The Medical City Clinic in 2024: Navigating the Great Reset | The Medical City

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The Medical City Clinic in 2024: Navigating the Great Reset

By Jose Xavier Gonzales, | April 10, 2025

The Medical City Clinic in 2024: Navigating the Great Reset

Working a balance in the evolving landscape of the healthcare industry in the era of recovery, recalibration, and technological acceleration, to remain true to the industry’s calling.

Since being honored again as Primary Care Provider of the Year in 2024, The Medical City Clinic (TMC Clinic) has continued to navigate the evolving landscape of healthcare with resilience and agility. In a sector where technology, patient expectations, and industry trends shift rapidly, this unwavering commitment to innovate and anticipate solutions to changes has been instrumental in maintaining their leadership and ensuring high-quality accessible care for as many as they can reach. The same qualities have helped them in consistently setting the standard for excellence, while keeping the most important stakeholder—the healthcare consumer—top of mind, especially amid the challenges faced in the increasingly competitive healthcare environment.

Milestones:
1. Expansion: Growing in scale                   

To date, TMC Clinic has 72 operational clinics, mostly mall-based, to better serve the communities around each clinic, and in a true ‘nationwide’ sense, a clinic network from Luzon, through Visayas, to Mindanao. In the last year, they have opened 12 new clinics, managed four expansions, and undertaken 22 renovations. All clinics operate under a single brand and leadership team.

The available services in each clinic are as strategically planned as the specific locations. On top the essential and expected primary healthcare services, some are categorized as specialty clinics as well, including a Dialysis Center, Ambulatory Surgical Centers, Rehabilitation Medicine and Physical Therapy, Endoscopy Unit, Cardiac Rehab, Sleep Laboratory, Women’s Health, Mental Health, Bone and Joint Center.

Adding to the mix are the Corporate Clinics (TMC Wellness at Work), a program that delivers clinic management services in 15 companies to date, deployed in 28 clinic sites. This new primary healthcare exclusive partnership program, which covers industries including pharmaceutical, health, BPO, transportation, F&B, and semi-conductors, has brought in an annual contract value of P90 million.

All these clinics are supported by a total of 1,520 carefully selected physicians—a strength unique to TMC Clinic.

Keeping the clinics running smoothly is a strong, motivated, well-equipped and continuously training-updated health allied workforce, 1611-strong, 15% more since 2023.                                                          

• 22 medical specialists to deliver primary care coordination
▪ 35 subspecialists for coordinated referrals and patient follow-ups.
▪ 265 new medical affiliates added to the roster in the last past year
▪ 669 or 44% practicing in multiple TMC clinics; 851 or 56% are in single locations

                   

2. Relationships

HMO Engagements, a distinctive advantage of TMC Clinics, were further strengthened from last year. What has kept these relationships going is the foundation of trust and sustainable solutions, including engagement incentives and steerage programs. While industry apprehension persists globally and in the Philippines regarding the threat of rising costs and potential competition with HMOs, TMC Clinic has been able to work with these industry partners for results that benefit all sectors of the primary healthcare system.

3. Digital Initiatives

Working from zero initiatives planned and actually implemented in 2019, the current management team focused on the goal of a fully operational and efficient front-end to back-end TMC Clinic in 2024, which it has achieved.

From the expected transformation pains, TMC Clinic’s Business Operations processes have stepped up exponentially with the full implementation of its digital processes.

Business Operations digital processes

a. Electronic Health Record (EHR) Implementation, ongoing
b. Enterprise Resource Planning (ERP) Implementation - SAP Phases 1 and 2
▪ Phase 1: Spend Process and Inventory Module
▪ Phase 2: Clinic Cashiering
c. Human Resource Information System (HRIS)
▪ 201 Files, Attendance, and Payrolls
▪ Benefit Management
d. Contact Center with Chatbot
e. Queuing and Appointment Pilot Implementation
f. Clinic Cashiering

In its Medical Operations, the updated processes have helped immensely improve the quality of diagnostics.

a. Laboratory Information System (LIS)
▪ Hematology and Chemistry
b. Radiology Information System (RIS)
▪ Digital Xrays

c. Digital Electrocardiogram (ECG)

d. Digital InstaEcho
▪ For roll-out
e. Online Results access

On top of these updates, work has begun on consolidation phase to benefit patients: migrating to a platform across the TMC Enterprise this year via “IQVIA”, a step-ladder approach and seamless referral process.

All these developments have allowed the organization in helping bridge the gap to be at par with global developments in healthcare, particularly in the AI and digital transformation areas.

Challenges and Solutions:

Because the Philippines is not that far behind with the global industry trends– the organization has chosen to remain updated and vigilant for major changes that will either trickle down or create major implications locally. This stance has allowed them to anticipate potential losses and to be proactive in strategizing with new sustainable programs The goal that has kept them innovating has been to not just become business casualties, but to survive the changes/movements.

Keeping that in mind, TMCC has in the past year, mainly had to adjust projections for losses due to medical inflation, consolidation of major and potentially big players in the industry, regulatory compliance, and new and probably unforeseen competitors. Supporting the adjustments that buffered what could have been huge losses are out-of-the-box solutions which, because they have already been done regularly as a management process, have become second nature within TMC Clinics, from top management to management teams in each clinic.

                                   

    

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