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be offered by the Caribbean. Medical tourism is
one of the fastest growing sectors,” he said.
This explains why the Cayman clinic exhausted so
much effort on ensuring the maximum comfort
of patients. Unlike other hospitals, Health City
has large windows allowing in a lot of natural light,
and generous views of the expertly landscaped
gardens to boost the morale of patients.
“Obviously, we all know happy patients recover
much quicker. To make things even better, the
Cayman Islands are less than two hours from
Miami,” Dr. Abraham said.
But he pointed out the catchment area for Health
City extends far beyond the “boomers” of North
America: “There is a demand for world-class and
affordable care in every country. Many of their
citizens enjoyed relaxing
recuperative vacations in
the Caribbean, so the region
should look at those former
tourists and invite them
back to have their ailments
attended to in a region they
associate with good things.”
For its smart partnership, Health City is a joint
venture betweenNarayanaHealth andAscension,
two titans of the medical world.
Narayana Health is one of India’s largest and
the world’s most economical healthcare service
providers. Since its inception in 2000 by Dr.
Shetty, the NH Group of Hospitals has grown to
a healthcare conglomerate with a network of 23
multi-specialty and super-specialty hospitals and
25 primary care centres spread across 32 locations
with 6,600 beds. The US-based Ascension is that
nation’s largest faith-based and nonprofit health
system, providing the highest quality care to all,
with special attention to those who are poor and
vulnerable.Lastyear,Ascension,with131hospitals,
providedUS$1.8billionincareforpersonslivingin
poverty and other community benefit programs.
So, not only are the two health partners highly
successful businesses, they are also both
committed to serious humanitarian activities in
their regions of operation.
Turning to collaboration with the local
authorities, Dr. Abrahamwas unequivocal when
responding to questions about the official support
of organs into the island; the immigration law to
support people coming in to work in the hospital;
customslawswithsomedutywaiversonequipment
and medicines; and laws to enable Health City to
sustainably handle its ownwaste outflow.
“All of these things really helped with us
establishing ourselves here on the island and
providing an institution that provides high quality
care to this region,” he said.
The skilled medical staff with unparalleled
clinical and surgical experiencewas able to quickly
establish its credibility, and Dr. Abraham said
Health City Cayman Islands is now increasingly
seen as amodel for US health systems struggling to
remain profitable in the face of razor thinmargins
and declining reimbursement.
With the Cayman Islands
offering sea, sand, sun and
skilled surgery, Health City,
asserted Dr. Abraham, was
able to take the lessons
learned in India and apply
them to a growing market
off the coast of the US
mainland.
“We have instituted laser-sharp efficiencies in
traditional hospital procedures which often date
back to the last century. We cut costs by making
the best possible use of resources available to us.
By so doing, we are able to carry out far more
procedures than a normal hospital. There are so
many people in need of treatment in India, so
the types of efficiencies we have developed are
now being duplicated throughout the country.
Narayana Health is internationally regarded as one
oftheworld’slowestcost,highestqualityhealthcare
providers. High volume drives cost savings, and
Narayana has taken an aggressive approach to every
component in the supply chain, which enables it to
provide basic heart surgery for a fraction of the cost
in the US. These efficiencies have been transferred
toHealth City Cayman Islands.”
And the region benefits. “In the Caribbean there
are a large number of islands that actually don’t
have all services and there is already a large amount
of movement to other destinations for things like
advanced cardiac care, advanced urology care and
advanced orthopedics. And what this has done
has actually helped us to provide some of these
they received.
“Completely supportive. Without the active
support and valuable engagement of the Cayman
Islands Government and the private sector we
would not be having this discussion…It’s always
about personal relationships and the commitment
of the host community. The Cayman Islands
leadership quickly recognised the value of our
capacity to the people, their communities and the
territory as a whole, and acted very efficiently to
create an enabling environment for us to provide
world class healthcare.”
And considering the economic power wielded
by the partners, Dr. Abraham said aspects of
providing an enabling business environment
could only be done by governments.
“An enterprise like Health City had not been
launched in the islands before so some laws were
modernised to create the enabling environment,”
he explained.
“Construction of the current 101-bed facility took
less than 12 months and cost US$420,000 per
bed, about one third the US average of US$1.5
to $2 million, despite the relatively high cost of
real estate in the Cayman Islands.”
Challenges remained, however, and despite the
recruitment of local staff and the purchase of
many goods and services in the Cayman Islands,
Dr. Abraham said gaps remained.
“Obviously we had to import a lot of our
specialised equipment but we have also been
firmabout the need to use local plant and human
resources. This is tertiary healthcare, so we had to
recruit and transport our highly skilled doctors
and medical staff from abroad.”
Dr.Abrahamrecalledlegislativeadjustmentsincluded
acapputonnon-economiclossforlitigation;theorgan
transplantlawwhichhelpedwiththetransportation
But Dr. Abraham pointed out the catchment area
for Health City extends far beyond the “Boomers”
of North America: “There is a demand for world
class and affordable care in every country.”
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