Reply.

reply.

NAWAL ALGHANMI

Effective Accounting Functions

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Introduction

This discussion explores the critical functions of managerial and financial accounting in the healthcare industry, emphasizing how these functions affect internal decision-making, operational supervision, and financial management, all of which are necessary to guarantee efficient and long-lasting healthcare delivery (Gapenski, 2015).

Effective Accounting Functions

The most productive aspect of the healthcare industry is its financial management. The two main and primary roles of accounting that are described in the healthcare sector are managerial accounting and financial accounting. The primary focus of managerial accounting is on the internal decision-making processes of healthcare institutions. This involves producing comprehensive financial reports and analyses to support management in the healthcare industry in making decisions about operational efficacy, cost containment, and resource allocation that can be verified (Atmadja et al., 2021).

The responsibility for external reporting to the public, investors, and regulators rests with financial accounting. By supplying accurate financial records and abiding with generally accepted accounting principles, or GAAP, this management ensures transparency. Financial accounting is essential for compliance because it provides a consistent image of the organization’s financial health (Atmadja et al., 2021).

Impact on Oversight of Operations Due to Accounting Functions

Any business, but especially those in the healthcare sector, needs to think about how accounting operations impact operational control. Organizational leaders can accomplish their strategic goals by using accounting functions to increase efficiency, impose strict operational control, and make well-informed judgments. One aspect of managerial accounting is the development and assessment of internal financial reporting (Hussain Al-Hashimy et al., 2022).

These reports provide management with crucial operational performance information, empowering them to monitor and oversee a variety of organizational activities. Cost accounting is another accounting function that helps with budgeting, variation analysis, and operational monitoring. It is enhanced by managers’ ability to identify inefficiencies, allocate resources sensibly, and make informed decisions to optimize processes. The primary focus of financial accounting is external reporting, which has an indirect impact on operational control (Hussain Al-Hashimy et al., 2022).

Impact of Features on Financial Management

There are implications for the unique characteristics of the health services industry in terms of practical financial management. The first is the emphasis on patient care and the requirement for strict financial management because healthcare services are inherently complex. The internal decision-making process in this industry depends heavily on management accounting. It enables healthcare organizations to allocate resources more wisely, control costs more skillfully, and enhance operational efficacy all of which directly impact the institution’s capacity to sustain its financial stability (Atmadja et al., 2021).

Obedience to legal frameworks such as the United States Health Insurance Portability and Accountability Act is necessary for resource allocation and financial management. The fact that healthcare services are dependent on several funding sources, including government programs, insurance provided by businesses, and charitable donations, is one of their unique features. The financial management of the sector must navigate this challenging environment to ensure consistent revenue streams and reduce costs so that patients receive the best care possible (Hussain Al-Hashimy et al., 2022).

Conclusion

It is concluded that the healthcare industry’s objective of delivering top-notch patient care while adhering to regulations is supported by the substantial improvements in operational effectiveness, financial stability, and strategic decision-making that come from the integration of managerial and financial accounting (Gapenski, 2015).

References

Atmadja, A. T., Saputra, K. A. K., Tama, G. M., & Paranoan, S. (2021). Influence of Human Resources, Financial Attitudes, and Coordination on Cooperative Financial Management. The Journal of Asian Finance, Economics and Business, 8(2), 563–570. https://doi.org/10.13106/jafeb.2021.vol8.no2.0563

Gapenski, L. (2015, March 1). Understanding Healthcare Financial Management, Seventh Edition (Aupha/Hap Book) (7th ed.). Health Administration Press.

Hussain Al-Hashimy, H. N., Alabdullah, T. T. Y., Ahmed, E. R., Asmar, M., Ibrahim Nor, M., & M. Jamal, K. A. (2022). The Impact of Financial Management Elements and Behavioral Intention on the Financial Performance. International Journal of Scientific and Management Research, 05(12), 117–149. https://doi.org/10.37502/ijsmr.2022.51210

reply 2.

RAZAN SINDI

Module 1

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Unique Aspects of Health Services & Financial Management

The health services sector has a number of unique factors that affect financial management. One of these factors is the dual accounting system used in healthcare organizations, which includes financial accounting and managerial accounting. Financial accounting is concerned with the organization’s financial statements and the external reporting requirements, while managerial accounting focuses on internal decision-making and cost control (Hegde, 2015).

Another unique accounting function in healthcare organizations is the use of activity-based costing (ABC). ABC is a cost allocation method that assigns costs based on the activities that consume resources. This is particularly useful in healthcare organizations where the services provided vary significantly in terms of the resources required, making traditional cost allocation methods inadequate (Hegde, 2015).

The accounting functions affect operational oversight in several ways. Financial accounting provides information for external stakeholders such as investors, regulators, and creditors. This information helps them make decisions about investing in the organization, setting regulations, and providing credit. Managerial accounting provides information to internal stakeholders, including managers and department heads, to help them make decisions about resource allocation, cost control, and pricing (Hegde, 2015).

The unique features of the health services sector affect financial management in several ways. One of these is the complexity of healthcare services, which makes it difficult to accurately determine costs and allocate resources. This complexity also affects the pricing of services, which is often difficult to determine due to the varying levels of complexity involved in providing different services (Gapenski, L. C., & Pink, G. H. (2015).

Another unique feature is the heavy regulatory environment in which healthcare organizations operate. Compliance with regulations is a critical aspect of financial management in healthcare organizations, and failure to comply can result in significant financial penalties and legal liabilities (Gapenski, L. C., & Pink, G. H. (2015).

Moreover, healthcare organizations have unique revenue cycles due to the third-party payment system. This system involves complex billing and reimbursement processes, which require specialized knowledge and skills to manage effectively (Grossi, G., Kallio,).

In conclusion, the health services sector has unique accounting functions, including financial accounting and managerial accounting, and the use of activity-based costing. These accounting functions affect operational oversight and decision-making. The sector’s unique features, such as the complexity of healthcare services, heavy regulatory environment, and third-party payment system, have significant implications for financial management. Understanding these unique aspects of financial management in the healthcare sector is critical to ensuring effective and efficient management of healthcare organizations.

References:

Hegde, G. G. (2015). Accounting for health care organizations. Journal of Health Care Finance, 42

Gapenski, L. C., & Pink, G. H. (2015). Understanding healthcare financial management. Chicago: Health Administration Press. https://www.lsms.ac/public/uploads/DtF90LwFpZSSY5R…

Grossi, G., Kallio, K. M., Sargiacomo, M., & Skoog, M. (2019). Accounting, performance management systems and accountability changes in knowledge-intensive public organizations: a literature review and research agenda. Accounting, Auditing & Accountability Journal, 33(1), 256-280. https://www.emerald.com/insight/content/doi/10.110…

reply 3.

REHAB ALHARBI

Sedentary Behavior Among Saudi Children Health Concerns

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Sedentary Behavior Among Saudi Children Health Concerns

In recent decades, childhood obesity has become a major problem in Saudi Arabia, where 60% of the population doesn’t get enough exercise (Rakha et al., 2022). Physical inactivity and sedentary lifestyles diminish life expectancy and raise the risk of numerous chronic diseases. By empowering families to carry out their tasks and responsibilities in constructing the best social and healthcare system possible, the Saudi Vision 2030 seeks to create a productive and robust society. The necessity of engaging in physical activity, enhancing one’s health, and enhancing one’s lifestyle are all strongly emphasized in the vision (Rakha et al., 2022). Guidelines for an active lifestyle, including periods of physical activity, sedentary activities, and proper nutrition, have been released by the Saudi Ministry of Health for children aged 5 to 17 (Rakha et al., 2022).

Kingdom’s Vision 2030 and How it Contributes to Positive Change

By empowering families to carry out their tasks and responsibilities in constructing the finest health and social assistance system possible, the Saudi Vision 2030 aims to build a prosperous and healthy society. The necessity of engaging in physical activity, enhancing one’s health, and enhancing one’s lifestyle are all strongly emphasized in the vision (Rakha et al., 2022). Hence, promoting an active lifestyle among children and families that incorporates periods of physical activity, leisure activities, and optimal nutrition is the goal applicable to the highlighted public health concern of childhood lifestyle. The Saudi Ministry of Health has recommended an active lifestyle for kids aged 5 to 17. The mission strongly emphasizes the value of physical activity in enhancing lifestyle and health (Rakha et al., 2022).

Policy Change

According to statistical information from Rakha et al. (2022), some policy changes can help mitigate the harmful effects of a poor child’s lifestyle on their health. These changes include increasing outreach efforts to inform parents and kids about the value of aerobic exercise, adopting healthy eating practices, and lowering sedentary behaviors. 2. Promoting the construction of additional bike lanes and walkability infrastructure. 3. Encouraging schools to offer greater chances for physical activity and athletics, including after-school activities (Salvador et al., 2022). Another is incentivizing the food business to sell kids less harmful foods and offer healthier eating options.

Reference

Rakha, A. H., Albahadel, D. M., & Saleh, H. A. (2022). Developing an active lifestyle for children considering the Saudi vision 2030: The family’s point of view. Plos one, 17(9), e0275109.

Salvador, J. T., Al‐Madani, M. M., Al‐Hussien, A. M., Alqahtani, F. M., Alvarez, M. O. C., Hammad, S. S., … & Al‐Mousa, A. A. (2022). Revisiting the roles of neonatal intensive care unit nurses towards vision 2030 of Saudi Arabia: A descriptive phenomenological study. Journal of Nursing Management, 30(7), 2906-2914.

reply 4

MAY DUMYATI

Public Health Concern: Cardiovascular Disease (CVD) in Saudi Arabia

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Public Health Concern: Cardiovascular Disease (CVD) in Saudi Arabia

Cardiovascular disease (CVD) presents a significant public health challenge in Saudi Arabia, impacting over 80 million individuals with conditions like hypertension, heart failure, coronary artery disease, and stroke. The prevalence of CVD is influenced by key factors such as high prevalence, age-related risk, gender disparity, and socioeconomic factors. As individuals age, the risk of heart disease escalates due to the stiffening of heart muscles, leading to decreased cardiac output. Postmenopausal women are disproportionately affected by CVD due to the reduction in estrogen, which has cardioprotective effects. Additionally, socioeconomic factors such as low socioeconomic status and leading sedentary lifestyles contribute to the higher risk of developing CVD. Understanding these issues is crucial for developing targeted strategies to reduce the burden of CVD in Saudi Arabia in line with the goals of Saudi Vision 2030 (Tash & Al-Bawardy, 2023).

The policy and regulatory framework under Saudi Vision 2030 has a profound impact on the prevention and management of cardiovascular diseases (CVDs) through several key mechanisms , Promotion of Healthier Lifestyles; The policy enforces regulations on food and beverages, such as limiting the availability of high-sugar and high-fat products, while promoting physical activity through urban planning and community initiatives. This regulatory approach directly targets lifestyle factors that contribute to CVD, helping reduce the prevalence of risk factors like obesity and hypertension; Enhanced Healthcare Services Regulations mandate improvements in healthcare infrastructure, including expanding primary care facilities and integrating specialized cardiac care centers. These regulations ensure that high-quality healthcare services are widely accessible, facilitating early detection and effective treatment of CVD, which is crucial for reducing mortality rates, Preventive Measures The policy includes mandatory public health campaigns and educational programs aimed at increasing awareness of CVD risks and promoting preventive measures (Mani & Goniewicz, 2024).

Regulations also require regular health screenings and check-ups, especially for high-risk populations, ensuring early diagnosis and management of cardiovascular conditions. Integration of Technology: Regulatory support for adopting digital health technologies, such as electronic health records and telemedicine, enhances the efficiency and coordination of care for CVD patients. This regulatory environment encourages the use of advanced technologies to monitor and manage chronic conditions, improving patient outcomes and reducing healthcare costs (Mani & Goniewicz, 2024).

By establishing a robust regulatory framework, the policy ensures that the goals of Saudi Vision 2030 are met, leading to significant improvements in public health, particularly in the reduction of CVD prevalence and its associated burdens (Mani & Goniewicz, 2024).

Furthermore, some other regulations might make a difference in enhancing cardiovascular care; policies should integrate mental health support, recognizing its role as a risk factor for CVD. This involves merging mental health services with cardiology care, increasing access to psychological support, and emphasizing community-based interventions (Borkowski & Borkowska, 2024).

In conclusion, effectively addressing cardiovascular disease (CVD) in Saudi Arabia calls for a comprehensive approach in line with Saudi Vision 2030. The policy framework’s emphasis on fostering healthier lifestyles, improving healthcare services, and integrating technology lays a robust groundwork for reducing CVD prevalence. The enforcement of regulations on food and beverage consumption, expansion of primary and specialized care facilities, and the promotion of preventive measures through public health campaigns are crucial for addressing lifestyle factors and ensuring early diagnosis and effective treatment. Integrating mental health support with cardiovascular care, along with leveraging digital health technologies, will further bolster the management and prevention of CVD. By persistently implementing and refining these strategies, Saudi Arabia can make significant strides in enhancing cardiovascular health and attaining the objectives outlined in Saudi Vision 2030.

References

Borkowski, P., & Borkowska, N. (2024). Understanding Mental Health Challenges in Cardiovascular Care. Cureus, 16(2). https://doi.org/10.7759/cureus.54402

Tash, A. A., & Al-Bawardy, R. F. (2023). Cardiovascular Disease in Saudi Arabia: Facts and the Way Forward. Journal of the Saudi Heart Association, 35(2), 148-162. https://doi.org/10.37616/2212-5043.1336

Mani, Z. A., & Goniewicz, K. (2024b). Transforming Healthcare in Saudi Arabia: A Comprehensive Evaluation of Vision 2030’s Impact. Sustainability, 16(8), 3277. https://doi.org/10.3390/su16083277

Reply 5.

BAROA ABDULJAWAD

Quality Improvement

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Quality Improvement

Healthcare quality improvement is a critical aspect of providing effective and efficient healthcare services to individuals in any society. In Saudi Arabia, a significant healthcare quality improvement initiative has been implemented to enhance the overall healthcare system in the country. This initiative aims to address the challenges faced in the healthcare sector, improve patient outcomes, and ensure the delivery of high-quality care to all individuals. The background of this quality improvement effort in Saudi Arabia includes the recognition of the importance of enhancing the healthcare system to meet the growing needs of the population. The process changes involved in this improvement initiative include the implementation of new healthcare standards, the adoption of innovative technologies, and the enhancement of healthcare delivery systems. However, adopting these changes has not been without its challenges. Some of the key challenges include resistance to change among healthcare professionals, resource constraints, and the need for comprehensive training programs to ensure the successful implementation of the quality improvement initiative. Additionally, there is a need to address issues related to healthcare infrastructure, funding, and policy development to sustain the improvements made (Alasiri & Mohammed 2022).

In order to effectively implement the process of change for this decision, several key issues need to be considered. These include the involvement of all stakeholders in the decision-making process, the allocation of adequate resources for training and capacity building, and the establishment of clear communication channels to ensure smooth implementation of the quality improvement initiative. Furthermore, this quality improvement effort aligns with Saudi Vision 2030, which aims to transform the country into a leading global hub for healthcare services. By enhancing the quality of healthcare services, Saudi Arabia can improve the overall health outcomes of its population, attract international patients, and contribute to the economic development of the country. Overall, the healthcare quality improvement initiative in Saudi Arabia is a crucial step towards achieving the goals set out in Saudi Vision 2030 and improving the healthcare system for all individuals in the country (Alasiri & Mohammed 2022).

Through the vision of the chosen article, The healthcare quality improvement that occurred in Saudi Arabia focused on transforming the primary health care system to meet international standards and respond to the growing burden of noncommunicable diseases, in line with the goals of Saudi Vision 2030. The reform aimed to increase access to primary health care services, enhance patient satisfaction, and improve screening rates for prevalent chronic diseases. By mid-2019, the reform had resulted in a 37.5% increase in the rate of primary health care visits, a 4.7% increase in patient satisfaction, and enhanced coverage of rural communities. These changes indicate a positive impact on the healthcare system in Saudi Arabia. The process changes implemented as part of the healthcare quality improvement in Saudi Arabia included efforts to strengthen the primary health care system, improve human resources issues, address cultural and lifestyle behaviors, promote intersectoral collaboration, and enhance primary health care infrastructure. These changes were aimed at building on previous accomplishments and experiences in the primary health care journey in Saudi Arabia. Despite these improvements, the country still faces challenges in various areas, such as human resources, cultural and lifestyle behaviors, geography, intersectoral collaboration, and primary health care infrastructure (Al Khashan, et al 2021).

Changes and challenges against quality improvement

Adopting changes in the healthcare system in Saudi Arabia presents several challenges that need to be carefully considered to ensure successful implementation. One key challenge is the resistance to change among healthcare professionals and staff. Changing established practices and workflows can be met with skepticism and reluctance, as individuals may feel comfortable with the status quo and may be resistant to new processes or systems. Overcoming this resistance requires effective communication, engagement, and involvement of all stakeholders in the change process, including healthcare providers, administrators, and support staff. It is essential to address concerns, provide adequate training, and demonstrate the benefits of the proposed changes to gain buy-in and cooperation. Another challenge in adopting changes in the healthcare system in Saudi Arabia is the cultural and behavioral aspects that influence healthcare practices. Cultural beliefs, traditions, and attitudes towards healthcare may impact the acceptance and uptake of new initiatives or interventions. Understanding the cultural context and adapting strategies to align with cultural norms and values is crucial for successful implementation. Tailoring communication and education efforts to resonate with the local population and engaging community leaders can help overcome cultural barriers and promote acceptance of change within the healthcare system (Al Khashan, et al 2021).

Infrastructure limitations and the unequal distribution of resources pose significant challenges to implementing changes in the healthcare system in Saudi Arabia. Disparities in healthcare infrastructure, equipment, and staffing between urban and rural areas can hinder the delivery of quality care and access to services. Addressing these disparities requires investment in upgrading facilities, expanding healthcare services to underserved areas, and ensuring equitable distribution of resources. Strategic planning and resource allocation are essential to bridge these gaps and ensure that all populations have equal access to high-quality healthcare services. Intersectoral collaboration and coordination are fundamental components that need to be considered when implementing changes in the healthcare system in Saudi Arabia. Healthcare is interconnected with various sectors, including education, social services, transportation, and environmental agencies, among others. Collaborating with these sectors and fostering partnerships can enhance the effectiveness of healthcare interventions, promote health promotion and prevention initiatives, and address the social determinants of health. Establishing effective communication channels, sharing resources, and aligning goals across sectors are critical for successful implementation of change in the healthcare system (Alkhamis & Miraj2021).

Finally, ensuring sustainability and long-term impact of changes in the healthcare system requires ongoing evaluation, monitoring, and adaptation of strategies. Continuous quality improvement processes, data collection, and performance measurement are crucial for assessing the effectiveness of interventions, identifying areas for improvement, and making informed decisions. Engaging in regular feedback loops, stakeholder consultations, and incorporating lessons learned into future initiatives can help maintain momentum, drive innovation, and achieve lasting change in the healthcare system in Saudi Arabia. By addressing these key issues and challenges, healthcare leaders and policymakers can effectively navigate the complexities of implementing change and drive positive transformation in the healthcare system to improve the health outcomes and well-being of the population (Al Khashan, et al 2021).

How this quality improvement effort aligns with Saudi Vision 2030

The quality improvement effort aligns with Saudi Vision 2030 in several ways, particularly in the aim to promote innovation, diversification, and sustainability in various sectors of the economy. One of the key pillars of Saudi Vision 2030 is to build a vibrant society with a thriving economy and ensure efficient government services for the well-being of citizens and residents. By implementing quality improvement initiatives, organizations in Saudi Arabia can enhance their efficiency, productivity, and customer satisfaction, ultimately contributing to the overall economic growth and development outlined in the vision. Additionally, quality improvement efforts can also support the vision’s goal of promoting a culture of excellence and innovation. By focusing on continuous improvement and through the adoption of best practices and innovative technologies, organizations can enhance their competitiveness and drive economic growth (Al Khashan, et al 2021).

This aligns with the vision’s objective to create a dynamic and diversified economy that harnesses the talent and potential of its people. Quality improvement efforts can help organizations streamline processes, reduce waste, and enhance overall performance, leading to more sustainable business practices and long-term success. Furthermore, aligning quality improvement efforts with Saudi Vision 2030 can also help in building a knowledge-based economy and promoting a culture of lifelong learning and development. By investing in quality improvement initiatives, organizations can foster a culture of continuous learning and improvement among their employees, leading to a more skilled and adaptable workforce. This aligns with the vision’s emphasis on building a knowledge-based economy that is driven by innovation, creativity, and human capital development. By nurturing a culture of quality and excellence, organizations can contribute to the vision’s goal of creating a thriving economy and a vibrant society that offers opportunities for all its citizens (Alkhamis & Miraj 2021).

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.‏

Alkhamis, A., & Miraj, S. A. (2021). Access to health care in Saudi Arabia: development in the context of vision 2030. In Handbook of healthcare in the Arab world (pp. 1629-1660). Cham: Springer International Publishing.‏

Al Khashan, H., Abogazalah, F., Alomary, S., Nahhas, M., Alwadey, A., Al-Khudhair, B., … & Hassanein, M. (2021). Primary health care reform in Saudi Arabia: progress, challenges and prospects. Eastern Mediterranean Health Journal, 27(10), 1016-1026.

reply 6

Kaylarge Eloi Instructor Manager

RE: Examination of the Quality improvement

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Thank you Ghady. Are there specific departments that are most unwilling to collaborate? Why do you think?

Dr. Kay