The purchase of the former SEHOS hospital building by CMC Vastgoed (CMC Real Estate) and the Country of Curaçao is being presented as a step toward the future of healthcare. That certainly sounds promising. However, anyone who carefully reads the October 12 statement will notice that it primarily discusses possibilities and intentions. The building's intended use, its technical and financial feasibility, and the organization of the proposed healthcare services still need to be investigated.
The property has already been purchased, yet the statement does not sufficiently explain the considerations that justified the acquisition.
One of the proposed uses is a temporary recovery care facility for patients who no longer need hospitalization but are not yet able to return home and care for themselves independently. Such a facility could provide considerable social value.
When patients must remain at Curaçao Medical Center (CMC) because appropriate post-hospital care is unavailable, they occupy hospital beds needed by other patients. A recovery facility near the hospital could improve patient flow and help patients return home safely and responsibly.
The question, however, is how much of this type of care Curaçao actually needs and whether the former SEHOS building represents the best solution.
The CMC statement provides no figures to answer that question. It does not disclose the purchase price, estimated renovation costs, the number of recovery care places required, or the annual operating expenses. Nor does it offer a concrete explanation of staffing requirements or how the proposed healthcare services would be financed.
Perhaps these figures are available elsewhere. If so, they should form part of the public accountability surrounding this purchase. A population that depends on the quality and affordability of healthcare deserves more than a vision for the future.
For that reason, I have five specific questions that must be answered:
1. How many patients remain at CMC longer than medically necessary because appropriate recovery care is unavailable, and how many occupied hospital bed-days does this represent annually?
2. Based on that demand, how many recovery care places are needed, both now and in the coming years?
3. What is the combined cost of purchasing the property, renovating it, and operating the proposed facility annually?
4. Who will provide the necessary healthcare personnel, and who will finance the services on a structural, long-term basis?
5. Why is purchasing and redeveloping the former SEHOS building more advantageous than expanding existing facilities, renting suitable premises, or strengthening home-based care?
These questions go to the heart of the decision. Without answers, it is difficult for citizens to determine whether the purchase represents a necessary investment or a substantial financial commitment to a property whose ultimate purpose is still being developed.
CMC Vastgoed emphasizes that the purchase is being financed with funds originating from the legal dispute surrounding the construction of CMC. According to the statement, this financing is separate from the hospital's regular maintenance budget.
That explains where the money for the acquisition comes from. However, whether the project will be financially sustainable is an entirely different question.
A one-time source of funding does not cover recurring expenses for personnel, maintenance, electricity, and healthcare services. It is also necessary to explain what other purposes these funds could have served and why this particular acquisition was given priority.
The distinction between CMC Vastgoed and the organization responsible for providing healthcare services at the hospital does little to change this reality.
Recovery care requires buildings, qualified personnel, sustainable financing, and effective cooperation between healthcare providers. All these elements must function together in practice. Otherwise, Curaçao risks creating additional physical space without sufficient capacity to provide quality care.
The proximity of the former SEHOS building to CMC certainly presents an opportunity. But whether the purchase was a prudent decision must be demonstrated through an assessment of actual healthcare needs, total costs, and a comparison with available alternatives.
The public therefore deserves a clear explanation supported by figures and evidence. Responsibilities must be clearly defined, and every subsequent investment should be linked to a realistic and executable plan.
Purchasing a building is one thing. Demonstrating that it was the right decision for Curaçao's healthcare system is another.
Orlando Meulens
Columnist