How this Saudi Arabia hospital transformed emergency care with Empathy First

Long waiting times in the emergency department (ED) is a perennial problem confronting many public healthcare systems globally.  

At Damad General Hospital in Saudi Arabia, an increasing number of patient complaints via the national health service feedback system highlighted the need for change. 

In response, the hospital launched Empathy First, a comprehensive initiative designed to improve patient experience by boosting efficiency, proactiveness, and patient-centricity at every stage of emergency care. 

Identifying the root of patient dissatisfaction 

The initiative began with a multidisciplinary Root Cause Analysis (RCA) involving complaint reviews, process mapping, observational audits, and feedback from patients and frontline staff. 

The analysis revealed several recurring issues.  

Patients experienced lengthy waiting times and often received limited updates about delays or treatment processes, leading to frustration and anxiety.  

Meanwhile, staffing levels were stretched during peak periods and triage practices were inconsistent.  

The hospital also identified systemic gaps, including the lack of real-time monitoring tools, fragmented complaint resolution pathways, and insufficient staff training in empathetic communication. 

Rather than addressing these challenges in isolation, the team developed a hospital-wide strategy, involving extensive cross-departmental collaboration. 

Improving triage and queue management practices 

Using the FOCUS-PDCA quality improvement methodology, Damad General Hospital implemented improvements over multiple phases. 

One of the first priorities was redesigning patient flow and standardising triage practices.  

The hospital adopted the Canadian Triage and Acuity Scale (CTAS), a five-level system that helps clinicians prioritise patients based on severity.  

A dedicated triage clinic staffed by trained personnel was established to ensure consistent patient assessment and prioritisation. 

Next, the hospital focused on driving ED digital transformation.  

Real-time queue management systems were introduced, allowing patients to view waiting times, queue status, and receive audible notifications.  

In addition, patient navigators were deployed to track patient needs and feedback via a tablet.

Building a culture of empathy 

Recognising that healthcare staff are at the centre of patient experience delivery, the hospital invested significantly in workforce development. 

Training programmes covered triage processes, empathetic communication, de-escalation techniques, and artificial intelligence (AI)-supported patient engagement tools. 

Experienced staff members were trained to mentor their colleagues through a cascade-learning approach, while simulations and peer-learning exercises helped teams build confidence in managing high-pressure situations. 

At the same time, the hospital introduced a streamlined complaint management process.  

This established clear accountability for every stage of complaint handling, from reporting and investigation to follow-up and resolution. 

Lastly, enhancements were made to improve the comfort and accessibility of the waiting area, including multilingual signages. 

Dip in complaints, rise in satisfaction scores 

Within just three months of implementation, the initiative achieved significant improvements across various patient satisfaction metrics. 

Complaints submitted through the system fell by 40 per cent, while patient satisfaction scores increased by 22 per cent. 

The hospital also reported a 35 per cent reduction in perceived waiting times, attributed to real-time digital queue systems, proactive updates by navigators, and streamlined fast-track procedures during peak hours.  

Staff responsiveness and protocol adherence also improved significantly, with communication compliance rates increasing from 58 per cent to 91 per cent. 

All ED staff have completed Canadian Triage training, ensuring improved patient prioritisation, triage outcomes, and patient flow management. 

Patients have also shared that they feel higher levels of trust and reassurance, while staff reported greater confidence and clarity in managing high-pressure interactions. 
 
Importantly, these outcomes were achieved with minimal additional investment.  

By leveraging internal resources, volunteer navigators, and staff-led training programmes, the hospital delivered substantial improvements while maintaining cost efficiency. 

The improved flow and reduced complaint volumes also reduced workloads for teams handling administrative work and issue escalation. 

A sustainable model for emergency care experience 

For Damad General Hospital, Empathy First represents more than a quality improvement project. 

It marks a cultural shift in how emergency care is delivered, placing communication, compassion, and accountability alongside clinical excellence. 

To ensure the progress is long-lasting and sustainable, hospital leaders have incorporated changes into standard operating procedures (SOPs), and set up key performance indicators (KPIs) for each department. 

Endorsed by the Jazan Health Cluster, the Empathy First programme offers a scalable model for other healthcare organisations seeking to enhance patient experience without significant resource burdens. 
 
“What began as a response to rising complaints evolved into a hospital-wide movement of compassion, efficiency, and accountability,” said the hospital. 

“Empathy First sets a replicable model for resource-efficient, data-driven, and human-centred healthcare delivery—one that aligns seamlessly with Saudi Vision 2030 and UN’s Sustainable Development Goal 3: to ensure healthy lives and promote well-being for all at all ages,” said the hospital. 

At HMA Awards 2025, Damad General Hospital won the Excellence Award in the Patient Experience Improvement category. 

This award recognises projects that improve patient experience, whether in clinical, nursing or overall patient service. The projects can cut across touchpoints from admission to discharge and after care.  

The article was originally published in Hospital Management Asia here, and edited.  

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Cindy Peh is the Content and Community Manager at Hospital Management Asia, which showcases trends and best practices in healthcare management via in-person and digital events, as well as an online publication.