The United National Congress (UNC) is commending the chairman of the North Central Regional Health Authority, Dr. Tim Gopeesingh, and his board for what it describes as significant strides in improving healthcare delivery.
In a report submitted to Prime Minister Kamla Persad-Bissessar SC, the NCRHA outlined sweeping reforms undertaken over the past eight months to address financial mismanagement, reduce debt, and enhance patient care. The Authority says the measures have already resulted in major cost savings, improved governance, and expanded clinical services across its network.
The submitted report can be seen below :
Dear Honourable Madam Prime Minister,
I have the honour to submit this report on the performance of the North Central Regional Health Authority for the first eight months of my tenure as Chairman.
At the time of appointment, the Authority was confronted with serious and deeply rooted challenges. These included a substantial debt burden exceeding $350 million, widespread irregular expenditure, procurement practices that bypassed established requirements, and clear evidence of systemic weaknesses that allowed mismanagement and, in some instances, corrupt practices to persist.
Immediate action was required to arrest financial leakage, restore proper governance, and stabilise the institution.
Over the past eight months, the Authority has undertaken a structured programme of corrective measures.
These have focused on enforcing financial discipline, identifying and addressing irregular payments, restoring merit-based management, strengthening procurement oversight, and improving the delivery of clinical services.
As a result, significant sums have been recovered and saved, outstanding debt has been materially reduced, improper arrangements have been identified and addressed, and core healthcare services have been expanded, stabilised and significantly improved.
This report sets out the specific actions taken and the results achieved during this period.
1. FINANCIAL MANAGEMENT AND EXPENDITURE CONTROL
• Within the reporting period, decisive steps were taken to address excessive expenditure, irregular payments, and weak financial controls:
• Over $150 million has been identified, prevented, and recovered from mismanagement, corruption, nepotism, and payments made without proper contractual arrangements.
• Expenditure in key areas has been reduced, including:
o Security: approximately $30 million
o Janitorial services: approximately $30 million
• A detailed review identified instances of significant overpayment, including one contractor receiving approximately $120 million over a two-year period.
• The Authority identified over $140 million in payments to contractors without tenders or contracts from 2023 to mid-2025. A forensic audit is currently in progress.
• The rental of vehicles was rationalised:
o 353 vehicles were identified, many of which were not in legitimate use
o Reduced to 23 vehicles
o Resulting in savings of approximately $20 million per annum
• The Authority identified and dismantled irregular practices within the nursing pool overtime system, resulting in the elimination of an overtime expenditure pattern estimated at approximately $36 million per annum.
• Additional cost control measures across operations, including procurement, consumables, utilities, and administrative systems, have generated substantial recurring savings.
2. DEBT REDUCTION AND SUPPLIER PAYMENTS
At the time of appointment:
• More than 500 suppliers were owed in excess of $350 million
Within eight months:
• Outstanding debt reduced to less than $150 million
• The number of suppliers has been reduced to approximately 100
• Payments exceeding $160 million processed to suppliers
These actions restored supplier confidence and ensured continuity of essential services.
3. HUMAN RESOURCE AND MANAGEMENT CORRECTIONS
A review of management arrangements revealed irregular appointments:
• 25 acting managers, appointed shortly before the 2025 General Election, were found to be unqualified and inexperienced
Action taken:
• All were reverted to their substantive positions
• Management structures were corrected to reflect competence and experience
Further strengthening included:
• Recruitment of key leadership personnel across the Authority
• Ongoing recruitment of 100 nurses, including enrolled nursing assistants, and 55 doctors to improve staffing levels
4. CLINICAL SERVICES AND PATIENT CARE
From a service delivery perspective, measurable improvements have been achieved:
• Reduction in waiting times for:
o Surgical procedures
o Outpatient clinics
o Accident and Emergency services
• Approximately 500,000 patient visits annually
• Within eight months:
o Over 80,000 clinic visits
5. DIAGNOSTIC AND TREATMENT SERVICES
The Authority has expanded diagnostic and interventional capacity:
• Approximately 32,000 CT scans
• Approximately 3,200 MRI scans
• Between 900 and 1,000 angiograms and angioplasties in the Cath Lab
• Over 3 million laboratory investigations
• Radiology services now operate continuously, improving access and reducing diagnostic delays.
• Reduced waiting times for endoscopy, elective surgery, and patient reporting
• Sustained performance of over 20 major cardiac bypass surgical procedures per month
6. SURGICAL SERVICES AND SPECIALISED CARE
• Operating theatre capacity increased from three to seven functioning theatres.
• Additional theatres commissioned to support surgical demand
• Introduction of an Oral and Maxillofacial Surgical Unit
• Renal transplant programme restarted, with five procedures completed
• Strengthening of cardiac services, with a significant increase in angiogram and angioplasty procedures
7. INFRASTRUCTURE AND FACILITY IMPROVEMENTS
A series of critical upgrades and repairs was undertaken:
• Installation of a 7.5 MVA electrical transformer system
• Upgrade of 172 lighting systems
• Replacement of 43 electricity poles and lighting infrastructure
• Replacement of over 1,000 ceiling lights
• Repair of three major standby generators
• Rehabilitation of:
o Incinerator systems
o Wastewater systems
o Steam boilers
• Upgrade and repair of 17 elevators, many over 37 years old
• Upgrade of the Fire Suppressant System at the Arima District Health Facility
• Additional electrical, air conditioning, and facility upgrades across multiple locations
8. ACCESS TO PRIMARY AND COMMUNITY HEALTH SERVICES
• Implementation of 24-hour service at St. Joseph Health Facility
• Extension of operating hours at five health centres
• Improved patient flow and clinic capacity
9. INDUSTRIAL RELATIONS AND STAFF DEVELOPMENT
• Over 150 staff engagement meetings have been conducted
• 84 industrial relations matters resolved
• Training programmes expanded in:
o Basic Life Support (BLS) and CPR
o Triage and patient care
o Customer service
• Memorandum of Understanding executed with YTEPP to support training initiatives
10. LEGAL AND GOVERNANCE MEASURES
• Establishment of a new external legal panel
• Integration of legal oversight into procurement and executive decision-making
• Movement toward structured legal risk management and improved compliance systems
CONCLUSION
The actions undertaken over the past eight months have addressed critical weaknesses in financial management, procurement, governance, and service delivery.
The Authority has:
• reduced its debt exposure,
• curtailed irregular expenditure,
• corrected management structures,
• expanded clinical services,
• established accountability
• and stabilised key infrastructure.
These measures have established a more disciplined and functional organisation, better positioned to provide reliable and timely healthcare services.
Work remains ongoing. However, the progress achieved within this period reflects a clear and sustained effort to restore proper management and improve operational performance across the NCRHA.