The existing foundation of hospitals within the AHMC portfolio tells a “good story” as to the value and benefit of AHMC’s services and these operational successes support future sales of management services to additional clients.

 

AHMC and the Hospital Metropolitano de Santiago:

Hospital Metropolitano De Santiago imageAmerican Hospital Management Companywas contracted by Dr. Rafael Sanchez Esponolof Santiago, Dominican Republic to commission and operate the Hospital Metropolitano de Santiago (HOMS) and assumed the administration and operations of the hospital in 2003. HOMS with 400 hospital beds and a 300 suite medical office building, 16 operating theaters is the largest hospital in the Dominican Republic and is considered one of themost advanced medical centers in Latin America.

AHMC developed and implemented the operational plan which included medical equipment planning/installation, general staffing, implementation of policies and procedures and culminated with the hospital’s successful commissioning. AHMC oversaw the facilities transition to operations and assumed responsibility of the hospital’s administration and management/operations. AHMC successfully completed its four year contractual commitments in 2007.

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AHMC Mount Saint John’s Medical Centre, Saint John’s, Antigua, Barbuda:

Since 2006, AHMC finalized construction of the outdated 120-bed hospital, commissioned the building, staffed the hospital of 150 FTE for full operations, and currently manages and operates it at 185 beds.The hospital policies and procedures are all managed by AHMC in accordance with the standards required for The Joint Commission International accreditation.

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Hospital Nacional (Panama City, Panama): 

Increased average occupancy levels from less than 40% to 85% necessitating expansion and increased capacity of the hospital with proportional increase in profitability and cash flow. New profitable services such as MRI, dialysis and expanded cardiac surgery.

 

 

 

 

 

La Lima Medical Center (Honduras):

One million dollar financial turn-around in first 2 quarters of operation through operational efficiency with expense and labour reductions. In 2004, 2.5 million remodeling and investment in additional technology. Additional recruitment of 20 physicians to meet growing demand of hospital services.

 

 

 

 

 

 Honduras Medical Center (Honduras):

Previously a bankrupt and partially completed hospital until AHMC partnered with original bank that financed the project to retool and open the hospital. After four quarters of operations the hospital is the market leader with more than 50% of private market share and 100 doctors on campus.

 

Hospital Matilde Brenes (Puerto Rico): Improved a five-year average operating loss to a 1.6 million operating profit. Hospital was ultimately sold for a significant Return on Investment for the ownership group.

 

 

 
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