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EF: Please provide an outline of your association and your role within the Mexican healthcare ecosystem.
LS: The Private Hospital Association in Jalisco was established in 1967 to unite various institutions into a single conglomerate. With its 125 municipalities, Jalisco hosts a network of 525 private hospitals spread across the region, varying in size from small to medium. Within my association are presently 58 hospitals, constituting over 10% of the entire state's private hospital landscape. Most of these hospitals are concentrated in the Guadalajara region, but we also have a presence in Michoacán, Zacatecas, Nayarit, and Guanajuato. 80% of our members are hospitals with over 40 beds.
Our primary goal is to integrate and address issues shared by the 58 hospitals within our association. We strive to address the concerns of each individual hospital comprehensively. To ensure compliance with prevailing health guidelines, we maintain strong relationships with health authorities such as Jalisco’s health secretary and regulatory bodies like CAMEJAL, COPRISAL, which is the state representation of the federal commission COFEPRIS; This collaboration ensures that all our hospitals adhere to the established health standards.
A strong value within our association is education. For our members’ staff, we regularly host workshops in various fields such as biomedicine, pharmacy, epidemiology, and administration,
On a national level, we enjoy a great working relationship with the National Association of Private Hospitals and maintain tight relationships with several biomedical clusters. In addition to being a major producer, Jalisco exports technology. Here in Guadalajara, Jalisco, we conduct 80% of our biomedical research for export. Therefore, contrary to technological challenges, one of the foremost issues confronting the medical and healthcare sectors is the shortage of accessible nurses to provide patient care.
EF: How can we forge stronger alliances with universities, schools, and public healthcare institutions to build a more sustainable healthcare system for Mexico?
LS: The large population and affordability concerns often make accessing high-quality healthcare a challenge for many Mexicans. Globally, private healthcare tends to offer better services compared to the public sector. This is because private practitioners have fewer patients, allowing them to dedicate more time and attention to each individual, unlike their counterparts in the public system, who must handle a larger patient load, compromising the quality of care they can provide.
In Mexico, approximately 9.9% of the population has health insurance coverage. This translates to 9.9 or 12.7 million individuals and leaves out a significant portion of the population. Almost 50% of all hospital costs are covered out-of-pocket. During the COVID-19 pandemic, many patients had to liquidate assets such as homes and vehicles to cover medical bills. This highlights the critical need for a stronger economy to make health insurance more accessible to a larger segment of the population.
In Mexico, access to healthcare varies, with several public systems available, including the Mexican Institute of Social Security (IMSS) and ISSSTE for state employees. Additionally, the military has its own healthcare options. Notably, Jalisco stands out as it opted not to join the federal health system, a decision made by only a few states. The employment status poses an additional challenge in Mexican healthcare. By law, individuals working for large firms or organizations must be part of the public healthcare system. However, this leaves out regular Mexicans who are not formally employed, which applies to more than half of the population. If these individuals fall ill, they often rely on Jalisco's public hospitals for care.
In Jalisco, we have excellent University Hospitals affiliated with the University of Guadalajara, a renowned public institution. Additionally, we have two prominent public hospitals in our area: the Hospital Civil Fray Antonio Alcalde (popularly known as Hospital Civil Viejo) and the just renewed Hospital Civil “Juan I. Menchaca”, which recently inaugurated a floor for Pediatric Oncology. These hospitals have highly skilled physicians and conduct extensive research.
Last year, during the inauguration ceremony of a new maternal milk bank at obstetrics Hospital “Esperanza López Mateos”, I learned about the groundbreaking research on maternal milk conducted there, which is another great example of our region's capability.
The University of Guadalajara and the University Autonoma de Guadalajara consistently produce top-tier doctors in the region. Moreover, Guadalajara and the surrounding metropolitan area host a total of eight medical universities, including the private TecSalud University. We take pride in our medical students, including many international ones, who often choose to return to serve in other Mexican states or their home countries,
EF: Could you provide some insight on the importance of digitalization within Jalisco’s private healthcare sector?
LS: In today's healthcare landscape, the private sector plays a critical role in advancing innovative healthcare technology, integrating systems, and ensuring secure, quality patient-centric care and enhanced diagnostics.
Integrating technology into routine healthcare operations is essential for several reasons, including improved security and quality control. By utilizing technology, we can streamline the tracking process of pharmaceuticals from purchase to end-user, making it easier to identify the drug's source. Therefore, incorporating GS-1 (patient medical history) into electronic files is crucial, ensuring that pertinent medical information is readily accessible to public hospital staff when needed.
EF: Could you elaborate on the role of medical tourism in Mexico and its impact in Jalisco?
LS: Medical tourism thrives in Mexico, attracting around 1.2 million individuals annually for dental, bariatric, and plastic surgery procedures. As the medical director of a hospital specializing in plastic surgery, I primarily serve patients from the United States, particularly from states like California, Florida, Texas, and Arkansas. Jalisco has reaped significant benefits from medical tourism, bolstering the local healthcare system. Tourists visiting Jalisco allocate approximately $1100 for general visits, whereas those seeking medical treatment spend around $10,000.
Medical tourists prefer private hospitals equipped with advanced technology and skilled doctors. To ensure top-notch care and safety, we continuously strive to enhance our medical staff and implement rigorous security measures. In Guadalajara, health labs are being developed at major congress sites, housing fifty medical expositions, including electronic and biomechanical labs. Jalisco's substantial investments in biomedical engineering research have led to exports of ventilators, anesthetic equipment, and other medical supplies to the United States via four different companies, supported by robust biomedical clusters.
Our upcoming directors’ meeting, scheduled for late April, will include an announcement of a partnership with Arizona State University via Universidad Autonoma de Guadalajara. This collaboration will offer opportunities for all medical directors of our private hospitals to apply for MBA programs, further enriching their skills and knowledge.
EF: As you reflect on your journey and consider the road ahead, what are the key achievements you've attained, and what are the goals you still aspire to achieve?
LS: As an association, our goal is to strengthen our network by increasing the number of member hospitals, which will enhance our influence and capabilities. Currently, we have 58 hospitals, with three more on the waiting list, and I anticipate this number will grow to at least 65 or 75 under my successor's leadership.
We aim to establish robust partnerships with key stakeholders such as the Sonora state association, the Mexicano consortium led by Javier Potes, and the national association representing the largest private hospital groups. These alliances are crucial for reshaping the private healthcare model in Mexico. Our primary objective must be the patient.
Our focus is on transforming the mindset of hospital staff to prioritize patient care above all else. With approximately 10,000 employees across our member hospitals, it is imperative to ensure a balanced workforce. While administrative roles are essential, we also need to strengthen our medical, nursing, and laboratory staff. As our association expands, we plan to support and sponsor educational opportunities for individuals in these vital healthcare roles.
EF: Is there a final message you would like to send?
LS: In my 38-year career as an Anesthesiologist, I've observed a significant requirement for specialized nursing care. According to legislation, hospitals are mandated to have 40% of their nursing staff hold graduate degrees. However, there is a need for more specialized nurses beyond basic qualifications. To achieve this, we must increase nurses' compensation and provide specialized training programs to enhance their skills in specific areas of healthcare.
Moreover, I strongly advocate prioritizing women in both public and private healthcare systems, given that they constitute approximately 55% of Mexico's population. It's crucial to focus on women's health issues, such as breast cancer and cervical cancer, and ensure they receive optimal care. Our association is committed to prioritizing female patients and expanding nursing expertise in specialized fields.
