We offer a scalable public-private model that frees capacity, transfers know-how, and accelerates privatization safely in alignment with Saudi Vision 2030.
To establish the Kingdom’s first integrated home healthcare centered on integrating palliative care
A service that provides physiotherapy to patients in a home environment, where physiotherapists design a treatment program dedicated to improving the patient’s health and alleviating symptoms.
Distinguished service that provides you with a nurse licensed by the Saudi Ministry of Health qualified to care for the patient for a short or long time and trained to deal with all cases in the patient’s home.
Doctors licensed by the Saudi Ministry of Health at your 24/7 service, and within a few minutes our medical team, is equipped with all the equipment needed for your safety, also includes phone consultation.
To establish the Kingdom’s first integrated home healthcare centered on integrating palliative care.
Making healthcare more accessible to those in need through innovative delivery models and partnerships.
Making healthcare more accessible to those in need through innovative delivery models and partnerships.
Making healthcare more accessible to those in need through innovative delivery models and partnerships.
Making healthcare more accessible to those in need through innovative delivery models and partnerships.
The current healthcare landscape in Saudi Arabia demands innovative solutions and partnerships
Saudi Arabia’s Vision 2030 privatization target to transfer 290 hospitals and 2,300 primary care centres to private operation—is less than 20% achieved as of 2025.
Public hospitals in Riyadh average 85–95% bed occupancy, among the highest in the OECD region, creating significant strain on resources.
Average emergency department wait times exceed 8–12 hours for admissions in several tertiary centres, impacting patient outcomes and satisfaction.
We strengthen partnerships, foster healthy free market growth, unlock benefits from innovation, and deliver wider social value and economic benefits.
Focusing on post-hospitalisation home care with emphasis on preventive care and integrated care networks that ensure continuity of treatment and recovery support.
We will incorporate private providers enabling “service line” privatisation, creating sustainable models for healthcare delivery that balance quality and efficiency.
Our successful public private partnership project will demonstrate improved efficiency and profitability metrics for both public and private hospitals through innovative care models.
Our comprehensive approach to transforming healthcare delivery in Saudi Arabia
Our project in Riyadh aims to become part of the cluster's private contracted partner, showcasing how clusters can outsource services to achieve efficiency while maintaining quality standards.
We will work within the cluster's governance frameworks, maintaining MOH quality standards and reporting, but operating with private-sector flexibility and innovation.
Delay in care: Many of Riyadh's public hospitals routinely run at near-full capacity – for instance, Al-Iman General Hospital (south Riyadh, 407 beds) has operated at over 90% occupancy consistently for the past three years.
Increased waiting times: Prior to recent improvements, the median wait time for a bed in the ICU at Al-Iman Hospital was over 12 hours. Even top tertiary center like King Faisal Specialist Hospital in Riyadh reported that in 2023, stable patients were boarding in the ER for over 13 hours on average awaiting ward beds.
Postponed elective care: An example is how one of Riyadh's hospitals had to optimize operating room use from a mere 16% to 69% to tackle surgical waiting lists, demonstrating the systemic capacity challenges.
More hospital beds open for acute cases, shorter waiting times for admissions, a more responsive healthcare system for Riyadh residents and improved patient care.
Consistency in the systems that we deploy to ensure quality and transparency.
• A joint UK–KSA advisory board which provides oversight and governance, ensuring NHSgrade quality, compliance, and strategic alignment.
• Adopt data standards (such as HL7 FHIR) that are compatible with the Ministry of Health’s
systems and adhere to Saudi data privacy regulations.
• We will track metrics like bed days saved, reductions in average length of stay, and
readmission rates.
• These will demonstrate the impact on Riyadh’s healthcare capacity and financial viability.
• Realistic 12-month clinical targets for patient reach, bed days saved for hospitals,
unplanned readmissions and safety incident count.
• Operational and financial targets for staffing level, hospital partnerships, service utilization,
Patient Satisfaction (Quality of Care), monthly burn rate vs. budget and cumulative revenue.
©2025 by Knightsbridge Healthcare – KSA.
