Impact of Healthcare Stakeholders on CBAHI Operations and Strategy

This essay examines the influence of various stakeholders, including staff, patients, healthcare organizations, and the community, on the operations of the Saudi Central Board for Accreditation of Healthcare Institutions (CBAHI). It highlights how the needs and expectations of these stakeholders, such as staff requirements for fair compensation and professional development, patient expectations for high-quality and affordable treatment, and healthcare organizations' need for supportive policies, shape CBAHI's strategies and functions. The analysis emphasizes that CBAHI's mission to improve healthcare standards in Saudi Arabia is intrinsically linked to addressing the diverse needs and expectations of its stakeholders, ultimately contributing to the betterment of the healthcare system and the well-being of the Saudi society.

Running head: HEALTHCARE AND STAKEHOLDERS
Healthcare and Stakeholders
Name of the Student:
Name of the University:
Author Note:

1
HEALTHCARE AND STAKEHOLDERS
Answer:
The requirements or needs of the staffs, patients, the healthcare organizations and
community form the basis of the functioning of the Saudi Central Board for Accreditation of
Healthcare Institutions or CBAHI. The CBAHI is the official and apex authority for accrediting
public and public healthcare systems in Saudi Arabia. It strives to achieve betterment in the
healthcare systems in Saudi Arabia to benefit the patients and the society at large (Greenfield et
al, 2015). Apparently the healthcare organizations, both private and public are dependent on the
body. The reality is that the requirements of these stakeholders too have significant impacts on
the operations of the body and its very sustenance (portal.cbahi.gov.sa, 2018). The following are
the ways which these stakeholders and their requirements affect CBAHI and its operations:
Staffs:
The requirements of the staffs are legitimate compensations, professional developmental
opportunities and safe and healthy work environment. These requirements of the employees, one
of the most significant internal stakeholders find expression in the values of the body which
stresses on team spirit and integrity among the staff while delivering performances. For example,
the staffs execute the strategies the apex management forms, thus forming the base of
organizational excellence. Saudi Central Board for Accreditation of Healthcare Institutions seeks
to improve and retain its staffs to maintain its organizational excellence by offering them
compensations and professional growth. This shows that requirements of staffs have deep impact
on the operations of CBAHI (Arena et al., 2015).

2
HEALTHCARE AND STAKEHOLDERS
Patients:
The patients expect high class treatment at affordable rates in the government and private
healthcare systems. These requirements of the patients direct the CBAHI to maintain strict
control over the healthcare facilities within Saudi Arabia. These expectations of the patients are
exemplified in the vision of the body which seeks to obtain higher standard of healthcare
(Greenfield et al, 2015).
Healthcare organizations:
The requirements of the healthcare organizations have strong impact on the operations of
CBAHI. For example, the government and private hospital expects the body to provide them
with support like laws and policies to drive their operations. These healthcare institutions provide
taxes to the government, thus forming the capital base of CBAHI. This shows that healthcare
organizations have deep impact on the body because their taxes form the base of the capital of its
financial strengths (Boulware et al, 2016).
Community:
The community expects the healthcare accreditation bodies to act ethically and bring
about developments in the healthcare in Saudi Arabia. Thus, the expectations of the community
as a whole have strong impacts on the organizations, thus encouraging it to take measures to curb
corruption in the health sector (Godman et al., 2015).

3
HEALTHCARE AND STAKEHOLDERS
References:
Arena, R., Guazzi, M., Lianov, L., Whitsel, L., Berra, K., Lavie, C. J., ... & Myers, J. (2015,
August). Healthy lifestyle interventions to combat noncommunicable disease—a novel
nonhierarchical connectivity model for key stakeholders: a policy statement from the
American Heart Association, European Society of Cardiology, European Association for
Cardiovascular Prevention and Rehabilitation, and American College of Preventive
Medicine. In Mayo Clinic Proceedings (Vol. 90, No. 8, pp. 1082-1103). Elsevier.
Boulware, L. E., Cooper, L. A., Ratner, L. E., LaVeist, T. A., & Powe, N. R. (2016). Race and
trust in the health care system. Public health reports.
Godman, B., Malmström, R. E., Diogene, E., Gray, A., Jayathissa, S., Timoney, A., ... &
Campbell, S. M. (2015). Are new models needed to optimize the utilization of new
medicines to sustain healthcare systems?. Expert review of clinical pharmacology, 8(1),
77-94.
Greenfield, D., Hinchcliff, R., Banks, M., Mumford, V., Hogden, A., Debono, D., ... &
Braithwaite, J. (2015). Analysing ‘big picture’policy reform mechanisms: the Australian
health service safety and quality accreditation scheme. Health Expectations, 18(6), 3110-
3122.
Vision, Mission and Values. (2018). CBAHI. Retrieved 5 March 2018, from
https://portal.cbahi.gov.sa/english/about-us/vision-mission-values