Qatar Healthcare Facilities Master Plan 2013-2033 - Sept 2014 PDF

Qatar Healthcare Facilities
Master Plan 2013-2033

General Secretariat, Supreme Council of Health
Published September 2014
Supreme Council of Health, Qatar

P.O. Box 42
Doha, State of Qatar
www.sch.gov.qa
www.nhsq.info
Printed in Qatar, 2014

Contents
Qatar Healthcare Facilities Master Plan 2013-2033 ..........................................................................................1
Foreword ...............................................................................................................................................................6
Disclaimer ..............................................................................................................................................................7
1 Introduction ........................................................................................................................................................8
1.1 Overview .......................................................................................................................................................... 8
1.2 Background .................................................................................................................................................... 8
1.3 Approach ........................................................................................................................................................ 9
1.4 Structure ........................................................................................................................................................10
PART 1 .................................................................................................................................................................11
2. Principles .........................................................................................................................................................12
2.1 Timely Action ................................................................................................................................................ 12
2.2 Blend ............................................................................................................................................................. 13
2.3 Resilience...................................................................................................................................................... 14
2.4 Concentrating ............................................................................................................................................... 14
2.5 Stewardship .................................................................................................................................................. 17
2.6 Renewal ........................................................................................................................................................ 18
2.7 Continuum ..................................................................................................................................................... 18
2.8 Serve All ........................................................................................................................................................ 19
3 Current and Future State Analysis ............................................................................................................20
3.1 Population .................................................................................................................................................... 20
3.2 Healthcare Facilities ..................................................................................................................................... 21
3.3 Patient Activity ............................................................................................................................................. 24
3.4 Overseas Medical Treatment ..................................................................................................................... 25
3.5 Major Medical Equipment and Technology ............................................................................................... 25
3.6 Future State Analysis .................................................................................................................................. 26
4 Facilities Planning Methodology ...............................................................................................................29
4.1 Service Planning Drivers ............................................................................................................................. 29
4.1.1 Model of Care ....................................................................................................................................... 29
4.1.2 Service Needs ...................................................................................................................................... 32
4.2 Urban Planning Drivers ............................................................................................................................... 32
4.2.1 Community Facility Guidelines............................................................................................................ 33
4.2.2 Population Catchment Areas .............................................................................................................. 33
4.2.3 Promoting Livable Communities ......................................................................................................... 36
4.2.4 Transit Oriented Development .............................................................................................................37
4.2.5 Hierarchy of Urban Centers ................................................................................................................ 38
4.3 Scenario Planning ....................................................................................................................................... 43
Qatar Healthcare Facilities Master Plan 2013-2033 Page 3 of 167

4.4 Healthcare Facilities Classification & Guidelines ...................................................................................... 46
4.4.1 Nine Facility Classifications................................................................................................................. 46
4.4.2 Facility Guidelines ................................................................................................................................ 50
5 Healthcare Infrastructure Distribution ......................................................................................................52
5.1 Proposed Inpatient Facilities ...................................................................................................................... 53
5.2 Proposed Outpatient Facilities ................................................................................................................... 58
5.3 Proposed Pharmacies .................................................................................................................................. 61
5.4 Proposed Major Medical Equipment .......................................................................................................... 63
6. Legal and Regulatory Framework..............................................................................................................67
6.1 Qatar Certificate of Needs Program ........................................................................................................... 67
6.2 Legal and Regulatory Considerations ........................................................................................................ 69
7. 5 Year Action Plan and Implementation Considerations ........................................................................73
7.1 First 5 Year Action Plan ...............................................................................................................................73
7.1.1 Inpatient Facilities Action Plan ............................................................................................................ 74
7.1.2 Outpatient Facilities Action Plan ......................................................................................................... 76
7.1.3 Pharmacies Action Plan ...................................................................................................................... 80
7.2 Illustrative Estimated Capital Cost ............................................................................................................. 80
7.3 Geographic Information System .................................................................................................................. 81
8. Summary of Strategic Recommendations & 5 Year Action Plan ...........................................................83
9. Further Information .....................................................................................................................................85
PART 2 .................................................................................................................................................................86
10. Current State Analysis (In Detail) .......................................................................................................87
10.1 Population ................................................................................................................................................ 87
10.1.1 Population by Geography .................................................................................................................... 87
10.1.2 Population by Nationality ..................................................................................................................... 89
10.1.3 Population by Gender .......................................................................................................................... 90
10.1.4 Population by Age Group .................................................................................................................... 90
10.2 Healthcare Facilities ................................................................................................................................. 91
10.2.1 Hospitals ............................................................................................................................................... 94
10.2.2 Primary Health Centers/Clinics ......................................................................................................... 102
10.2.3 Pharmacies and Diagnostic Facilities ................................................................................................ 107
10.3 Patient Activity ........................................................................................................................................ 107
10.3.1 Inpatient Admissions by Provider ...................................................................................................... 107
10.3.2 Inpatient Admissions by Specialty .................................................................................................... 108
10.3.3 Outpatient Visits by Provider ............................................................................................................. 109
10.3.4 Outpatient Visits by Specialty ............................................................................................................ 110
10.3.5 Overseas Medical Treatment ............................................................................................................. 110
10.4 Major Medical Equipment and Technology ........................................................................................... 111

10.4.1 Definitions and Descriptions .............................................................................................................. 114
10.4.2 Major Medical Equipment by Site ...................................................................................................... 116
10.4.3 Expected Consequence of Advancements in Medical Equipment Technology ............................. 121
11. Future State Analysis (In Detail) .......................................................................................................122
This chapter provides further details on the future state analysis summarized in chapter 3. .......................... 122
Population Projections ........................................................................................................................................... 123
11.1.1 Population Projection Results ............................................................................................................ 123
11.1.2 Population Projection Implications ..................................................................................................... 125
11.2 Demand Projections ...............................................................................................................................126
11.2.1 Demand Projection Results: Inpatient Admissions and Day Cases ............................................... 127
11.2.2 Demand Projection Results: Outpatient Visits ..................................................................................128
11.2.3 Demand Projection Results: Diagnostic and Treatment Procedures ............................................. 130
11.2.4 Demand Projection Results: Pharmacy ............................................................................................ 131
11.3 Capacity Analysis ................................................................................................................................... 131
11.3.1 Capacity Analysis Results: Required Beds ....................................................................................... 133
11.3.2 Capacity Analysis Results: Consultation Rooms .............................................................................. 135
11.3.3 Capacity Analysis Results: Major Medical Equipment ..................................................................... 137
11.4 Supply Estimates ....................................................................................................................................138
11.4.1 Supply Estimate Results: Bed Supply ...............................................................................................138
11.4.2 Supply Estimate Results: Consultation Room Supply ..................................................................... 139
11.4.3 Supply Estimate Results: Major Medical Equipment Supply .......................................................... 140
11.4.4 Supply Estimate Results: Pharmacy Supply.................................................................................... 140
11.5 Gap Analysis ........................................................................................................................................... 141
11.5.1 Gap Analysis Results: Bed Gap ........................................................................................................ 141
11.5.2 Gap Analysis Results: Consultation Room Gap ............................................................................... 143
11.5.3 Gap Analysis Results: Major Medical Equipment Gap ................................................................... 148
11.5.4 Gap Analysis Results: Pharmacy Gap ............................................................................................. 148
12. Illustrative Capital Cost Estimates ...................................................................................................150
12.1 Methodology............................................................................................................................................150
12.2 Overall illustrative estimated capital cost .............................................................................................. 151
12.2.1 Illustrative estimated capital cost of non-hospital facilities .............................................................. 152
12.2.2 Illustrative estimated capital cost of hospitals and long-term care facilities ................................... 154
SUPPORTING INFORMATION .........................................................................................................................156
13. Glossary ..............................................................................................................................................157
14. Acknowledgements ...........................................................................................................................159
15. References ..........................................................................................................................................165

Foreword
The Qatar Healthcare Facilities Master Plan 2013-2033 provides the first guide for managing the
countrys growth of key healthcare infrastructure. It presents the numbers, types and location of
hospitals, primary health care centers, pharmacies and major medical equipment required over the
next twenty years. It also outlines an action plan to support this infrastructure growth. This document
is a living tool, continually updated to best reflect all changing drivers. It represents an important
opportunity for all of us to work together towards meeting our countrys health needs and
expectations, and delivering a world-class healthcare system.
Dr. Faleh Mohamed Hussain Ali

Assistant Secretary General for Policy Affairs
Supreme Council of Health

Disclaimer
The Qatar Healthcare Facilities Master Plan 2013-2033 (QHFMP) is the result of work completed
during 20122013. It is based on data from 2010-2013, stakeholder input from 20122013, and
known plans across the health sector up to 2013. This information was used to project future activity
and illustrative costs, based on the current status at the time.
While all information, assumptions and calculations have relied on expert professional support and
have been validated to ensure a reasonable degree of consistency and alignment with local and
international benchmarks, projections inherently have a margin of error.
In addition, while the SCH is confident that the QFHMP is a robust and fully integrated suite of
planning tools, it is also a living tool. As such, all information, assumptions, projections and results in
the QFHMP are subject to change as they will be continuously re-appraised and updated to reflect
the current status.
The QFHMP is intended for information purposes only. No user should act or refrain from acting on
information contained in the QHFMP without first independently verifying the information and
obtaining professional advice. The Supreme Council of Health reserves the right to change any
information published, and the methods used to generate the information. Any dispute arising out of
use of information included in the QHFMP shall be governed by the laws of the State of Qatar.
Notice of Copyright
Except where expressly stated to the contrary, the copyright and any other rights in the contents of
the QFHMP, including any images and text, are owned by the Supreme Council of Health.
Permission is granted to download, display or print material for personal use or use within an
individual organization, and for a non-commercial purpose. Requests for further authorization
regarding proposed usage of the information provided should be addressed to qhfmp@sch.gov.qa.

1 Introduction
1.1 Overview
The Qatar Healthcare Facilities Master Plan 2013-2033 is the State of Qatars first guide for
managing the growth of key healthcare infrastructure. It presents the numbers, types, location and
illustrative costs for hospitals, primary health care centers, pharmacies and major medical equipment
required up to 2033. This is underpinned by a detailed analysis of projected demand and capacity, a
blended service planning and urban planning approach, and new healthcare facility classifications
and guidelines.
The QFHMP also provides the legal and regulatory framework to support implementation, as part of
NHS Project 6.5, Capital Expenditure Committee Establishment. A new Capital Expenditure
Committee supported by the Qatar Certificate of Needs program will oversee major healthcare
infrastructure and investments.
The QHFMP outlines a five-year action plan to support new developments to meet priority
requirements up to 2018. The QHFMP is a living tool that is not intended to be prescriptive. It is
expected to be updated every five years with new respective action plans to respond to changing
needs and developments.
1.2 Background
The Supreme Council of Health (SCH) is Qatars highest health authority. It sets national health care
priorities, regulates and monitors the health care system, and provides services and programs to
meet national health care needs.
In 2011, the SCH launched the National Health Strategy 2011-2016 (NHS) (see www.nhsq.info). The
NHS contains 38 active projects and 192 outputs (SCH, 2014). It is one of fourteen sector strategies
developed to achieve Qatar National Vision 2030 (QNV), the countrys long-term development
agenda. Launched in 2008, the QNV set a goal for a comprehensive world-class healthcare system,
whose services are accessible to the whole population (GSDP, 2008).
The QHFMP is the final output of NHS Project 6.4, Healthcare Infrastructure Master Plan. The SCH
established Project 6.4 to ensure that future healthcare infrastructure growth is integrated
coordinated and based on healthcare needs. Due to its leading role in shaping the future healthcare
landscape, NHS Project 6.4 is one of the first NHS projects to be completed.

1.3 Approach
The SCH developed the QHFMP during the period of 2012 to 2013. It covers the entire health sector
and all population groups.
The SCH used the latest information available at the time of the documents development. It collected
data covering the period of 2010 to 2013 from public, semi-public and private healthcare providers,
and Government organizations. It took into account available SCH, other Government and
stakeholder plans known up to 2013. It conducted workshops and interviews during the period of
2012 to 2013 with over 107 stakeholders representing 26 organizations.
The SCH considered international best practice, and Qatar-specific context. It determined future
infrastructure based on a blended best-practice service planning and urban planning approach. The
QHFMP builds on and aligns to the Qatar National Master Plan (QNMP; unpublished). The Ministry
of Municipality and Urban Planning (MMUP) developed the QNMP to manage Qatars future
infrastructure growth. The QNMP is made up of the Qatar National Development Framework (QNDF)
and the Municipal Spatial Development Plans.
The QHFMP also builds on the model of care outlined in the Clinical Services Framework for Qatar
(CSF) produced as part of NHS Project 1.2, Configuration of Hospital Services. The CSF
emphasizes the importance of shifting the balance of service delivery from reactive, curative care, to
preventive, community based care. As this transition is still in progress, the QHFMP used a hospital-
based model of care (see section 4.1.1). Changes to the model will be reflected in regular QHFMP
updates.
While all information, assumptions and calculations have relied on expert professional support and
have been validated to ensure a reasonable degree of consistency and alignment with local and
international benchmarks, projections inherently have a margin of error. In addition, as the QHFMP is
a living tool, all information, assumptions, projections and results in the QFHMP are subject to
change as they will be continuously re-appraised and updated to reflect the current status.
Additional methodology is discussed in each section.

1.4 Structure
The QHFMP is divided into two parts:
1. Part 1 of the QHFMP covers the following:
The key principles involved in developing the QHFMP.
The current and future state analysis, which form the basis for planning the distribution of
healthcare facilities and services across the country. The current state analysis covers
population demographics, healthcare facilities, patient activity patterns and major medical
equipment. The future state analysis estimates the demand and gaps in inpatient,
outpatient and diagnostic and treatment services up to 2033.
The facilities planning methodology, which sets out the new healthcare facility
classifications and guidelines and explains the blended service and urban planning
approach used to distribute future healthcare facilities across Qatar.
The infrastructure distribution for healthcare facilities in Qatar, which is based on tailored
international best practices and the population healthcare needs. This section also
includes the recommended distribution of major medical equipment by type.
The legal and regulatory framework, which explains that the QHFMP will be overseen by a
Capital Expenditure Committee, supported by the Qatar Certificate of Needs program.
The 5 year action plan and implementation considerations, such as illustrative estimates
of the capital costs and the geographic information system.
The strategic recommendations and action plan, which are also highlighted throughout.
2. Part 2 of the QHFMP provides further detailed analysis on: the current state, future state and
capital cost estimates.

PART 1

2. Principles
To shape and correctly direct implementation, eight principles guide the location and allocation of
facilities, honoring both service planning and urban planning disciplines.
2.1 Timely Action

Principle 1: Healthcare infrastructure should be developed in a timely fashion.
To date, the population of Qatar has grown more than three times (204%) faster than healthcare
capacity (62%) since 2003 (as measured by hospital beds; MDPS, 2014). The health sector has only
been able to expand through:
Two private hospitals (Al Ahli and Al Emadi Hospitals), one highly specialized sports semi-
public hospital [Aspetar, Orthopaedic and Sports Medicine Hospital (Aspetar)], and three
smaller Hamad Medical Corporation (HMC) public hospitals (Al Wakra, Al Khor and Cuban
Hospitals);
Four SCH Single Male Laborer (SML) primary health care centers operated by the Qatar Red
Crescent Society (QRCS), as part of specialized onside facilities SCH is establishing for SML
Expatriates (see section 10.2.2; SCH, 2014);
Establishment of the Primary Health Care Corporation (PHCC); and
An assortment of small private clinics and polyclinics.
Infrastructure planning is heavily influenced by the developing models of care and is the least flexible
component of any healthcare delivery system. However, given the population growth, Qatar cannot
delay investment.
The QHFMP is influenced by, and similarly influences, the majority of NHS Projects (see
www.nhsq.info for further information). In the long term, many NHS projects will have impacts on
healthcare facilities, such as dramatic reductions in average length of stay (ALOS), implementation of
a post-acute long term care strategy and shift of day cases from hospitals.
However, until these initiatives are in full effect, the impact on healthcare facilities will occur slowly
and gradually. As witnessed in other health economies, such dramatic change does not occur

overnight. Being conservative about the impacts of such initiatives is prudent and the QHFMP will be
updated over time to take changes into account.
Cultural factors also play a role in the impact of health policies and strategies. As in other Gulf
Cooperation Council (GCC) member states, hospitals have historically been at the center of the
health system. While in need of expansion, hospitals, particularly public hospitals, remain the largest,
strongest, most trusted and most resilient part of the health sector in Qatar and that strength needs to
be acknowledged for the overall health of the nation. Qatar hosts people from over 150 countries, all
of whom have experienced different health systems and bring different expectations, usage patterns,
and purchasing power. Enabling change to be accepted requires steady investment of time,
regulatory oversight and guidance, and communication.
In the meantime, healthcare infrastructure can and must move forward based on the information
available and the considerable input and sponsorship of stakeholders. Stakeholders have agreed
assumptions regarding the effects of future strategies on the QHFMP.
2.2 Blend
Principle 2: Blend both service and urban planning and serve areas of major urban growth
with appropriately sized facilities
Alignment with urban planning is essential for healthcare facilities planning and provision. Many
infrastructure investments are being undertaken by the State. New cities (e.g. Lusail and Barwa),
new transit (e.g. Qatar Rail, Hamad International Airport and Doha Port), facilities for the 2022 World
Cup, the refurbishment of the Industrial Area, and innumerable cultural, community, commercial and
educational facilities are all in the investment pipeline. All of these facilities require one common
resource: land.
The SCH worked with the Ministry of Municipality and Urban Planning (MMUP), Ministry of Interior,
Ashghal, Qatar Rail Company, HMC, PHCC, Lusail, Msheireb and Barwa to agree:
1. A common language and set of definitions for health facilities across QHFMP and MMUP;
2. Appropriately sized land requirements with maximums/minimums for each facility type;
3. Distribution targets relative to demographics and the envisioned new road and rail networks;
4. Coordination with QNV, QNMP, urban planning goals and standards; and, where possible,
5. Specific plots of land to be reserved for each facility described in the QHFMP (where the
facility is not part of a mixed-use development such as a rail station).
From a service planning perspective, the methods and language of QHFMP enable projection and
allocation of demand and capacity, in accordance with facility and bed-type definitions agreed with
stakeholders. In addition, demographic make-up, travel distances, targeted community sizes, and
threshold facility modules have been agreed that enable appropriate distribution of services without
overly prescribing the clinical specialties that need to be located in any one place.
The combination of both service planning and urban planning approaches means that:

Sufficient facility capacity is located in areas of population based on need and in-line with
other State urban development and land allocation priorities; and
Sufficient service flexibility remains to adapt the precise specialties offered in each location
based on the results of the NHS projects, improved data availability, and continued cross-
sector dialogue.
2.3 Resilience
Principle 3: Increase the flexibility and security of the health system by appropriately
decentralizing and distributing facilities, and create a second medical city.
Currently the vast majority (82%) of hospital capacity is located within HMC and 67% of this capacity
is located in the HMC Doha Campus. This needs to be addressed. QHFMP does this without
needlessly duplicating services.
The HMC Doha Campus sits in a highly congested part of Doha. While plans around roads and rail
will reduce this effect, they will not remove it. Through appropriate, detailed, clinical planning in
coordination with Sidra and HMC amongst other stakeholders, a second medical city is proposed to
be developed on a site in Al Daayen.
2.4 Concentrating
Principle 4: Concentrating the location of sub-specialties, especially womens & childrens
and mental health
The greatest need for investment, given projected demand, remains in womens and childrens
services (as demonstrated in the charts below). This was true when Qatar Foundation for Education,
Science and Community Development (Qatar Foundation) authored the plan to develop Sidra
Medical and Research Center (Sidra) in 2004, and remains as true today. The advent of Sidra will not
completely fill the projected gap in supply.
Hospital infrastructure planning should avoid the dilution of sub-specialties, especially womens and
childrens, and mental health services. This is because:
Qatar is competing on a global stage for scarce healthcare professional talent, particularly
world-class subspecialists and the clinical teams and advanced technologies they require to
function efficiently and effectively.
It is well understood that duplication of sub-specialists in multiple locations can adversely

affect quality as well as drive costs higher.
Services will be offered in a maximum of two locations (e.g. Pediatric subspecialties at Sidra and
HMC only).

The details of how concentration of sub-specialties will function from a clinical management
perspective are not material to the capital distribution for which QHFMP is responsible, and are
expected be developed over time through:
NHS Project 1.2, Configuration of Hospital Services;
NHS Project 1.3, Continuing Care Design;
NHS Project 1.4, Mental Health Design;
NHS Project 1.8, National Cancer Program;
NHS Project 2.1, Healthcare Quality Improvement;
NHS Project 5.2, Qatar Council for Healthcare Practitioners; and
NHS Project 5.3, Healthcare Facilities Regulation.

2.5 Stewardship
Principle 5: Maximizing the use of existing well-located developable assets
In general, it will be faster, less disruptive, and less expensive to expand the newer and well-located
facilities than to plan and build new ones, particularly in central Doha. Al Khor and Al Wakra
Hospitals in particular offer readily available expansion capacity, and the completion of the Hamad
Bin Khalifa (HBK) Medical Citys hospitals will optimize use of the HMC Doha campus.
The QHFMP also takes full advantage of the recently passed Ministerial Decision (Minister of Public
Health Decision 25 of 2013) to amend Article 2 of Ministerial Resolution Regarding Conditions,
Requirements and Equipment in Private Clinics (Minister of Public Health Resolution 9 of 1987). This
amendment allows mixed use of non-residential, commercial facilities to operate private healthcare
centers and clinics. A good example of this is the deployment of clinics and diagnostic centers to
major rail hubs and retail centers.

2.6 Renewal
Principle 6: Replacing and withdrawing clinical services from aging assets
To complement the idea of stewardship, the QHFMP is also based on a philosophy of appropriate
renewal.
A generally accepted global planning standard for acute hospitals assumes:
About a 20 year useful life for core systems (air handling, electrical, mechanicals).
About a 30 year useful life for the core clinical purpose, after which the hospital should be
stepped down in acuity (e.g. an acute care facility transitions to sub-acute or outpatient: a
sub-acute facility steps down to an administrative or support space).
Three of the core hospital facilities in Qatar are approaching or have exceeded these thresholds:
Rumailah Hospital, built in 1957 and last significant refurbishment in 1997.
Hamad General Hospital, built in 1972, on-going refurbishment.
Womens Hospital, built in 1988, on-going refurbishment.
Of these, the QHFMP reflects the vacating and demolition of Rumailah as part of the master site plan
for HBK Medical City. It also reflects the vacating of Womens Hospital once the new facility on the
HBK Medical City campus is open and conversion of the facility to non-Hospital uses.
2.7 Continuum
Principle 7: Encouraging non-acute facility based long term care in appropriate locations.
Historically, HMC provided the majority of health care, and until recently, in acute care facilities,
where there is a mismatch between the service and facility provision and the patients requirements.
For example, long-term care patients occupy Intensive Care Unit (ICU) and other acute beds,
causing delays in service to other patients.
Research suggests that patients suffering from long-term or non-acute conditions recover better, and
enjoy a higher quality of life, in appropriately designed, less hospital like facilities. (Board, Brennan,
Caplan. 2000; Caplan, Meller, Squires, Chan & Willett. 2006.)
Anecdotal evidence from stakeholders suggests that there is a cultural affinity in Qatar for the specific
term hospital as promoting healing. However, there is no reason future long-term care facilities
need to be located with acute care hospitals, even if those long term care facilities are named as
hospitals.
Evidence also suggests that long-term care patients who reside closer to family also have improved
medical outcomes. As such, with the growth of greater Doha, providing these services in suburban
areas also presents an opportunity. (Kiely, Simon, Jones, Morris. 2000; Joseph Gaugler. 2005.)

2.8 Serve All
Principle 8: Provision of appropriate healthcare facilities and services to the whole
population
The QHFMP considers the service needs of the entire population to ensure equity and access. Qatar
has the second highest migrant population in the world (UN, 2013). The majority are young
males in higher risk occupations who collectively reside in labor gatherings in sometimes remote
industrial areas (ILO, 2004; QSA, 2010). While this group tends to be healthy and young, due to
the nature of their employment and communal and remote habitation, this group has healthcare
service needs distinct from the rest of the population. For the purpose of the QHFMP this group
is referred to as SML Expatriates and defined as those living in labour gatherings.
To account for Qatars diverse population with distinct health needs, the SCH grouped Qatars
population into Nationals, SML Expatriates, and Non-SML Expatriates (see chapter 3 for population
group definitions). The SCH agreed a set of assumptions for future activity, by each population
group, with provider stakeholders.
SML Expatriates have, and continue to be, been the fastest growing population group. They are
distributed across all regions of the country, residing in labor gatherings in sometimes remote
industrial areas. The SCH is establishing specialized onsite facilities for SML Expatriates. This
includes three dedicated hospitals and four dedicated clinics for the population, and appointing
internationally recognized operators to manage these facilities through a competitive process and
robust output-based requirements. Further capital investment will complement the work already
being undertaken by SCH, HMC, and private employers.

3 Current and Future State Analysis
Significant volumes of data were collected and analyzed to identify service needs and inform the
service planning analysis for the QHFMP, covering 2010-2013. The analysis of the current state of
population demographics, healthcare facilities, patient activity patterns and medical equipment sets
the foundation for demand and capacity planning for healthcare infrastructure.
To predict the future needs, a demand model was created, which yielded estimated demand for
inpatient services, outpatient services and diagnostic and treatment services up to 2033. Outputs of
the demand and gap analysis focus on the years 2018 and 2033. The findings in the future state
section form the basis for planning the distribution of healthcare facilities and services across the
country.
The current and future state analysis is summarized in this chapter (see part 2, chapters 10 and 11,
for further details).
3.1 Population
Qatar is divided into seven municipalities: Doha, Al Rayyan,
Al Wakra, Umm Slal, Al Khor and Al Thakhira, Madinat Al
Shamal and Al Daayen.
The latest population count published by the Ministry of
Development Planning and Statistics (MDPS) shows the
population of Qatar to be 2,174,035 (MDPS, 2014).
However, the most recent census with detailed
demographics of Qatar was published in 2010 with a total
population count of 1,699,435 (QSA, 2010). The Qatar 2010
Population and Housing Census (Qatar Census 2010) has
been used to describe the current population demographics.
As shown on the map, Doha Municipality houses the
majority of the Qatars population (47%), followed by Al
Rayyan Municipality (27%).
For the purpose of the QHFMP, the population in Qatar has
been divided into three groups as follows:
Nationals: this refers to citizens, the Qatari
population.
Non-SML Expatriates: this refers to the white collar
expatriate population.
SML Expatriates: this refers to the expatriate male
population living in labor gatherings (GSDP, 2012;
QSA, 2010).
According to the Qatar Census 2010, Nationals over the age of ten constitute 10.3% of the total
population, while Expatriates of the same age group constitute 30.1% of the total population. The
National and Expatriate population belonging to the age group below ten years of age is estimated at

approximately 9.9% of the total population. The SML Expatriates population constitutes 49.8% of the
total population in Qatar.
The vast majority of the National and Expatriate population reside in Doha and Al Rayyan
Municipalities.
3.2 Healthcare Facilities

Inpatient services in Qatar are provided through thirteen hospitals. This includes Al Ahli Hospital, the
American Hospital, Doha Clinic Hospital, Al Emadi Hospital, Aspetar, and the HMC hospitals) Hamad
General Hospital (HGH), Rumailah Hospital, Womens Hospital, Al Wakra Hospital, Heart Hospital, Al
Khor Hospital, the National Center for Cancer Care and Research (NCCCR) and the Cuban Hospital.
Outpatient services in Qatar are provided through the outpatient departments of hospitals, PHCC
health centers, Ministry of Interior (MoI) health centers, Qatar Petroleum (QP) health centers, SCH
primary health care centers operated by the QRCS, as well as various private health centers and
clinics.
Beds in each hospital facility were grouped by type, based on the bed type classification developed
for the QHFMP (see chapter 4 for bed type classification). The table below shows the latest number
of available beds in each hospital by bed type classification.

Medical/Surgic
Skilled nursing
Obstetrics and
Pediatric Beds
Rehabilitation
Medicine and
and Geriatric
Health Beds
Gynecology
Psychiatric/
NICU/PICU
Behavioral
ICU Beds
Providers Total
Physical
General
al Beds
Beds
Beds
Beds
Beds
Hamad General Hospital 398 106 67 24 595
Rumailah Hospital 89 52 165 64 59 429
Skilled Nursing Facility 80 80
Womens Hospital 242 80 322
Al Wakra Hospital 52 18 17 16 36 139
Heart Hospital 60 55 115
Al Khor Hospital 63 25 10 10 10 118
National Center for Cancer Care 62 62
& Research
Cuban Hospital 40 14 14 6 6 80
Al Ahli Hospital (AAH)* 144 66 22 10 8 250
Al Emadi Hospital (AEH) 40 9 10 2 3 64
American Hospital 18 1 1 20
Aspetar** 50 50
Doha Clinic Hospital (DCH) 47 4 51
Total 1,063 375 312 165 64 59 170 167 2,375
Source: Data from Providers
* The table above shows the number of designed beds (250) but the number of available beds (180) was used in the gap analysis.
** The table above shows the number of designed beds (50) but the number of available beds (25) was used in the gap analysis.
The table on the below provides an inventory of the health centers/clinics, diagnostic facilities and
pharmacies in Qatar.
Type of Facility Inventory
Healthcare Center/Clinic 302
Diagnostic Facilities 61
Pharmacies 251

The table below provides an overview of the inpatient and outpatient healthcare services provided by existing hospitals in Qatar.
Oral & Maxillofacial Surgery

Extended/Long Term Care
Obstetrics & Gynecology

Interventional Radiology
Haematology/Oncology
Cardiothoracic Surgery
Accident & Emergency

Emergency Medicine
Orthopaedic Surgery
Pediatrics: Medicine
Infectious Diseases
Pediatrics: General
Pediatrics: Surgery
General Medicine
Gastroenterology
Vascular Surgery
General Surgery
Ophthalmology
Plastic Surgery
Rheumatology
Endocrinology
Rehabilitation
Neurosurgery
Providers*
Pulmonology
Dermatology
Nephrology
Cardiology
Psychiatry
Neurology
Geriatrics
Dentistry
Trauma
Urology
Burns
ENT
HMC
AAH
AEH
AH
Aspetar
DCH
*See Glossary for abbreviations
Outpatient services provided in non-hospital facilities in Qatar include:
Cardiology Ophthalmology These services are accessible to the population of Qatar

through PHCC, and private health centers/clinics such
Dentistry Orthopaedics
as Al Hayat Clinic, Apollo Clinic, Royal Medical Center,
Endocrinology Paediatrics: medicine Qatar Medical Center, Kims Qatar Medical Center,
ENT Physical medicine & Family Medical Center, Al Jazeera Medical Center, Al
rehabilitation Shifa Polyclinic, Naseem Al Rabeeh Medical Center,
Family Medicine/ general
medicine Psychiatry Future Medical Center and others. QP and MoI
employees have access to these services through health
Forensic medicine Rheumatology
centers/clinics run by QP, MOI and the SCH primary
General Paediatrics Urology health care centers operated by QRCS.
Geriatrics Vaccination services
Internal Medicine Well baby services
Nephrology Pulmonology
Obstetrics & Gynaecology Well woman services

3.3 Patient Activity
The reported activity in 2011 was 9,420,712 outpatient visits and 85,555 inpatient admissions.
Inpatient admissions are services that require patients to stay in a hospital, a rehabilitative or
residential care facility for 24 hours or more. Outpatient services are defined as services provided to
patients through the outpatient department at hospitals and through health centers/clinics in the
community where no overnight stay is involved.
HMC was the major provider of inpatient services in Qatar in 2011. It provided approximately 75% of
the total activity reported in that year. PHCC and HMC were the major providers of outpatient
services in Qatar in 2011. PHCC received the highest number of outpatient visits, accounting for 39%
of the activity, while HMC accounted for 27%, of the provider data collected. The figures below
provide an overview of inpatient and outpatient activity for the top ten specialties in terms of number
of patients in 2011.

3.4 Overseas Medical Treatment
The Government of Qatar sponsors Nationals for overseas medical treatment, especially for services
that are not available in the country. Approximately 2,500 patients were sent for overseas medical
treatment in 2011; this number increased to 3,160 in 2012. Patients sponsored for overseas medical
treatment mainly go to Germany (35%), the United States of America (USA; 35%), the United
Kingdom (UK; 25%) and Thailand (4%), with 1% going to other destinations.
3.5 Major Medical Equipment and Technology

The QHFMP considered the availability and distribution of Major Medical Equipment (MME). MME
was included in the analysis if it fell into one of the following categories:
Organisation for Economic Cooperation and Development (OECD) tracked devices

Devices having a cost threshold of USD $1 million and above.
Devices necessary and critical to treat diseases specific to the health demographic of the
population of Qatar.
Accordingly, the following MME devices were assessed:
Computed Tomography (CT).

Cyclotron.
Dialysis.
Interventional Radiology/Catheterization Laboratory (IR/CL).
Lithotripter (Litho).
Mammography (Mammo).
Magnetic Resonance Imaging (MRI).
General Radiology/Fluoroscopy (RAD/RF).
Linear Accelerator (Linac).
Positron Emission Tomography (PET).

The following table summarizes the MME by site, based on the data collected from providers in Qatar at the
time of producing the QHFMP (the period 2012-2013).
2013 Diagnostics & Treatment Capabilities
Cyclotron
MAMMO
Dialysis
RAD/RF
Facility Name
Linac
IR/CL
Litho
PET
MRI
CT
Al Ahli Hospital 2 1 1 1 1
Al Emadi Hospital 2 1 1 1 3
Future Medical Center 1 1 1 2
Al Wakra Hospital 1 14 1 1 9
American Hospital 1 1
Aspetar Hospital 1 2 4
Clinics & Polyclinics 6 13
Cuban Hospital 1 1 1 3
Al Khor Hospital 1 27 2 1 3
Hamad General Hospital 3 130 2 4 2 6 11
HMC
Heart Hospital 1 6 5 2
National Center for Cancer Care & Research 1 1 1 1 2 1
Rumailah Hospital 1 2 1
Sidra Medical & Research Center 3 16 5 1 3 9 1
Total 14 1 193 13 7 10 26 63 2 2
Source: Data from SCH, Providers and site visits by the Project Team
3.6 Future State Analysis

Strategic Recommendation 1: There should be a significant increase in inpatient beds and
outpatient rooms
The Future State Analysis identifies the additional healthcare capacity required in Qatar in 2018 and
2033.
The analysis applied a bottom-up approach, using the 2011 population and patient activity as the
baseline to project demand for healthcare services in Qatar. The demand projections were broken
down by nationality group and municipality for the next 20 years and were adjusted based on
benchmarked utilization rates in comparable countries and on extracts from the Clinical Services
Framework for Qatar (CSF) part of NHS Project 1.2, Configuration of Hospital Services. Considering
data limitations, projections were also subjected to various sensitivity adjustments (e.g. population
growth estimates, healthcare service utilization rates and average lengths of stay).
Demand projections for inpatient (IP), outpatient (OP) and diagnostic and treatment services were
translated into beds by room type, consultation rooms by type and medical equipment by modality.
Capacity requirements were matched with the estimated available supply (existing and known
planned) to project service gaps and identify additional required capacity. All major assumptions were
validated with the relevant stakeholders.

Future State Analysis Results
Based on the expected total population of 2.54 million in 2018 and 2.51 million in 2033, the analysis
yielded the following results:
Services Demand Required Available Gap*

Projections Capacity Supply
402,719 IP
Inpatient 5,686 beds 4,714 beds 1,452 beds
admissions
2033
38,327,715 OP 2,510
Outpatient 5,038 rooms 2,528 rooms
visits rooms
*Gap was calculated using estimated number of operational beds
The following map provides an overview of the total population by municipality and the tables on the
right breaks down the total bed and consultation room gap/surplus by type for the year 2033.

Key Themes
The QHFMP grouped Nationals and Non-SML Expatriates together since they have similar
health needs, and the SML Expatriates separately since they have distinct health needs. On
average Nationals and Non-SML Expatriates will constitute 56% of the population, and SML
Expatriates will constitute 44% of the population going forward.
The number of beds per 1,000 population, based on the recommended number of beds by
the QHFMP for Nationals and Non-SML Expatriates is 3.0 in 2033. The number of beds per
1,000 population for SML Expatriates is 0.6 beds. While this may seem relatively low, this is
mainly due to the fact that the SML Expatriates consists of young healthy males who have a
relatively low utilization of healthcare services as a result. The 0.6 beds per 1,000 will be used
as a planning figure for SML-specific tailored healthcare services and facilities. Actual bed
capacity available to this population will be higher as they will access tertiary care services
and beyond delivered by any provider.
There will be a shift in healthcare service demand for services outside Metropolitan Doha, in
line with population projections.
There will be a shift in healthcare service demand from inpatient services and hospital-based
care to outpatient services, day-case surgery and community-based care, in line with the
expected implementation of the NHS.

4 Facilities Planning Methodology
The facilities planning process for QHFMP required identification of the key service planning and
urban planning drivers, and producing a service configuration scenario. Together with the
agreed suite of facility classifications, the drivers were converted into a healthcare facilities
distribution. The process involved major stakeholders including major healthcare providers,
planners, regulatory authorities, builders and developers.
4.1 Service Planning Drivers

Service planning for the QHFMP has taken into consideration the required capacity based on the
agreed upon model of care and the projected service need (based on the analysis in the previous
chapter). Capacity needs were considered at the municipality level.
4.1.1 Model of Care
Strategic Recommendation 2: Health care infrastructure should be based on the agreed model
of care
Identifying the model of care for healthcare services delivery in Qatar is an important step in
determining the types of healthcare facilities needed. The model of care serves as a guide to ensure
that patients receive the right type of care, by the right people, at the right time, in the appropriate
setting.
The model of care embedded in the QHFMP was developed in line with the CSF and was agreed
upon by stakeholders during a workshop held in December 2012.

Page 30 of 167
Qatar Healthcare Facilities Master Plan 2013-2033
Box 1: Key considerations behind the model of care
Continuity of care: The extent to which patients have an established relationship with a
healthcare team that consistently provides care for that patient over time.
Coordination of care: The extent to which care is delivered in a seamless fashion through
integration, coordination and the sharing of information between providers, across the
continuum of care, and over time. Coordination of care also includes the extent to which the
model of care assures patients return to their primary care physician with a clearly
communicated plan of care after a secondary and specialist care encounter.
Primary care as the foundation: The extent to which primary care is providing care to patients
that generally serves as the primary contact, serving patients needs over time in a fashion
that is holistic, continuous, and coordinated dealing with wellness, prevention, acute care
management, and chronic and long-term care management.
Availability of clinical information at all clinical encounters (electronic health record support):
The extent to which there is a level of commonality and interoperability of patient medical
record information, making it available at all patient encounters.
Patient-Centered approach: The extent to which care is respectful and representative of
individual preferences, needs and values. It also includes the extent to which facilities are
located and services and processes are designed to address patient needs, interests, and
desires.
Patient experience: The extent to which care and service meet or exceed the increasing
expectations of the patients
Timeliness of care: The extent to which patients can access care in a timely and efficient
fashion (e.g. availability of appointments, hours of operation).
Accessibility of care: The extent to which patients can access care in a convenient, affordable
and unobstructed fashion (travel time, location of facilities).
Effectiveness of care: The extent to which the system actively avoids the overuse of
ineffective care and the underuse of effective care, including the objective measurement of
effectiveness.
Focus on prevention: The extent to which programs and systems are in place (e.g. agreed
upon evidence-based guidelines, registries and information systems to identify gaps in
preventive care for individual patients) to provide comprehensive and effective prevention to
those at risk.
Focus on wellness: The extent to which programs and systems are in place to effectively
facilitate education and wellness activities for the population.
Transparency: The extent to which the quality, effectiveness, and safety of services,
providers, and facilities is shared.

4.1.2 Service Needs
To identify the required capacity by municipality, the service planning approach considered a number
of factors influencing service needs. These factors are:
The projected population and demographic breakdown within each of the municipalities by
census block.
The projected demand for healthcare services by specialty, gender, nationality group and age
and the resulting service mix trends over the next 20 years.
The projected healthcare capacity gap by nationality group for each municipality, for the
following:
Beds by type.
Consultation rooms by type.
MME by modality.
Pharmacies.
Existing and planned healthcare facilities, their location, their service mix and their capacity.
Further detail on these factors is provided in the previous chapter.
In order to cater to the specific service mix required, the analysis for QHFMP assessed a wide
spectrum of capacity requirements to ensure all unique service requirements are met. By gaining an
understanding of the healthcare service gaps, in terms of capacity requirements and location, the
QHFMP was able to determine the additional capacity that needs to be built over the next 20 years,
and propose and distribute the relevant facilities to cover the projected capacity requirements.
4.2 Urban Planning Drivers

Urban planning optimally distributes the required capacity in each municipality based on the urban
planning goals of Qatar.
The QNDF, along with other sources, formed the basis for the development of the urban planning
components of the QHFMP.
Key urban planning drivers and their impact on the QHFMP are outlined below. These drivers reflect
Qatars policies in terms of urban growth, land use and transit. The drivers include:
The Community Facility Guidelines;
Population Catchment Areas;
Promoting Liveable Communities;
Ensuring Transit Orientated Development; and
The Hierarchy of Urban Centers.
The impacts on the QHFMP included the creation of the QHFMP Urban Planning Population
Catchment Guidelines and Location Guidelines for healthcare facilities (see pages 35 and 40) as well
as additional recommendations on healthcare facility location and design.

4.2.1 Community Facility Guidelines
Strategic Recommendation 3: Healthcare infrastructure should be based on the QNMP

Community Facility Guidelines
The Community Facility Guidelines, part of QNDF, provide an overview of the planning guidelines for
the community facilities and their distribution, including healthcare facilities. The QHFMP urban
planning guidelines, in seeking to provide comprehensive healthcare facilities for the nation,
considered the Community Facility Guidelines as their basis.
4.2.2 Population Catchment Areas
Strategic Recommendation 4: Healthcare infrastructure should be located in line with the new
urban planning population catchment guidelines for healthcare facilities
A population catchment area is the area and population from which each healthcare service will
attract patients. Healthcare facilities are to be built and maintained in locations where they would be
best utilized by the surrounding population, with minimal travel or driving distance.
This principle makes catchment areas an important aspect of the urban planning considerations of
the QHFMP. In order determine catchment areas, it is important to understand the population
distribution throughout the country and the projected growth areas of the population for the next 20
years.
Utilizing the Qatar Census 2010 data and MMUP data, target populations were developed for 2033
(see also previous chapter) and population catchment standards were applied to develop healthcare
facility scenarios for the QHFMP (as demonstrated in the following table). These catchments were
overlaid with the locations of existing healthcare facilities and future Qatar Rail plans to identify gaps
in coverage for the country.

QHFMP Urban Planning Population Catchment Guidelines for Healthcare Facilities
The following table shows the urban planning population catchment guidelines, which have been based on the nine Facility Classifications (discussed
later in this chapter):
CATCHMENT LEVEL POPULATION CATCHMENT
INSIDE OUTSIDE
METROPOLITAN METROPOLIT
FACILITY FACILITY TYPE DOHA AN DOHA RURAL METROPOLITAN RURAL CAPACITY
10,000 - 15,000 1,000 - 5,000 4 Consultation
Clinic Clinic Neighborhood Neighborhood District
people people Rooms
10,000 - 15,000 1,000 - 5,000 15 Consultation
Health Center 15 Local/Hospital Local/Hospital Town
people people Rooms
20,000 - 30,000 6,000 - 10,000 30 Consultation
Health Center Health Center 30 District District Town
people people Rooms
30,000 - 50,000 11,000 - 20,000 45 Consultation
Health Center 45 District District Town
people people Rooms
Health &
Health & Wellness 30,000 - 50,000 11,000 - 20,000 45 Consultation
Wellness District Town Town
Center 45 people people Rooms
Center
Diagnostic 30,000 - 50,000 11,000 - 20,000 15 Consultation
Diagnostic Center District District Town
Center people people Rooms
Diagnostic &
Diagnostic & 30,000 - 50,000 11,000 - 20,000 35 Consultation
Treatment District District Town
Treatment Center people people Rooms
Center
150 Beds / 45
150,000 - 300,000 50,000 - 150,000
General Hospital 150 District District Town Consultation
people people
General Rooms
Hospital 300 Beds / 90
150,000 - 300,000 50,000 - 150,000
General Hospital 300 Town Town Town Consultation
people people
Rooms

CATCHMENT LEVEL POPULATION CATCHMENT
INSIDE OUTSIDE
METROPOLITAN METROPOLIT
FACILITY FACILITY TYPE DOHA AN DOHA RURAL METROPOLITAN RURAL CAPACITY
600 Beds / 180
150,000 - 300,000 50,000 - 150,000
General Hospital 600 Capital City District Town Consultation
people people
Rooms
300 Beds / 60
Specialized Specialized Hospital
Town District - - - Consultation
Hospital 300
Rooms
Rehab Hospital 100 Capital City District - - - 100 Beds
Long Term Care

Capital City District - - - 60 Beds
Facility 60
Long Term Skilled Nursing
Care Centers Capital City District - - - 60 Beds
Facility 60
Mental Health 90 Capital City District - - - 90 Beds
Substance Abuse 60 Capital City District - - - 60 Beds
Retail
Pharmacy Neighborhood Neighborhood - 3,600 people 5,900 people N/A
Pharmacy
Healthcare Facilities and Facility Types have been reorganized from an urban planning perspective to aid planners in the provision of future
healthcare facilities. Key considerations include providing sufficient service coverage to areas of population growth, using the population catchment
and the proposed capacity of each new facility and comparing that to population growth projections and the anticipated gap in consultation rooms and
hospital beds, and understanding the specific requirements of each facility type found in this document.

4.2.3 Promoting Livable Communities
Strategic Recommendation 5: Healthcare facilities should be located and designed to promote

livable communities
Like other GCC countries that are in a process of rapid growth and transformation, Qatar faces
complex challenges in ensuring good conditions for urban life for all citizens and residents. This
includes the low utilization of outdoor facilities in the hot and humid climate, almost complete car
dependency, and a widely spread urban fabric.
Locating the right community facilities, including healthcare facilities, in the right places is an
important element in ensuring livable communities for Qatars population.
A key development for the country will be the implementation of the Metro System of above and
below ground passenger rail alignments and stations. Reducing the reliance of the country on the
motor car will go a long way to creating a more sustainable and livable environment.
Box 2: Key goals of livable communities

Increase community revitalization and the efficiency of public works investments through
strategies like transit-oriented development, mixed-use development and land recycling;
Place value on communities and neighborhoods enhance the unique characteristics of all
communities by investing in healthy, safe, and walking-friendly neighborhoodsurban, rural,
or suburban.
Create a balanced transportation system and promote complementary land uses that
supports a safer, healthier and more accessible country for everyone;
Provide more transportation choices develop safe, reliable, and economical transportation
choices to decrease household transportation costs, reduce Qatars carbon footprint, improve
air quality, reduce greenhouse gas emissions, and promote public health;
Promote policies which shift travel from automobiles to more appropriate means;
Improve the pedestrian environment;
Improve conditions for cycling;
Improve public transit;
Promote equitable, affordable housing expand energy-efficient housing choices for people
of all ages and incomes to increase mobility and lower the combined cost of housing and
transportation.

4.2.4 Transit Oriented Development
Strategic Recommendation 6: Healthcare facilities should be well supplied with transit

services
Transit Oriented Development (TOD) is a type of community development that includes a mixture of
housing, office, retail, community facilities (including healthcare) and other amenities integrated into a
walkable neighborhood and located within 0.8 1.0 kilometer (or one half-mile) of quality public
transportation.
TOD means that transit will better connect people to health centers through initiatives such as the
locating healthcare facilities near transit.
Working with the MMUP and other stakeholders, SCH will:
Seek to increase and improve transit services to existing and proposed healthcare facilities.
Many communities are too far from healthcare facilities, options need to be studied to improve
coordination of existing routes, or for additional transit services, where access to healthcare
facilities is currently poor, whether it be the forthcoming Metro, permanent bus routes,
shuttles, taxis or other means.
Consider providing incentives (funding, zoning, and/or one-stop permitting) to healthcare
providers to locate in station areas. Zoning laws could be revitalized to permit healthcare
facilities in places where they may not have been allowed in the past, but would fit within the
TOD.
Box 3: What is Transit Oriented Development?

Transit Oriented Development is more than simply development near transit. Successful TOD creates beautiful,
vital, and walkable neighborhoods; provides housing, shopping and transportation choices; generates lasting
value for citizens and stakeholders; and provides access to the regions jobs, government centers, healthcare
facilities and cultural and recreational destinations.
TOD should create better access to jobs, housing and opportunity for people of all ages and incomes. TOD is
typically defined as higher-density development within walking distance of a transit station. However, it can
occur at a variety of scales depending on the context, and consist of a range of land uses. For this reason, TOD
is often defined in terms of its goals, which include a wide range of social, economic and environmental
benefits, including:
Improved mobility options, so people can access multiple destinations in the region without a car;
Increased transit use to support local and regional transit system operations and reduce congestion;
Quality neighborhoods with a rich mix of housing, amenities, shopping and transport choices;
Revenue generation for both the public, semi-public and private sectors;
Improved affordability for households through reduced transportation costs;
Urban revitalization and economic development;
Reduced infrastructure costs due to more efficient use of water systems, sewer systems and roads;
Reduced energy consumption, greenhouse gas emissions, and air pollution;
Improved regional access to jobs; and
Health benefits resulting from reduced auto dependence and healthier lifestyles.

4.2.5 Hierarchy of Urban Centers
Strategic Recommendation 7: The location of healthcare facilities should informed by the size
and distribution of urban population centers
The QNDF Hierarchy of Centers brings form to future planning efforts in Qatar, including healthcare
facilities.
This Hierarchy of Centers (MMUP, 2010) includes:
Capital City (Metropolitan Doha)
Metropolitan Areas
Town Centers (Municipalities)
QP Industrial Cities
Rural Settlements
Zones
Districts
Local areas, and
Neighborhoods
The proposed location of healthcare facilities, under the QHFMP, is informed by placement of these
centers and their cores as set out in the sections below. These facilities will be accessible to the local
community and accessible to the larger region though nearby transit stations.
The Capital City & Metropolitan Areas
Strategic Recommendation 8: The HMC Doha Campus will remain and new tertiary hospitals
should be built
In line with the functions of high density residential areas, the QHFMP hinges on maintaining HMC
Doha Campus as the primary hub of medical services in Doha, given its central location and historic
investment infrastructure. New tertiary hospitals are also proposed in northern Doha and southern
Doha (between Old Airport and Industrial area).
Municipalities
Strategic Recommendation 9: Smaller general hospitals should be distributed so that they

serve the municipalities
At municipal level, areas for healthcare uses are distributed in cities and towns to serve population
catchments of large areasgenerally multiple neighborhoods, districts, or entire towns. Uses may
include national institutions, government buildings, general institutional uses and hospitals. Private
institutions, such as private medical clinics, are also permitted. Municipal level distributions are
typically applied where there is convenient access to transport.

The QHFMP locates, or retains, smaller general hospitals at the municipal level in Umm Slal, Central
Doha, Al Khor, Dukhan and Al Wakra. These smaller hospitals provide services for a broad
catchment area around each facility.
Neighborhoods
Strategic Recommendation 10: Health clinics, pharmacies and other health services should
be distributed so that they serve local needs
At the Neighborhood level, health clinics, pharmacies and other healthcare services are expected to
serve local needs. Compatibility and integration with surrounding neighborhoods is important and
such healthcare facilities contribute to forming complete communities. Healthcare facilities are often
co-located with neighborhood centers and other community facilities and gathering areas.

QHFMP Urban Planning Guidelines for the Location of Healthcare Facilities
The following urban planning location guidelines were developed for the distribution and location of healthcare facilities and are based on the nine
healthcare Facility Classifications (discussed later in this chapter):
CATCHMENT LEVEL GUIDELINES FOR THE LOCATION OF FACILITIES
INSIDE OUTSIDE
METROPOLIT METROPOLIT CATCHME
FACILITY FACILITY TYPE AN DOHA AN DOHA RURAL NT TRANSIT LAND USE
Pharmacy - Neighborhood Neighborhood District 0-1 km 1. Not required for 1. Refer to QNDF and
all locations. Municipality detailed
master plans to
Clinic - Local/Hospital Local/Hospital District 1-5 km
determine existing land
uses. Attempt to locate
Health Centers Health Center 15 District District Town 1-5 km 2. Locate within 1 these facilities in mixed-
km of nearest use developments.
Health Center 30 District District Town 5-10 km Metro station when Collocate with other
possible. Community Facilities in
Health Center 45 District Town Town 10-20 km Reference Q-Rail. District or Town Centers
when possible.
Health & Wellness Center Health & Wellness District District Town 10-20 km
Center 45
Diagnostic & Treatment - District District Town 10-20 km
Center
Diagnostic Centers - District District Town 10-20 km
General Hospitals General Hospital 150 Town Town Town 20-30 km 3. Locate within 2-3 2. Refer to QNDF and
km of nearest Municipality detailed
General Hospital 300 Capital City District Town 30-40 km Metro station when master plans to
possible. determine existing land
General Hospital 600 Town District Town 40-50 km Reference Q-Rail uses. Locate Hospitals
on large enough parcels
Specialized Hospitals - Capital City District - - 4. Preferable but to accommodate future
growth, and within

CATCHMENT LEVEL GUIDELINES FOR THE LOCATION OF FACILITIES
INSIDE OUTSIDE
METROPOLIT METROPOLIT CATCHME
FACILITY FACILITY TYPE AN DOHA AN DOHA RURAL NT TRANSIT LAND USE
Long Term Care Centers Rehab Hospital 100 Capital City District - - not required. District or Town Centers
when possible.
Long Term Care Capital City District - -
Facility 60
Skilled Nursing Capital City District - -
Facility 60
Mental Health 90 Capital City District - -
Substance Abuse 60 Neighborhood Neighborhood - -
Healthcare Facilities and Facility Types have been reorganized from an urban planning perspective to aid planners in the provision of future
healthcare facilities. Key considerations include providing sufficient service coverage to areas of population growth, using the population catchment
and the proposed capacity of each new facility and comparing that to population growth projections and the anticipated gap in consultation rooms and
hospital beds, and understanding the specific requirements of each facility type found in this document.

Recommendations on healthcare facility location and design
As described in the sections above, urban planning drivers have a significant influence on the
location of healthcare facilities. Further recommendations on healthcare facilities location and
design, based on these drivers, include the following:
Healthcare facilities should be clustered with other community facilities and located within
walking distance of key user generation areas (transit, high density, or housing), and placed
close to public open space to support neighborhood centers and community gathering areas.
Facilities should be located for walkability to highest density housing and designed to facilitate
safe and convenient drop-off areas.
Healthcare facilities should occupy highly visible locations, and have an overall high quality of
design that clearly marks the importance of the site and use.
Site and building design should honor traditional cultural precedents, and may include
contemporary expressions of traditional principles and themes.
Buildings and other key vertical features should be sited to emphasize their prominence and
to highlight important features in view corridors. This guideline may be varied when view
corridors to water are possible.
Entries should be highlighted with plazas, gateway features (e.g., flags, special landscaping,
grand entries), and similar treatments which connect the streetscape to the primary entry and
use. Such features will be scaled to fit the use while maintaining proper human scale and
proportions, and minimizing urban heat gain.
Perimeter walls should be minimized (as practical) to emphasize a sense of connection to the
surrounding community, and provide visual and physical access to public sites, while still
accommodating security needs. Where appropriate, fences should be used.
Hospitals and clinics should be located to facilitate safe and convenient vehicular and
emergency service access.
Each district should have access to robust emergency services and supporting infrastructure.

4.3 Scenario Planning
Strategic Recommendation 11: Healthcare facilities should be arranged in a hybrid scenario
(between hub and spoke and hub and hub models) where there are two large tertiary care
campuses in the country
After gaining an understanding of the service planning and urban planning key drivers, scenario
planning was undertaken to study how best to distribute healthcare facilities in order to serve the
agreed Model of Care. The overarching goal was to provide resilience and flexibility to the healthcare
delivery model and meet the objectives of the NHS and QNMP.
Initially, two main arrangements of healthcare facilities were

considered: a hub and spoke arrangement or a hub and hub
arrangement as described boxes 4 and 5.
However, following further discussions with stakeholders, the

resultant scenario embedded in QHFMP is a hybrid specific to the
needs of Qatar. In this scenario, in addition to the existing HMC
Doha Campus, a second large tertiary care campus is developed,
providing the country with both resilience and strong referral
patterns that can be developed over time amongst all of the
providers in the continuum of care.
This overall model for hospital facility delivery allows ease of

access to facilities both within metropolitan Doha and on the
periphery. Larger district general type hospitals and smaller private
facilities will act as feeders to the main tertiary campuses.
This final agreed scenario provides resilience in the system that

may not have been achievable with a singular hub campus.

Box 4: Hub and Spoke Arrangement
Hub and Spoke Arrangement

In the QHFMP context, the Hub and Spoke Arrangement can be described as providing a network of
decentralized, distributed primary care centers feeding smaller hospitals, which in turn feed one
Center of Excellence hub.
Source: QHFMP Project
Pros Cons
Extremely Flexible Multiple land acquisitions

Capital investment can be required
phased Recruitment challenges
Facility expansion dictated by Qatarization target is more
service-line need difficult to achieve
Expansion can be phased
horizontally on land
Planned shell space requires
smaller infrastructure costs
Speed-to-market decision
making is faster for smaller
facilities
Smaller catchment areas
means more community focus

Box 5: Hub and Hub Arrangement
Hub and Hub Arrangement

The second scenario was a Hub and Hub Arrangement of facility distribution. While this
arrangement also incorporates a strong Primary Care spoke network as the base, it deletes the
secondary hospital spoke in the network in lieu of large Hub facilities.
Pros Cons
Build fewer large facilities and Compromised flexibility

program is complete Large upfront capital outlay/
Large facilities make a grand costs
statement Larger catchment zones-longer
Qatarization target less difficult travel times from periphery
to achieve Any shelled space is larger-
requires more infrastructure
and more cooling
Potential for mega-facilities to
be overbuilt
On-site congestion is
promoted, not discouraged
Decision-making is made more
complicated by larger group
Recruitment challenges
Tendency for duplicative
Centers of Excellence

4.4 Healthcare Facilities Classification & Guidelines
The term healthcare facility applies to a wide range of facilities, depending on each facilitys size,
function, location and service composition. In order to propose facilities that cater to the specific
needs of the Qatar population, nine facilities classifications were created for Qatar as part of the
work to develop the QHFMP.
The nine broad classifications are based on service provision, and utilize nomenclature that is
commonly used and easy to relate to. These Facility Classifications have been supplemented with
the necessary Facility Guidelines required to understand how a given facility translates into land
requirements.
4.4.1 Nine Facility Classifications
Strategic Recommendation 12: The 9 new healthcare facilities classifications should be

adopted by all organizations involved in facility planning and construction
The Facility Classifications help to translate demand for healthcare services into capacity planning.
While there will always be scope for overlap between the nine different Facility Classifications, these
classifications have been developed to ensure that there are no healthcare service gaps. Stakeholder
involvement in the development helped ensure that the Classifications are well integrated with
existing facility types and terminology used in Qatar.
The following table defines the core functions of each of the nine Facility Classifications developed by
the QHFMP for facilities planning purposes, and what are some typical inclusions.
Facility Core Functions Inclusions
Clinic A clinic is a facility that provides services in one healthcare specialty General Clinics
regardless of the number of healthcare professionals (as licensed by the General Dental Clinics
SCH Medical Licensing Committee) operating from it.
Specialized Clinics
The main function of a clinic is to provide ambulatory primary and/or
secondary care services in its designated healthcare specialty, such as Specialized Dental Clinics
consultations, simple treatments, minor procedures and point of care Dialysis Centers
testing, ensuring adequate access to medical and preventive services for Allied Health Professional
local communities. A clinic is not intended to provide emergency services. Clinics
Clinics may provide basic diagnostic imaging and physiologic testing
services that do not require a radiology assistant, such as a dental
panoramic x-ray or an ultrasound.
Health A health center is a facility comprised of two or more clinics, i.e. providing PHCC Health Centers
Center two or more healthcare specialties. A health center usually provides urgent without a wellness
care services as well as ancillary services such as simple laboratory component
services, basic diagnostic imaging and physiologic testing and a pharmacy. Private polyclinics
A health center does not provide emergency services.
Medical Commissions
Health and A health and wellness center is a health center that additionally includes PHCC Health Centers with a
Wellness wellness services such as gymnasium, spa, swimming pool, pre-natal wellness component
Center classes, well-man clinics, healthy cooking classes, podiatry, weight Private polyclinics with
management, etc. wellness facilities
Diagnostic A diagnostic and treatment Center is a facility that provides ambulatory care Not Applicable/Available
and services, focusing on day case procedures and day case surgeries,
Treatment whereby the patient is admitted and discharged on the same calendar day.
Center A diagnostic and treatment center may provide urgent care, but would not

Facility Core Functions Inclusions
provide emergency surgical services.

A diagnostic and treatment center will have the functional ability and
necessary facilities to transport patients to the nearest hospital in case of an
emergency.
Diagnostic and treatment Centers should provide the necessary support
services, which may include basic diagnostic imaging and physiologic
testing, simple laboratory services and a pharmacy.
General A general hospital is a facility comprised of outpatient clinics and inpatient Example: HGH, Al Wakra
Hospital services that may deliver all levels of care in numerous specialties. It Hospital and Al Khor
includes 24-hour availability of a comprehensive set of subspecialties to Hospital
provide extensive, ongoing care for patients with complex conditions. A
general hospital also provides post-acute rehabilitative care on both an
inpatient and outpatient basis.
This facility has a higher level of healthcare management in different fields
of medicine and surgery and has ancillary services such as clinical
laboratory (simple and complex), diagnostic imaging (basic and advanced)
and pharmacy services. A general hospital also provides critical services
such as an accident and emergency department, adult intensive care and a
fully equipped ambulance service.
Specialized A specialized hospital is a facility comprised of all services of a general Example: Womens Hospital,
Hospital hospital but which provides these services in only one or two clinical NCCCR and Heart Hospital
specialties (e.g. cancer, womens and childrens services). A specialized
hospital does not typically include an accident and emergency department.
Long Term A long term care facility provides services on an inpatient basis, but may Rehabilitation Facilities
Care also provide rehabilitative and chronic care on an outpatient basis. Skilled Nursing Facilities
Facility A long term care facility provides post-acute skilled nursing care and/or
Mental Health Facilities
skilled rehabilitation services and other related health services that cannot
be provided on an outpatient basis. Substance Misuse Facilities
A long-term care facility provides medical, nursing or custodial care for Geriatric Facilities
patients requiring rehabilitation following acute medical or surgical
treatment, as well as those who are increasingly unable to function
independently due to chronic disease and/or physical frailty.
Diagnostic A diagnostic center is a facility that provides a range of diagnostic imaging Stand-alone Laboratories
Center and laboratory services. These services will be supervised by an Stand-alone Imaging
appropriate pathologist or radiologist and may not always require the
presence of a licensed physician.
Pharmacy A pharmacy is a facility where prescription drugs are filled and dispensed by Outpatient Pharmacies
a qualified pharmacist. The facility may also be the place where the Inpatient Pharmacies
preparation, composition, separation, bottling, packing or selling of any
medicine for prevention or treatment takes place. Pharmacy subtypes Community Pharmacies
include: Drug Stores (Medical Stores)
Non Hospital-Based Pharmacy: Any pharmacy that practices the Drug Manufactures (Medical
pharmaceutical science outside a hospital. Factories)
Hospital-Based Pharmacy: Any pharmacy that practices the pharmaceutical
science in a hospital.
Drug Store (Medical Store): Any facility or establishment inside the country
which imports, stores, and distributes any medication as a wholesaler.
Drug Manufacture (Medical Factory): A business entity engaged in making,
assembling, processing, modifying devices, or mixing, producing or
preparing drugs in dosage forms.

Supplementary Definitions of Services
The following table defines the main services used in the facility classification definitions, providing
the qualification requirements, facility requirements and examples for each.
Service Definition Qualification Facility Examples

Requirements Requirements
Day Case Surgery performed under Surgeon Pre-operative Endoscopic

(Same Day) general or local anesthesia, preparation room procedures that
Anesthetist
Surgery which may require respiratory Operating theatre require an incision,
assistance, and which will Theatre nurse
e.g. Laparoscopy,
require some degree of post- Recovery room
Arthroscopy
operative nursing care and Inguinal hernia repair
post-operative observation.
Such surgery includes that Cataract extraction
which is performed with lasers. Extraction of wisdom
Day case surgery patients are teeth
admitted and discharged on Myringotomy/
the same calendar day. grommets
Day Case Procedures (including non- Specialist Preparation room Non-invasive

Procedure invasive laser treatment) physician Procedure room endoscopic
performed under moderate (enhanced procedures, e.g.
(conscious) sedation or local treatment room) Hysteroscopy,
anesthesia, which will not Colonoscopy,
require respiratory assistance, Recovery room
Cystoscopy,
but would require a basic level Bronchoscopy
of post-operative observation Haemorrhoids
such as BP and respiratory excision
status checks.
Resection of in-
growing toe nails
Minor Basic office-based procedures General physician Treatment room Steroid and
Procedure which do not require Specialist Lignocaine injections
specialized facilities, physician Intra Uterine
monitoring or equipment. Contraceptive
Procedures may utilize local Nurse practitioner
Device removal and
anesthesia. insertion
Simple Essential assessment tools All hospitals Electrolyte profiles

Laboratory that should be readily available Health Centers Chemistry profiles
Services in various health centers and
hospitals, requiring automated Diagnostic Complete blood
clinical laboratory equipment Centers count
and licensed laboratory staff. Diagnostic and Human
These are low cost, high Treatment Centers Immunodeficiency
volume laboratory services Virus test
that do not require specialist Glucose tests
facilities.
Urinalysis
Complex Tests that require clinical All hospitals Cytology

Laboratory laboratory expertise beyond Diagnostic Immuno-
Services normal automation to perform. Centers histochemistry
These are high cost, low
volume laboratory services Diagnostic and Peripheral smears
that require specialist facilities. Treatment Centers Flow cytometry
Gel electrophoresis

Service Definition Qualification Facility Examples
Requirements Requirements
Basic Imaging techniques that do not All hospitals X-rays

Diagnostic require sedation/contrast - with Health Centers Ultrasounds
Imaging and limited capital costs associated
Physiologic with "plain film"/basic imaging. Diagnostic Mammography
Testing Centers Electrocardiography
Diagnostic and Echocardiography
Treatment Centers
Spirometry
Advanced Diagnostic and treatment All hospitals Angiography

Diagnostic approaches that require Diagnostic Computed
Imaging sophisticated medical Centers Tomography
equipment. Sedation and/or
contrast may be required to Diagnostic and Magnetic Resonance
perform these tests. Some Treatment Centers Imaging
procedures involve physician- Nuclear Medicine
directed invasive approaches. Bronchography

4.4.2 Facility Guidelines
Strategic Recommendation 13: The new facilities guidelines should be adopted by all
organizations involved in facility planning and construction
The Facility Guidelines were produced to supplement the nine classifications. They provide area
range definitions of the physical structures, parking, and site needs for each of the nine
classifications of healthcare facilities. (This is in contrast with the Urban Planning Catchment and
Location Guidelines on pages 36 and 42 which guide the location and distribution of facilities.)
The Facility Guidelines were developed in coordination with MMUP and in line with the NHS and
QNMP.
The Facility Guidelines are the result of research and comparison across multiple reference sources.
In order to reflect best practice from around the world, the following reference standards where
compared and contrasted:
United States Facilities Guidelines Institute 2010 Guidelines for Design and Construction
of Health Care Facilities
United Kingdom National Health Service Health Building Notes and Health Technical
Memoranda
Australia Australasian Standards (lesser extent)
Abu Dhabi Health Authority Abu Dhabi (HAAD)
The recommended area requirements of the primary functional spaces such as inpatient bedrooms,
consultation rooms, operating theatres and imaging/diagnostic rooms for each of the nine Facility
Classifications were compared and contrasted against each of the reference standards listed above.
Industry best practice sizing of each of the spaces was documented so that the acceptable area
range for each of the functional spaces could be quickly and easily referenced.
The purpose in referencing HAAD standards was to reflect spatial differences specific to Middle East
healthcare facility planning that have direct application to healthcare facilities planned in Qatar.

The resulting Facility Guidelines provides land allocation recommendations for each of the nine
Facility Classifications as summarized in the table below.
Low Range High Range
Low-Range Parking Allocation
High-Range Area Building

Low-Range Area Building
High-Range Total Area

Low-Range Total Land
High-Range Free Area

Low-Range Free Area
High-Range Parking
Requirement (m )
Requirement (m )
Requirement (m )
Requirement (m )
2
2
Allocation (m )
2
Footprint (m )
Footprint (m )
2
2
Facility
(m )
Classifications Comments
2
Assume 4-6 consultation

Clinic 280 490 385 1,155 350 613 481 1,444
rooms
Assume 15-30
Health Center 1,950 3,413 2,681 8,044 4,200 7,350 5,775 17,325
consultation rooms
Health and Wellness Assume 45 consultation

2,550 4,463 3,506 10,519 3,825 13,338 8,606 25,819
Center rooms
May include imaging,

Diagnostic Center 2,075 3,268 2,672 8,015 2,075 6,536 4,306 12,917 pharmacy, laboratory
and/or consultation room
May include operating

Diagnostic and theatres, recovery rooms,
Treatment Center 2,025 3,544 2,785 8,354 3,600 10,080 6,840 20,520 imaging, pharmacy,
(DTC) laboratory and/or
consultation rooms
General Hospital 10,148 10,150 10,149 30,447 42,300 203,000 122,650 367,950 150-600 bed ranges
Assume 300 beds; utilize

Specialized Hospital 16,099 10,664 13,382 40,145 33,429 85,313 59,371 178,113 ratios for alternate facility
sizes
60-100 bed ranges;

Long-Term Care
5,150 5,250 8,430 18,830 21,250 17,500 19,375 178,113 utilize ratios for alternate
Center
facility sizes
Ranges shown for retail

Pharmacy 120 252 186 558 240 504 372 1,116 and outpatient
pharmacies

5 Healthcare Infrastructure Distribution
This chapter sets out the proposed distribution for healthcare infrastructure in Qatar. It covers the
distribution of:
Inpatient Facilities;
Outpatient Facilities;
Pharmacies; and
Major Medical Equipment.
Where this chapter makes recommendations for new facilities, it should be noted that these are
proposed but are not prescribed. The QHFMP is a living document which will change as models of
care and needs change, and as the public, semi-public and private sectors build new facilities. The
proposed facilities in this document are therefore a guideline which will be overseen by the Capital
Expenditure Committee (described in the following chapter on the legal and regulatory framework).
Population growth issues are integral to the planning priorities already outlined in the SCHs plans
and the MMUP framework plan. Proposed medical facilities and their bed or consultation room
capacity are based on estimated population distribution within the country at 2033.
The HMC Doha Campus will be maintained as the primary hub of medical services in Doha, given its
central location and the historic investment in infrastructure. New tertiary hospitals located in northern
Doha and southern Doha (between Old Airport and Industrial Area) will provide 1,573 beds and offer
services complementary to those found in at HMCs Doha Campus.
Smaller general hospitals at the Municipal level will be located, or remain, in Umm Slal, Central
Doha, Al Khor, Dukhan and Al Wakra. These smaller hospitals provide service for a broad catchment
area around each facility.
Towns, settlements, districts and neighborhoods will be serviced with local, primary care clinics that
provide comprehensive care for community health issues, depending on their location in the country
and their hierarchy in the national spatial strategy. The plan allows smaller communities to focus on
primary care and community medicine rather than the delivery of all services.
Whereas the process of proposing healthcare facilities was based on analysis of service needs and
service gaps by municipality, the distribution takes into consideration Qatars demographic growth,
the timeframe for construction of new facilities, the timeframe for introducing known-planned facilities,
the implementation of strategic health initiatives, the licensing of clinicians and facilities, the facility
guidelines included in the QHFMP, and of course the culture and expectations of Qatar.

5.1 Proposed Inpatient Facilities
Strategic Recommendation 14: Expansion to five existing facilities and five new inpatient
facilities are proposed
Inpatients facilities include General Hospitals, Specialized Hospitals and Long-Term Care Facilities.
In line with service gaps, the QHFMP proposes building five new inpatient facilities and expanding
five existing facilities over the next few years. This is in addition to the set of facilities already in the
planning pipeline.
The following table provides an overview of the proposed inpatient facilities and their capacity by bed
type.
General Medical/ Surgical
Skilled nursing & Geriatric

Obstetrics & Gynecology
Psychiatric/Behavioral
Physical Medicine &
Rehabilitation Beds
NICU/PICU Beds
Pediatric Beds
Health Beds
Total Beds
ICU Beds
Beds
Beds
Beds
Facility
Abu Hamour Medical Campus 160 190 30 56 64 500
Abu Hamour Mental Health Facility 95 95
Umm Slal Mental Health Facility 95 95
Umm Slal Skilled Nursing Facility 80 80
Al Daayen Womens & Childrens Hospital 165 56 30* 251
Al Wakra Hospital Expansion 50 24 48 122
Sidra Medical and Research Center Expansion 120 150 270
SML Hospital 1 Expansion 96 96
Total Beds 448 525 260 56 190 80 112 30 1701
*Shelled capacity
The numbers above for ICU beds take into consideration that the HGH replacement hospital (Tertiary
Hospital at HBK) will provide the equivalent 67 ICU beds from HGH and will add a further 60 to reach
127 ICU Beds.
Inaugurating the proposed inpatient facilities would address the identified bed gaps. However, as
shown in the graph below, in some instances this has resulted in a surplus of beds on the national
level. This surplus is mainly a consequence of configuring services in individual hospitals in an
efficient and sensible manner, and in order to ensure accessibility to services in the different regions.
Such surpluses are not uncommon when planning multiple facilities on a national basis and, as such,
the level of surplus in this case is not regarded as anomalous.

Identified Remaining
2033
Gap/Surplus Gap/Surplus
General Medical/Surgical Beds -26 74
Obstetrics & Gynecology Beds -525 0
Pediatric Beds -248 12
Physical Medicine & Rehabilitation
Beds -30 26
Psychiatric/Behavioral Health Beds -188 Inaugurating 2
Skilled nursing & Geriatric Beds -38 Proposed 42
Facilities
ICU Beds -133 39
NICU/PICU Beds 81 81
Abu Hamour Medical Campus

To the Southwest of Doha, there is currently a large population in and around Abu Hamour and Al
Thumama, which will grow significantly, with the new Airport and Barwa City developments requiring
greater access to healthcare and general hospital services. It is recommended that a new medical
campus should be established in this area for standard and lower-acuity patients, as well as a
complement of beds for women and children.
This facility will refer to tertiary care providers as necessary and will comprise the following beds:
160 General Medical/ Surgical Beds
190 Obstetrics and Gynecology Beds
30 Pediatric Beds
56 Physical Medicine and Rehabilitation Beds
64 ICU beds
The new campus will help to alleviate the gap in bed demand to the south of Al Rayyan municipality
as a result of new residential developments, which are anticipated to further increase the population
in the immediate area by over 100,000.

Abu Hamour and Umm Slal Mental Health Facilities
In order to respond to the identified gaps in Psychiatric/Behavioral Health Beds, peaking at a gap of
around 200 beds in 2022 and decreasing to 188 beds in 2033, two mental health facilities are
proposed and strategically located to maximize access. These include the following:
Abu Hamour Mental Health Facility, comprising 95 Psychiatric/Behavioral Health Beds
located in the Abu Hamour Medical Campus area
Umm Slal Mental Health Facility, comprising 95 Psychiatric/Behavioral Health Beds located in
Umm Slal, which includes a significant number of the Qatari National population.
Umm Slal Skilled Nursing Facility

The concentration of the National population in Umm Slal, Al Daayen, north of Al Rayyan, and north
of Doha reinforces the concept of locating the proposed Skilled Nursing Facility in Umm Slal near the
Al Rayyan border. This facility will comprise the following:
80 Skilled Nursing and Geriatric Beds
Al Daayen Womens & Childrens Hospital

To make use of adjacencies and in line with National and Non-SML Expatriate population
concentrations, a womens and childrens hospital is proposed to be located on the Trauma Mass
Casualty (TMCH) site. This will serve the northern area of Qatar, Lusail and parts of Doha
municipality. This facility will comprise the following:
165 Obstetrics & Gynecology Beds
56 Pediatric Beds
30 NICU/PICU Beds (as shell space)
The NICU/PICU beds are shelled to (a) reflect the QHFMP intention to keep these services
concentrated at Sidra and HMC, while (b) allowing for the flexibility to implement these services
following the detailed planning for the TMCH campus. If TMCH is to be a Level 1 trauma facility, it
may make sense for the site to be able to manage severely ill or injured infants and children on the
same site. We recommend that this service planning be conducted as part of the NHS Project 1.2,
Configuration of Hospital Services, as well as appropriate detailed clinical services planning between
appropriate physicians and leaders from TMCH, Sidra and HMC.
Al Wakra Hospital Expansion

Analysis indicates that Al Wakra Hospital will require expansion to accommodate the growth of the Al
Wakra community as well as the population growth associated with the expansion of Mesaieed
supporting the development of the new port. It is therefore proposed that Al Wakra Hospital be
expanded with the following beds:
50 Obstetrics & Gynecology Beds
24 Pediatric Beds
48 ICU Beds

Sidra Medical and Research Center Expansion
While some of the pediatric gap is of lower acuity, a portion of this can be attributed to specialty
pediatric care, and thus it is recommended, in keeping with the guiding principle to minimize dilution
of sub-specialties, that, as the population grows, Sidra will need to be expanded to provide additional
capacity. The QHFMP proposes expanding Sidra by the following number of beds:
120 Obstetrics and Gynecology Beds
150 Pediatric Beds
Expansion of the three SML Hospitals

In response to the identified gap in beds dedicated for treating SML Expatriates, the QHFMP
proposes expanding the three planned SML Hospitals to their maximum capacity by adding 96
General Medical/Surgical Beds to each. Demand for critical care services will be addressed through
other facilities, which are able to provide a full range of tertiary care services and beyond.
The following map shows the distribution of proposed inpatient facilities.

Distribution of Proposed Inpatient Facilities

5.2 Proposed Outpatient Facilities
Strategic Recommendation 15: 26 Health Centers, 11 Health & Wellness Centers, 14
Diagnostic and Treatment Centers (3 with hemodialysis capability) are proposed
Outpatient facilities include Health Centers (HCs), Health and Wellness Centers (HWCs), Diagnostic
and Treatment Centers (DTCs) and Diagnostic and Treatment Centers with Hemodialysis capability
(HDTCs). The QHFMP proposes building a total of 26 HCs (eight of which are for SML Expatriates),
11 HWCs, 11 DTCs, and 3 HDTCs.
It is worth noting that 50% of the identified gap in Specialty Clinic rooms was assumed to be provided
by hospital-based outpatient departments. The remaining Specialty Clinic rooms and all proposed
Primary Care Clinic rooms will be distributed over the proposed non-Hospital outpatient facilities. The
following table provides an overview of the proposed outpatient facilities by type.
Municipality HWC 45 HC 30 Rooms HC 15 Rooms HDTC DTC Total Consult

Rooms Rooms
Doha 8 5 - - 3 645
Al Wakra 2 SML 4 - 1 1 255
Al Rayyan 1+ 4 SML 1 + 1 SML 3 2 4 510
Umm Salal - 1 1 - 1 90
Al Daayen - - 2 - 2 120
Al Khor 2 + 2 SML - - - - 180
Al Shamal - 1 SML 1 + 1 SML - - 45
Total 855 390 105 0 495 1845
Consultation
Rooms
Inaugurating the proposed outpatient facilities addresses the identified gaps and ensures optimal
accessibility to services. As per HMCs master plan, it is anticipated that HMC will be the provider for
5 of the proposed DTCs.
The following key principles were considered when distributing outpatient facilities:
Locating large 45-room centers at or near major rail stations.
Locating medium 30-room centers in areas of greatest urban growth and/or areas that are
currently under-served.
Locating small 15-room centers at or near new hospitals.
Locating some stand-alone DTCs at or near major rail stations and in areas of greatest urban
growth and/or areas where access has historically been limited.
Locating DTCs to complement and support nearby or co-located health centers and reduce
the burden on hospitals.
Optimizing accessibility by following known transit networks.
Taking advantage of known developments and land availability.
Allowing potential for private sector involvement.
Promoting multiuse buildings.
Aligning the QHFMP with QNMP strategy for Community Facilities.
Creating flexibility for future growth.

Complementing sites already providing secondary/tertiary healthcare services.
Enhancing financial, workforce and system efficiencies.
Applying the relevant key principles for distributing facilities, the QHFMP proposes the distribution of
outpatient facilities as shown on the following map.

Distribution of Proposed Outpatient Facilities

5.3 Proposed Pharmacies
Strategic Recommendation 16: The distribution of pharmacies should be guided by the model
set out by NHS Project 1.6, Community Pharmacies Strategy
A pharmacy is a facility where prescription drugs are filled and dispensed by a qualified pharmacist.
The facility may also be the place where the preparation, composition, separation, bottling, packing
or selling of any medicine for prevention or treatment takes place. Pharmacies also provide a range
of supporting services, including patient education and other guidance. Pharmacies may be stand-
alone facilities or may be located inside hospitals (inpatient pharmacies), outside hospitals (outpatient
pharmacies), in health centers or in mixed-use facilities.
The QHFMP considered the following key principles when distributing pharmacy facilities:
Community pharmacies should be located near rail stops, within health centers or mixed-use
developments.
Each community pharmacy should serve a population of around 5,900 people, based on the
original NHS target of 0.17 community pharmacies per 1,000 population.
Inpatient Pharmacies should be located within hospitals to meet the pharmaceutical needs of
patients, clinical programs and staff.
In line with identified pharmacy requirements by municipality, the analysis would suggest opening
200 additional pharmacies by 2033. It was intended that these would be spread across the country
based on population growth and existing provision by municipality. The following map provides an
overview of the required number of pharmacies by municipality.
Proposed Pharmacies (2033)
Al Al Umm Al Al
Municipality Doha Al Khor Total
Wakra Rayyan Slal Daayen Shamal
Pharmacies 3 57 61 4 41 29 4 200
Due to the role of the Community Pharmacy Strategy and the national health insurance scheme
(Seha) in enhancing the role of the private sector into becoming part of service delivery, the gap will
become smaller.
The SCH will conduct detailed analysis and validate existing modeling of the future demand for
pharmacy services and facilities as a result of the implementation of NHS Projects 1.6 and 6.3.The
SCH will update the planned distribution of pharmacies accordingly.

Distribution of pharmacies by municipality

5.4 Proposed Major Medical Equipment
Strategic Recommendation 17: Over time, Major Medical Equipment should be located
increasingly and appropriately in diagnostic centers and diagnostic treatment centers.
Major Medical Equipment (as described in Section 3.4) is primarily located within hospital facilities.
Currently, the majority of MME devices are located in the HMC hospitals. However, strategically, as
Qatar shifts from hospital-centric care to ambulatory medicine and population health management,
significant outpatient utilization of MME should occur in Diagnostic Centers and DTCs. The following
table summarizes the MME Distribution Strategy for 2033:
Tanween Hospital
Medical Campus
3 SML Hospitals
Hospital & WIC
Hamad Medical
Expansion at Al
Expansion at Al
Aster Hospital
TMC General
Expansion at
Expansion at
Abu Hamour
Total
Wakra
Sidra
Khor
City
MME Devices Comments
Remaining 15 MRIs distributed

MRI Machines 2 5 1 2 1 1 3 1 1 17
over DTCs and other Hospitals
Remaining 13 CT Scans
CT Scanners 3 6 1 4 2 2 3 1 1 23 distributed over DTCs and other
Hospitals
Very limited Interventional
Interventional
Procedures will occur in DTCs.
Medical
12 12 11 9 9 53 The potential for shifting
Procedures
equipment to DTCs will be
Devices
based on case-by-case review
Distribute remaining 108 dialysis
Hemodialysis stations across 3 HDTCs
30 10 40
Units collocated with DTC and
Specialty Clinics

CT Scanner Distribution by Facility (2033)
Facilty CT Scanners
Abu Hamour Medical Campus 3
TMCH 5
Al Daayen Womens & Childrens Hospital 1
Expansion at Sidra 1
Expansion at HMC 4
Expansion at Al Khor Hospital 2
Expansion at Al Wakra Hospital 2
3 SML Hospitals 3 (1 per hospital)
Tanween Hospital 1
Aster Hospital 1
DTCs and Other Hospitals 13
Total 36
The 2033 gap for CT scanners is calculated to be 36 machines. While much of CT imaging is
currently inpatient and hospital based in Qatar, over time, as the shift from hospital-centricity to
ambulatory medicine occurs, the utilization of CTs within Diagnostic Centers will become common
place. The overall countrywide gap is recommended to be addressed as shown in the table.
Radiation Therapy Equipment Distribution

Currently, with the Linear Accelerators (LinAc) and High Dose Rate (HDR) treatment capability at the
NCCCR, Qatar is well supplied with the ability to treat both the current and projected population;
however, part of the National Cancer Strategy 2011-2016 (NCS) is to extend Qatars oncology
service area within the Gulf region and Western Asia, and to become a destination center of care
(SCH, 2012). Should future data show that significant patient volumes, from outside the immediate
Qatar service area, are impacting the ability to perform radiation therapy services, additional LinAc
modalities will need to be considered.
MRI Distribution
The total gap of MRI machines in 2033 is 32. While much of MRI imaging is currently inpatient and
hospital based in Qatar, over time, as the shift from hospital-based care to ambulatory care occurs,
the utilization of MRI machines within diagnostic centers will become common place. The overall
countrywide gap is recommended to be addressed as shown in the table.

MRI Machines Distribution by Facility (2033)
Facilty MRI Machines
Abu Hamour Medical
2
Campus
TMCH 4
Al Daayen Womens &
1
Childrens Hospital
Expansion at HMC 2
Expansion at
1
Al Khor
Expansion at Al Wakra 1
3 SML Hospitals 3 (1 per hospital)
Tanween Hospital 1
Aster Hospital 1
DTCs and Other Hospitals 15
Total 32
PET Scanner Distribution

Currently, with the PET scanning capability at the NCCCR, Qatar is well supplied with positron
imaging capability based on both the current and projected population; however, part of the NCS to
extend Qatars oncology service area within the Gulf region and Western Asia, and to become a
destination center of care (SCH, 2012). Should future data show that significant patient volumes,
from outside the immediate Qatar service area, are impacting PET scanning availability, additional
PET modalities will need to be considered to accommodate the increased utilization.
Interventional Medical Procedure Devices Distribution

The increase in Interventional Medical Procedure Devices in relation to procedures that historically
been performed predominantly in the operating theatre is expected to create a significant gap in
equipment demand to supply over the next twenty years. The 2033 gap of Interventional Medical
Procedure Devices is 53 devices.
Due to the requirement for multi-disciplinary teams and specialists to perform interventional
procedures, and the need for preparation, anesthesia/sedation, and post procedure recovery
facilities, the future distribution is anticipated to remain hospital centric.

Interventional Medical Procedure Devices
Distribution by Facility (2033)
Facilty Devices
Abu Hamour Medical
12
Campus
TMC and General Hospital 12
Expansion at HMC 9
Expansion at
9
Al Khor
Expansion at Al Wakra -
3 SML Hospitals -
Tanween Hospital -
Aster Hospital -
DTCs and Other Hospitals -
Total 53
Hemodialysis Units Distribution

The overall gap of dialysis units for 2033 is 148. The largest percentage of the gap is in Al Rayyan
(63%). Two large 45 station hemodialysis centers are proposed for the northern and southern sectors
of Al Rayyan, one near Qatar Foundation and one near the proposed Abu Hamour Medical Campus.
A third large outpatient hemodialysis center will be required in Al Wakra. The remaining hemodialysis
stations should be placed within hospitals and existing facilities in Metropolitan Doha to
accommodate the demand.

6. Legal and Regulatory Framework
Developing an effective legal and regulatory framework is critical for the successful implementation of
the QHFMP.
The healthcare sector in Qatar is governed by certain legislative requirements such as Emiri
Decrees, Council of Ministers Decisions and Ministerial Decisions.
This chapter describes how the Qatar Certificate of Need (QCON) Program will be used as a tool to
implement the QHFMP. It also highlights the laws that regulate the provision of healthcare services in
Qatar and identifies recommendations on how they can be amended to facilitate the implementation
of the QHFMP.
6.1 Qatar Certificate of Needs Program

Strategic Recommendation 18: New builds and other significant healthcare infrastructure
requirements should be overseen by a new Capital Expenditure Committee
Strategic Recommendation 19: The Qatar Certificate of Needs Process should be

implemented to ensure healthcare infrastructure developments meet the needs of the
population
The QCON program is a component of NHS Project 6.5, Capital Expenditure Committee
Establishment. The CAPEX Committee will provide regulatory oversight to enforce the QHFMP,
using the QCON program as an implementation tool. Under the supervision of the Capital
Expenditure (CAPEX) Committee, the QCON program will ensure the orderly development of
healthcare services across Qatar by evaluating significant infrastructure projects against the QHFMP,
other policies, population needs, and financial sustainability. When fully implemented, the QCON
program will apply to both the public, semi-public and private sector providers in Qatar.

Box 6: THE QATAR CERTIFICATE OF NEEDS (QCON) PROCESS
The following describes the process of how the QCON program will be used to approve the development of
healthcare facilities in line with the QHFMP:
1. Letter of Intent: All persons who are proposing to provide any new, or change existing, healthcare
services must submit a Letter of Intent (LOI) to the SCH Licensing Department, notifying them of their
intent to do so.
2. Initial Assessment: On receipt of each completed LOI, the SCH Licensing Department will assess the
proposed projects consistency with the relevant portion of the QHFMP.
3. Non-Reviewable Projects: If the project as described in the LOI is not QCON-reviewable, the Applicant
can proceed with his application with the SCH Licensing Department. The SCH Licensing Department will
consider the application and, if appropriate, issue a preliminary approval (with a six-month renewable
term) and the Applicant proceeds to steps 8 9, below.
4. QCON-Reviewable Projects: If the project as described in the LOI is deemed by the QCON program
staff to be QCON-reviewable, the QCON program staff will inform the Applicant that a QCON is required
and the Applicant must submit all required documentation to QCON. The next batching cycle in which a
CON for the type of proposed project will be accepted will also be notified.
5. QCON Recommendation to the CAPEX Committee: On receipt of a completed QCON Application, the
QCON program staff then review the Application and issue a recommendation to the CAPEX Committee
as to whether or not a QCON should be issued.
6. CAPEX Committees Review of the Application: The CAPEX Committee reviews the Application and
the QCON program staff recommendation, and issues or denies a QCON.
7. Appeal of the CAPEX Committees Decision: The Applicant may appeal the CAPEX Committees
denial to the Minister of Public Health. This appellate procedure has been selected as it is the most
efficient manner of having an Appeal reviewed by an independent body, which has not been directly
involved in the QCON- CAPEX Committee process.
8. Preliminary Approvals of Reviewable Projects: Once the QCON has been issued, the Applicant may
proceed with his application with the SCH Licensing Department for a license. The SCH Licensing
Department will consider the application and, if appropriate, issue a preliminary approval (six-month
renewable term).
9. Procurement of all other Required Permits, Approvals and Licenses: The Applicant then procures all
other permits, approvals or licenses from appropriate Ministries and authorities in Qatar. These may
include, but are not necessarily limited to, the following:
Ministry of Economy and Commerce issues Commercial Registration for owners and operators of
private Health Care Facilities;
Ministry of Municipality and Urban Planning issues preliminary approvals of building plans (DC-1 and
DC-2), Building Permits, and Building Completion Certificates;
Ministry of Interiors General Directorate of Civil Defense issues approvals before commencing
construction, conducts Building Safety Inspection after construction completed and before building
becomes operational, and issues Hazardous Material Permits;
Ministry of Environment issues permission before an Applicant may apply for a Hazardous Material
Permit;
Ashghal issues approvals for connections to public utilities.
10. Final Approval: Applicant returns to the SCH Licensing Department for final approval and issuance of an
SCH Health Care Facility License.

6.2 Legal and Regulatory Considerations
Strategic Recommendation 20: Where necessary existing laws should be amended to support
the implementation of QHFMP
Several existing laws regulate the development of healthcare services in Qatar. As part of developing
a legal framework for implementing the QHFMP, these laws were assessed to identify how they
affect the implementation of the QHFMP and how best they can be amended to facilitate the
implementation of the master plan.
These laws include the following:
Relevant Laws Areas relevant to the Considerations

Implementation of the QHFMP
Law on Establishes the Permanent

Regularizing Licensing Authority at the Ministry
Health Care of Public Health (Note:
Facilities (Emiri
Permanent Licensing Authority is
Law 11 of 1982)
now known as the Permanent
Licensing Committee).
Defines healthcare facilities: Definition of health care facility

Article 2. needs to be consistent with the
definition adopted in the CAPEX
Committee Resolution and the
QCON policies & procedures
Sets the appeal period to license All SCH Appeal Procedures should
rejections to 2 months: Article 5. be consistent. Appeal is currently
set to one-month time limit in the
proposed CAPEX Committee
Resolution.
Indicates that the manager of a Requirements of the managers of

health care facility must be a heath care facilities need to be
doctor licensed to work in Qatar: consistent with the QHFMP.
Article 6.
Indicates that an application form Application information should be

for a new health facility does not detailed in line with the QCONs
require facility plans and Letter of Intent and Application.
specification: Article 8.
States that if a Licensee dies, their If the licensee of a QCON-

heir may assume upon application approved facility dies, procedures
approval: Article 11 must be consistent with the QCON
policies & procedures and the legal
framework for the QHFMP.

States that licenses will be Additional cancellation grounds

cancelled in six months from would be needed to align with
business termination: Article 13. QCON program.
States that a building a private Definition of private pharmacy

pharmacy is allowed; however, it must be consistent with the
is required to have a pharmacy if a QHFMP.
hospital has more than 50 beds:
Article 18.
In case of emergency, the Minister Provisions regarding emergency

of Health may issue an order to use of healthcare facilities must be
amend the use of a facility as consistent with the QHFMP.
necessary: Article 25.
Ministerial Indicates that the Permanent Ensure consistency with CAPEX

Resolution Licensing Committee must Committee Resolution, as CAPEX
Regarding approve location of equipment: Committee must approve locations
Equipment in
Article 2. of QCON-reviewable healthcare
Private Clinics
(Minister of facilities and equipment.
Public Health
Resolution 9 of
1987)

Resolution Licensing Committee approves Committee Resolution, as CAPEX
Regarding Health location and specifications for Committee must approve locations
Paraphernalia for
labs: Article 3. of QCON-reviewable facilities and
Private Medical
Labs (Minister of equipment.
Public Health
Resolution 2 of
1989)

Resolution Licensing Committee approves Committee Resolution, as CAPEX
Regarding location and specifications: Article Committee must approve locations
Apparatus in
2. of QCON-reviewable healthcare
Radiation Clinics
(Minister of facilities and equipment.
Public Health
Resolution 3 of
1990)

Council of Indicates that the Medical Definition of facilities needs to be

Ministers Licensing Department within the consistent with the definition
Resolution Ministry of Public Health issues adopted in the CAPEX Committee
establishing
licenses to professionals and Resolution and the QCON policies
Medical
Licensing facilities (pharmacies, private & procedures
Department. clinics, medical profession).
(No. 45 of 2001)
Ministerial Defines healthcare facilities as Definitions need to be consistent

Resolution on follows: with the definitions adopted in the
Requirements for CAPEX Committee Resolution and
Medical 1. Public Hospital: minimum 50
the QCON policies & procedures
Establishments beds
(Min. Public
Health Resolution 2. Specialist Hospital minimum 20
10 of 2002) beds for each specialty
3. Short stay Centers: minimum
10 beds
: Article 1.
Emiri Decree The purpose of this decree is to Ensure consistency with CAPEX
establishing enhance the qualifications of Committee Resolution,
Qatari Board of practitioners at public and private specifications for certification must
Medical
medical facilities, including (Article be consistent with QCON.
Specialties (No. 7
of 2013) 3): Approving the specifications for
certifying hospitals, health Centers
and clinics.
Emiri Decree Specifies that the fiscal year at Ensure that this fiscal year
incorporation of HMC is 1st January to end of corresponds to the batching cycles
Hamad Medical December: Article 21. to be established and detailed in
Corporation (No.
45 of 2005)
Emiri Decree Specifies that the fiscal year at Ensure that this fiscal year
establishing PHCC is 1st April to end of March: corresponds to the batching cycles
Primary Health Article 11. to be established and detailed in
Care Corporation
(No. 15 of 2012)
In addition to the above mentioned considerations, the following general amendments to existing
laws need to be considered in order to ensure consistency with the QHFMP legal framework and the
QCON program:

Clearly identifying licensing authorities. The Qatar Council for Healthcare Practitioners is
responsible for licensing healthcare professionals, and the Healthcare Facilities Licensing Section
within the SCH is responsible for licensing healthcare facilities.
Reconciling definitions of health care facilities and specifications among the various laws and
resolutions, to ensure consistency with the QHFMP and QCON program.
Amending the Permanent Licensing Authority 1982 Law to be consistent with the QHFMP and
QCON program.
Reconciling fiscal year and budgeting timeframes for HMC, PHCC and SCH licensing reviews in
line with the batching cycles established and detailed in the QCON program.
Further detail on QCON process and the work of the CAPEX Committee will be made available in
due course, as part of NHS Project 6.5, Capital Expenditure Committee Establishment.

7. 5 Year Action Plan and Implementation
Considerations
The following chapter provides an action plan that describes the priorities for healthcare infrastructure
for the next five years for SCH and stakeholders.
7.1 First 5 Year Action Plan

Action 1: Implement the first 5 year action plan and subsequent plans produced for the next
three 5 year periods within the overall strategy timeframe
The 5 Year Action Plan spells out the necessary steps for implementing the initial and foundational
phase of the QHFMP. It also identifies when each of the proposed facilities should be inaugurated to
ensure that service gaps are closed in a timely fashion. The action plan does not encompass the
actions required to inaugurate known planned facilities, since these facilities have been accounted
for in the gap analysis and their development is being delivered by the authorities responsible for
them.
It is expected that subsequent action plans will be produced for the next three 5-year periods to cover
the actions needed up to 2033.
This action plan phases the inauguration of proposed facilities based on the following key
considerations:
The location, capacity and service mix of the proposed healthcare facilities.
Demand projections by municipality and build-up of critical mass to support the service mix of
each facility.
The action plans for the following types of facilities:
Inpatient facilities, including General Hospitals, Specialized Hospitals and Long Term Care
Facilities;
Outpatient facilities, including Health Centers (HCs), Health and Wellness Centers (HWCs),
Diagnostic and Treatment Centers (DTCs) and Diagnostic and Treatment Centers with
Hemodialysis capability (HDTCs); and
Pharmacies.

7.1.1 Inpatient Facilities Action Plan
Action 2: Begin work over the next 5 years on the majority of the new inpatient facility builds
and expansions
The QHFMP outlines a need for five new inpatient facilities and expanding five existing facilities over
the next few years. These include the following:
Building a medical campus in Abu Hamour, over three phases:
- Phase 1: encompasses 190 Obstetrics and Gynecology Beds, 30 Pediatric Beds, and
64 ICU Beds.
- Phase 2: encompasses 56 Physical Medicine and Rehabilitation Beds.
- Phase 3: encompasses 160 General Medical/Surgical Beds.
Building a womens and childrens hospital on the TMCH site to encompass 165 Obstetrics
and Gynecology Beds, and 56 Pediatric Beds.
Building a mental health facility in Abu Hamour to encompass 95 Psychiatric/Behavioral
Health Beds.
Building a mental health facility in Umm Slal to encompass 95 Psychiatric/Behavioral Health
Beds.
Building a skilled nursing facility in Umm Slal to encompass 80 Skilled Nursing and Geriatric
Beds.
Expanding Al Wakra Hospital to encompass an additional 50 Obstetrics and Gynecology
Beds, 24 Pediatric Beds and 48 ICU Beds.
Expanding Sidra Hospital to encompass an additional 120 Obstetrics and Gynecology Beds
and 150 Pediatric Beds.
Expanding the three planned SML hospitals to encompass an additional 96 General
Medical/Surgical Beds at each site (288 in total). Beds available to SML Expatriates will be
higher than show in the QHFMP, as this population will access tertiary care services and
beyond at any provider.

The following table represents the action plan for inaugurating the proposed inpatient facilities. It
identifies when each proposed facility or expansion should come online, the duration of the planning
phase, the duration of the design phase and the duration of the construction phase.
Action Plan for Inaugurating Proposed Inpatient Facilities
No Action
Umm Slal Skilled Nursing

Sidra Hospital Expansion
Womens and Childrens
Umm Slal Mental Health
Expansion of the 3 SML
Hospital at Al Daayen
Abu Hamour Medical
Abu Hamour Medical
Abu Hamour Medical
Abu Hamour Mental

Campus Phase 1
Campus Phase 2
Campus Phase 3
Land
Al Wakra Hospital
Health Facility
Allocation
Expansion
Hospitals
Facility
Facility
Plan Phase
Design
Phase
Build
Phase
Operate
Proposed
Operation 2017 2020 2024 2030 2020 2020 2020 2020 2021 2024
Year
2033
2032
2031
2030
2029
2028
2027
2026
2025
2024
2023
2022
2021
2020
2019
2018
2017
2016
2015
2014
Required action over
the next 5 years
As evident in the graph above, the action plan encourages early coordination with the MMUP to
allocate land for all proposed new facilities. This should start in tandem with the QHFMP project
deliverables, and should be finalized as soon as possible during 2014. Following land allocation, the
action plan allows a year for the planning phase, a year for the design phase, and three years for the
construction phase of each facility.

To address the National and Non-SML Expatriate service gaps, the action plan proposes initiating the
following:
The three phases of the Abu Hamour Medical Campus to be completed by 2019. Although
analysis suggests operating Phase 1 of the Abu Hamour Medical Campus first, to respond to
identified gaps in Obstetrics and Gynecology Beds, Pediatric Beds and ICU Beds, it is more
cost effective to build all three phases of the campus and shell the beds for Phases 2 and 3.
The Umm Slal Mental Health Facility and the Abu Hamour Mental Health Facility to be
completed by 2019.
The womens and childrens hospital at Al Daayen and expanding Sidra hospital in Al Rayyan,
to be completed by 2019.
The expansion of Al Wakra hospital to be completed by 2020.
The Umm Slal Skilled Nursing Facility to be completed by 2023.
To address the SML Expatriate service gaps, the action plan proposes expanding the three SML
hospitals. Since the planning and design for these facilities is complete, construction of the additional
capacity should be able to finish in 2016, in line with the original plan for constructing these hospitals.
Beds available to SML Expatriates will be higher than show in the QHFMP, as this population will
access tertiary care services and beyond at any provider.
7.1.2 Outpatient Facilities Action Plan
Action 3: Begin work over the next 3 years on approximately 20 of the 51 proposed outpatient
facilities
The QHFMP proposes building a total of 26 Health Centers (eight of which are for SML Expatriates),
11 Health and Wellness Centers, and 14 Diagnostic and Treatment Centers, three of which provide
hemodialysis services.
The following tables represent the action plan for inaugurating the proposed outpatient facilities for
Nationals and Non-SML Expatriates, and for SML Expatriates. The action plan identifies the number
of outpatient facilities that need to be built, and when their build process should be initiated.

Action Plan for Inaugurating Proposed Non-SML Outpatient Facilities
Land
Allocati
on/
Plannin
g/
Doha Al Wakra Al Rayyan Umm Slal Al Daayen Al Khor Al Shamal
Design
Build
Phase
HDTC
HDTC
HDTC
HDTC
HDTC
HDTC
HDTC
HWC
HWC
HWC
HWC
HWC
HWC
HWC
DTC
DTC
DTC
DTC
DTC
DTC
DTC
Facility
HC
HC
HC
HC
HC
HC
HC
Type
2020
2019
2018 4 1 2 3 1 1 1
2017
2016
2015
2014 1 7 1 1 2 1 1 2
the next 5 years
Action Plan for Inaugurating Proposed SML Outpatient Facilities

Land
Allocati
on/
Plannin
g/
Doha Al Wakra Al Rayyan Umm Slal Al Daayen Al Khor Al Shamal
Design
Build
Phase
2020
2019
2018 1 1 1
2017
2016
2015
2014 1 2 1
Note: the numbers in the boxed refer to the number of facilities that need to be built
the next 5 years

Outpatient facilities expected to be inaugurated within the next 5 years
For Nationals and Non-SML Expatriates:
Location Details
Doha HC Aster 30 rooms

One HC and seven HWC HWC Gate 45 rooms
HWC Messila 45 rooms
HWC Najma D-Ring 45 rooms
HWC Al Khubaib 45 rooms
HWC Al Maamoura 45 rooms
HWC - C Ring 45 rooms
HWC - Fareej Al Ali 45 rooms
Al Wakra DTC - Al Wakra Waterfront 45 rooms

One DTC and one HDTC HDTC - Al Wakra
Al Rayyan DTC - Abu Hamour 45 rooms

Two DTCs and one HDTC DTC - Al Rayyan 45 rooms
HDTC - Al Rayyan
Umm Slal DTC 45 rooms

One DTC
Al Daayen DTC TMCH 45 rooms

Two DTCs DTC - Lusail 45 rooms
For SML Expatriates:
Location Details
Al Wakra HC - North of Mesaieed 45 rooms

One HC
Al Rayyan HC - Rawdat Rasid (1) 45 rooms

Three HC HC - Rawdat Rasid (2) 45 rooms
HC Qasasil 30 rooms
Al Khor HC Simsimah/Al Ghuwayriyah (1) 45 rooms

Two HC HC Simsimah/Al Ghuwayriyah (2) 45 rooms

Outpatient facilities where the building process is expected to be initiated within the next 5
years
For Nationals and Non-SML Expatriates:
Location Details
Doha HC30 - Medna Center 30 rooms

Four HC and one HWC HC30 Msheireb 30 rooms
HC30 - New Airport 30 rooms
HC30 Souq 30 rooms
HC45 - Fareej Kulaib 45 rooms
Al Wakra HC30 - Al Wakra North 30 rooms

One DTC and one HDTC HC30 - Al Wakra South 30 rooms
Al Rayyan HC15 Aspire 15 rooms

Four HCs HC15 - Abu Hamour 15 rooms
HC30 - Al Sadd 30 rooms
HC45 Luqta 45 rooms
Umm Slal HC30 Zekreet 30 rooms

One HC
Al Daayen HC15 TMCH 15 rooms

One HC
For SML Expatriates:
Location Details
Al Wakra HC45 Mesaieed 45 rooms

One HC
Al Rayyan HC45 - Shahaniya (1) 45 rooms

Two HC HC45 - Shahaniya (2) 45 rooms
Al Shamal HC30 - Ras Laffan 30 rooms

One HC

7.1.3 Pharmacies Action Plan
Action 4: Determine the action plan for pharmacies in line with NHS Project 1.6, Community
Pharmacies Strategy
Based on the estimates of produced by the QHMFP modelling a total of 184 pharmacies would be
required across Qatar over the next five years up to 2018. Approximately 5% of these pharmacies
would be needed for Doha, 27% for Al Wakra, 28% for Al Rayyan, 4% for Umm Slal, 19% for Al
Daayen, 15% for Al Khor and 2% for Al Shamal.
become smaller.
The SCH will update the planned distribution of pharmacies according to the detailed analysis and
validation of existing modeling of the future demand for pharmacy services and facilities as a result of
NHS Projects 1.6 and 6.3 implementation.
7.2 Illustrative Estimated Capital Cost

Action 5: Work with the public, semi-public and private sectors to deliver these facilities
There is a significant investment opportunity in delivering the needed healthcare facilities. The
QHFMP Capital Cost Estimates Model has been developed to derive an illustrative estimate of the
capital cost of the proposed infrastructure. These estimates are intended to inform long-term budget
planning for the SCH and all QHFMP projects will require detailed cost estimates to be developed
during execution. The figures included here are based on common assumptions and rates which
have been applied to all projects to ensure comparability and consistency across the capital program
as a whole and include standard adjustments, based on current market conditions and recent project
outcomes.
These estimates are only illustrative values to inform long-term budget planning. All QHFMP projects
will require an appropriate cost estimate to be developed during implementation.
The approach to the development of the model was in three steps, as follows:
Collection of the input data
Development of the model framework
Capital Estimate Outputs
Based on the inputs provided, the total estimated capital cost to deliver the infrastructure required to
fulfill the projections set out in the QHFMP by 2033 is as follows:

Capital program estimates QAR millions high-low by facility type (Rounded)
Facility type Low estimate High estimate
Health Centers 4,780 6,375
Health and Wellness Centers 3,155 4,210
DTCs and HDTCs 10,360 13,815
Hospitals 21,350 28,470
Long-term care facilities 2,975 3,965
Total 42,620 56,835
Further breakdown of these costs are included in the detailed analysis chapter of Part 2 of this report.
7.3 Geographic Information System
Action 6: Continue to update the GIS application (GeoMed) as an effective tool for QHFMP
implementation
The Geographic Information System (GIS) is a computer based information system capable of
integrating data from various sources to provide necessary information in a visualized spatial form for
effective decision making. The GIS application (GeoMed) has been developed to be an effective tool
to support implementation of the QHFMP. It contains the analysis and guidelines underpinning the
QHFMP and helps to plan healthcare facilities by highlighting their relationship to the surrounding
geography, population and infrastructure.
The figure below as a screen capture from the SCH GIS Application.

Source: SCH GeoMed (GIS) application (snapshot of existing, planned and proposed facilities)

8. Summary of Strategic Recommendations & 5 Year
Action Plan
The SCH will work with stakeholders to implement the QHFMP and ensure the right healthcare
infrastructure for Qatars population.
The tables below summarize the strategic recommendations and actions highlighted throughout this
report.
Box 7: Strategic Recommendations
1. There should be a significant increase in inpatient beds and outpatient rooms

2. Health care infrastructure should be based on the agreed model of care
3. Healthcare infrastructure should be based on the Qatar National Master Plan Community Facility
Guidelines
4. Healthcare infrastructure should be developed in line with the new urban planning population catchment
standards and guidelines for healthcare facilities
5. Healthcare facilities should be located and designed to promote liveable communities
6. Healthcare facilities should be well supplied with transit services
7. The location of healthcare facilities should informed by the size and distribution of urban population
centers
8. The HMC Doha Campus will remain and new tertiary hospitals should be built
9. Smaller general hospitals should be distributed so that they serve the municipalities
10. Health clinics, pharmacies and other health services should be distributed to serve local needs
11. Healthcare facilities should be arranged in a hybrid scenario (between hub and spoke and hub and hub
models) where there are two large tertiary care campuses in the country
12. The 9 new healthcare facilities classifications should be adopted by all organizations involved in facility
planning and construction
13. The Facility Guidelines should be adopted by all organizations involved in facility planning and
construction
14. Expansion to five existing facilities and five new inpatient facilities are proposed
15. 26 Health Centers, 11 Health & Wellness Centers, 14 Diagnostic and Treatment Centers are proposed
16. The distribution of pharmacies should be guided by the model set out by NHS Project 1.6, Community
Pharmacies Strategy
17. Over time, Major Medical Equipment should be located increasingly and appropriately in diagnostic
centers and diagnostic treatment centers.
18. New builds and other significant healthcare infrastructure requirements should be overseen by a Capital
Expenditure Committee
19. The Qatar Certificate of Needs Process should be implemented to ensure healthcare infrastructure
developments meet the needs of the population
20. Where necessary existing laws should be amended to support the implementation of QHFMP

Box 8: 5 Year Action Plan
1. Implement the first 5 year action plan and, in due course, subsequent plans produced for the next three
5 year periods within the overall strategy timeframe
2. Begin work over the next 5 years on the majority of the new inpatient facility builds and expansions
3. Begin work over the next 3 years on approximately 20 of the 51 proposed outpatient facilities
4. Determine the action plan for pharmacies in line with NHS Project 1.6, Community Pharmacies Strategy
5. Work with the public, semi-public and private sectors to deliver these facilities
6. Continue update the GIS to provide an effective tool for QHFMP implementation

9. Further Information
For further information on the QHFMP please contact the SCH Health Planning and Assessment
Department at: QHFMP@sch.gov.qa.

PART 2

10. Current State Analysis (In Detail)
This chapter provides further details on the current state analysis summarized in chapter 2.
10.1 Population
According to the population count published by the MDPS, the population of Qatar, as of 31 May
2014, is 2,174,035 (MDSP, 2014). However, the most recent census with detailed demographics of
Qatar was published in 2010 with a total population count of 1,699,435 (QSA, 2010). The Qatar 2010
Population and Housing Census (Qatar Census 2010) has been used in to describe the current
population demographics.
10.1.1 Population by Geography

Qatars population may be geographically divided in several ways. Officially, Qatar is divided into
seven municipalities: Doha, Al Rayyan, Al Wakra, Umm Slal, Al Khor and Al Thakhira, Madinat Al
Shamal and Al Daayen. As shown on the map below, Doha Municipality houses 47% of Qatars
population, closely followed by Al Rayyan Municipality, which houses 27%, followed by Al Khor and
Al Thakhira and Al Wakra, each respectively housing 11% and 8%. The municipalities of Umm Slal,
Al Daayen and Madinat Al Shamal, each house less than 5% of Qatars population.
The vast majority of Qatars population is located in Metropolitan Doha, which as of 2008 housed
87% of Qatars population. According to the QNDF, Metropolitan Doha is composed of the Doha
Municipality as well as the bulk of the residential part of Al Rayyan and Al Wakra municipalities
(MMUP, 2010).

Population by Municipality (2010)

10.1.2 Population by Nationality
The QHFMP divides the population in Qatar into three groups as follows:
Nationals: this refers to citizens, the Qatari population.
Non-SML Expatriates: this refers to the white collar expatriate population.
SML Expatriates: this refers to the SML Expatriate population, defined as people living in
labor gatherings (GSDP, 2012).
Using the statistics presented in the Qatar Census 2010, the population in Qatar can be divided into
different groups based on nationality and type of accommodation. While the census provides a
breakdown of the population by nationality for the 10+ age group, it does not provide a similar
breakdown for the group that is below the age of ten.
According to the census, the number of Nationals over the age of ten is 174,278, approximately
10.3% of the total population in Qatar. The number of Expatriates for the same age group is 512,052,
approximately 30.1% of the total population in Qatar. The National and Expatriate population
belonging to the age group below ten years of age is estimated at 167,593, approximately 9.9% of
the total population. The SML Expatriate population is estimated at 845,511, approximately 49.8% of
the total population in Qatar.
With regards to the distribution of the National and Expatriate population, the vast majority of the
National population resides in Doha and Al Rayyan Municipalities. Al Rayyan houses the majority of
the National population with 45.3% of the total National population, followed by Doha with 32.4%,
Umm Slal 9.0%, Al Wakra 6.1%, Al Daayen 2.9%, Al Khor and Al Thakhira 3.5%, and Madinat Al
Shamal 0.9%. Doha houses the majority of the Expatriate population with 49.3% of the total
Expatriate population, followed by Al Rayyan 23.0%, Al Khor and Al Thakhira 13.5%, Al Wakra 8.7%,
Umm Slal 2.6%, Al Daayan 2.5%, and Madinat Al Shamal 0.4%.

10.1.3 Population by Gender
In Qatar, males make up 76% of the total population. To varying degrees, the male majority holds
true in each of the seven municipalities as demonstrated in the figure on the right. In highly industrial
areas such as Al Khor and Al Thakhira the percentage of males in the Expatriate population is as
high as 96% due to Single Male Laborers living in labor gatherings. The percentage of males in Doha
and Al Rayyan, the two municipalities with the largest populations, is 82% and 73% respectively. It is
worth noting that the ratio of males to females amongst the National population is 49% to 51%, which
is consistent across all municipalities.
10.1.4 Population by Age Group

The vast majority of Qatars population belongs to the 15-59 age group, with significantly more
people than the 0-14 and seniors aged 60 and above groups. People belonging to the 15-59 age
group make up 84% of the population in Qatar. This includes SML Expatriates living in labor
gatherings who constitute 49% of the population. The 0-14 age group constitutes 14% of the
population, while people who are 60 years and above account for 2% of the population.

10.2 Healthcare Facilities
This section provides an overview of the major existing healthcare facilities in Qatar, based on data
available at the time of producing the QHFMP. The data was largely collected from providers in
October 2013.
In order to forecast the future supply of healthcare service delivery, it is important to acknowledge the
major planned healthcare facilities in the country. Planned facilities are of two types:
Facilities that are categorized by the Healthcare Facilities Licensing Department at SCH as
being under construction, which means that the applicant has received approval to start
developing their facility.
Facilities that are not reported within the Healthcare Facilities Licensing Departments list of
under construction, but which are known through official sources to be in strategic or
physical development.
Inpatient and Outpatient services provided in Qatar are as follows:
Inpatient services Outpatient services
Al Ahli Hospital. The outpatient departments of hospitals.

The American Hospital. Primary Health Care Corporation health
Centers.
Aspetar.
Ministry of Interior health centers.
Doha Clinic Hospital.
Qatar Petroleum health centers.
Al Emadi Hospital.
SCH primary health care centers operated by
Hamad Medical Corporation which
Qatar Red Crescent Society
provides the majority of inpatient services
through its eight hospitals: Various private health Centers and clinics
located throughout Qatar.
- Hamad General Hospital.
- Rumailah Hospital.
- Womens Hospital.
- Al Wakra Hospital.
- Heart Hospital.
- Al Khor Hospital.
- The National Center for Cancer Care
and Research.
- The Cuban Hospital.

Inpatient beds are classified based on the definitions shown below:
Includes
Includes Ratio of Hospital
Expected Includes
Adult / Male / invasive Nurse to Infrastr.
ALOS 24 Fixed Head Comments
Pediatric Female monitoring Patients (Diagnostic
Hours Wall
Capability 1:2 &
Beds by Type Treatment)
General Medical/Surgical Adult Both No No Yes Yes Yes All specialties & conditions
requiring hospital infrastructure
Beds excluding Pediatrics, OBSGYN,
Psychiatry and PM&R
Obstetrics and Adult Female No No Yes Yes Yes All women at all stages of delivery
cycle (antenatal & postnatal)
Gynecology Beds excluding actual delivery
Pediatric Beds Pediatric Both No No Yes Yes Yes All non-adults that do not require
intensive care
Physical Medicine and Both Both No No Yes No No Rehabilitation including Physical

and Neurological conditions
Rehabilitation Beds
Psychiatric/Behavioral Both Both No No Yes No No Includes Psychiatry for substance
abuse post-acute phase
Health Beds
Skilled nursing and Adult Both No No Yes No No Includes all non-rehab, sub and
post-acute
Geriatric Beds
ICU Beds Adult Both Yes Yes Yes Yes Yes All specialties & conditions
requiring 1:2 nurse to patient
ratio + invasive monitoring. Patient
completely unable to care for
themselves
Excludes nursery cots (non-
NICU/PICU Beds Pediatric Both Yes Yes Yes Yes Yes licensed)
Includes incubators (licensed)
Excludes all normal births

Page 92 of 167
Box 9: Bed Definition
Under the QHFMP, hospital beds are defined as beds that require hospital
infrastructure and dedicated space which has a direct effect on facilities planning.
This includes all acute and long term hospital beds and excludes the following:
Day Care beds with an average length of stay of less than 24 hours
Nursery cots or neonatal cots
Trolleys
Bess in recovery rooms
Beds in delivery beds/labor rooms
Beds in treatment / examining rooms
Beds in nursing and residential care facilities
Provisional and temporary beds
Beds in discharge lounges for patients who have been formally discharged
Beds for non-admitted patients e.g. emergency beds
Types Description
Designed Beds Number of beds as per the original hospital design
Total number of operational and non operational

Available Beds beds
Non Operational Beds Number of beds that are out of service

Operational Beds Number of beds that are in service

10.2.1 Hospitals
Hamad Medical Corporation

Established by an Emiri decree in 1979, HMC is the countrys largest healthcare provider, providing
about 76% of the countrys inpatient healthcare services in 2011. Therefore HMC is an essential
vehicle for realizing the countrys healthcare aspirations. Currently, HMCs portfolio includes a
comprehensive system of ambulatory services and eight hospitals comprising 1,860 beds, and the
national ambulance service.
HMCs eight hospitals manage over 65,000 inpatient admissions every year, as well as accident and
emergency (A & E) services, outpatient services and highly specialized tertiary, rehabilitation, mental
health, assisted living and home care services. The table below shows the latest number of available
beds in each of the HMC hospitals (as of October 2013).
Al Khor Hospital
Hamad General
Cuban Hospital
Skilled Nursing
Heart Hospital
Rumailah
Women's
Al Wakra
Hospital
Hospital
Hospital
Hospital
NCCCR
Facility
Beds by Type Total
General Medical/Surgical 398 89 - - 62 60 63 40 52 764

Beds
Obstetrics and Gynecology - - - 242 - - 25 14 18 299
Beds
Pediatric Beds 106 52 - - - - 10 14 17 199
Physical Medicine and - 165 - - - - - - - 165
Rehabilitation Beds
Psychiatric/Behavioral Health - 64 - - - - - - - 64
Beds
Skilled nursing and Geriatric - 59 80 - - - - - - 139
Beds
ICU Beds 67 - - - - 55 10 6 16 154
NICU/PICU Beds 24 - - 80 - - 10 6 36 156
Total 595 429 80 322 62 115 118 80 139 1,940
Source: Hamad Medical Corporation, 2013

The table below gives an overview of the services provided by each of HMCs hospitals.
Facility Name Level of Care Services
Hamad General Hospital Tertiary Trauma

Emergency Medicine
Pediatrics
Critical Care
Specialized Surgery
Specialized Medicine
Laboratory Medicine
Radiology
A&E
Rumailah Hospital Secondary Adult Rehabilitation
Childrens Rehabilitation
Burns and Plastics
Dental, ENT and Ophthalmic Surgery
Geriatric Medicine
Psychiatry
Residential Care
Womens Hospital Tertiary Obstetrics
Gynecology
Neonatal Care
Emergency Care
Newborn Screening
Al Wakra Hospital Secondary General Medicine
General Surgery
Obstetrics
Gynecology
Pediatrics
A&E
Heart Hospital Tertiary Specialist Cardiology
Cardiothoracic services
Al Khor Hospital Secondary General Medicine
General Surgery
Emergency Medicine
Pediatrics and Obstetrics
A&E
Cuban Hospital Secondary General Medicine
General Surgery
Emergency Medicine
Pediatrics
Obstetrics
National Center for Cancer Care and Tertiary Medical Oncology
Research Radiotherapy
Chemotherapy
Pain Management
Specialist Laboratory Services
Source: Hamad Medical Corporation, 2013

Additional to the services provided by the aforementioned HMC hospitals, there are other services
provided by facilities under the HMC umbrella. These facilities include: Fahed bin Jassim Kidney
Center providing Dialysis services, Urgent Care Centers providing Urgent Care services, Hamad
Psychiatric Facility and Psychiatric Villas providing Psychiatric services and the PET Cyclotron
Facility.
Al Ahli Hospital
Al Ahli Hospital was established in 2004 and is located in Doha. The hospital provides a broad range
of secondary care services and comprises 250 beds (design capacity).
The table below shows the latest number of beds in Al Ahli Hospital (as of October 2013), classified
based on QHFMPs beds by type definition. While the below table shows the number of designed
beds, the number of available beds (180 beds) was used when conducting the gap analysis.
Beds by Type Number of Beds

General Medical/Surgical Beds 144
Obstetrics and Gynecology Beds 66
Pediatric Beds 22
Physical Medicine and Rehabilitation Beds -
Psychiatric/Behavioral Health Beds -
Skilled nursing and Geriatric Beds -
ICU Beds 10
NICU/PICU Beds 8
Total 250
Source: Al Ahli Hospital, 2013

Al Ahli Hospital provides the following services:
Inpatient Services Outpatient Services
Cardiology Primary Care Family Medicine/ GP clinic

ENT Cardiology
Gastroenterology Cardiovascular and Thoracic Surgery
General Surgery Dermatology
Internal Medicine Endocrinology
Neurology ENT
Obstetrics and Gynecology Family Medicine/ General Medicine
Ophthalmology Gastroenterology
Oral and Maxillofacial Surgery General Surgery
Orthopedic Surgery Hematology
Pediatric Medical Subspecialties Internal Medicine
General Pediatrics Neurology
Psychiatry Ophthalmology
Pulmonology Orthopedics
Rheumatology Psychiatry
Urology Pulmonology (respiratory medicine)
Rheumatology
Urology
Physical medicine and rehabilitation
Dentistry
General Pediatrics
Obstetrics and Gynecology
Pediatric Subspecialties
Speech and language therapy
A&E
Source: Al Ahli Hospital, 2013

American Hospital
The American Hospital was established in 1999 in Doha. The hospital provides inpatient and
outpatient services and comprises 20 beds.
The table below shows the latest number of available beds in the American Hospital (as of October
2013), classified based on QHFMPs beds by type definition.
Pediatric Beds 1
Physical Medicine and Rehabilitation -
Beds
ICU Beds -
NICU/PICU Beds -
Total 20
Source: American Hospital, 2013
The American Hospital provides the following services:
ENT Dentistry
General Surgery General Pediatrics
Internal Medicine Obstetrics and Gynecology
Pediatrics General ENT
Family Medicine/ General Medicine
General Surgery
Internal Medicine
Urology
Source: American Hospital, 2013

Aspetar
Aspetar is a 50 bed Orthopedic and Sports medicine hospital that provides a set of specialized
services ranging from injury prevention to injury management and performance improvement. It is
worth noting that while Aspetar is designed as a 50 bed hospital, the number of available beds (25
beds) was used when conducting the gap analysis. It is located in the Aspire Zone, a recreation
complex in Doha.
Aspetar provides specialized services in:
General Surgery Family Medicine/ General Medicine

Internal Medicine General Surgery
Orthopedic Surgery Orthopedics
Source: Aspetar Hospital, 2013
Doha Clinic Hospital

Doha Clinic Hospital was established in 2001 and is located in Doha. The hospital provides a broad
range of secondary care services and comprises 51 beds, five operating theatres, four delivery
rooms and two intensive care units.
The table below shows the latest number of available beds in Doha Clinic Hospital (as of October

Obstetrics and Gynecology Beds -
Pediatric Beds -
Physical Medicine and -
Rehabilitation Beds
ICU Beds 4
NICU/PICU Beds -
Total 51
Source: Doha Clinic Hospital, 2013

Doha Clinic Hospital provides the following services:
Cardiology Primary Care Family Medicine/ GP clinic

Dermatology Cardiology
ENT Cardiovascular and Thoracic Surgery
General Surgery Dermatology
Internal medicine Endocrinology
Neurology ENT
Neurosurgery Family Medicine/ General Medicine
Obstetrics and Gynecology General Surgery
Ophthalmology Internal Medicine
Orthopedic Surgery Neurology
General Pediatrics Ophthalmology
Plastic Surgery Orthopedics
Psychiatry Pain clinic
Urology Well baby clinic
Vascular Surgery Psychiatry
Rheumatology
Day Case Service Urology
Medical Day Cases Physical medicine and rehabilitation
Surgical day cases Dentistry
General Pediatrics
Obstetrics and Gynecology
Pediatric Subspecialties
Plastic Surgery
A&E
Source: Doha Clinic Hospital, 2013

Al Emadi Hospital
Al Emadi Hospital was established in 2004 as a secondary care hospital located in Doha. It provides
a range of secondary care services, and comprises 64 beds, two delivery rooms, six operating
theatres and 34 outpatient consultation rooms.
The table below shows the latest number of available beds in Al Emadi Hospital (as of October

Pediatric Beds 10
Physical Medicine and -
Rehabilitation Beds
ICU Beds 2
NICU/PICU Beds 3
Total 64
Source: Al Emadi Hospital, 2013
Al Emadi Hospital provides the following services:
Cardiology Dentistry
Dermatology General Pediatrics
ENT Cardiology
General Surgery Obstetrics and Gynecology
Internal Medicine Plastic Surgery
Neurology Dermatology
Obstetrics and Gynecology Endocrinology
Ophthalmology ENT
Oral and Maxillofacial Surgery Family Medicine/ General Medicine
Orthopedic Surgery General Surgery
Pediatric Medical Subspecialties Infectious Diseases
General Pediatrics Internal Medicine
Plastic Surgery Neurology
Pulmonology Ophthalmology
Urology Orthopedics
Pain clinic
Pulmonology (respiratory medicine)
Rheumatology
Urology
A&E
Source: Al Emadi Hospital, 2013

10.2.2 Primary Health Centers/Clinics
Primary Health Care Corporation

PHCC, which was established by Emiri decree No. 15 in 2012, comprises a network of 21 health centers offering various types of clinical services (as of
October 2013). Thirteen of PHCCs centers are located within Doha, whilst the rest are spread throughout the rest of Qatar (Primary Health Care
Corporation, 2013). Whilst PHCC has developed classifications for its future planned health centers, at the time of producing the QHFMP, PHCC did not
have specific classifications for its existing health centers. However, for ease of reference, PHCCs health centers have been grouped based on the
services they provide, as shown in the table below.
Groupings as per Health Center Only Health Center & Health Center, Health Villas
Services provided in Trauma Unit Emergency Medical Center +
the different health Services & Trauma Unit Education
Centers
Clinical Services
Messaimeer
Abu Nakhla
Ghuwairiya
Al Karaana
Ghuwalina
Shahaniya
Al Kaaban
Al Shamal
Al Daayen
Al Rayyan
Al Rayyan
Muntazah
Jumailiya
Umm Slal
West Bay
Omar Bin
Gharrafat
Abu Bakr
Al Wakra
Madinat
Khattab
Al Khor
Khalifa
Airport
Umm
Sidiq
Al
Al
Al
Al
Exam/Treat Clinics:

Male, Female, Paeds
Dental Clinics
Ultrasound
Diabetic Clinic
General X-Ray Room
Pharmacy
Paeds Exam Clinics
Wellness Clinic
Smoke Cessation
Weight Management
Page 102 of 167

Centers
Clinical Services
Messaimeer
Abu Nakhla
Ghuwairiya
Al Karaana
Ghuwalina
Shahaniya
Al Kaaban
Al Shamal
Al Daayen
Al Rayyan
Al Rayyan
Muntazah
Jumailiya
Umm Slal
West Bay
Omar Bin
Gharrafat
Abu Bakr
Al Wakra
Madinat
Khattab
Al Khor
Khalifa
Airport
Umm
Sidiq
Al
Al
Al
Al
Emergency Trauma

Treat/Stabilize
Emergency Trauma
Ward Operating
Theatre
Laboratory
Ophthalmology
Emergency

Observation
Pediatric

Observation
Pediatric Emergency
General

Consultation
Premarital Clinic
Psychiatric Clinic
Dietician
Cardiology
ECG

(Electrocardiogram)
Physiotherapy
Dermatology
Page 103 of 167

Centers
Clinical Services
Messaimeer
Abu Nakhla
Ghuwairiya
Al Karaana
Ghuwalina
Shahaniya
Al Kaaban
Al Shamal
Al Daayen
Al Rayyan
Al Rayyan
Muntazah
Jumailiya
Umm Slal
West Bay
Omar Bin
Gharrafat
Abu Bakr
Al Wakra
Madinat
Khattab
Al Khor
Khalifa
Airport
Umm
Sidiq
Al
Al
Al
Al
Wellness Clinic
Antenatal Clinic
ENT
Dental Surgery
Chronic Disease
Eye Clinic
Well Baby/Pre-Natal
Dialysis
Resuscitation
Social Worker
Multi-Purpose
Women's Health
Audiology
Source: Primary Health Care Corporation, 2013
Page 104 of 167

Ministry of Interior Medical Services Department Clinics
The Medical Services Department in the MoI provides primary healthcare and specialized outpatient
services to MoI employees, their families as well as to detainees in the correctional department. The
MoI clinics such as the forensic clinic, the eye check-up clinic and the psychiatry clinic provide
services to the whole community. MoI services are provided through one main health center and six
outpatient clinics. Services provided by the MoI include:
Services
Dermatology Internal Medicine

Endocrinology Ophthalmology
ENT Orthopedics
Family Medicine/ General Medicine Psychiatry
General Surgery Rheumatology
Dentistry Urology
General Pediatrics Physical medicine and rehabilitation
Obstetrics and Gynecology Urgent Care
Hematology
Source: Ministry of Interior, 2011
Qatar Petroleum Clinics

Qatar Petroleum provides its own healthcare services for the purpose of promoting the health and
wellness of its employees. The medical services department within QP is directly responsible for a
population of 205,000, with healthcare clinics located in Doha, Dukhan, Mesaieed, Ras Laffan and
offshore.
Locations Services
Al Madinah West Camp Medical Center Family Medicine/ General Medicine

Dentistry
Dukhan Medical Center
General Pediatrics
Mesaieed Medical Center ENT
Ras Laffan Medical Center Gynecology/Antenatal
Dermatology
Off Shore Medical Center
Infectious Diseases
QP Center for Health and Wellness on C- Psychiatry
Ring Road in Doha
Source: Qatar Petroleum, 2013

Qatar Red Crescent Society Services
The Supreme Council of Health contracted QRCS to operate its SML primary care centers. The
QRCS is a member of the International Federation of Red Cross and Red Crescent Societies, the
worlds largest humanitarian organization, and long-standing provider of integrated health care. The
first center opened and started providing services in November 2010. They were created to provide
tailored primary health care services to SML Expatriates. They are temporary facilities during the
phase-in of the specialized onsite facilities for SML Expatriates that SCH is establishing between
2010-2016 (SCH, 2014). There were four SML centers s as of October 2013, and one more under
construction in Mesaimeer area.
SCH SML Center Locations Services
Industrial Area Family Medicine/ GP clinic

Ophthalmology
Al Wafideen, in Fareeq Abdul Aziz
Dentistry
Al Wafideen specialty clinics, in Al Urgent Care
Maamoura
Zekrit
Source: Qatar Red Crescent Society, 2013
Private Outpatient Clinics and Health Centers

Outpatient Services are provided by the private sector through outpatient clinics of private hospitals,
as well as private clinics and health centers, mostly concentrated in Doha, which provide a range of
primary and specialty outpatient services. There are currently 253 operational private clinics and
health centers in Qatar (SCH, 2013). These clinics range in size and scale, some small with 2-4
doctors and others larger with up to 35 doctors. In Qatar, services provided by private clinics and
health centers include:
Services
Family Medicine/ General Medicine Obstetrics and Gynecology

Cardiology Dentistry
Dermatology Physiotherapy
Internal Medicine Ophthalmology
Orthopedics Diagnostics
Pediatrics
Urology
Source: Supreme Council of Health, 2013

10.2.3 Pharmacies and Diagnostic Facilities
There a total of 251 pharmacies in Qatar distributed by municipality as follows (SCH, 2013):
Doha: 162 pharmacies
Al Rayyan: 64 pharmacies
Al Wakra: 11 pharmacies
Al Khor: 8 pharmacies
Umm Slal: 6 pharmacies
In addition, there are a total of 61 diagnostic facilities in Qatar (SCH, 2013). These facilities include
dental and medical laboratories, radiology centers, solo clinics and radiology departments.
10.3 Patient Activity

This section of the report provides an overview of the inpatient and outpatient activity in Qatar in
2011, as well as an overview of overseas medical treatment. At the time of producing the QHFMP,
2011 data was used because that was the most recent year with comprehensive data available from
providers on the number of inpatient admissions and outpatient visits by specialty, diagnostic tests
and treatments by type.
Inpatient admissions are services that require patients to stay in a hospital, a rehabilitative or
residential care facility for 24 hours or more. Outpatient services are defined as services provided to
patients through the outpatient department at hospitals and through health centers/ clinics in the
community where no overnight stay is involved.
Inpatient and outpatient activity in this section is broken down by provider and mapped to a set of
specialties agreed by SCH and stakeholders.
10.3.1 Inpatient Admissions by Provider

Data collected from providers indicate that the total number of inpatients reported in 2011 was
85,555. As demonstrated in the graph below, data received from the different stakeholders indicates
that HMC was the major provider of inpatient services in Qatar in 2011. It provided approximately
75% (63,984) of the total activity reported in that year. It was estimated that approximately 61% of
inpatients seen at HMC were Non-SML Expatriates, 23% were Nationals and 16% were SML
Expatriates. For the purposes of analysis, it was assumed that all SML Expatriates received inpatient
care through HMC; although it is possible that SML Expatriates may access private hospitals as well.

Al Ahli was the second biggest provider, covering 14% of the activity reported in 2011. Each of Al
Emadi Hospital and Doha Clinic Hospital reported 5% of the activity in 2011. Aspetar, being a highly
specialized hospital, reported 1% of the activity in 2011.
10.3.2 Inpatient Admissions by Specialty

As shown in the following graph, 34% (28,734) of the inpatients reported in 2011 were Obstetrics and
Gynecology patients, followed by 13% (10,891) General Surgery patients and 9% (8,105) General
Pediatrics patients. It is worth noting that newborn babies, served in nursery cots/ bassinettes, were
excluded from the analysis since they do not require hospital beds according to the QHFMP bed
definition, as agreed with stakeholders.
Only one Rheumatology patient was reported in 2011. This may be due to misreporting of patient
statistics, and grouping of patients under broad specialties. Similarly, Emergency Medicine,
Endocrinology, Skilled Nursing and Geriatrics, and Interventional Radiology patients reported no
activity according to 2011 data. It was decided that this discrepancy is not material to QHFMP
purposes.

10.3.3 Outpatient Visits by Provider
The total number of outpatient visits reported in 2011 was 9,420,712. Data collected from providers
indicates that PHCC received the highest number of patient visits in 2011; approximately 39% of the
activity reported for that year. In terms of nationality, it was estimated that 39% of the patients at
PHCC were Nationals, 53% were Non-SML Expatriates, and 8% were SML Expatriates seen at the
SCH primary health care center operated by QRCS.
HMC undertook 27% of the outpatient activity in 2011. It was estimated that 34% of the patients seen
at HMC were Nationals, 47% were Non-SML Expatriates and approximately 19% were SML
Expatriates received in the Emergency Department. Private health centers/clinics were estimated to
have received around 11% of all outpatient visits in 2011.

10.3.4 Outpatient Visits by Specialty
As shown in the graph below, 41% (3.8 million) of the patients reported in 2011 were Family
Medicine/General Practice Clinic patients, followed by 15% (1,413,077) A&E patients and 9%
(853,342) Dentistry patients.
Vascular Surgery and Oral and Maxillofacial Surgery patients were not reported in 2011 data. This
may be explained by the misreporting of patient statistics, and grouping of patients under broad
specialties. This discrepancy is not material to QHFMP purposes.
10.3.5 Overseas Medical Treatment

The Government of Qatar sponsors Nationals for overseas medical treatment, especially for services
that are not available in the country. However, some patients are sent for treatment abroad for
services that are available in Qatar; this is most commonly due to shortage of local capacity.
Approximately 2,500 patients were sent for overseas medical treatment in 2011. This number
increased to 3,160 in 2013. Patients sponsored for overseas medical treatment mainly go to
Germany (35%), USA (35%), UK (25%) and Thailand (4%), with 1% going to other destinations. 25%
of the patients sent for treatment abroad are for Orthopedic Surgery, 30% Oncology, 25%
Cardiology, and 20% General Medicine.

10.4 Major Medical Equipment and Technology
In order to establish the parameters for MME identified and discussed in the QHFMP, the following
three points of reference were used:
1. OECD Health Data;
2. Medical Equipment having a cost threshold of USD $1 million and above;
3. Medical Equipment that may not be in the OECD list or may not exceed the cost threshold of
USD $1 million, but that is necessary and critical to treat diseases specific to the health
demographic of Qatars population, as agreed with stakeholders.
Reference point one, the OECD, is an international organization comprised of 34 member countries
that tracks a variety of data from the member countries and updates that data on an annual basis.
The OECD has the most comprehensive set of statistical and historical international information as it
relates to medical equipment in an international setting. The data tracked by the OECD is continually
updated and reported in an accessible database for analysis.
Pertinent to this report, the OECD tracks eight MME modalities in its annual reports and analyses.
The annual reports relate the equipment to the current state of healthcare and outcomes across its
member countries and the world. Because this data is annually refreshed, it allows for a closer
comparison along measurable data sets between its 34 member countries and that of Qatar, for both
the current state as well as the future state.
The eight MME modalities tracked and documented by the OECD as being integral to healthcare
delivery in its 34 member countries are:
CT scanners
MRI units
PET scanners
Gamma Cameras
Digital Subtraction Angiography units
Mammogram machines
Radiation Therapy equipment
Lithotripters

Reference point two, used to establish a monetary benchmark for defining MME, is based on the
monetary threshold used in the Certificate of Need (CON) process practiced in the United States. In
the United States, the dollar amount expenditure for medical equipment projects to be considered
major ranges from USD $400,000 to USD $6 million as demonstrated in the following table.
Certificate of Need (CON) Equipment Threshold

Certificate of Need Coverage Summary
State Medical Equipment Review State Medical Equipment Review
Threshold ($1000) Threshold ($1000)
Alabama 2,583 Montana N/A
Alaska 1,300 Nebraska N/A
Arkansas N/A Nevada N/A
Connecticut N/A New Hampshire 400
Delaware 5,800 New Jersey 1,000
Dist. of Columbia 1,500 New York 6,000
Florida N/A North Carolina 750
Georgia 1,000 Ohio N/A
Hawaii 1,000 Oklahoma N/A
Illinois N/A Oregon N/A
Iowa 1,500 Rhode Island 1,000
Kentucky 2,746 South Carolina 600
Louisiana N/A Tennessee 2,000
Maine 1,600 Vermont 1,000
Maryland N/A Virginia Any Amount
Massachusetts 1,664 Washington N/A
Michigan Any Amount West Virginia 2,700
Mississippi 1,500 Wisconsin 600
Missouri 400 LTC/ 1,000 All Others
Source: National Directory Certificate of Need Programs, 2013
The threshold is used as a reference point because 18 of the 25 States that list a medical equipment
expenditure that triggers the need for a Certificate of Need application have a threshold of USD $1
million and above. However, because the OECD list of equipment modalities includes medical
equipment such as mammography machines that fall below the USD $1 million threshold, this report
includes all of the modalities listed by OECD as well.
Additional MME listed in this report includes Cyclotrons and Linear Accelerators located within
facilities in Qatar. This is because they are capital intensive and provide a level of healthcare
provision that should be noted in the current and future state report. As a point of clarification, Linear
Accelerators are a modality used in Radiation Therapy. However, because the OECD data does not
break out all of the modalities used for Radiation Therapy that also include Gamma Knife, Cyber
Knife, Proton Beam and Conventional Beam Therapies, only Linear Accelerators are identified in this
report because of their specific application to Qatar.
Reference point three is comprised of medical equipment that was noted as being critical to the
healthcare delivery of Qatar. Specifically, it has been widely documented that the prevalence of

diabetes is increasing in Qatar. Therefore, equipment relating to the diagnosis and treatment of this
medical condition is included herein.
By defining MME using these criteria, all equipment that can be benchmarked, analyzed and
referenced to an international standard has been identified. All other devices that do not fit the
identified criteria are not included as they are not comparable to any international measurable
standard, or were not identified as being critical to the healthcare delivery of Qatar.
The MME data was gathered through:
Direct on site review with visual confirmation.
Data from representative healthcare facility.
Data from SCH Healthcare Facilities Licensing Department.
The responses as of March 31 2013 are noted from the data requests sent out to the respective
facility. From a response standpoint, there was an 87% response rate with a 13% no response rate,
including one that was insufficient for data integration. For the majority of facilities, the data provided
through the request process was utilized in conjunction with the on-site review to verify or
supplement the information provided in the facility responses.
While employing each of these methodologies, the direct on site review provided the best information
source, as it allowed for the team to interact directly with the facility staff and convey the intent and
the purpose of the remit. While the data requests were useful, the most information came from the
SCH. As some of the direct requests were not returned, the information gathered from the on-site
reviews supplemented the information that was not provided via the data requests.

10.4.1 Definitions and Descriptions
The table below summarizes the list of devices considered in this report, mapping each device to the
reference point from which it was derived:
MME Type Reference Point Notes
CT scanner Reference Point 1 Maps to CT scanners in OECD list
MRI unit Reference Point 1 Maps to MRIs in OECD list
PET scanner Reference Point 1 Maps to PET scanners in OECD list
Interventional Radiology/Cath Lab Reference Point 1 Maps to DSA units in OECD list
Mammography machine Reference Point 1 Maps to Mammograms in OECD list
Linac Reference Point 1 Type of Radiation Therapy equipment (OECD list)
Lithotripter Reference Point 1 Maps to Lithotripters in OECD list
Cyclotron Reference Point 2
Dialysis Reference Point 3
General Radiology/Fluoroscopy Reference Point 3
Subset of Radiation Therapy equipment. None

Other: Gamma Camera Reference Point 1
reported to be located in Qatar
Below are brief descriptions of each device and a summary of its utilization.
Computed Tomography
Computed Tomography is a diagnostic radiographic tool that uses x-rays to run cross-sectional
scans, or slices that are interpreted by computers to create images of soft tissues.
Cyclotron
A cyclotron is a particle accelerator that is utilized in various cancer treatments. It is also used in the
production of medical isotopes for cancer treatments.
Dialysis
Dialysis machines are units that are used to remove waste from blood by means of pumping blood or
outside the human body utilizing dialysate as a cleaning agent. This unit is used in treatment for
those patients that have lost or have limited functionality of their kidneys.
Interventional Radiology/Catheterization Laboratory
Interventional Radiology is the utilization of radiographic modalities such as MRI, CT, ultrasound, or
x-rays, to provide real time imaging of soft tissues during surgery to provide for minimally invasive
procedures.
Catheterization Laboratory, also referred to as Cath Lab, is very similar to IR in that it utilizes x-rays
to provide for imaging during surgical procedures specific to catheterization procedures. Cath Labs
come in either single plane, which only has one x-ray generator, or bi-plane, which has two x-ray
generators and allows for better visibility of soft tissues.

Lithotripter
Lithotripters are used outside the human body to shatter, or pulverize kidney stones and gallstones
utilizing sound waves.
Mammography
A Mammogram machine is a low ionizing unit used to examine the soft tissue, or human breasts.
Magnetic Resonance Imaging
Magnetic Resonance Imaging is a non-x-ray imaging device that uses an extremely powerful
superconducting magnetic to align nuclei within atoms of a patient to image soft tissues for diagnostic
procedures.
General Radiology / Fluoroscopy
General Radiology uses an ionizing radiation method to examine hard tissue within the human body.
Fluoroscopy utilizes the same ionizing radiation continuously to observe movements.

Linear Accelerator
Linear Accelerator is a particle accelerator that is utilized to target very specific locations for radiation
therapy.
Positron Emission Tomography
PET utilizes contrast materials that have a short lived radioactive half-life to provided three
dimensional images of targeted tissue types.
10.4.2 Major Medical Equipment by Site

By reviewing and processing the data collected for the current state review and data from Sidra
Medical and Research Center that is under construction, MME by type has been summarized and
correlated to the specific site which has been outlined in the following table. By reviewing the
information it can be ascertained that the majority of the MME is within HMC. As of 31 March 2013,
there were zero gamma cameras reported within Qatar.
Major Medical Equipment by Site
2013 Diagnostics & Treatment Capabilities

Cyclotron
MAMMO
Dialysis
RAD/RF
Facility Name
Linac
IR/CL
Litho
PET
MRI
CT
Al Ahli Hospital 2 1 1 1 1
Al Emadi Hospital 2 1 1 1 3
Future Medical Center 1 1 1 2
Al Wakra Hospital 1 14 1 1 9
American Hospital 1 1
Aspetar Hospital 1 2 4
Clinics & Polyclinics 6 13
Cuban Hospital 1 1 1 3
Al Khor Hospital 1 27 2 1 3
Hamad General Hospital 3 130 2 4 2 6 11
HMC
Heart Hospital 1 6 5 2
National Center for Cancer Care and Research 1 1 1 1 2 1
Rumailah Hospital 1 2 1
Sidra Medical & Research Center 3 16 5 1 3 9 1
Total 14 1 193 13 7 10 26 63 2 2
CT Distribution
By reviewing the current state, it is noted that the majority of CTs, 35% of the CT inventory, are
located in HMC. This is followed closely by Sidra, which is planned to possess 22% of the CT
inventory, and Al Ahli and Al Emadi with 15% and 14% respectively. Outside of HMC, there is a

potential equipment inventory of 87% that can be accessed by the general patient population for
diagnostic CT procedures.
MRI Distribution
As shown in the figure below, the majority of MRI distribution in Qatar is unequal from an access
standpoint, with HMC representing 55% of the MRI capabilities within the country. This is followed by
clinics and polyclinics which represent 27% of the overall total, and Sidra which is planned to
represent 11% of the MRI total.

Interventional Radiology/Catheterization Laboratory Distribution
The majority of Interventional Radiology and Cath labs are located at Sidra and at the Heart Hospital,
with 5 each. The remaining 24% of the units was split between Al Ahli and HGH.
Mammography Distribution
Mammography is fairly evenly distributed as demonstrated in the figure below. The distribution
represents one unit per facility represented, with the exception of HGH, which noted 2 units
representing 20% of the total units.

General Radiology / Fluoroscopy Distribution
With a total of 63 units in Qatar, the majority are dispersed between HMC, Sidra (as planned) and the
clinics and polyclinics.

Lithotripter Distribution
Qatar currently has 7 Lithotripters within the country. As demonstrated in the figure below, the
locations are mainly dispersed between HGH and Al Khor Hospital, with 4 and 2 units respectively. Al
Emadi reported a single unit, which represents 14 percent of the total.

Dialysis Distribution
As demonstrated in the following figure, HGH has 67% of the inventoried Dialysis units.
PET Distribution
As of 31 March 2013, there are only 2 PET scanners, one at Sidra (as planned) and one at NCCCR.
Cyclotron Distribution
There is only one cyclotron within Qatar. This single unit is located at the NCCCR.
Linear Accelerator Distribution
Currently, Qatar has 2 linear accelerators, both of which are located at the NCCCR.
10.4.3 Expected Consequence of Advancements in Medical Equipment Technology

Medical equipment advances in the past few years have resulted in greater capabilities and
specificity in diagnosis and treatment services. As a result, most nations have increased their
expenditure on medical equipment to meet the demand for diagnosis and treatment services created
by these advances. With the increased demand and supply of equipment there have been
reductions in inpatient utilization and significant increases in outpatient and ambulatory services. If
these trends continue, it is anticipated that similar results could be realized in Qatar. Until the impact
of advances in medical equipment and technology can truly be ascertained and accurately
measured, any further comment regarding the expected consequence of advancements in medical
equipment and technology on the efficiency in providing healthcare services in Qatar would be purely
speculative.

11. Future State Analysis (In Detail)
This chapter provides further details on the future state analysis A bottom-up approach was used
summarized in chapter 3. to project the additional required
The Future State Analysis identifies any additional required healthcare capacity. This
capacity, enabling the QHFMP to distribute it across the analysis, the Future State
Analysis, is the foundation upon
country, while taking into consideration the service mix, urban
which the entire QHFMP was
planning guidelines, facility classification and facilities
developed.
guidelines developed by the QHFMP. Additional required
capacity is defined in terms of hospital beds, consultation rooms, MME and pharmacies.
This section of the report traces the analysis undertaken to project the future state of healthcare
provision in Qatar, focusing on 2018 and 2033.
A bottom-up approach was applied to project demand for inpatient services, outpatient services and
diagnostic and treatment services in Qatar by nationality group, gender and municipality for the next
20 years. Demand projections were translated into capacity requirements which were compared
against available supply to calculate services gaps and identify the additional capacity required.
This section provides an overview of the analyses conducted on each of the following elements to
arrive at the healthcare gap, which identifies any additional required capacity going forward:
1. Population projections,
2. Demand projections,
3. Capacity analysis,
4. Supply estimates, and
5. Gap analysis.

Population Projections
The SCH projected Qatar's population by municipality, gender and age group for the years 2018 and
2033.
The SCH developed population projections based on:
The GSDP report Population and Employment Projections Understanding the
2010 2030: A Framework for National Planning demographical landscape going
(unpublished), which estimates Qatars population up to forward is essential for serving
2030, by nationality group, gender and age group. The the future population's
report also provides estimates of the population residing in healthcare needs.
labor gatherings (used to define SML Expatriates in the QHFMP) for these years.
Data received from MMUP (unpublished), which breaks down Qatars projected population for
2017 and 2032 by municipality, zone and census block.
The distribution of SML Expatriates throughout Qatar articulated in the Draft MMUP Labor
Accommodation Strategy (unpublished), which assumes that SML Expatriates would be
accommodated outside the Doha Municipality.
QHFMP specific assumptions and analysis.
11.1.1 Population Projection Results

The total population in Qatar is projected to increase to 2.54 million
in 2018, growing by 49% from 2011, and to then taper slightly to Population projections take into
account the demographic
2.51 million in 2033.
attributes affecting access to
In 2018, the population of Nationals and Non-SML Expatriates is healthcare facilities (nationality
expected to constitute 54% of the total population in Qatar, and this group and municipality) or need
is expected to increase to 59% in 2033. SML Expatriates constitute for healthcare services (age and
the biggest portion of the population, amounting to approximately gender).
46% of the total population in 2018 and 41% in 2033.
For the purposes of modeling and analysis, the Nationals and Non-SML Expatriates were grouped
together as they have similar healthcare needs, and SML Expatriates were grouped separately as
they have distinct healthcare needs. On average over the next 20 years, the Nationals and Non-SML
Expatriates will constitute 56% of the population and the SML Expatriates will constitute 44% of the
population going forward.
While the SML Expatriates are all adult males (age 15+), on average the National and Non-SML
Expatriate population breakdown is as follows: 40% are projected to be adult males (age 15+), 34%
adult females (age 15+) and 26% pediatrics (age 0-14). This split is shown in the following graphs.

Between the years 2018 and 2033, it is expected that there will SML Expatriates will constitute
be an overall decrease in the SML Expatriate population, a 41-48% of the population going
plateau in the Non-SML Expatriate population, and a steady forward
annual increase in the National population.

The Doha Municipality is expected to house the biggest portion
of the population, approximately 39.4% in 2018 and 36.6% in Population projections indicate a
2033. Al Rayyan Municipality will continue to be the second population shift out of central
most populated with 27.3% and 28.3% of the total population in Doha going forward.
Qatar in 2018 and 2033 respectively, followed by Al Wakra with
13.2% and 14.6%, Al Khor with 8.0% and 8.6%, Al Daayen with 7.7% and 8.2%, Umm Slal with 3.4%
and 2.6% and Al Shamal with 1.0% and 1.1%.
On average, 38% of the National population is expected to reside in Doha Municipality, followed by
28% in Al Rayyan, 14% in Al Wakra, 8% in Al Khor, 8% in Al Daayen, 3% in Umm Slal and 1% in Al
Shamal.
As for the Non-SML Expatriate population, on average, 78% is expected to reside in Doha
Municipality, followed by 10% in Al Rayyan, 5% in Al Wakra, 3% in Al Khor, 3% in Al Daayen, 1% in
Umm Slal and less than 1% in Al Shamal. Analysis indicates that on average 44.6% of the SML
Expatriate population will be accommodated in Al Rayyan, followed by 22.4% in Al Wakra, 13% in Al
Khor and 13.1% in Al Daayen. The remainder will be in Umm Slal and Al Shamal municipalities.
It is worth noting that the slight decrease in the total population
The population is projected to
between 2018 and 2033 is mainly attributed to the assumed
peak in 2018 due to a temporary
decrease in the SML Expatriate population.
increase the SML Expatriate
cohort.
11.1.2 Population Projection Implications

The implications of the population projections on future healthcare planning are as follows:
Continued growth with an emerging plateau gives the QHFMP a relatively stable target
population to serve.
The SML Expatriate population, although spiking, remains the largest single population cohort
with distinct service needs Qatar is committed to meet.
The population is migrating away from central Doha, driving future investment outwards into
other municipalities.
The population remains relatively young compared to developed countries, and therefore any
planning benchmarks must be used with great care.

11.2 Demand Projections
Demand for healthcare services was projected for inpatient,
outpatient, diagnostic and treatment and pharmacy services by Baseline utilisation rates were
applied to population projections
municipality and nationality group. This section presents the
to calculate utilisation rates
results for the years 2018 and 2033.
going forward. These were then
Using the 2011 population data and the 2011 activity data as a adjusted to take into account the
baseline, annual utilization rates of healthcare services per 1,000 future effect of various
population were applied to population projections to calculate programmes as agreed with
stakeholders.
demand for healthcare services going forward.
The 2011 data was used because that was the most recent year with comprehensive and cleansed
data available from providers on the number of inpatient admissions and outpatient visits by specialty
and diagnostic tests and treatments by type.
Utilization adjustments, based on analysis of utilization rates in comparable countries and on extracts
from the CSF, were validated with key stakeholders and major healthcare providers in Qatar.
To mitigate for data limitations, demand projections were subjected to various sensitivities to account
for a possible margin of error. These included sensitivities to population projections, healthcare
service utilization rates and average lengths of stay.
Sensitivities Inpatient Services Outpatient Diagnostic and

Services Treatment
Services
+ 10% on population projections
+ 10% on the utilization rate of

healthcare services
+ 10% on the Average Length of Stay

11.2.1 Demand Projection Results: Inpatient Admissions and Day Cases
The total number of inpatient admissions is projected to reach
The total number of inpatient
272,252 in 2018 and 402,719 in 2033. The below graphs display
admissions is expected to
the top ten inpatient admission and day case specialties by
increase by 91% from 2013 to
nationality group for the years 2018 and 2033. 2018 then by 50% from 2018 to
In 2018, 27% of inpatient admissions and day cases are projected 2033.
to be Nationals, 65% Non-SML Expatriates and 8% SML Expatriates. In 2033, these are projected to
be 37%, 58% and 6% respectively.
In 2018, of the total inpatient admissions and day cases, 35%
Obstetrics and Gynaecology will
(94,530) will be Obstetrics and Gynecology admissions, 10%
remain, by far, the number one
(27,708) will be General Surgery admissions and 10% (26,451)
source of inpatient admissions.
will be General Pediatrics admissions, with the remaining activity
distributed across the other specialties.
Although the number of admissions in each of these three specialties will increase, their percentage
of the total inpatient and day case activity will decrease to 29% (118,297), 9% (34,744) and 8%
(31,518) respectively in 2033.
As shown in the graphs above, Medical Day Cases and Surgical

There is a projected shift away
Day Cases are expected to witness significant increase between
from inpatient admissions to day
2018 and 2033. Medical Day Cases are expected to increase by
cases.
300% from 16,337 to 64,753, while Surgical Day Cases are
expected to increase by 290% from 8,453 to 33,309 cases. This
increase in day cases is mainly due to the expected shift away from inpatient services, in line with the
model of care designed for Qatar (see section 4.2 for further explanation).

In 2018, 65% of the inpatient and day case activity is expected to
be generated from Doha, 16% from Al Rayyan, and 8% from Al There is a projected shift of
Wakra with the remaining inpatient and day case activity to be inpatient admissions and day
cases from Doha to other
generated from the four other municipalities. In 2033, these
municipalities.
percentages will change to 55% from Doha, 20% from Al Rayyan
and 10% from Al Wakra as inpatient and day case activity shifts outside Doha, in line with the
population shift throughout Qatar.
11.2.2 Demand Projection Results: Outpatient Visits

The total number of outpatient visits is projected to reach 19,
The total number of outpatient
377,416 in 2018 and 38,327,715 in 2033. The following graphs
visits is expected to increase by
display the top ten outpatient specialty visits by nationality
91% from 2013 to 2018 then by
group for the years 2018 and 2033. 98% from 2018 to 2033.
In 2018, 30% of outpatient visits are projected to be Nationals,
51% Non-SML Expatriates and 19% SML Expatriates. In 2033, these are projected to become 40%,
44% and 16% respectively.
In 2018, of the total outpatient visits, 38% (7,275,041) will be Family Medicine/General Practice visits,
17% (3,354,350) will be General SML Primary Care visits and 9% (1,716,277) will be Dentistry visits,
with the remaining outpatient activity distributed across the other specialties.
In 2033, Family Medicine/General Practice visits will increase to 47% (18,138,521), General SML
Primary Care visits will increase in number but decrease in percentage to 15% (5,858,963) and
Dentistry visits will increase in number but remain constant in percentage at 9% (3,519,111) in 2033.

The significant increase in outpatient visits is mainly due to the
adjustment of utilization rates that take into consideration the The significant increase in
outpatient visits is in line with the
shift of services away from the Emergency Department and the
agreed model of care.
shift away from inpatient services, in line with the agreed model
of care.
In 2018, 55% of the outpatient activity is expected to be
generated from Doha, 20% from Al Rayyan, and 10% from Al The shift of activity away from
central Doha increases the need
Wakra, with the remaining outpatient activity to be generated
to reserve available land now.
from the four other municipalities.
In 2033, these percentages will change to 46% from Doha, 24% from Al Rayyan and 12% from Al
Wakra as outpatient activity shifts outside of Doha, in line with the population shifts throughout Qatar.

11.2.3 Demand Projection Results: Diagnostic and Treatment Procedures
The following graphs display the top ten diagnostic and treatment procedures by type for the years
2018 and 2033.
In 2018, 40% of the diagnostic and treatment activity is expected to be generated from Doha, 27%
from Al Rayyan, and 13% from Al Wakra with the remaining to be generated from the four other
municipalities. These percentages will change to 37%, 28%, and 15%, respectively in 2033.

11.2.4 Demand Projection Results: Pharmacy
Demand for pharmacies was calculated by applying a ratio of
Distribution, not just capacity, is
0.17 pharmacies per 1,000 population to each municipality, the
an important factor for future
ratio initially suggested by the NHS.
pharmacy planning.
Based on this ratio, the total number of required pharmacies is
projected to reach 454 in 2018 and 470 in 2033. The following graphs display the demand for the
total number of pharmacies for the years 2018 and 2033. In 2018, 39% of the required pharmacies
are expected to be in Doha, 27% in Al Rayyan and 13% in Al Wakra with the remaining distributed
across the 4 other municipalities. In 2033, these percentages will change to 37% in Doha, 28% in Al
Rayyan and 15% in Al Wakra, in line with population shifts in Qatar.
become smaller.
pharmacy services and facilities as a result of the implementation of NHS Projects 1.6 and 6.3, and
update the planned distribution of pharmacies accordingly.
11.3 Capacity Analysis

Demand projections were translated into capacity requirements
In order to understand demand
by municipality and nationality group. This section presents the
for facilities, services were first
results for the years 2018 and 2033.
translated into capacity
Capacity requirements for inpatient, outpatient and diagnostic requirements.
and treatment services were translated into beds by room type,
consultation rooms by type and MME by modality respectively, as shown in the table below:
Bed Types Consultation Room Types Medical Equipment Types

General/Medical Surgical General Purpose CT Scanners
Beds Consultation Rooms Interventional Radiology
Obstetrics and Gynecology Pediatric Consultation equipment
Beds Rooms MRIs
Pediatric Beds Dental Consultation PET Scanners
Physical Medicine and Rooms
Radiation Therapy
Rehabilitation Beds ENT Consultation Rooms Equipment
Psychiatric/Behavioral Ophthalmology Hemodialysis Equipment
Health Beds Consultation Rooms
Catheterization Lab (Cath
Skilled Nursing and Lab) Equipment
Geriatrics Care Bed
Equipment for Special
ICU Beds Procedures
NICU/PICU Beds

Capacity Types were arrived at using the following assumptions:
Bed Types: Inpatient bed types were defined based on Demand for inpatient services
gender, whether they are for adult or pediatric patients, was translated into beds by type,
whether they include the capability for invasive demand for outpatient services
was translated into consultation
monitoring, whether they require special infrastructure
rooms by type and demand for
and whether they require a fixed headwall. It is worth
diagnostic and treatment
noting that based on classifications agreed with services was translated into
stakeholders, Day Care beds do not meet inpatient room major medical equipment by
requirements and are not included in the inpatient bed modality.
types.
Consultation Room Types: The identified consultation room types distinguish between
rooms that require a special setup or special fixed furniture, and other types of consultation
rooms labelled as General Purpose Consultation Rooms.
Medical Equipment Types: The QHFMP project assesses demand for MME. As explained in
more detail in Section 2, these were defined as follows:
Medical equipment referenced by OECD.
Medical equipment having a cost threshold of USD $1 million and above.
Medical equipment that may not be in the OECD list or that may not exceed the cost
threshold of USD $1 million, but that is necessary and critical to treat diseases specific
to the health demographic of Qatars population.
Considering the distinct health needs of the SML Expatriates, the QHFMP project distinguished
between the capacity required for SML Expatriate services and the healthcare capacity required for
National and Non-SML Expatriate services.
11.3.1 Capacity Analysis Results: Required Beds

The total projected bed need in Qatar is expected to reach 4,696
Bed need in Qatar is expected to
in 2018 and 5,686 in 2033.
reach 5,686 beds in 2033, a
Of the bed need in 2018, 42% are General Medical/Surgical 128% increase from 2013.
Beds, 16% are Obstetrics & Gynecology Beds, 15% are ICU
Beds, 11% are Pediatric Beds, 6% are Psychiatric/Behavioral Health, 5% are Physical Medicine and
Rehabilitation, 3% are Skilled Nursing & Geriatric Beds and 3% are NICU Beds.
Of the bed need in 2033, 42% are General Medical/Surgical Beds, 17% are Obstetrics & Gynecology
Beds and 15% are ICU Beds, 11% are Pediatric Beds, 6% are Psychiatric/Behavioral Health, 5% are
Physical Medicine and Rehabilitation, 3% are Skilled Nursing & Geriatric Beds and 3% are NICU
Beds.

The recommended number of beds by the QHFMP for Nationals and Non-SML Expatriates is 2.8 in
2018 and 3.0 in 2033, which is comparable with OECD averages. The number of beds per 1,000
population for SML Expatriates is relatively low (0.6 beds per 1000 population), mainly due to the fact
that this population group consists of young healthy males that have a relatively low utilization of
healthcare services as a result. The full 0.6 beds per 1000 will be used as a planning figure for SML-
specific tailored healthcare services and facilities. Actual bed capacity available to this population will
be higher as they will access tertiary care services and beyond at any provider.
In terms of demand by municipality, analysis suggests that in 2018, the majority of the bed need is
projected to be in Doha (60%), Al Rayyan (25%) and Al Wakra (12%) with the remaining to be
distributed across the four other municipalities. In 2033 these numbers shift to 52%, 27% and 14%
respectively, in line with expected population shifts.
In 2018, SML bed need will be concentrated in Al Rayyan (45%), Al Wakra (22%) and Al Khor (13%)
with the remaining to be distributed across Al Daayen, Umm Slal and Al Shamal. In 2033, these
numbers will remain similar, slightly shifting to 45%, 23% and 13% respectively.

11.3.2 Capacity Analysis Results: Consultation Rooms
The total projected consultation room need in Qatar is expected
The total need for consultation
to reach 2,952 in 2018 and 5,038 in 2033.
rooms is expected to reach
As shown in the following graphs, of the required rooms in 2018, 5,038 in 2033, a 218% increase
74% (2,196) are General Purpose Rooms, 9% (276) are Dental from 2013.
Rooms, 7% (192) are ENT Rooms, 6% (170) are Ophthalmology
Rooms and 4% (118) are Pediatrics.
Of the required rooms in 2033, 76% (3,837) are General Purpose Rooms, 10% (490) are Dental
Rooms, 5% (252) are ENT Rooms, 5% (236) are Pediatric Rooms and 4% (223) are Ophthalmology
Rooms.
Required Consultation Rooms by

Type and Nationality Group (2018)
Paediatric room
Opthalmology room
ENT room
Dental room
General purpose room
- 1,000 2,000 3,000 4,000
Nationals & Non SML Expats SML Expats
Consultation room capacity has been divided into Primary Care Clinics,
Between 2018 and
which are consultation rooms run by general practitioner physicians, and
2033, consultation
Specialty Clinics, which are consultation rooms run by specialist
room requirements are
physicians. expected to shift from
In 2018, 61% (1,791) of the total required consultation rooms are Specialty Specialty Clinics to
Clinics and 39% (1,161) are Primary Care Clinics. In 2033 these numbers Primary Care Clinics in
shift to 47% (2,358) and 53% (2680) respectively, due to the line with the model of
care.
implementation of the National Primary Health Care Strategy 2013-2018.

In 2018, the total consultation room need is 2,572 for Nationals and Non-SML Expatriates and 380
for SML Expatriates. In 2033 these numbers are expected to shift to 4,422 and 616 respectively.
Of the required rooms for Nationals and Non-SML Expatriates in 2018, 72% (1,853) are General
Purpose Rooms, 10% (262) are Dental Rooms, 7% (185) are ENT Rooms, 6% (154) are
Ophthalmology Rooms and 5% (118) are Pediatric Rooms. Of the required rooms for SML
Expatriates in 2018, 90% (343) are General Purpose Rooms, 4% (16) are Ophthalmology Rooms,
4% (13) are Dental Rooms and 2% (7) are ENT Rooms.
In terms of demand by municipality, analysis suggests that in 2018, the majority of the consultation
room need is projected to be in Doha (58%), Al Rayyan (19%) and Al Wakra (9%) with the remaining
to be distributed across the four other municipalities. In 2033 these numbers shift to 49%, 23% and
12% respectively, in line with population shifts.
In 2018, SML Expatriate consultation room need will be concentrated in Al Rayyan (45%), Al Wakra
(22%) and Al Khor (13%) with the remaining to be distributed across Al Daayen, Umm Slal and Al
Shamal as shown in the following graphs. In 2033, these numbers shift respectively to 45%, 23% and
13% respectively.
The following graphs show the split of required consultation rooms by municipality and nationality
group for the years 2018 and 2033.

11.3.3 Capacity Analysis Results: Major Medical Equipment
Analysis indicates that in 2018 there will be a need for 190 Hemodialysis units, 37 Interventional
Medical Procedure devices, 32 MRIs and 27 CT scanners. In 2033 there will be a need for 341
Hemodialysis units, 66 Interventional Medical Procedure devices, 58 MRIs and 40 CT scanners.
In 2018, the majority of the MME will be needed in Doha (39%) followed by Al Rayyan (27%) and Al
Wakra (13%), with the remaining to be distributed across the four other municipalities. These
numbers are expected to shift to 37%, 28% and 15% in 2033 respectively. The following graphs
display the required MME by municipality for the years 2018 and 2033.

11.4 Supply Estimates
This section of the report estimates the available supply of
The required capacity must be
hospital beds, consultation rooms and MME for 2018 and 2033.
put into context and compared to
Available supply includes existing and planned supply for
the available supply in order to
detailed supply estimates by type, municipality and nationality derive the healthcare capacity
group. gap and understand what
Information on available supply was based on: additional capacity is required.
Healthcare provider data.

SCH data.
It is worth noting that with minimal information available on the number of consultation rooms that
exist in private healthcare centers and clinics, the Supply Analysis estimates the number of
consultation rooms based on the number of physicians licensed at each facility, as per SCH
Healthcare Facilities Licensing Department data.
11.4.1 Supply Estimate Results: Bed Supply

The total available bed supply is estimated to be 4,695 in 2018
The bed supply is estimated to
and 4,714 in 2033.
be 4,714 in 2033, 107% increase
In 2018, 50% (2,346) of the estimated bed supply will be in from 2013.
Doha, 18% (872) in Al Daayen, 13%(608) in Al Rayyan, 10%
(470) in Al Khor, 6% (259) in Al Wakra, 2% (80) in Umm Slal and 1% (60) in Al Shamal.
In 2033, the total available bed supply will increase, with 50% (2,365) in Doha, 18% (872) in Al
Daayen, 13% (608) in Al Rayyan, 10% (470) in Al Khor, 6% (259) in Al Wakra, 2% (80) in Umm Slal
and 1% (60) in Al Shamal.
Out of the available bed supply in 2033, 4,354 beds will be dedicated to Nationals and Non-SML
Expatriates, 48% of which will be General Medical/Surgical Beds, 13% ICU Beds, 11% Obstetrics
and Gynecology Beds, 9% Pediatric Beds, 5% Physical Medicine and Rehabilitation Beds, 6%

NICU/PICU Beds, 4% Skilled Nursing and Geriatric Beds and 4% Psychiatric/Behavioral Health
Beds.
Out of the available bed supply in 2033, 360 beds will be dedicated to the SML Expatriates, of which
83% are General Medical/Surgical Beds and 17% are ICU beds. This supply is represented by the
three SML Hospitals expected to open in 2016.
11.4.2 Supply Estimate Results: Consultation Room Supply

The total available consultation room supply is expected to be
2,396 in 2018 and to increase to 2,528 in 2033. The consultation room supply is
estimated to be 2,528 in 2033, a
In 2018, 44% (1,061) of the consultation room supply will be in 101% increase from 2013.
Doha, 25% (593) in Al Rayyan, 9% (213) in Al Khor, 9% (214) in
Al Daayen, 8% (177) in Al Wakra, 3% (81) in Umm Slal and 2% (58) in Al Shamal.
In 2033, 46% (1,160) of the available consultation room supply will be in Doha, 23% (593) in Al
Rayyan, 10% (246) in Al Khor, 9% (214) in Al Daayen, 7% (177) in Al Wakra, 3% (81) in Umm Slal
and 2% (58) in Al Shamal.
Out of the available consultation room supply in 2033, 2,340 rooms will be dedicated to Nationals and
Non-SML Expatriates, 73% of which will be General Purpose Rooms, 19% Dental Rooms, 3%
Pediatric Rooms, 3% Ophthalmology Rooms and 2% ENT Rooms.
Out of the available consultation room supply in 2033, 188 rooms will be dedicated to the SML
Expatriates, of which 91% are General Purpose Rooms, 8% are Dental Rooms and 1% are
Ophthalmology Rooms. This supply is represented by the four SML Expatriate health centers
expected to open by 2016.

11.4.3 Supply Estimate Results: Major Medical Equipment Supply
In total, there are currently 193 Hemodialysis units, 26 MRIs, 14 CT scanners, 13 Interventional
Medical Procedure devices and 2 PET scanners available in Qatar. With lack of information on
planned equipment, supply estimates assume that the number of available MME stays the same
between 2018 and 2033.
Of the available MME, the majority is in Doha (70%), Al Rayyan The pharmacy room supply is
(12%), Al Khor (11%) and Al Wakra (7%). estimated to be 270 in 2033.
11.4.4 Supply Estimate Results: Pharmacy Supply

In total, there are 270 pharmacies available in Qatar. Of the available pharmacies, the majority are in
Doha (63%), followed by Al Rayyan (27%), Al Wakra (4%), Al Khor (3%), Umm Slal (3%) and Al
Shamal (less than 1%).
The following graph shows the available pharmacy supply by municipality.

11.5 Gap Analysis
This section of the report presents the gap analysis results for the
Comparing the available supply
years 2018 and 2033. This gap is the minimum quantum of
to the required capacity is the
capacity, which the QHFMP must solve.
final step in conducting the future
The gap analysis compared available supply (existing and state analysis. The result of this
planned) with the required capacity, thus deriving the healthcare analysis dictates to healthcare
capacity gap or surplus of the hospital beds by type, consultation planners the amount of
rooms by type, MME by type and total number of pharmacies for healthcare build required to fill
the healthcare gap and cater to
each municipality and nationality group.
the additional required capacity.
It is worth noting that in order to allow for a margin of error, 10% of
the available supply of hospital beds was assumed to be non-operational at any point in time. Non-
operational beds are beds that cannot be used due to temporary issues such as routine
maintenance.
11.5.1 Gap Analysis Results: Bed Gap

The projected number of additional required beds is expected to
reach 1,067 beds in 2018 and 1,582 beds in 2033, as shown in the To cover the bed gap, healthcare
planners need to plan for enough
following graph.
facilities to provide an additional
In 2018, 64% of the total bed gap relates to the National and Non- 1,582 beds by 2033.
SML Expatriate population and only 36% relates to the SML
Expatriate population. In 2033, although the total bed gap increases by 515 beds, the proportion of
the bed gap relating to the National and Non-SML Expatriates rises to 76%, with a corresponding
drop in the proportion relating to SML Expatriate population to 24%.

As shown in the following graphs, Nationals and Non-SML Expatriates will require an additional 331
Obstetrics and Gynecology beds, 162 Pediatric Beds, 149 Psychiatric and Behavioral Beds, 8
Physical Medicine and Rehabilitation Beds and 28 ICU beds in 2018.
In 2033, the additional required beds for Nationals and Non-SML Expatriates will increase to 512
Obstetrics and Gynecology Beds, 248 Pediatric Beds, 188 Psychiatric and Behavioral Health Beds,
169 ICU Beds, 63 Physical Medicine and Rehabilitation Beds and20 Skilled Nursing and Geriatric
Beds.
SML Expatriates will require an additional 267 General Medical/Surgical Beds, 80 ICU Beds and 42
Psychiatric/Behavioral Health Beds in 2018. In 2033, the additional required beds for SML
Expatriates will decrease to 264 General Medical/Surgical Beds, 80 ICU Beds and 38
Psychiatric/Behavioral Health Beds. These projections did not take into account the fact that SML
Expatriates will also access tertiary care services and beyond at any provider.
As shown in the maps below, in 2018, the biggest bed gap will be in Doha, followed by Al Rayyan, Al
Wakra, Umm Slal and Al Shamal, with a surplus of beds in Al Daayen and Al Khor.
In 2033, the gap will increase in line with population growth, with the biggest gap in Doha, followed by
Al Rayyan, Al Wakra, Al Shamal and Umm Slal. Similarly, the surplus will decrease in Al Daayen and
Al Khor.

The bed surplus in Al Khor and Al Daayen is attributed to the expansion of Al Khor Hospital in Al
Khor and the development of the Trauma Mass Casualty Hospital in Al Daayen.
11.5.2 Gap Analysis Results: Consultation Room Gap

The projected consultation room gap is expected to reach 721
consultation rooms in 2018 and 2,510 in 2033, as shown in the To cover the consultation room
following graph. gap, healthcare planners need to
plan for enough facilities to
In 2018, 27% of the total consultation room gap relates to the SML provide an additional 2,510
Expatriate population and 73% relates to the Nationals and Non- consultation rooms by 2033.
SML Expatriate population.
In 2033, although the total consultation room gap increases by 1,789 rooms, the proportion of the
consultation rooms relating to SML Expatriates drops to 17%, with a corresponding rise in the
proportion relating to the National and Non-SML Expatriates to 83%.

In 2018, there will be a gap of 848 Specialty Clinic Rooms and a
Analysis indicates a significant
gap of 44 Primary Care Rooms. In 2033, there will be a gap of
increase in the need for Primary
1,369 Specialty Clinic Rooms and a gap of 1,253 Primary Care
Care Rooms, in line with the
Rooms. expected effects of the National
The significant increase in need for consultation rooms parallels Primary Health Care Strategy
the increase in demand for outpatient services. Similarly, the 2013-2018.
increase in need for Primary Care Rooms parallels the increase in demand for primary care services
in accordance with expected effects of the National Primary Health Care Strategy 2013-2018.
The following graphs show the gap and surplus for each consultation room by level of care (primary
or specialty) for the years 2018 and 2033.
Please note that direct comparison between the gap of consultation rooms by type and gap by level
of care may be misleading if not carried out correctly.

As shown in the following graphs, Nationals and Non-SML Expatriates will require an additional 234
General Purpose Rooms, 139 ENT Rooms, 98 Ophthalmology Rooms and 56 Pediatric Rooms in
2018.
In 2033, the additional required consultation rooms for Nationals and Non-SML Expatriates will
increase to 1,545 General Purpose Rooms, 196 ENT Rooms, 173 Pediatric Rooms, 148
Ophthalmology Rooms and 21 Dental Rooms.
In 2018, SML Expatriates will require an additional 172 General Purpose Rooms, 14 Ophthalmology
Rooms and 7 ENT Rooms.
In 2033, the additional required consultation rooms for SML Expatriates will increase to 400 General
Purpose Rooms, 14 Ophthalmology Rooms, 8 Dental Rooms and 7 ENT Rooms.

As shown in the maps below, in 2018 the biggest consultation room In 2033, the largest consultation
gap will be in Doha, followed by Al Wakra, with a surplus in all other room gap will be in Doha.
municipalities.
In 2033, the consultation room gap will increase, generating a gap in all municipalities except for Al
Shamal. This increase in consultation room gap is in line with the implementation of the National
Primary Health Care Strategy 2013-2018.

11.5.3 Gap Analysis Results: Major Medical Equipment Gap
In 2018, there is a projected gap of 24 Interventional Medical Procedure devices, 13 CT scanners
and 6 MRIs. In 2033, the gap will increase to 148 Hemodialysis units, 53 Interventional Medical
Procedure devices, 32 MRIs and 36 CT scanners.
MRI Interventional Haemodialysis

Procedures
11.5.4 Gap Analysis Results: Pharmacy Gap To cover the pharmacy gap in
There is a projected gap of 184 pharmacies in 2018 and a gap of 2033, there is a need to plan for
200 pharmacies in 2033. The following graph shows the available an additional 200 pharmacies.
and the additional required pharmacies for the years 2018 and 2033.
The majority of the pharmacy gap in 2018 and 2033 will be in Al Rayyan, followed by Al Wakra and
Al Daayen. The following maps show the expected pharmacy gap by municipality for the years 2018
and 2033.

become smaller.
pharmacy services and facilities as a result of the implementation of NHS Projects 1.6 and 6.3, and
update the planned distribution of pharmacies accordingly.

12. Illustrative Capital Cost Estimates
This chapter sets out further detail of the illustrative cost estimates set out in section 7.2. A Capital
Cost Estimates Model has been developed to derive an illustrative estimate of the capital cost to
Qatar of the infrastructure proposed in the QHFMP. Illustrative estimates of capital cost are based on
assumptions and projections for each type of facility, which were developed with advice from
specialist consultants to reflect market conditions in 2013.
These illustrative estimates are designed only to be used to inform long-term budget planning by
Government. All QHFMP projects will require an appropriate cost estimate to be developed during
implementation. The SCH will regularly update the assumptions in the underlying QHFMP models
both to reflect changes in the market and also to incorporate experiences gained as projects are
completed. All elements of the QHFMP capital program have been estimated on the same basis but
each project will require detailed economic appraisal based on market conditions at the time projects
are launched and using updated projections.
The illustrative capital cost estimates presented in the paragraphs that follow build up to the high
estimate total reported in part 1, chapter 7.
12.1 Methodology
The Model was developed in three steps, as follows:
Step 1: Collection of the input data
Based on the agreed Facility Classifications, including bed numbers and number of consultation
rooms, an input assumptions sheet was developed. This sheet was provided to specialist cost
consultants who provided the following input data for each proposed facility type:
Estimated construction cost
Estimated furniture, fixtures and non-medical equipment (FF&E)
Medical equipment costs
Information technology (IT) costs
Professional fees
Cost inflation estimates
Although land values are an important aspect of estimating facility development costs, the input data
excludes this factor from the calculations. The model estimates QHFMP implementation costs to the
Qatar and, as the land owner, the cost of land for budgeting purposes with be zero.
For future development purposes, land value is still an important factor. In recognition of the
importance of land value for future planning of healthcare assets, it may be incorporated into the
model at a later date.

Step 2: Development of the model framework
The model framework consists of:
Construction costs per m2 and construction profile over time
FF&E costs per square meter and expenditure phasing over time
Medical equipment costs
IT costs
Replacement costs for FF&E, medical equipment and IT allowing for phased replacement
dates
Step 3: Capital Estimate Outputs

The inputs were used to derive the capital expenditure cost for each type of facility. The model
assumes that any new capital expenditure will commence in 2014 onwards, and has been prepared
on an annual basis for 20 years using a 2013 price base. Illustrative estimated capital costs are
inclusive of professional fees and the outputs are cash flow only. The model provides a calculation
for depreciation, although depreciation is not included in the overall capital expenditure estimate.
The model excludes land and life cycle costs, although these elements could be added in the future.
12.2 Overall illustrative estimated capital cost

Based on the inputs provided, a high illustrative estimate of the capital cost to deliver the
infrastructure required to fulfill projections set out in the QHFMP by 2033 is QAR 56,835 million (see
table in chapter 7).
The illustrative capital cost estimates have been developed to include separate assumptions and
projections for each type of healthcare facility and have supported the development of consolidated
financial projections for the total estimated CAPEX. The facility cost projections are based on the
QHFMP facility classifications. Assumptions are based on estimates provided by a specialist
consultant. Assumptions have been used for each component on a stand-alone basis and may
include potential gaps, which may have not been considered or identified. Inflation has been applied
on an annual basis, based on the inflation scenario assumptions provided by the specialist
consultant.
Projections relate to future events and are based on assumptions which may not remain valid for the
whole of the relevant period. Consequently, this information cannot be relied upon to the same extent
as that derived from audited accounts for completed accounting periods. Specifically it should be
noted that the construction cost assumptions used reflect market conditions as at 2013. Construction
raw material costs, such as steel, undergo considerable price volatility. Given that the capital
projections extend over a period of 20 years, the expected level of construction costs may differ
considerably from those that have been estimated in the model as time progresses.
Although the model allows for flexibility of expenditure phasing, for purposes of forecasting capital
costs the program has been phased and based on construction durations advised by specialist
consultants for buildings and FF&E. For medical equipment and IT, it is assumed that the full costs of
these will be incurred in the final year of construction.

The illustrative cost estimates do not make any allowance for discretionary investment in premium
or 7 star facility amenities.
The SCH has not sought to establish the reliability of the input data or verified the information
provided and has not audited the model. Whilst all reasonable skill and care was taken to confirm
that the data input to the model accurately reflects assumptions provided by the specialist consultant
to derive the projections, these projections should in no circumstances be considered the only
possible projections of the future cash flows of the projects. The model and its related output
therefore do not to any extent substitute for the exercise of professional and business judgment on
the part of any parties using the model and its outputs.
A summary of the illustrative estimated capital cost of both non-hospital and hospital facilities is set
out in the sections below.
12.2.1 Illustrative estimated capital cost of non-hospital facilities

The buildings for the non-hospital facilities are expected to be constructed over a period of two years.
The number of consultation rooms and total build-up area (BUA) for each different facility type are
detailed in the table that follows, together with the illustrative estimated base costs which have been
calculated on the following basis:
Construction costs for the non-hospital facilities have been calculated at QAR 15,000 per
square meter (m2): base construction costs include professional fees, which are assumed to
be 15% of the total base cost (excluding inflation), and have been adjusted to account for a
30% risk and contingency rate. Buildings are assumed to depreciate over a period of 60 years
at a rate of 1.67% per annum.
Furniture, fixtures and equipment costs have been calculated at QAR 3,500/ m2 of BUA:
FF&E expenditure is assumed to be incurred equally over the two year construction period.
FF&E replacement costs are assumed to occur in years 5, 10 and 15 of operations, and are
assumed to be 10%, 20% and 30% of the total initial FF&E cost, respectively. FF&E are
expected to depreciate over a period of 10 years at 10% per annum.
Medical equipment for each non-hospital facility type is expected to be installed in the last
year of construction, and is assumed to be depreciated over a period of five years at a rate of
20% per annum. Replacements are assumed to occur in years 3, 6, and 9 of operations, with
replacement costs assumed to be 25%, 50% and 25% of the total initial cost, respectively.
Information technology costs for each non-hospital facility type are calculated at QAR 1,000/
m2 of BUA: IT is expected to be installed in the last year of construction, and is assumed to
be depreciated over a period of five years at a rate of 20% per annum. Replacements are
assumed to occur in years 3, 6, and 9 of operations, with replacement costs assumed to be
25%, 50% and 25% of the total initial cost, respectively.

Illustrative estimated costs per individual facility
Non-hospital facility details
(QAR million, 2013 prices high estimate)
Total illustrative
Number of Medical Information estimated
consultation Total BUA Construction FF&E Equipment Technology base cost
2
Facility type rooms m base cost base cost base cost base cost (High estimate)
Health Center 15 1,950 45.4 8.9 - 2.5 56.8
Health Center 30 4,200 98.4 19.1 3.7 5.5 126.7
Health & Wellness Center 45 7,650 178.8 34.8 3.7 9.9 227.2
SML Health Center 15 1,800 42.5 8.2 3.7 2.3 56.7
Diagnostic Center 15 4,150 102.9 18.8 41.3 5.4 168.4
Diagnostic & Treatment Center 45 14,400 341.7 65.5 41.3 18.8 467.3
Hemodialysis DTC 15 15,500 376.3 70.5 101.1 20.2 568.1
Page 153 of 167

12.2.2 Illustrative estimated capital cost of hospitals and long-term care facilities
The table below provides details for the different proposed hospitals and long-term care (LTC)
facilities. Similar to the table above for non-hospital facilities, details are provided of the total number
of beds required, construction duration and total BUA for each facility. Illustrative estimated base
costs for these facilities have been calculated on the following basis:
Construction costs are to be QAR 18,000/m2 for new hospitals and QAR 15,000/m2 for the
extension facilities: base construction costs include professional fees, which are assumed to
be 15% of the total 2013 base costs, and have been adjusted to account for a 30% risk and
contingency rate. Buildings are assumed to depreciate over a period of 60 years at a rate of
1.67% per annum. Construction costs are assumed to occur proportionally over the
construction duration of every hospital.
Furniture, fixtures and equipment costs have been calculated at QAR 7,500/m2: FF&E
expenditure is assumed to be incurred proportionally over the construction period of each
hospital. FF&E replacements are assumed to occur in years 5, 10 and 15 of operations, and
replacement costs are assumed to be 10%, 20% and 30% of the total initial FF&E cost,
respectively. FF&E are expected to depreciate over a period of 10 years at 10% per annum.
Medical equipment costs are expected to be incurred in the final construction year, and
assumed to depreciate over a period of five years at a rate of 20% per annum. Replacements
are assumed to occur in years 3, 6, and 9 of operations, with replacement costs assumed to
be 25%, 50% and 25% of the total initial cost, respectively.
Information technology costs have been calculated based on a ratio of QAR 1,500/m2. IT
costs are expected to be incurred in the final construction year, and assumed to depreciate
over a period of five years at a rate of 20% per annum. Replacements are assumed to occur
in years 3, 6, and 9 of operations, with replacement costs assumed to be 25%, 50% and 25%
of the total initial cost, respectively.

Illustrative estimated costs per individual facility
Hospital and long-term care facility details
(QAR million, 2013 prices high estimate)
Total illustrative
Total Construction Medical Information estimated
number duration Total Construction FF&E Equipment Technology base cost
2
Hospital name of beds (years) BUA m base cost base cost base cost base cost (High estimate)
Abu Hamour Phase 1 270 3.0 69,120 2,400.0 673.9 72.7 134.8 3,281
Abu Hamour Phase 2 30 4.0 7,680 163.3 74.9 4.2 14.9 257
Abu Hamour Phase 3 200 6.0 51,200 1,100.0 499.2 99.6 99.8 1,799
Al Daayen W&C 251 3.0 87,850 2,500.0 856.5 73.9 171.3 3,602
Sidra Expansion 270 3.0 94,500 2,300.0 921.4 56.2 184.2 3,462
Al Wakra Expansion 122 2.0 31,232 765.6 304.5 68.9 60.9 1,200
SML Ras Laffan 96 2.0 24,576 594.2 239.6 - 47.9 882
SML Doha 96 2.0 24,576 594.2 239.6 - 47.9 882
SML Mesaieed 96 2.0 24,576 594.2 239.6 - 47.9 882
Abu Hamour MH (LTC) 95 1.5 18,000 515.9 175.5 - 35.1 727
Umm Slal SNF (LTC) 80 1.5 16,000 458.6 156.0 - 31.2 646
Umm Slal MH (LTC) 95 1.5 18,000 515.9 175.5 - 35.1 727

SUPPORTING INFORMATION

13. Glossary
Item Definition
A&E Accident and Emergency
AAH Al Ahli Hospital
AEH Al Emadi Hospital
AH American Hospital
ALOS Average Length of Stay
BUA Build-up area
CAPEX Capital Expenditure
Cath Lab Catheterization Laboratory
CGIS Center of Geographic Information System
CON Certificate of Need
CSF Clinical Services Framework
CT Computed Tomography
DC Diagnostic Center
DCH Doha Clinic Hospital
DTC Diagnostic & Treatment Center
ENT Ear, Nose and Throat
FF&E Furniture, Fixtures and Non-Medical Equipment
GCC Gulf Cooperation Council
GIS Geographic Information System
GP General Practitioner
General Secretariat for Development Planning (now known as the
GSDP
Ministry of Development Planning and Statistics)
HC Health Center
HDTC Diagnostic and Treatment Center with Hemodialysis capability
HMC Hamad Medical Corporation
HWC Health and Wellness Center
ICU Intensive Care Unit
IP Inpatient
IR/ CL Interventional Radiology/ Catheterization Laboratory
Linac Linear Accelerator
Litho Lithotripter
LTC Long-Term Care
Mammo Mammography
MDPS Ministry of Development Planning and Statistics
MME Major Medical Equipment
MMUP Ministry of Municipality and Urban Planning

Item Definition
MOI Ministry of Interior
MRI Magnetic Resonance Imaging
NCCCR National Center for Cancer Care and Research
NCS National Cancer Strategy 2011-2016
NHS National Health Strategy 2011-2016
NICU Neonatal Intensive Care Unit
OECD Organization for Economic Co-Operation and Development
OP Outpatient
PET Positron Emission Tomography
PHCC Primary Health Care Corporation
PICU Pediatric Intensive Care Unit
PM&R Physical Medicine and Rehabilitation
QAR Qatari Riyal
QCON Qatar Certificate of Need
QHFMP Qatar Healthcare Facilities Master Plan
QNDF Qatar National Development Framework
QNMP Qatar National Master Plan
QNV Qatar National Vision
QP Qatar Petroleum
QRCS Qatar Red Crescent Society
Qatar Statistics Authority (now known as the Ministry of Development
QSA
Planning and Statistics)
RAD/ RF General Radiology/ Fluoroscopy
SCH Supreme Council of Health
SML Single Male Laborer
TMCH Trauma Mass Casualty Hospital
TOD Transit Oriented Development
UK United Kingdom
USA United States of America
USD US Dollar

14. Acknowledgements
The preparation of the QHFMP would not have been possible without the help of many organizations
and individuals who offered their valuable time, extended knowledge, provided data or facilitated
meetings and work sessions.
Organization Name Job title
Supreme Council of Health Dr Faleh Mohamed Hussain Ali Assistant Secretary General for
Policy Affairs
Dr Mohammed Al Thani Director of Public Health
Dr Jamal Al Khanji Director, Healthcare Quality and

Patient Safety
Eng. Abdulla Al Yafeai Director, E-Health and IT Department
Mr Mohammed Jassim Manager, PMO Office, Planning &

Abdulrahman Assessment Department
Mr. Awn Sharif Manager, Planning & Assessment

Department
Ms. Orsida Gjebrea Manager, Policy Coordination and

Innovation Unit
Dr Ihab Ibrahim Acting Head of Facilities Licensing
Dr Badria Al-Malki Specialist Physician
Mr. Robert Moorhead Director NHS PMO
Dr Mohammed Al-Hajjaj Chief Resident
Dr Thaera Muslat Specialist
Dr Tarek Ali Abdelmageed Medical Supervisor, Medical

Relations & Treatment Abroad
Department
Mr. Mathew Tagney Program Support Manager, NHS

Program Management Office
Mr. Hassan Mohammed Al Support Supervisor, E-Health and IT

Shaikh Department
Mr. Khaled Khidir Facilities Inspector
Ms. Fatima Nasser E A AL- Secretary Health Planning &

Maadeed Assessment Department
Ms. Jawaher Al Ali GIS & Private Sector Coordination

Ms. Mashael Al Ali Data Analysis Coordinator
Eng. Mahmoud Hamad Specialist, Data & GIS

Barrany
Mr. Tariq Salah Eldeen Legal Consultant, Legal Affairs

Department
Mr. Azhari Abdulgader Legal Researcher, Legal Affairs

Department
Ms. Chloe Sifton Researcher
Ms. Shema Abraham Project Coordinator
Ashghal Mr. Abdulmohsin Hassan M H Head of Health Projects Section

Al-Rashid
Mr. Ben Khan Program Manager (Healthcare),

Ashghal PMC
Hamad Medical Mr. Gary Needle Chief of Planning and Performance

Corporation
Mr. Steve Phoenix Chief, General Hospitals Group
Mr. John Lambert Smith Exec. Dir. Health Facilities Planning

and Design
Ms. Lorraine Giblin Executive Director for Performance

and Monitoring
Dr Declan O'Neill Exec. Dir. Health Planning and

Programs
Mr. David Highton Executive Director Corporate

Development
Dr Rob Owen Chief Executive Officer of HMC

Ambulance Services
Dr Don Mackechnie Director of Acute and Emergency

Transformation
Dr Ihab Seoudi Assistant Executive Director,

Strategic Planning
Ms. Holly Hepp Trauma Program Manager
Dr Mohanraj Dhanagopal Health Data Analyst
Mr. Lawrence Tallon Executive Director, Corporate Policy
Ms. Bernadette Farrell Director of Health Facility Planning

and Architectural Design

Ministry of Development Dr Richard Leete Director, Department of Social

Planning and Statistics Development
Mr. Sultan Al Kuwari Director, Population and Statistics
Ms. Wafa Sadd Mohd Hzeem Head, Statistics Administrative

Al Sulaiti Records Section
Mr. Mohammed Saud Al Head, Population Statistics Section

Boainain
Ms. Hessa Ali Almalki Statistics Researcher
Ministry Of Interior Captain Sapt Sagr Al Kuwari Assistant Director, Medical Services
Department
Dr El-Mamoun Mohd. O. Head of Quality Assurance

Abdulla
Mr. Shaher Abusamra Head of Internal Audit
Ministry of Municipality Mr. Ali Abdullah Undersecretary for Central Planning

and Urban Planning Office
Mr. Ali Al Shamlan Director of Planning Department
Eng. Abdulla Ahmad Al Karrani Manager, Qatar Urban Planning

Framework Project
Dr Eng. Mohamed Abd el- Head of Planning and Projects

Wahab Hamouda Division
Mr. Graeme Bolton Senior Planner
Mr. Lloyd Audsley Senior Urban and Regional Planner
Mr. Mahmoud Mohamed Senior Urban Designer

Sanaa El Geziry
Mrs Mona Abdul Khalek Senior Urban Planner
Dr Yasser Hammam Senior GIS Specialist
Dr Hebatalla Nooreldeen Housing Planning & Community

Facilities Expert
Mr. Nagy El-Gritly Urban Development Planner
Mr. Tanvir Ahmed Bhamji Strategic Policy Planner
Mr. Chris Green Liaison Manager, Central Planning

Office
Mr. Ian Cleeve Liaison Manager, Central Planning

Office

Primary Health Care Dr Mariam Ali Abdulmalik Managing Director

Corporation
Mrs. Flora Asuncion Assistant Managing Director
Dr Juliet Ibrahim Executive Director of Clinical Affairs
Mr. Bill Gillespie Assistant Managing Director
Dr Amal al Muraikhi Executive Director of Service

Development
Eng Niki Georgiou Manager of Facilities and Engineering
Mr. Steven Emery SME Transformation Team
Mrs. Enas Khattab Manager of Governance Support
Qatar 2022 PMC Mr. John Bradbury Interface Manager, Non-Competition

Venues
Qatar 2022 Supreme Ms. Fatma Darwish Fakhro Senior Stakeholder Manager
Committee
Mr. Casper Morley Project Manager, Accommodation
Qatar Petroleum Dr Haseina Saidan Masoud Al- Medical Director

Hamad
Dr Ahmad Al-Badraan Acting Manager, Medical Services

Department
Qatar Rail Company Mr. Hamad Al Bishri Deputy CEO
Mr. Daniel Leckel Chief Technical Officer
Qatar Tourism Authority Mr. Issa M. Al Mohannadi Chairman
Al Ahli Hospital Dr Mobin Abdulla Director, Medical Administrative

Affairs
Dr Khalid Al Fakhri Head of ER Department
Ms. Ezdehar Ismail Abu Medical Liaison Officer

Hussein
Al Emadi Hospital Dr Samer Rida Assistant General Manager/ Medical

Director
Dr Adel Aziz Accreditation, Quality and Infection

Control Officer
Al Hayat Medical Center Dr Fawaz Sadd General Manager
American Hospital Mr. Aamir Ayub Health Management Coordinator
Aspetar Dr Khalifa Jeham Al Kuwari Chief Executive Officer

Mr. Ibrahim Al Darwish Chief Operating Officer
Doha Clinic Hospital Mr. Ajeesh K.M IT Manager, Accreditation

Coordinator
Msheireb Properties Mr. Stewart Kirkham Manager, Business Development
National Health Strategy Dr Hassan Al Thani Emergency Care Strategy SRO

2011-2016 (Project Leads)
Mr. Paul Welford Emergency Care Strategy Lead
Ms. Fiona Bonas Cancer Strategy Lead
Mr. Terry Sharkey Mental Health Strategy Lead
Ms. Nicola Dymond Continuing Care Strategy Lead
Ms. Maureen Breen Continuing Care Strategy
Naufar Dr Mohammed Al Maadheed Director General
Mr. Hagop Doghramadjian Chief Executive Officer
Mr. Abdul Aziz Al Moftah Operations Director, Naufar
Qatari Diar Mr. Magdy Youssef Director, Lusail Development
Jonathan Henderson Urban Planner, Lusail Development
Mr. Abdulla Haidar Development Executive, Lusail

Development
Ms. Duhha Hamadeh Architect, Lusail Development
Qatar Foundation Ms. Ameena Ahmadi Architecture Manager, QF Capital

Projects
Mr. Salah Mohammed Ali Contracts Manager, QF Capital

Projects
Qatar Red Crescent Dr Dauod Al Bast General Manager

Society
Dr Anas Al Azmeh Physician
Dr Hassan Al Yafi Physician
Sidra Medical and Dr Edward Ogata Chief Medical Officer

Research Center
Dr Joachim Dudenhausen Deputy Chief Medical Officer Project
Mr. Abdulrazaq Al Kuwari Director, Corporate Governance

Strategy
Ms. Trish Mills Legal Consultant

Ms. Lisa Austin Director of Medical Administration
TMCH Dr Mohammed Al Maadheed Director General
Mr. Bala Krishnan Interim COO
Ms. Juanita Romans Chief Operating Officer

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Qatar Healthcare Facilities

Master Plan 2013-2033

Published September 2014

Supreme Council of Health, Qatar

Printed in Qatar, 2014

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Dr. Faleh Mohamed Hussain Ali

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Additional methodology is discussed in each section.

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1. Part 1 of the QHFMP covers the following:

The key principles involved in developing the QHFMP.

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2.1 Timely Action

Establishment of the Primary Health Care Corporation (PHCC); and

An assortment of small private clinics and polyclinics.

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It is well understood that duplication of sub-specialists in multiple locations can adversely

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A generally accepted global planning standard for acute hospitals assumes:

Rumailah Hospital, built in 1957 and last significant refurbishment in 1997.

Hamad General Hospital, built in 1972, on-going refurbishment.

Womens Hospital, built in 1988, on-going refurbishment.

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3.2 Healthcare Facilities

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Type of Facility Inventory

Healthcare Center/Clinic 302

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Oral & Maxillofacial Surgery

Obstetrics & Gynecology

Accident & Emergency

*See Glossary for abbreviations

Outpatient services provided in non-hospital facilities in Qatar include:

Cardiology Ophthalmology These services are accessible to the population of Qatar

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3.5 Major Medical Equipment and Technology

Organisation for Economic Cooperation and Development (OECD) tracked devices

Accordingly, the following MME devices were assessed:

Computed Tomography (CT).

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2013 Diagnostics & Treatment Capabilities

3.6 Future State Analysis

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Services Demand Required Available Gap*

*Gap was calculated using estimated number of operational beds

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4.1 Service Planning Drivers

4.1.1 Model of Care

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