English_Healthcare Transformation Readiness Self-Assessment

Self-assessment of readiness for healthcare transformation

This self-assessment aims to provide an initial snapshot of the organization’s readiness for healthcare transformation. It is intended as a preliminary diagnostic only and does not replace a comprehensive, in-depth assessment.

The assessment consists of 20 questions. Each question includes multiple response options; there are no right or wrong answers. The options are designed to reflect the organization’s current reality from the participant’s perspective. Participants should select one option only for each question.

The self-assessment takes approximately 5–7 minutes to complete, and the result will be displayed immediately upon submission.

All information provided will be used for analytical purposes only and will not be shared with any third party.

All data are subject to MOLAM Health (Canada) ‘s privacy and confidentiality policies.

1- To what extent is there a clearly defined, long-term vision for transformation that is actively championed by senior leadership and understood by staff? *No formal strategy. Efforts are reactive and often conflict with one anotherLeadership consistently refers to the vision in all decisionsA clear vision is communicated periodically. Some departments align, but others remain skepticalThe Transformation vision is fully implemented and is in the organization's DNAA strategy exists on paper, but it is vague

2- How effectively are clinicians and frontline staff empowered to lead change, and is there a culture that supports "failing forward"? *Pilot programs involve frontline staffSome "early adopters" are consultedThere is a documented process for staff to submit and test new ideasInnovation is part of the job descriptionChange is strictly top-down

3- To what degree are financial, human, and tech resources linked to support transformation, rather than being diverted to daily "firefighting"? *Significant, multi-year funding for transformation is securedResources are automatically allocated for innovation and new modelsSmall, ad-hoc budgets are approved for specific tasks for transformationA dedicated transformation manager or small team existsNo budget for transformation

4- How integrated are real-time data analytics and interoperable systems into the decision-making process for evaluating the success of new care models? *Decisions are made based on the leader's gut feeling.Standardized dashboards are used by managementSystems are beginning to talk to each other (interoperability)Basic reports are available, but it takes weeks to pull them togetherReal-time data is available to every staff member to drive daily improvements

5- How clearly defined are the roles, responsibilities, and success metrics for transformation initiatives across the entire organization? *Governance is lean and facilitates speed rather than bureaucracyProjects are assigned to staff, but they lack the authority to make critical decisions.A transformation steering committee exists and meets regularlyLeaders have transformation goals tied to their performance reviews.There is no clear ownership. The management is responsible, and the staff follow.

6- To what extent are clinical pathways standardized across the organization based on the latest evidence to reduce unwarranted variation? *Care is highly variable and depends entirely on the individual’s preferenceStandardized pathways cover the vast majority of carePathways are embedded into the Electronic Health Record (EHR)Some informal "best practices" exist, but they are not documentedWritten clinical pathways exist for major high-volume conditions

7- How integrated are different specialties and professions (e.g., nursing, pharmacy, social work) into a unified care delivery model? *Providers send patients to the next department with little communicationReferral processes are defined, but there is no shared care planMultidisciplinary rounds occur for some complex casesShared care plans are visible to all team membersCommunication is proactive and technology-enabled

8- To what extent are patients and their families actively involved in designing and refining care models and pathways? *Patients are "at the table" during the design phase of any new care modelsPatient satisfaction surveys are reviewed to evaluate the past performanceCare models are built around the patient's life, not just their disease state.Care models are designed purely based on the physician’s directionPatient Advisory Councils exist and are consulted on major projects

9- How well are digital health tools (telehealth, remote monitoring, AI) integrated into the standard care model rather than being "add-ons"? *Basic telehealth is available, but not linked to EHRDigital-first options are presented to patients as the standard pathwayRemote monitoring is used by some departments“Hospital at Home" and proactive care are core components of the modelCare is 100% in-person/analog

10- To what extent does the organization measure "value" (patient outcomes + cost) rather than just "volume" (number of visits/procedures)? *Real-time "Value Dashboards" existMeasurement is limited to basic financial and volume-based metricsBasic clinical quality metrics are tracked, but they are isolated from the cost of careThe organization tracks "Value-Based" metricsPatient-Reported Outcome Measures (PROMs) are introduced in some departments

11- Is there a culture of "professional accountability" where staff feel safe to admit mistakes or report barriers to change without fear of punishment? *Leadership says they want feedback, but staff remain hesitant to speak upThe organization views every "failure" as a data point for improvementLeaders openly discuss their own mistakes in front of staffPeople hide errors and avoid suggesting changesAnonymous reporting systems are used

12- Does the organization use a centralized "Command Center" or real-time visibility tools to manage bed capacity, staffing, and patient movement? *Digital dashboards show the current bed status, but require manual entryPredictive tools forecast surges 24–48 hours in advanceStaff use real-time data to identify bottlenecks in specific departments (e.g., Imaging or Lab).Automated triggers and AI-driven insights manage flow across multiple sitesFlow is managed through the admission office, bed meetings and phone calls.

13- How well does the organization monitor and manage "change fatigue" to ensure the workforce has the emotional and mental capacity for ongoing transformation? *Readiness is a prerequisite for any launchLeadership will delay a new project if they see a department is currently over-leveragedFatigue is acknowledged as a "complaint," but the solution is telling staff to be more "resilient."No awareness of "change fatigue"The organization uses surveys to measure morale during change

14- Does the organization have a data-driven strategy to minimize staff turnover and preserve the "institutional knowledge" gained during transformation? *The organization has a culture that keeps people wanting to stay for the long termStay interviews and engagement surveys are usedHigh turnover is accepted as part of the industry, and exit interviews are rare.Career development pathways are clearly defined to retain high potentials.Turnover is tracked by department, but no root causes have been documented

15- To what extent does the organization use predictive analytics to manage labour costs, productivity, and future workforce requirements? *Basic reporting on overtime and spend is available but not used to change staffing patterns.Predictive modelling forecasts future shortages based on population health trends.HR data is combined with clinical data to look at productivityThe system automatically suggests staffing adjustments based on predicted patient demandHR only reports on headcount and total spend.

16- How integrated are clinical outcomes and "Total Cost of Ownership" into purchasing decisions, rather than just choosing the lowest sticker price? *Procurement is purely price-drivenData show that "Product A" delivers better outcomes than "Product B."True Value-Based Procurement. Contracts with vendors are "risk-sharing."Value Committees exist and review major purchases.Clinicians are consulted, but the final decision remains with management.

17- To what extent can the organization track the actual cost of a full "episode of care" for an individual patient, rather than relying on broad departmental averages? *Costs are only understood at the departmental levelHigh-cost items are tracked to patients, but labour and overhead are still averaged.Costs are estimated based on the average length of stay or specialty averages.The organization knows the exact cost of staff time and every supply used for a patientAutomated patient-level costing is active for most service lines

18- How proficient and comfortable are staff members with using digital tools and troubleshooting basic issues independently? *Staff proactively seek out new features and digital tools to improve their personal efficiency"Super Users" are identified in each department to help othersStaff frequently use paper-based workaroundsStaff serve as co-designers of digital tools, proposing AI applications to address clinical problems.Staff use the system and frequently submit support tickets for "basic" tasks.

19- To what extent do nurses understand and apply the six pillars of the Saudi Model of Care (Keep Well, Get Better, Chronic Care, etc.) in their daily practice? *Care plans are structured around the MOC pillarsNurses have heard of the MOC but cannot explain how it changes their specific bedside workflowsNurses focus purely on clinical tasksNurses use MOC terminology and are beginning to shift toward preventive patient education.Nurses lead the shift from "volume to value," acting as health coaches and system navigators.

20- To what degree is the nursing staff held accountable for specific patient experience metrics (communication, responsiveness, pain management)? *Nurses lead "Patient-Family Advisory" groups, and experience is the core of the nursing identityExperience is only discussed when a formal complaint is filedPatient experience scores are posted on bulletin boards.Unit huddles include a "Patient Experience" segmentPatient experience KPIs are tied to unit-level evaluations

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