Its begins around 3 beds 1991.and gradually expend but its slow progress just before now its was 2 different male and female consist 9 beds. Whatever small infrastructure it’s never fed up to work and handle loads. In difficult time. As vision. And mission of MOH in personal DIRECTOR OF HARGEISA GROUP HOSPITAL come up master plan to respond demand in collaboration all other state sector. Including president Mahamed ahmed silanyo. Minester of health DR SULEIMAN haglotosiye.minister of finance ZAMZAM.first lady of president AMINA.TELCOMUNICATION COMPANY TELESOM.HARGIESA MAYOR ABDIRAHMAN SOLTELCO.AND NATIONAL ENVIRONMENT COMMOTION. Finally implement Modern ER which can meet required beer criteria of such wide hospital like HARGEISA GROUP HOSPITAL. which visited 800 out patien /month. Plus 500 inpatient /month 300 delivery new born baby /month. more than 2000 patien of surgeries /year.
Spesification of new ER depertment
Which designed as international hospital ER have large triage whole which badly needed to prioritise of severe cases from less serious ones. 50 beds in two different 3 male and 2 female ward s. Minor operating theatre. Offices and administration unit .staff apartment and storage facilities. It’s official
Opened 18 March 2017.
Ideal criteria of Hospital ER
writing by Dr mahamuod Akli MBBS
Hospital-based Emergency Departments are struggling to provide timely care to a steadily increasing number of unscheduled ED visits. Dwindling compensation and rising ED closures dictate that meeting this challenge demands greater operational efficiency.
Methods: Using techniques from operations research theory, as well as a novel event-driven algorithm for
processing priority queues, we developed a flexible simulation platform for hospital-based EDs. We tuned the parameters of the system to mimic global nationally average and average academic hospital-based ED performance metrics and are able to assess a variety of patient flow outcomes including patient door-to-event times, propensity to leave without being seen, ED occupancy level, and dynamic staffing and resource use.
Results: The causes of ED crowding are variable and require site-specific solutions. For example, in a nationally
average ED environment, provider availability is a surprising, but persistent bottleneck in patient flow. As a result, resources expended in reducing boarding times may not have the expected impact on patient throughput. On the other hand, reallocating resources into alternate care pathways can dramatically expedite care for lower acuity patients without delaying care for higher acuity patients. In an average academic ED environment, bed availability is the primary bottleneck in patient flow. Consequently, adjustments to provider scheduling have a limited effect on the
timeliness of care delivery, while shorter boarding times significantly reduce crowding. An online version of the simulation platform is
Conclusion: In building this robust simulation framework, we have created a novel decision-support tool that EDand hospital managers can use to quantify the impact of proposed changes to patient flow prior to implementation. Keywords: Simulation, Emergency department, Throughput, Crowding, Quantify, Hospital, Site-specific, Boardin
In my experience its difficult to be perfectionist when you can’t have. but knowledge of ideal ER is first step to plan. Fund and implement that’s why expected management of senior health mangers always have dreams and i appreciate DR AHMED OMAR ASKER his efforts and expertise HARGEISA GROUP HOSPITAL master planer.
Who already upgrade several departments launches others with his all colleges support private. Public and and national agencies I NGO and even person individuals
With out his vision it may not exciting. .thanks for all those suffering to surf others
One thing remain yet is to be considered hiring and allocation of new ER best of best highly performance health professionals personals OTHER WISE IT’S NEW ERA BUILDING NOT NEW ERA.