. Journal of Infection and Public Health, 12(5), 608–614.

Karnik, S., & Kanekar, A. (2015). Childhood obesity: A global public health crisis. School
Nutrition and Activity, 3–15.
Sayyd, S. M., Zainuddin, Z. A., Ghan, D. Z., & Altowerqi, Z. M. (2020). Sports activities
for undergraduate students in Saudi Arabia Universities: A systematic literature
review. International Journal of

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