Integrated Healthcare Delivery

SEHA’s operational model has two primary components: Corporate Office and Business Entities (BEs). The Corporate Office aligns the strategic plans and objectives of the BEs with those of the company as a whole and comprises:

SEHA Corporate Office
  • The Chairman’s Office
  • Internal Audit
  • The Office of the Managing Director, which includes Corporate Affairs and Legal
  • Office of the CEO, which includes: Corporate Marketing, Contracts Compliance, and Strategy and Performance Management
  • Clinical Affairs and Clinical Quality
  • Finance (including Mergers and Acquisitions and Revenue Cycle Management)
  • Operations Management which, in addition to the office of the Chief Operations Officer, consists of Customer Care, Health/Safety and Environment, Business Development and Planning, and Disaster Preparedness
  • Facilities and Construction which consists of Facility Development and Maintenance, and Facility Planning and Construction
  • Information and Technology
  • Support Services (including Human Resources)

SEHA Corporate Office sets direction for our Business Entities and assists with the performance of each. Each SEHA hospital is now a separate BE responsible for its own key performance indicators and its own budget, monthly financial reporting, and clinical operations. SEHA Corporate Office leads the development of initiatives or projects that concern all BEs such as HR policies, IT/HIS infrastructure, clinical guidelines, legal matters, and group purchasing.

SEHA Business Entities
  • Sheikh Khalifa Medical City (including associated clinics and Abu Dhabi Blood Bank)
  • Corniche Hospital (and associated clinic)
  • Mafraq Hospital (and associated clinics)
  • Al Rahba Hospital
  • Tawam Hospital (including Al Ain Regional Blood Bank, associated clinics, and Al Wagan Hospital)
  • Al Ain Hospital (and associated clinics)
  • Al Gharbia Hospitals (six hospitals and several clinics in the West)
  • 62 ambulatory and primary healthcare centers
  • SEHA Dialysis Services

SEHA partners
SEHA partners are critical to our successful operation and have an instrumental role in knowledge transfer, education, and promoting healthcare.

To achieve our goals with competitive advantage, SEHA partners with internationally recognized organizations that have extensive experience in healthcare delivery and research. While SEHA owns and operates the Business Entities, we entrust their day-to-day management to our international partners through management services agreements.

These partners include:
  • Johns Hopkins Medicine International (Tawam, Al Rahba, and Corniche Hospitals)
  • Cleveland Clinic Foundation (SKMC)
  • VAMED and the Medical University of Vienna (Al Ain Hospital)

The management services agreements specify the deliverables expected of each partner and help define partners’ relationships with SEHA. Our partners are not only involved in the successful operation of the Business Entities but provide knowledge transfer, education, clinical guidance, and the promotion of healthcare practice, including laying the groundwork for future medical research at SEHA facilities.

How is a partner’s performance measured?
We measure our partner’s performance through Key Performance Indicators (KPIs) – an accepted measure of performance commonly used to help an organization define and evaluate how successful it is, typically in terms of making progress towards its long-term organizational goals. KPIs can be specified by answering the question: “What is really important to different stakeholders?”

KPIs may be monitored using business intelligence techniques to assess the present state of the business and to assist in prescribing a course of action. The act of monitoring KPIs in real time is known as business activity monitoring (BAM). KPIs are frequently used to ‘value’ difficult-to-measure activities such as the benefits of leadership development, engagement, service, and satisfaction. KPIs are typically tied to an organization’s strategy using concepts or techniques such as the Balanced Scorecard.

For healthcare, KPIs can be associated with population health – such as the health of communities in individual emirates in the UAE. They can be leading or lagging indicators, pointing to structural and process assets, or they can be related to outcomes. There are many official sources of KPIs that should be adhered to in benchmarking performance, so that the definitions used will have international credibility (ie, Generally Accepted Accounting Principles, or the American Healthcare Informatics Management Association).