File photo used for representation only
Doha, Qatar: Hamad Medical Corporation (HMC) has reduced the average waiting time for a first specialist appointment from 58 days to around 16 days, as part of a broader effort to improve access, efficiency and patient experience across Qatar’s public healthcare system.
Managing Director of Hamad Medical Corporation H.E. Mohammed bin Khalifa Al Suwaidi said the corporation had identified long waiting lists as one of its main challenges after he assumed leadership, with more than 70,000 patients on waiting lists in 2024.
Speaking during the fourth episode of the National Planning Council’s “AlTanmiya” podcast, Al Suwaidi said HMC analysed the patient journey from referral through to specialist care and found that the average wait for a first appointment stood at 58 days.
The corporation subsequently set a target of bringing that period down to about two weeks.
Measures included cooperation with private hospitals, extending clinic hours into the evening and operating some clinics in two shifts. The average waiting time for a first specialist appointment has now fallen to around 16 days, he said.
Al Suwaidi stressed that first appointments should be distinguished from follow-up visits. A patient receiving another appointment after several months may in some cases be returning at the specific interval requested by the treating physician to reassess the condition, rather than facing a delay caused by capacity pressures.
The changes come against the backdrop of high demand across HMC’s network.
Al Suwaidi said the corporation provides around 22,000 different services through its facilities, covering areas such as laboratory testing, medical imaging, physiotherapy, cardiology and cancer care.
During the first six months of 2026, HMC recorded around 1.5 million outpatient appointments, received approximately 700,000 emergency cases, performed about 40,000 surgeries and conducted close to 50,000 home visits.
Taken together, the corporation delivered around 25 million services during the six-month period, he said.
Technology is also playing an increasing role in reducing unnecessary visits and simplifying access to care.
According to Al Suwaidi, the Lbaih application has reached around 400,000 users and recorded close to three million transactions.
Through the app, patients can access information on their medicines, blood-test results and radiology reports, request changes to appointments and reorder prescriptions. Medicines can also be requested remotely and delivered to patients through Qatar Post.
Al Suwaidi said such services help save patients time while also reducing pressure on hospitals and clinics.
He also highlighted work toward a more unified digital health record that would allow patient information to be accessed across different healthcare facilities, including public and private providers.
Such integration could help physicians view medication histories, laboratory results and imaging records through a single platform, reducing duplication and helping avoid potential conflicts between prescribed medicines.
Emergency care was another major focus of the interview.
Al Suwaidi said around 700,000 emergency cases were received during the first half of the year. He explained that patients are assessed according to internationally recognised urgency classifications, with the most critical cases receiving priority.
At the same time, around 16 primary healthcare centres are now providing 24-hour urgent care for less severe conditions, helping to ease pressure on hospital emergency departments.
He said public awareness remains important in ensuring patients seek care at the appropriate facility, whether through a primary health centre, urgent care service, specialist hospital or emergency department.
Al Suwaidi also discussed HMC’s preparedness for emergencies and disruptions to supply chains.
The corporation is responsible for managing part of Qatar’s strategic medicine stock and continuously monitors critical supplies, he said.
Emergency preparedness systems are designed to remain operational during major crises, including scenarios involving severe disruption to communications and logistics.
Medicine supply procedures were reviewed during the regional developments of 2026, he said, while long-term agreements with pharmaceutical manufacturers and the use of equivalent medicines helped strengthen supply security.
The corporation also maintains detailed plans for patients with chronic conditions or those dependent on medical equipment at home, including information on where they would be transferred and treated in an emergency.
Al Suwaidi said improving patient experience remains central to HMC’s strategy.
That experience, he said, begins before a patient enters a hospital and includes access to parking, reception, nursing, medical consultations, diagnostics, pharmacy services, cleanliness and the overall ease of navigating the healthcare system.
HMC has increasingly relied on performance dashboards, direct patient feedback and on-site monitoring to identify problems and take corrective action.
The corporation tracks performance indicators across hospitals, departments and specialties, with data used to guide decisions and improve service quality.
Al Suwaidi said the objective is not only to expand capacity, but also to ensure that patients receive the right care, at the right facility and at the right time.
