Sector: Health
			Sub-Sector / Technically Autonomous Unit (Network, basin, ..): Hospitals
			Component	Present Situation	Target Situation	Projects		Characteristics												Priority
								Technical Constraints			Cost							Impact	Uncertainty
Sector	Sub-sector	Geographic area		Sp	St	∆S	Remarks	Description	Min. delay to start (Year)	Min. constr. Period (Year)	Invest. Million US$	Land value / expro (a')	Yearly maintenance cost (b) %	Major rehab/replac. cost (c ) %	Span for rehab/replc (d) (Year)	Yearly operation cost (e) %	Uncertainty		(High, Medium, Low)
			Physical Stock
Health	Hospitals	Lebanon		* Uneven geographical distribution of hospitals	* Hospitals are available in all Lebanese regions	* Increase number of operational hospitals in different regions	* Build, rehabilitate and equip public hospitals in different Lebanese regions
				* Very low supply from the public side: 1,034 beds at the end of 2005	* Public bed capacity will increase to 2,175 in 2007	* Increase the public bed capacity by 1,141 till the end of 2007**, detailed as follows
						Till end of 2006:	# beds
						Saida	125			1	20		4	30	10	28	40%		Medium	1
						Bint Jbeil	100			1	16		4	30	10	28	40%		Medium	1
						Tibneen	70			1	11.2		4	30	10	28	40%		Medium	1
						Baalbeck	114			1	18.2		4	30	10	28	40%		Medium	1
						Hermel	75			1	12		4	30	10	28	40%		Medium	1
						Ftouh Kesserwan	75			1	12		4	30	10	28	40%		Medium	1
						Zahleh	152			1	24.3		4	30	10	28	40%		Medium	1
						Tripoli	220			1	35.2		4	30	10	28	40%		Medium	1
						Shahar Gharbi	70			1	11.2		4	30	10	28	40%		Medium	1
						Sub-Total (2006)	1,001
						Till end of 2007:
						Baabda	100			1	16		4	30	10	28	40%		Medium	2
						Jezzine	40			1	6.4		4	30	10	28	40%		Medium	2
						Sub-Total (2007)	140
						Total	1,141
Health	Hospitals	Lebanon	Institutional Setup	* Hospitals are not up to adequate standards, especially when it comes to size	* All hospitals satisfy required specifications and standards	* Improve the quality of resources used by hospitals especially that of staff, through training staff of the public hospitals	* Make the process of accreditation a continuous practice	Training program for staff of public hospitals***			10								medium
				* Low occupancy rates	* Higher occupancy rates, comparable to those in OECD countries	* Drive inefficient hospitals out of the market, thus reducing redundant supply and raising occupancy
				* Lack of adequate HR and low salary scales	* Adequate staff and adequate salaries	* Recruit new staff according to new salary scales
			Economic values:
			Investment (a) Mil US$	165	350
			Land value/expropriation (a') Mil US$	55	117
			Yearly maintenance % (b)	1.50%	1.50%
			Major rehab/replacement % (c )	30%	30%
			Span for rehab/replacement (years) (d)	10	10
			Yearly opertion cost % (e)	21%	29%
			Performance Indicators:
			Results
			Means
						** This figure will materialise by the end of 2007.  The continuous accreditation measures will either drive hospitals out of the market or encourage them to improve their supply;
						thus an assessment of hospitals should take place after the next accreditation in order to measure the new investment required
						*** This figure pertains to a period of ten years, where yearly cost are estimated at US$ 2 million