Transcript Matron Roberts PolyClinic II

Matron Roberts Polyclinic II (MRPC II) is the only
polyclinic that operates with the benefits of a dual system in
Belize City, which is administered by the Government of
Belize in partners with National Health Insurance. MRPC
serves a population of over 40,000 inhabitants on the
Southside of Belize.
MRPC II is assigned a total amount of 12,000 registered
patient with a payment of $6.30 per member per month.
Opening hours: Monday – Friday 7:00a.m. – 8:00p.m.
Saturday – Sunday 7:00 a.m. – 12:00noon
Key Areas of Service
1. Use of the Health Information System 8. Outreach/Mobile services
Management (Includes BHIS, RAWA
and Medical Records)
2. Management of outpatient clinical
services
9. Laboratory service
3. Pharmaceutical supplies
10. Quality assurance (NHI, MOH
and USAID Audits)
4. Health Education / Health Promotion
11. Infection Control
5. Referral
12. Staff Development /Continuous
Medical Education/Protocol
Revision
6. Surveillance
13. Family and Community Health
7. Dental Service
14. Specialist Services –
Nutritionist, Gynecologist,
Pediatrician, PNP
2010
2011
2012
2013
46993
43425
2010
2014
54263
54071
41084
2011
2012
2013
2014
Difference
Percentage (comp. to
prev. yr.)
43425
12842
30% Increase
2011
41084
-2341
6% Decrease
2012
46993
5909
13% Increase
2013
54263
7270
13% Increase
2014
54071
-192
0.4% Decrease
Year
Total Encounters
2009
30583
2010
1800
1600
1400
1200
1000
800
600
400
200
0
NHI Registered
Jan
1256
Feb
1035
Mar
1201
Apr
929
May
886
Jun
1038
Jul
871
Aug
917
Sept
821
Oct
957
Nov
777
Dec
802
Non-NHI Registered
1609
1338
1031
1128
1119
1057
987
925
1018
1244
910
1046
Total registered patients seen
Total non-registered patients seen
Total doctors’ consultations
11,490
13,412
24,902
Staff of Matron Roberts Polyclinic II, 2015
Total Number of Employees
52
Permanent Established
Open Vote
Contract – Clinic, Pharmacy & Lab
Sessional Staff
Specialists
MRPC II - NHI Funds
Cuban Brigade
13
7
13
3
3
10
3
 Utilizing
the tools
 Facility Evaluation
 Pharmacy Evaluation
 Medical Audit Evaluation
 Work on recommendations from previous
audit
 Self assess facility and plan how to meet
standards
 Regular revision of medical files
 Monthly updates of KPI’s and discussions on
plans to achieve targets – Core Team
Monthly Staff Meeting – includes updates,
operational plan, future plans, patient
complaints, etc..
 Department meetings
 Weekly Core Meeting – Operational Plan
Core team:
 Administrator
 Medical Coordinator
 Nurse In-Charge
 Nurse Specialist II
 Monthly reports by each unit – includes targets,
achievements, challenges and recommendations
 Annual reports by each unit compiled into
collective annual report

Category
Staff Distribution
Staff Trip
Clinic
Percentage
allocated
60%
10%
30%
100%






1.
2.
3.
4.
5.
Who will be eligible to bonus:
Must have more than three months working in facility
Note:
Any staff that resign or is terminated will not be eligible
to bonus
Each staff will be assessed to determine quantity of bonus
assigned to their category
Criteria to meet by staff to earn bonus amount:
Punctuality
Patient Complaints
Customer Service
Team player
Productivity

Commenced the piloting of the NCD passport with a sample size of
50 patients

Infrastructural improvements such as partition for outpatient, MCH
triage area, repair to roof, installation of water pump, etc.

Achieved to become a baby friendly clinic

Continuous weekly core meeting with Administrator, Medical
Coordinator, Outpatient Nurse In-Charge and Nurse Specialist I

All nurses and doctors were certified in BLS and ACLS

Upgrade of medical equipment

13 schools were visited twice for the year as part of the iron
supplementation program

100% coverage for prenatal first test

Full implementation of the RAWA system – assist in billing, reporting
and monitoring of caps

Effective and efficient reporting is being made for Pharmacy and
Lab due to RAWA (Registration of Clinical Activities Web Application)

Meet all MOH/NHI key performance indicators with high scoring

Held staff retreat

Dual System used in the clinic

Waiting time remains a challenge

BHIS does not compliment NHI medical records

Patient information not updated in BHIS

Patients neglect to bring proper identification when visiting
clinic, causing errors in information entry in BHIS

Documentation in the BHIS

Patients refuse to use the clinic within their area of residence,
thus overcrowding this facility

Shortage of Medical Officers and Nurses

Counter referrals

Classification of staff due to dual system

Approval for expenditure of $3,000.00 delays at the ministry
level

Shortage of medications and lab service – we cant have the 100%
of proper management of these patients due to unfilled referrals

Ministry of Health have losses of income due to shortage

Improving access and reducing inequity by:
1.
Reduction of waiting time
2.
Ensuring all services are provided daily
3.
Increase human resource
4.
Strengthening of the triaging process

Improve management of chronic conditions by:
1.
Improvement in monitoring and evaluation
2.
Improving nutrition in chronic disease patient
3.
Strengthening of in-house mental health program
4.
Hiring of an internist
5.
Strengthening of structured training
6.
Improving home visits to chronic patients

Increase the focus on prevention, screening and early
intervention by:
1.
Focusing on health education and promotions
2.
Improvements in the screening
3.
Emphasis on IMCI and PMTCT protocols
4.
Meeting MCH targets
5.
Emphasis on baby friendly initiative

Improving quality, safety, performance and accountability by:
1.
Meet the standards of NHI/MOH
2.
Meet standards of the capacity project
3.
Implement and adhere to MOH infection control protocols
4.
Improve/strengthen internal security system
5.
Improve collaboration with agencies and support service

Effective use of the BHIS for health planning by:
1.
Regular updating of patients’ demographic and medical
information
2.
Strengthen the usage of immunization, postnatal and nutrition
information
3.
Integrate BHIS with NHI medical records

Improvement in health workforce by:
1.
Continuous capacitation activity for staff
2.
Hire human resource according to population needs
3.
Develop criteria for the employee of the month
4.
Develop staff manual

Adequate Infrastructure:
1.
Expansion of the MCH and Doctor’s area
2.
Purchase and install of UV lights in all areas of the clinic
3.
Remodel of parking lot
4.
Purchasing for necessary upgrade of furniture and equipment

Ministry of Health to develop a guideline for the management of
NHI funds

Ministry of Health to hire all supporting staff under the ministry

Invest in more internal extension within the clinic

Develop a preventive maintenance program for computers and
medical equipment with respective Director
Entrance to the clinic
Front Desk
OPD Waiting Area
Triage Area
Doctors’ Area
Triage Room
Consultation Room
MCH Waiting Area
MCH Triage Room
MCH Rooms
MCH Consultation Room
Asthma Bay
Observation Room
Observation Room
Pharmacy Area
Pharmacy Waiting Area
Inside of Pharmacy