Indus Hospital provides free dialysis and other healthcare services to patients in Pakistan. The document outlines the history and vision of Indus Hospital, which began in 1980 with a group of medical students who raised funds to build a blood bank. It has since expanded to include a 150-bed tertiary care facility. The Indus Dialysis Center focuses on providing high-quality dialysis to patients through a team-based approach. On average, 360 dialysis sessions are performed per month. Indus Hospital aims to serve all people through an Islamic ideology of excellence in healthcare without discrimination. It faces challenges in providing free services at scale but remains committed to its vision through community support and innovative solutions.

1. INDUS HOSPITAL
DIALYSES CENTRE

2. PAKISTAN KIDNEY DISEASES BACKGROUND
▪ Pakistan is rated among the top 5 countries worldwide for the highest rates of preventable
deaths caused by chronic kidney disease.
▪ Acute kidney disease (AKD) is a kidney disease that occurs between 7 to 90 days during the
progression of acute kidney injury to chronic kidney disease.
▪ This type of kidney damage is usually seen in older people who are unwell with other
conditions and the kidneys are also affected

3. CKD ( CHRONIC KIDNEY DISEASE)
▪ Chronic kidney disease (CKD) is a kidney disease that occurs due to the presence of kidney
damage or decreased GFR for greater than 3 months. The cause of CKD is long-term diseases
such as diabetes and hypertension.
▪ Kidney stone disease is still one of the major causes of CKD in Pakistan. Kidney stone disease
is a preventable cause of renal failure, if detected and treated early.
▪ Kidney stone is prevalent in the stone belt areas in our country which are located in rural
areas. The treatment is very costly, and mostly available only in large cities.

4. INDUS HOSPITAL BACKGROUND
▪ In 1980 a group of medical students a Dow medical college in Karachi formed an organization
called the patients welfare organization.
▪ Terrorist bomb blast occurred and civil hospital was unprepared to cope up with this catastrophe
▪ Raised money to build a quality blood bank.
▪ 2005, Islamic mission trust donated a non functioning building
▪ Which was renovated and opened in 2007.
▪ It was a tertiary care and multi disciplinary hospital with 150 beds
▪ First cashless and paperless hospital in the country with e-cardiology system

5. ▪ Its funding is done by philanthropic foundation and public donations
▪ Like Islamic mission another non functioning hospital was donated by fakir trust
▪ In 2014, Indus took a major step in building a kidney dialysis center.
▪ It is a 20 bedded dialysis center in the locality of PIB colony
▪ Dialysis center provides quality blood to the patients without any discrimination
▪ Free medication is provided by the dialysis center itself.
▪ Free ambulance facility is also given to the needy patients

6. LOCATION
▪ PIB colony has a mixed population but mostly people who are working tirelessly to
meet their ends
▪ Indus hospital opens its branches where they are needed the most so that the poor
people could be easily facilitated
▪ One of the biggest challenges people face is regarding the prison
▪ Prison is surrounded by the residential area which includes PIB colony.
▪ Absence of cellular connectivity is causing difficulties for emergency patients
▪ Patients are suffering because of jammers everyday
▪ One thing that hospitals need to keep in mind while making location strategy is
parking spaces for the patients as well as ambulances

7. INDUS HOSPITAL VISION
Excellence in health care service
free treatment for all to please Allah subhanhu wa Ta’ala
serve people under the unparalleled Islamic ideology
provide resources employees working in the organization
enhancement of capacity

8. CHARACTERISTICS OF VISION
Attainability
lucidity
concreteness
clarity
complexity
scale
nobility
loftiness
correctness

9. Framework
▪ Indus has built a reputable name for providing high-quality healthcare options that are
accessible to all societal groups.
▪ Indus Dialysis Center focuses on EXCELLENCE through Teamwork.
▪ On average 360 dialysis sessions are being performed every month.
▪ each patient receives the full dose of 12 hours of weekly dialysis in 3 divided sittings.
▪ With all dialysis, home medications were provided as well.
▪ Family medical clinic was set up 6 days a week.
▪ This was supported by the sample collection center and on-site ECG and X-Ray.

10. ▪ Two standby generators are installed to ensure the safety of the dialysis process of the patients.
▪ They didn't have an electrical connection at first
▪ They used 2 huge generators to support the center electricity consumption.
▪ Since they got a connection, they never took out the generators.
▪ There are around 7 big containers of water on the roof .
▪ Since water is a necessary component in the dialysis process.
▪ To do the best within the available resources the services provided by the management of Indus
dialysis center are remarkable.

11. INDUS HOSPITAL FRAMEWORK OF ZAKAT
▪ Zakat a pillar of Islam
▪ Zakat is intended to promote gratitude, redistribution of money, creation of social
security.
▪ 24% of the total finance budget comes from zakat.
▪ Patients are screened through interviews and than are selected.
▪ Final selection is done by Dr. Bari.
▪ For people who are Syed, and others not selected through above process are treated
general donation.

12. INDUS HOSPITAL A PAPERLESS FOUNDATION
▪ First hospital in Pakistan to use encoding patients data.
▪ Upgraded paperless system for outpatients as well
▪ Over 70,000 coded diagnosis have been entered
▪ The system strictly follows the International Classification of Disease Guidelines.
▪ Patients are provided with unique patient identification number and electronic medical record.
▪ Through this data the staff and Doctors can monitor and check their medical history of returning
patients.
▪ The data can be accessed by using patients name, mobile phone number, and patients address.
▪ All consultations and inpatient treatment are provided at no cost to all patients.

13. VALUE OF PEOPLE DONATION
▪ Indus Hospital Dialyses center prefer dialyses over kidney
transplants.
▪ Scare resources.
▪ Their motto is to save as much life as possible.
▪ Every life is important.

14. HOSPITAL STAFFING
• “With faith, commitment, and sincerity of purpose, you can achieve anything, but the
hard work is always there, whatever the feat it is,” Dr. Abdul Bari. Indus leaders
fostered a faith-driven culture at the hospital and looked for a similar combination of
moral commitment and dedication in staff.
• Finding quality staff who subscribed to Indus’ vision presented an ongoing
challenge. Initially, Indus paid employees less than the commercial market rate,
relying on the hospital’s vision to attract staff.
• By year three, Indus’ administrators realized that recruiting and retaining qualified
staff was the hospital’s main growth-limiting factor
• Indus clinicians saw large volumes of diverse cases in a setting where high-quality
care was considered a patient’s right. Indus’ reputation for emphasizing quality,
excellence and access to newer technologies also attracted trainees.

15. INDUS TRAINING PROGRAM
• The hospital developed staff training programs based on internally created standard operating
procedures. To ensure reliability and correctness of care delivered, working toward developing ways to
assess care quality and hold clinicians accountable.
• Indus lowered the hospital’s nurse-to-patient ratios to match international quality standards. developed
strict nursing guidelines and started an internal training program.
• Indus trained its best nurses to become managers and instructors who then trained and monitored the rest
of the nursing staff. New nursing applicants had to pass two assessments before being hired on a
conditional basis. Nurses who made it through the initial probation period received ongoing training and
specialization based on internally designed teaching modules.
• The hospital recruited volunteers to act as patients, test the system, and report on their experience.
Managers spent time on the hospital floors monitoring patient flow and supporting staff to ease
bottlenecks and solve problems. Managers empowered front-line staff to provide honest feedback and
involved them in the decision-making process.

16. PHARMACY (ERP SYSTEM):
▪ Indus Hospital selected Oracle Fusion cloud Enterprise Resource Planning (ERP) to
help simplify the procurement and management of its medical supplies inventory.
▪ Oracle Fusion cloud Enterprise Resource Planning (ERP) eliminate the need to
manually input supplier invoices and paper work system.
▪ Oracle ERP Cloud can be accessed anywhere, anytime, and works on any smart
device It is beneficial when employees require flexibility in accessing their
information due to work schedules.
▪ Indus Hospital provides quality health care to to there deserving patients at free of
cost.

17. LEADERSHIP OF INDUS HOSPITAL
• The leadership of dr. Abdul Bari is different because it is driven by a cause, by a
purpose, by a belief. There are leaders and there are those who lead. Leaders hold a
position of power or authority, but those who lead inspire us, whether they're
individuals or organizations
• Indus hospital management values and motivates humanitarian services and
upholds every aspect of how our organization operates, from patient service to the
workplace culture.
• To have people evolve, work with a generous purpose and promote the spirit of
giving and sharing and compel individuals that means having the best interests of
your people at heart. Indus hospital make people see the values that define the
organization as inherently valuable and automatically shared.

18. INSPIRING LEADERSHIP
• Indus hospital Shared beliefs belong to everyone, and a truly inspires that inclusive
process is the best way to have an authentically inclusive outcome from bottom to
top
• Indus as an organization shape those values to share their beliefs and inspire for
the excellence. Shared beliefs are two-way streets that place a quality on
commitment, not just compliance.
• The goal is not just to hire people who need a job; it's to hire people who believe
what you believe. If you hire people just because they can do a job, they'll work
for your money, but if you hire people who believe what you believe and inspire
them with your ultimate vision to serve humanity then they work for you with
blood, and sweat, and tears.

19. LEADERSHIP QUALITY BASED ON SHARE:
▪ People trust Indus hospital for health care
▪ They do not provide their assistance to emergency
patients
▪ They have scare resources
▪ They do not prefer their patients to visit other hospital.

20. LEADERSHIP QUALITY BASED ON FACILITATION:
Kidney Issues Treatments by Nephrologists in Indus Hospital
▪ Acute and chronic kidney diseases.
▪ Kidney injury
▪ Renal Failure
▪ Kidney Stones
▪ Electrolyte imbalance
▪ Hypernatremia
▪ Kidney infections
▪ Kidney stones
▪ Nephrotic syndrome
▪ Blood or protein in the urine
▪ Kidney transplants
▪ Autoimmune disorders
▪ Dialysis

21. INDUS HOSPITAL SERVICES FOR HUMANITY
▪ Blood center service
▪ Physical health and rehabilitation service
▪ Graduation ceremony of certification program in
emergency medicine

22. INDUS HOSPITAL INTERMEDIATE VISION
• Recent improvements in medical knowledge and technology have made it
possible to transfer administration of potent drugs and the use of complex
technology into patient homes. Making home healthcare with advanced
health interventions a growing arena Specialized home healthcare units are
an expanding form of the traditional comforting home healthcare
• Patients with chronic diseases have the possibility to choose this kind of care
when basic home healthcare is insufficient, as an alternative to hospital care
• INDUS HOSPITAL strives to increase its excellence and resilience in future
through the home medication management process by allocating time for
reflection to increase awareness and vigilance to handle complexity and
fluctuating conditions in everyday work and increasing health crises in
Pakistan
• The analyses of the medication management process is identified in four
categories.

23. 1. A dynamic medication management process
• Multiple parallel activities distributed over time, space and actors constituting a
challenge for ensuring patient safety. included both a technical component, physician
prescribed medications in the electronic medical record (EMR), and a decision-
making component
• medications were delivered to the units in a multi-dose drug dispensing aid, packed
in disposable bags with information on patient data, contents, date and time for
intake. These bags usually contained seven days’ worth of medication for each
patient when delivered to the units.
• administered medications in injection or infusion form. Monitoring, assessment,
evaluation and provision of information about why, when and how the patients
should take their medications were part of the RNs’ home visits

24. 2. Bridging unclear boundaries of responsibility
• Being in charge in a patient’s home constitutes a challenge adapting to a shared
responsibility and simultaneously being authoritative and preserving the patient’s
active participation, autonomy and integrity.
• Managing the MMP, from prescription to intake in the patient’s home, is a process in
practice shared between the municipality, the patient, family caregivers and various
care providers. Separate documentation systems and sparse information exchange the
Registered nurse to find ways to communicate across organizational boundaries.

25. 3. Creating interim solutions in inadequate information systems
• use of various forms of health IT require shared responsibility and a sociotechnical
approach (i.e. focus on the people, processes, environment, and technology
involved) health IT must be designed and developed in such a way that it supports
user goals and workflows, and organizations must configure health IT correctly if
they adopt
• healthcare organizations must work in conjunction with their electronic health
record (EHR) vendors to monitor and optimize this technology to enable it to help
them identify, measure, and improve the quality and safety of the care provided.
Thus, safe technology, safe use of technology, and use of technology to improve
safety are all critically important for improving healthcare

26. 4. Coping with fluctuating work conditions
• The frequent and rapid variations during daily work constitute challenge in
prioritizing goals as well as in creating strategies to promote a safe MMP and
translating it into learning. Strategies to promote a safe MMP at an organizational
level to be part of the local medical guidelines.
• Standardization of work processes should be a legitimate part of the efforts to
increase safety and streamline care. Learning from the adjustments made by
healthcare professionals in everyday work that makes things succeed is crucial in
order to engineer high-performance safety systems.

27. PROBLEMS
It is impossible for a hospital that provides free services not to face challenges. Such challenges were
encountered in the provision of medication services, as well as in the location and availability of beds.
Medications:
▪ Outpatients at Indus Hospital do not have access to Homecare medication services.
▪ As a result, Dr. Abdul Bari and his consultant team have discovered through studies that the majority of
outpatients to whom medicines are given misuse this facility, and as a result, people who give money for a
good cause to serve humanity see their money wasted.
▪ Take-home medication services are provided for dialysis patients following each session.
▪ Although the goal of Indus was not to target minor surgeries, but rather major surgeries such as cardiac
surgery, knee replacement, and so on, which are much more expensive in our country, the reason for
discontinuing these services was to save money and focus on major surgeries.

28. Location:
▪ Because no emergency services are provided, the PIB Dialysis Center only treats
stable patients who are not in critical condition. Jammers are installed due to the
Central Jail's proximity. Phone calls are ineffective, and calling ambulances takes
time.
Beds Unavailability: A limitation factor
▪ Another major issue on campus is that because the beds are all taken, new patients
who want to be treated here must be denied. Otherwise, quality suffers, despite the
fact that the vision of Indus Hospital is to provide quality health care in order to
please Allah (swt).

29. CONCLUSION
 As mentioned earlier, the vision of Indus is “To provide excellence in health care
service free for all to please Allah subhanahu Wa Ta’ala”.
 Indus Hospital has humble beginnings. It started from nothing but a positive
intention of Dr. Abdul Bari and his team and their tawakkul on Allah alone. They
had no huge amounts of cash and resources to start the project as my fellow mates
have told you before.
 This road of kindness and serving the humanity wasn’t easy at all. There were
hurdle in forms of capital, lack of staff, lack of buildings and equipment. But Dr.
Abdul Bari and his team never gave up, they kept their firm faith in Allah and in
their vision which later helped in overcoming all their problems.

30. • The tour enabled us to see how determined each team member of Dr. Abdul Bari is.
They all love and believe in Dr. Abdul Bari and are willing to do anything for the
welfare of humanity for the sake of Allah. The framework of Indus Hospital is so
strong that nobody deviates from their duties and the staff remains united towards
one goal.
 Indus Hospital is a real-world example of how dreams can come true through
positive intentions, a clear vision, hard work, relevant competencies, excellent
framework and faith in Allah.
 So, we all should learn from this real-world example of Indus Hospital and try to
incorporate it in our daily lives. We must believe that visions are not just theories but
they have a practical approach and they are achievable.

31. THANK YOU

32. PRESENTED BY: FURAT FATIMA
ALENA GHOURI
ALVINA SAEED
MUSKAN
ABDUL WAHID
AOWN ALI HUSSAIN
ARIJ AHMED
ABDUL JALEEL
ABDUL KAREEM
HASAN JALAL
PRESENTED TO: SIR HASAN SHAH