Based on what you have found(see below), recommend an alternate strategy that the firm could pursue, and three (3) long-term objectives. Ensure to justify your position.
The Cheshire Hall and Cockburn Town Medical Centre’s, forming the Turks and Caicos Islands Hospital, opened on 10th April 2010 and offer a number of specialized services for NHIP members and self-paying patients throughout the Turks and Caicos Islands.
The Cockburn Town Medical Centre is located on the island of Grand Turk and Cheshire Hall Medical Centre is located on the island of Providenciales. Both sites serve the local population and visitors across the Turks and Caicos Islands chain and have built-in capacity to double in size.
The facility is a public hospital managed by InterHealth Canada TCI Ltd on behalf of the Turks and Caicos Islands Government through a Public-Private Partnership agreement.
Services provided at both locations include Accident and Emergency care, General Surgery, Obstetrics and Gynecology, Orthopedics, Family Practice, Medical Oncology, Internal Medicine, Secondary Dentistry, Acupuncture, and Outpatient Hemodialysis.
Visiting consultants from North America and the Caribbean region also provide periodic care in the specialties of Urology, Oncology, Neurology, ENT, Ophthalmology and Plastic Surgery.
Cheshire Hall Medical Centre has a two-bed High Dependency Unit for patients requiring more intensive monitoring and a Special Care Baby Unit or neonatal intensive care unit for infants in need of specialized care.
Our diverse and experienced team of doctors, nurses and physicians are always committed to providing compassionate care to patients, and delivering service with a smile..
The Cost of Healthcare
The cost of healthcare in Turks and Caicos increases due to changes in patient admissions, population growth and changing healthcare needs.
Both hospitals are now delivering substantially more activity than originally predicted. Through a Change Request Procedure process defined in the hospital contract, representation is made to the local government by InterHealth Canada (TCI) Ltd for adjustments to staff complement, consumables and operational costs where indicated.
Patient volumes for certain services have reached peaks 17 years earlier than expected. For example, the number of outpatient visits recorded in 2015 has surpassed the volume projected at 2033 by nearly 15,000 visits. This means a large number of persons are accessing the services far beyond what was predicted.
Protocol for Introduction of New Healthcare Services
Under the Project Agreement, changes made to existing clinical services must undergo a Change Request Procedure seeking pre-approval from government. Change enquiries are submitted to TCI government once patient volumes and patient demands reach the necessary levels to create a sustainable service model.
TCI Hospital has two main governance structures:
Service Review Board is responsible for reviewing complaints, potential or existing litigations and key performance indicators with a clinical view. The board meets quarterly and consists of eight senior healthcare representatives from Turks and Caicos Government, InterHealth Canada TCI Ltd and an independent clinical chairperson.
Contract Management Committee works collaboratively with InterHealth Canada to review performance and discuss strategic initiatives related to any changes in good clinical practice or good industry practice. The committee also reviews trends, new technology and relevant innovations in the health care Industry along with key performance indicators.
The Turks and Caicos Hospital, by nature, will exceed expectations through its commitment to professional excellence, safety to all and continuous quality improvement. Our innovative and learning environment shall deliver efficient and effective services providing value for money.
Naturally excellent, where everyone is envious of our culture and customers receive the full benefit of our obsession with quality.
Our core values are the fundamental beliefs of our hospital team and will remain our unwavering commitment and guide.
Show you care:
Care passionately about the safety and well-being of the people we serve, our organization, stakeholders and community.
Be fearless and courageous; when we are fearless and courageous, we can make things happen.
When we say something, we mean it:
We shall walk the talk. When we say well do something, we do it. If we cant, then we owe people an explanation, not in the future but now. We recognize the power of our words, our attitudes and actions. We shall hold ourselves accountable.
As valued team members, we all share and display humility to our customers, colleagues, guests and visitors to our beautiful hospital. We shall be unpretentious and demonstrate humility by:
· Asking for feedback
· Addressing prejudices
· Start with a question, thereby encouraging feedback
· Really listening
· Accepting setbacks and using it to become stronger
To the uninformed, being humble may be seen as a weakness or insignificance, it really speaks to strength of character and confidence. Leadership throughout our hospital creates an environment where humility is cherished, ranks high in our hierarchy and is rewarded.
Treat others people as you would want to be treated. Our interpretation of the golden rule is that every person walking into our hospital shall be surrounded with care and compassion. The Golden rule implies tolerance, consideration, compassion and reciprocity. We treat and care for our customers as if they were family members because that is the way we would want to be treated if we were hospitalised. This philosophy is extended to each and every one of our colleagues who contribute to our Mission and Vision.
Our activities are framed and driven by our values. Each team member will seek to excel at the following core competencies summarized in Great Care:
G Gifted, talented with high performance
R Respect for the patients and team members through effective communication, constructive criticism
E Excellence in care delivery using evidence-based guidelines
A Accountability, completing tasks on time with a high degree of quality
T Team work: effective communication via multidisciplinary teams
C Continuous learning: skilled with core competencies consistent with our values A Achievement: results oriented health care leadership
R Responsive: use of health system data to develop and transform services
E Empathy: caring and compassionate providers.
OUR FIVE PILLARS
Quality and safety
· The major health care facility across the islands
· International branches (locations in multiple countries and islands in TCI)
· Excellence in care delivery using evidence-based guidelines
· Responsiveness because of their location
· Free Clinic
· Unsatisfactory customer service
· Lack of or Insufficient medical equipment
· Time Efficiency
· High staff turnover
· change and innovation through our ongoing scans of the environment, strategic planning, and learning from past quality improvement initiatives.
· Having external shareholders/ contractual agreement with the government makes them more quality-care oriented and increase success in lobbying?
· Great destination for medical tourism, which support expansion (or beyond the shores of the Turks & Caicos) into global market.
· Cost efficiency great relationship with NHIB
· Natural Disaster (Annual Hurricanes & Storms)
· Competitors (Private health care facilities, specialized care facilities)
· Global Pandemic (COVID 19) Understaffing, limited space, some services became unavailable
· Lobbying to the government makes it easier to get policies that benefit InterHealth
· Agreement with Government and NHIB
· Medical tourism
· Natural disasters
· Global pandemic
· Private & specialized care facilities
· Technology upgrade
· 4 competitors
· Omnicare have branches on the same Islands as InterHealth Canada
· Good relationship with the local college to provide supervised training for medical students