Professional Documents
Culture Documents
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.
1.1 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.
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.
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
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);
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
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 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.
Services will be offered in a maximum of two locations (e.g. Pediatric subspecialties at Sidra and
HMC only).
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.
To complement the idea of stewardship, the QHFMP is also based on a philosophy of appropriate
renewal.
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:
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.)
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.
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
The vast majority of the National and Expatriate population reside in Doha and Al Rayyan
Municipalities.
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.
Diagnostic Facilities 61
Pharmacies 251
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
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
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
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.
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.
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.
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.
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.
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.
300 Beds / 60
Specialized Specialized Hospital
Town District - - - Consultation
Hospital 300
Rooms
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.
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.
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.
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
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.
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
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 - -
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.
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.
Pros Cons
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
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.
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
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.
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 15-30
Health Center 1,950 3,413 2,681 8,044 4,200 7,350 5,775 17,325
consultation rooms
General Hospital 10,148 10,150 10,149 30,447 42,300 203,000 122,650 367,950 150-600 bed ranges
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.
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
*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.
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.
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.
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
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.
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.
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.
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.
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.
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.
the QCON policies & procedures
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
the QCON policies & procedures
(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:
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.
Hospital at Al Daayen
Abu Hamour Medical
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.
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.
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
Required action over
the next 5 years
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
Required action over
the next 5 years
Location Details
Location Details
Location Details
Location Details
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.
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 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.
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:
Further breakdown of these costs are included in the detailed analysis chapter of Part 2 of this report.
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.
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
For further information on the QHFMP please contact the SCH Health Planning and Assessment
Department at: QHFMP@sch.gov.qa.
PART 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.
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%.
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.
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
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
Al Khor Hospital
Hamad General
Cuban Hospital
Skilled Nursing
Heart Hospital
Rumailah
Women's
Al Wakra
Hospital
Hospital
Hospital
Hospital
NCCCR
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.
ENT Dentistry
General Surgery General Pediatrics
Internal Medicine Obstetrics and Gynecology
Pediatrics General ENT
Family Medicine/ General Medicine
General Surgery
Internal Medicine
Urology
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
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
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
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
Services
Locations Services
Services
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.
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
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.
Interventional Radiology/Cath Lab Reference Point 1 Maps to DSA units in OECD list
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.
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
Source: Data from SCH, Providers and site visits by the Project Team
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
Source: Data from SCH, Providers and site visits by the Project Team
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.
Source: Data from SCH, Providers and site visits by the Project Team
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.
Source: Data from SCH, Providers and site visits by the Project Team
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.
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.
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.
Paediatric room
Opthalmology room
ENT room
Dental room
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 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%
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.
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.
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.
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.
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.
Health & Wellness Center 45 7,650 178.8 34.8 3.7 9.9 227.2
Diagnostic & Treatment Center 45 14,400 341.7 65.5 41.3 18.8 467.3
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.
SUPPORTING INFORMATION
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.
Supreme Council of Health Dr Faleh Mohamed Hussain Ali Assistant Secretary General for
Policy Affairs
Ministry Of Interior Captain Sapt Sagr Al Kuwari Assistant Director, Medical Services
Department
Qatar 2022 Supreme Ms. Fatma Darwish Fakhro Senior Stakeholder Manager
Committee
Mr. Casper Morley Project Manager, Accommodation
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