By Hesham Amer Prof.General Surgery Cairo University Deputy General Manager Cairo University Hospitals

 Number of potential patients in the population in its catchment area( affects inpatients, outpatients as well as Emergency department).  Average length of stay for inpatients.  Category of disease.  Demand seasonability & variability.  Operating theatre hours.

 If health demands increase----hospital needs infrastructure expansion.  If health demands relatively decreases---- alternatives must be implemented such as subletting (e.g. pharmacuetical research) to allow for best use of hospital infrastructure.

 Demographic : age; foreign cliental.  Epidemiologic changes : obesity trend & non smoking policy(life style changes).  Advances in medical technology: Decrease length of hospital stay--- increase day case activity, shift from inpatient to outpatient treatment.  Regulatory changes: patient choice or private practice.

 Strategic : increase vertical or horizontal, decrease as subletting.  Tactical : Shell spaces, flexible designs of operating theatres.  Operational : rapid example wards can accomodate different types of patients.

 Technological advances may mandate infrastructural changes.  Alternatively it could improve value –for – money changes in infrastructure and its flexibility. Value is a benefit-cost ratio Technology can improve caregiver responsiveness & quality of care.

 In todays competitive healthcare climate, hospital executives look to improve service delivery while meeting their budget targets.  Increased efficiency of hospital processes is through integrating hospital systems vis: *Patient information systems. * Monitoring & tracking devices. * Communication systems ( wireless, telephone, bedside terminal,PC).

 To avoid the drawbacks of the time consuming manual processes: * Delay information delivery. * Increase the risk of errors. * Raise costs.

 More secure.  Less costly,on long term.  Retrievable.  Eco-friendly.  Accessibility.  Less confusion.

 Policy and procedure.  Circulation management.  Technical monitoring and Auditing.  Managerial and administrative Auditing.  Expert opinion.  Telemedicine applications.

Patient  Reports and legal issues.  Record is retrievable by the ID  Medical history Doctor  Self assessment.  Professional development.  Research.

Administration  HR management.(Objective evaluation )and professional development and career path management for young doctors.  Quality management.  Financial management.( decision making, budgeting, financial planning, cost assessment)  Strategic planning.

 Tracking (persons and equipment)  Surveillance cameras.( performance monitoring and security)  E- libraries and video-conference.  Axis control.  Safe tunnels for system access and levels of access.

قصر العيني

Kasr El-Aini in Numbers  9 Hospitals  36 Academic Departments  43 Units of Special Interest  3,802 Beds  426 ICU beds  76 Operating theaters  10,363 Employees  3,853 Nursing staff  3,161 academic staff member  17,000 pre & post-grad students  1,591,294 patients / year Kasr El-Aini

 Very high cost.  Shifting of customer sectors to the free service.  Young patients. Unacceptable morbidity.  Egypt is no.1 in mortalities from RTA.  50% preventable mortality.

 Justification for the project:  humanitarian grounds  to provide integrated care for patients with emergencies and injuries resulting from accidents and burns.  the proportion of vulnerability to accidents and burns are concentrated in the age of young people in any population segment produced in any country.  the provision of health care are similar for all classes of people.  reduce the burden on low-income.  the expansion of service-line with the current census of the population and accommodate future growth

 Hospital consists of: Basement: state of the art sterilization center, ambulance parking facility  Ground floor: ER, Resuscitation area, Radio-diagnosis unit,blood bank, emergency labs,and Upper GIT endoscopy unit.  Mezzanine: conference hall and hospital administration  First floor: 6 emergency operating rooms with telemedicine capability and their recovery high dependency units.  Second floor : surgical intensive care unit including pediatric trauma care unit.  The third floor: surgery intermediate care unit and multiple trauma center.

 fourth, fifth : include surgical specialties trauma inpatient centre and skill labs for under and post graduate doctors.  sixth : Cardiac care unit and cardiothoracic surgery injuries.  seventh: Medical ICU and respiratory care Unit  The eighth floor: Burn center including the specialized 4 OR’s and physiotherapy areas and Burn ICU,Isolation areas and pediatric burn center

 National Bank of Egypt is now a partner of Kasr Al Aini hospitals.  New kasr Al Aini Emergency and Burns Centre.  Partnership doesn’t only cover shortage of funds but also provides expertise of public relations and media management, fund raising campaigns,HR management, Engineering auditing consultants and planning.  Donors (banks, individuals and organizations).

 Canadian partners ; MOU signed with Sunny Brook In the fields of;  Education and training.  Research and development.  Administration development.  Quality management.  Disaster management.  IT establishment and management.