The Ho Teaching Hospital (HTH) convened its annual performance review meeting for 2024, an event that served as a platform to address critical issues concerning its operational capacity, financial stability, and future development. Dr. John Tampuori, the Chief Executive Officer, took center stage, appealing to the central government for intervention in managing the financial burden of the 13th-month salary policy for eligible staff. This policy, although a crucial component of the staff’s conditions of service, draws heavily from the hospital’s Internally Generated Funds (IGF), posing a significant financial strain. Dr. Tampuori highlighted the disproportionate impact of this policy on the hospital’s IGF, emphasizing that it primarily benefits a specific segment of the workforce, namely doctors, pharmacists, and allied health professionals. He proposed two potential solutions for the government’s consideration: renegotiating the conditions of service to alleviate the financial burden on the hospital or allocating a dedicated budgetary provision specifically for the 13th-month salary payments. This proactive approach seeks to preempt potential labor unrest and strikes stemming from financial dissatisfaction among the staff, ensuring the continued smooth operation of the hospital.
The annual performance review provided a comprehensive overview of the hospital’s financial landscape. The report revealed that a considerable portion of the IGF, 3.99%, was allocated for salaries, with an additional 9.56% dedicated to compensation. This substantial allocation underscores the hospital’s commitment to its workforce, yet it simultaneously highlights the financial challenges posed by the 13th-month salary policy. Further compounding the hospital’s challenges is a high attrition rate, particularly among experienced professionals such as doctors, nurses, and pharmacists. This attrition rate, despite a predominantly youthful workforce, points to underlying issues that need to be addressed to retain experienced personnel and maintain a stable workforce. The report also brought to light the pressing need for adequate staff accommodation. The high cost of housing in the area coupled with limited availability creates a significant hurdle for staff members, further exacerbating the attrition problem. Addressing these issues – competitive compensation and affordable housing – is crucial for attracting and retaining qualified healthcare professionals.
Beyond staffing concerns, the report acknowledged infrastructural limitations that hinder service delivery. The hospital’s current capacity stands at 240 beds, with no expansion having taken place since its designation as a teaching hospital. This limited capacity poses a significant challenge in meeting the growing demand for healthcare services, impacting the hospital’s ability to effectively serve the community. To mitigate this issue, Dr. Tampuori announced the commencement of construction on an expanded emergency ward, a project aimed at alleviating congestion and improving patient care. The anticipated completion within eight months will bring much-needed relief to the hospital’s strained infrastructure and bolster its service delivery capacity. This expansion is a crucial step toward meeting the growing healthcare needs of the community and providing a more efficient and effective emergency response system.
The 2024 annual performance review also broadened its scope to encompass stakeholder participation in fostering innovative tertiary healthcare, specifically targeting the burgeoning field of medical tourism. This strategic focus signals the hospital’s ambition to position itself as a premier destination for medical tourism, leveraging its specialized services and expertise to attract international patients. The event’s inclusivity, drawing attendees from teaching hospitals across the country, underscores the collaborative spirit driving this initiative and the shared vision of elevating healthcare standards nationwide. This collaborative approach aims to foster knowledge sharing, best practices, and a unified strategy for developing medical tourism as a viable sector within the healthcare industry.
Hon. James Gunu, the Volta Regional Minister, lent his support to the hospital’s endeavors, commending its unwavering dedication to service delivery despite the existing challenges. He reaffirmed the government’s commitment to bolstering the hospital’s technological capabilities, promising to equip it with innovative technology to enhance diagnostic and treatment options. This commitment signifies a recognition of the hospital’s crucial role in providing quality healthcare and the need for continuous investment in its infrastructure and resources. Beyond technological advancements, Hon. Gunu emphasized the importance of strategic partnerships. He urged the hospital to forge strong collaborations with various stakeholders, recognizing that a collaborative approach can amplify resources, expertise, and overall impact. This collaborative approach extends beyond the healthcare sector, encompassing partnerships with government agencies, private organizations, and community groups to create a holistic and sustainable healthcare ecosystem.
Finally, addressing a critical governance issue, Hon. Gunu pledged to reconstitute the Hospital Management Board, a vital governing body currently non-functional. The absence of a functioning board has created a leadership vacuum, hindering effective decision-making and strategic planning. The hospital management’s persistent advocacy for the board’s reconstitution underscores its importance in ensuring proper governance and oversight. The reconstitution of the board will reinstate a crucial layer of accountability and strategic guidance, enabling the hospital to more effectively navigate its challenges and pursue its long-term goals. This step will also foster transparency and public trust in the hospital’s management and operations.
