Belmopan Refferal Hospital
Belmopan Refferal Hospital
Business Model Description
Construction of a national referral hospital in Belize’s capital, Belmopan City, within the University of Belize’s campus, including a teaching component for medical students to train. The investment would be financed through a PPP
Expected Impact
A hospital in Belize's capital would allow persons who do not have access to healthcare to access it easier.
How is this information gathered?
Investment opportunities with potential to contribute to sustainable development are based on country-level SDG Investor Maps.
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Country & Regions
- Belize: Belmopan
Sector Classification
Health Care
Belize’s healthcare system provides primary, secondary and tertiary care and are provided by both private and public medical service providers. However, the increased population density of Belize now requires more healthcare facilities to ensure coverage of all its citizens. The Government has prioritised Integrated health services, with greater equity and efficiency of resources
Health Care Retail
Belize has only one mental health facility, three regional hospitals and three community hospitals, three private hospitals (in Belize City) and one private hospital (in San Ignacio). The increased population density of the country now requires more facilities to ensure coverage of all its citizens.
Pipeline Opportunity
Belmopan Refferal Hospital
Construction of a national referral hospital in Belize’s capital, Belmopan City, within the University of Belize’s campus, including a teaching component for medical students to train. The investment would be financed through a PPP
Business Case
Market Size and Environment
< USD 50 million
Based on a model built using external benchmark figures.
Indicative Return
15% - 20%
Investment Timeframe
Long Term (10+ years)
Considering the years needed to build the hospital and the return profile, investment returns would be at least 10 years before returns.
Ticket Size
> USD 10 million
Market Risks & Scale Obstacles
Capital - CapEx Intensive
Impact Case
Sustainable Development Need
Belize has only one mental health facility, three regional hospitals and three community hospitals, three private hospitals (in Belize City) and one private hospital (in San Ignacio). The increased population density of the country now requires more facilities to ensure coverage of all its citizens.
Gender & Marginalisation
Access to healthcare is limited in Belize and especially difficult to access for differently abled and elderly patients.
Expected Development Outcome
Persons who typically do not have access to health facilities would be able to access services.
Gender & Marginalisation
Differently abled and elderly persons would have easier access to healthcare with a central hospital established.
Primary SDGs addressed
3.8.1 Coverage of essential health services
3.c.1 Health worker density and distribution
3.8.1 -Belize scored a 64 on the Universal health coverage (UHC) service coverage index 3.c.1. Per 10,000 population, the following is the density of occupation type: Dentist - 1.383 (2019) Nursing and wifery personnel - 23.414 (2018) Pharmacists - 6.759 (2017) Medical doctors - 10.78 (2018)
3.8.1 Improve index score by 17% to 75. 3.c.1. Per 10,000 populuation, the following is the target density of occupation type: Dentist - 5.436 (2018 LAC average) Nursing and wifery personnel - 42.794 (2018 LAC average) Pharmacists - remain constant Medical doctors - 29.763 (2018 LAC region)
Directly impacted stakeholders
People
Indirectly impacted stakeholders
Corporates
Outcome Risks
Persons may not utilise the services due to lack of financing.
Impact Risks
In addition to the SSB and NHI coverage, the hospital is expected to generate returns from the education component that requires a strong curriculum.
Impact Classification
What
Access to healthcare and training for medical professionals can be obtained through establishing a central hospital in Belize's capital, Belmopan.
Risk
Although hospital PPPs are gaining attraction, the model has not been explored in Belize.
Impact Thesis
A hospital in Belize's capital would allow persons who do not have access to healthcare to access it easier.
Enabling Environment
Policy Environment
There is no legislative framework that governs private sector investment in public projects. However it is noted that a draft PPP Policy and associated legislation are being reviewed.
Financial Environment
Currently no fiscal or other incentives that would facilitate investment in health services
Regulatory Environment
The Belmopan National Referral Hospital will be owned and operated by the Government of Belize and fall under the oversight of the Director of Health Services Relevant legislation includes but is not limited to the Medical Service and Institutions Act and the Medical Practitioners Registration Act.
Marketplace Participants
Private Sector
Private investors can provide the capital and efficiency gains to facilitate infrastructure requirements.
Government
Through the Ministry of Health and Wellness, GOB will continue to invest in the health sector and support the referral hospital. University of Belize - key strategic partner; provider of land and educational program (training of nurses, laboratory support and other medical staff)
Public-Private Partnership
Not only can private doctors offer services but those within the public sector offering health services can also utilise the platform to expand the reach of their patients.
Target Locations
Belize: Belmopan
References
- ("1) Government of Belize. (2014). Belize Health Sector Strategic Plan 2014 - 2024. Retrieved from http://sisco.copolad.eu/web/uploads/documentos/Belize_Health_Sector_Strategic_Plan_2014-2 024-April_2014.pdf "
- (2.) Government of Belize. (2019). Belize Human Resources for Universal Health Strategic Plan 2019 - 2024 "3) World Bank Group (2020) - Health at a Glance: Latin America and the Caribbean 2020. Retrieved from https://openknowledge.worldbank.org/handle/10986/34959 " "4) World Health Organisation. (2017). Country Cooperation Strategy at a Glance: Belize. Retrieved from https://apps.who.int/iris/bitstream/handle/10665/136963/ccsbrief_blz_en.pdf?sequence=1&isA llowed=y" "5) People’s United Party. (2020). Plan Belize: Health Care. Retrieved from https://planbelize.bz/wp-content/ uploads /2020/ 08/Healthcare-Policy-2020.pdf"
- ("6) Alliance for Health Policy and Systems. (2003). The New Public/private mix in health: exploring the changing landscape. Retrieved from https://www.who.int/alliance-hpsr/resources/New_Public _Privat e_Mix_FULL_English.pdf" "7) India Government (n.d). Greenbook for Public Private Partnership in Medical College and Hospital. Retrieved from https://www.pppinindia.gov.in/documents/20181/27281/Greenbook+for+ Medical+College+-+25+02+14.pdf/531a9adf-f6d3-4547-9639-a899b0a67b70 " "8.) St Elizabeths East, UMC United, CH2MHILL, et al. (2014). St Elizabeths East Campus Urban Hospital Site Feasibility Study. Retrieved from https://stelizabethseast.com/wp-content/uploads/2015/06/ FINAL-Hospital- Feasibility-Study-Print-Lo-Res-Final.pdf " "9.) The Global Health Group. (2018). PPPs in Healthcare: Models, lessons and trends for the future. Retrieved from https://globalhealthsciences.ucsf.edu/sites/globalhealthsciences.ucsf.edu/files /pub/ppp-report-series-business-model.pdf "