Short and Long Term Goals

SHORT TERM GOALS
In review, ORSI short-term goals include update of needs assessment (data, human resources, hospital reconstruction status, inventories). Short-term goals will also include building infrastructure, implementing the equipment already sent, and functionalizing the orthopaedic suite when it arrives. It is important in the short term that we have organizational meetings with HUEH, human resources, including attendings, residents, central supply, sterilization, and biomed people, as well as interactions with the vendors for consideration of long-term support. In addition to building the infrastructure, short-term goals also involve the deployment of clinical and didactic teams from multiple schools and medical centers. It should be noted that multiple medical schools are interested, including NYU, Hospital for Special Surgery, New York Institute of Technology, Orange Regional Medical Center, and many others. Clearly, the deployment of teams depends on viable infrastructure and an environment of functionality, such that both the visiting and receiving programs have good experiences. As noted, teams sent to HUEH should represent multiple orthopaedic subspecialties, helping with surgery during day and doing PowerPoint presentations in the evenings based on core curriculum reflective of that team’s specialty.
Short Term Goals:
  • To procure funding for team deployments and shipment of equipment and medical supplies.
  • Completion of equipment installation, and stock of needed supplies, development of proper infrasture and invironment of functionality
  • Deployment of Surgical and Didactics teams to HUEH
LONG TERM GOALS
Long-term goals include exit strategy with sustainability model. Long-term ORSI will raise funds to support orthopaedic attendings and residents to improve and increase service delivery models, and this may include fee for service for after-hours cases. Other services ORSI may need to fund would include those of OR, central supply, sterilization, and biomedical services, as well as support for equipment for vendors to regularly visit HUEH from the US to maintain and replenish equipment and trays. Up until now, when trays are not complete, often screws have to be cut and improvising becomes the rule. When discussing exit strategies, one should be aware that an exit strategy cannot occur until sufficient competency is established and quality outcomes are realized.

Finally, in long-term goals and sustainability models, the concept
of a permanent mentor, hopefully a United States medical school to visit quarterly and provide for clinical support and education services, we believe is very important. As previously mentioned, that medical school will link IT to HUEH, such as teleconferencing, tele- education, PACS systems, and educational resources, i.e., journals, library resources. There is, again, the potential for Haitian residents to visit and shadow, as well as attend conferences and training clinically in cadaver labs, as well as the potential for tertiary referrals, albeit rarely, on a case-by-case basis.

Long Term Goals:
  • Permanent Mentoring Affiliations
  • Sustainability Concepts: – funding for Human Resources at HUEH: Surgeons, Nurses, Central Supply, Sterilization, Bio Medical
  • Funding for Vendors to maintain and replenish suppiles
  • Developement of Core Orthopaedic curriculum for HUEH residency program: team deployments, tele-conferencing, radiografy, planned regional conferences with world class lecturers