EVERY PATIENT MATTERS. EVERY STAFF MEMBER COUNTS

“I left school at 16 and joined the Royal Air Force (RAF), with no career plan beyond wanting to make something of myself. The 12 years that followed taught me the fundamentals I have relied on ever since: discipline, planning, and leadership.”

This passionate start to a career is what led Neil Clark, CEO of Queen Elizabeth Hospital (QEH), to work within the healthcare industry – a sector that is not only in a state of constant development and innovation, but also directly impacts the lives of everyday individuals across the world.

After leaving the military and joining the UK’s National Health Service (NHS), Clark assumed the skills he had previously learned would transfer easily; however, he quickly discovered that this new industry would ask more of him.

“Hospitals are among the most complex organizations in society – running 24 hours a day, seven days a week, with thousands of professionals making hundreds of decisions every hour, often under immense pressure. The challenge for leaders is not simply managing that complexity; it is creating systems that allow talented people to deliver consistently excellent care,” he details.

Much of Clark’s early leadership career in the NHS was spent progressing through operational leadership roles at challenging healthcare facilities. It was through this work that he learned the most important lesson of his career so far – a plan, however well designed, is worthless without the people to deliver it. This was where he developed crucial skills, such as the ability to listen properly, build trust, and translate a technical plan into something frontline staff could believe in and own.

“It was also where I first noticed something that has shaped the rest of my career: the teams that improved fastest were almost always the ones with the best information about their own performance. You cannot fix what you cannot see – and you cannot expect people to change something they cannot measure,” he reveals.

LEARNING LEADERSHIP

By the time Clark left the NHS, his team had delivered measurable improvements in performance, finance, and culture at every hospital he had led – proof that the model of leadership he had developed since his days in the RAF was working; combining people skills with a growing belief in the value of good information.

“If the NHS taught me how to lead hospitals, my work in Abu Dhabi taught me how to lead healthcare systems. I was subsequently recruited to the Abu Dhabi Department of Health where I was no longer working for a single provider, but helping develop an entire health system,” Clark describes.

“For the first time in my career, I was looking at healthcare as an interconnected system rather than a single organization, and, to this day, it has fundamentally changed the way I think.”

Abu Dhabi’s combination of information and technology as core infrastructure and access to the people skills to attract providers taught Clark that healthcare should never be managed in isolation. The interdependencies of departments and the economics of preventative medicine highlighted that the chosen model of care shapes the performance of the whole system far more than the volume of any single service.

One of the greatest lessons Clark learned, however, was that patients do not experience separate hospitals, clinics, and government departments; they experience one healthcare journey. If organizations fail to work together, patients experience delays and duplication rather than seamless care. This is the exact perspective he brought to Barbados when he became CEO of QEH in April 2024.

“QEH is far more than a hospital – it is one of Barbados’ most important public institutions, and thousands of people pass through its doors every day at some of the most vulnerable moments of their lives,” he explains.

“I found an organization with highly committed and talented staff, proud of the care they provided despite real operational challenges, such as rising demand, workforce shortages, aging infrastructure, financial pressure, and a lack of coordinated information across paper records, spreadsheets, and systems. None of that was unique to Barbados. What was unique was the opportunity.”

BUILDING SYSTEMS

With all the challenges modern healthcare is currently facing, Clark decided that rather than treating those hurdles separately, QEH would look at the organization as a whole and build a strategic framework around modernizing infrastructure, financial sustainability, and digital transformation.

The centerpiece of this transformation is the roll-out of a new health information system within the hospital – to give every clinician a single, accurate, real-time view of a patient’s history, and provide QEH’s leadership with reliable data on what is happening across the organization.

“ A hospital does not sit in isolation, and one of the questions we are having to answer now is how that data needs to interoperate with the rest of Barbados’ healthcare providers,” expands Clark.

“We are extending that same discipline well beyond clinical care, digitizing our human resources (HR), finance, and procurement records by moving that information off paper and into systems that let us plan properly.”

Ultimately, none of these developments would be possible without the belief that Clark first learned in the NHS: buildings and systems do not care for patients; people do. His philosophy – every patient matters; every staff member counts – is what connects the two.

It is why the hospital is expanding recruitment and training, investing in technology, and why Clark always reminds colleagues that equipment and information systems alone do not transform healthcare; transformation happens when investment in data is matched by investment in people, leadership, and culture.

Small island nations often possess advantages that larger healthcare systems struggle to replicate. Decision-making can be faster, partnerships closer, and innovation implemented more rapidly because people know one another and share a common commitment to their communities.

“I believe QEH has the potential to not only remain Barbados’ national referral hospital, but also become one of the Caribbean’s leading centers of excellence – a hospital where good data and leadership reinforce one another,” impassions Clark.

“That will not happen overnight, but every day I see colleagues, better informed and genuinely empowered, moving us another step closer.”

THE FUTURE, LEADERSHIP, AND LEGACY

Having worked across myriad healthcare systems, Clark has seen how rapidly healthcare continues to evolve, from paper records to integrated systems, and now to artificial intelligence (AI), predictive analytics, and genomics.

“I believe the future will be shaped just as much by leadership and culture as technology, because data on its own changes nothing. It is only useful once it changes a decision, and healthcare remains, above all else, a human profession,” he asserts.

The role of technology is to enable healthcare professionals to deliver better care, not to replace them – a philosophy that underpins everything being built at QEH. The future lies in organizing healthcare around the patient rather than around departments and professional boundaries, with information following the patient across hospitals, primary care, and community services, and in organizing leadership around empowered people rather than command-and-control.

In looking towards the future of the industry, Clark views his role, and leadership in general, as a temporary custodian for an organization.

“Rather than asking what I can achieve during my tenure, I try to ask what I will leave behind. Some of what we are building at QEH will be visible while some will be less so – but it will matter just as much, because they will be shaping how the hospital cares for patients and empowers staff, long after I have moved on,” Clark notes.

As he reflects on his own journey, Clark recognizes how fortunate he has been to work alongside extraordinary people, and how much the tools available to healthcare leaders have changed along the way. No meaningful achievement in healthcare is ever the work of one individual, but the result of teams united by a common purpose and the shared information that lets them act together.

“Technology may transform how we deliver care, and data may transform how we plan it, but compassion, professionalism, teamwork, and trust will always define whether we succeed. That is why every decision at QEH is guided by one simple belief: every patient matters. Every staff member counts,” Clark proudly concludes.

“Those six words have become more than a motto; they have become my philosophy of leadership. If the systems, information, and empowered people we are building today continue to guide this hospital long after my time here has ended, I will consider that my greatest achievement.”

The post Queen Elizabeth Hospital : Every Patient Matters, Every Staff Member Counts appeared first on Healthcare Outlook.

A LEGACY OF CARE

With the global healthcare sector always having existed at the intersection of immense challenge and extraordinary possibility, demand continues to outpace available resources – and South Africa (SA) is no exception.

“Every day we are confronted by increasingly complex disease burdens, rapid technological advancements, workforce pressures, financial constraints, and growing public expectations,” introduces Dr Matodzi Mukosi, CEO of Tygerberg Hospital, the largest hospital in the Western Cape.

Yet, despite these realities, SA’s healthcare sector remains a rewarding professional environment due to the impact it has.

“Everything we do is both tangible and profoundly human – every decision, interaction, and innovation has the potential to change the course of someone’s life,” he smiles.

Reflecting on the legacy and true value of Tygerberg Hospital in this challenging landscape, Dr Mukosi emphasises how the hospital is ultimately built on the selfless contributions of its staff and the countless moments where science, humanity, and transformation come together.

“The real value of our institution lives in the nurse who comforts an anxious family, porter who reassures a frightened patient, doctor who stays a little longer after their shift to monitor a critical patient, maintenance technician who restores essential services overnight, student who is learning the true meaning of compassionate care, or specialist sharing decades of knowledge with the next generation.”

Indeed, the true legacy of the hospital relates to the extraordinary achievements made possible by ordinary people choosing to serve something bigger than themselves.

EVOLVING HEALTHCARE ECOSYSTEM

Over the years, SA’s healthcare system has been significantly transformed, with the first democratic South African government initially inheriting a structurally fragmented, inequitable, and primarily hospital-centric system in 1994.

“This system was shaped by the apartheid regime where access to care, funding, and infrastructure were ultimately distributed along racial lines,” outlines Dr Melvin Moodley, COO.

Since then, healthcare reform has focused on integrating previously fragmented services, improving equity, and expanding access to quality healthcare for all – a transformation driven by successive policies and reforms aimed at strengthening governance.

“Whilst we celebrate these successes, we continue to face significant challenges in healthcare. SA continues to operate a dual healthcare system in which public and private healthcare coexist,” states Dr Mukosi.

Private healthcare remains accessible only to those who can afford it, creating a fundamental inequality in access to health services that is driven by financial resources.

Although both sectors draw on similar resources, the private sector serves only a small proportion of the population, whereas the public sector caters for approximately 85 percent, many of whom rely exclusively on state-funded healthcare.

“This inequality runs counter to the principles of fairness and equity, which is why we strongly support the implementation of universal health coverage (UHC), aimed at ensuring equitable access to healthcare irrespective of one’s ability to pay,” laments Dr Mukosi.

The implementation of UHC will require a concerted effort to strengthen the healthcare system across the country.

This has led to growing recognition that strong governance and leadership are fundamental drivers of health system performance. Leaders must excel in strategic planning, financial stewardship, quality improvement, workforce management and development, and the cultivation of partnerships across the continuum of care.

“We need leaders who are not only technically competent, but also demonstrate high levels of emotional intelligence so we can develop sustainable health systems that deliver better outcomes for the people we serve,” Dr Moodley adds.

SERVING COMMUNITIES

As one of SA’s largest academic hospitals, Tygerberg Hospital is one of only two central major healthcare sites in the Western Cape.

“We provide highly specialised tertiary and quaternary services across every major clinical discipline, with more than 65,000 patients admitted annually and more than 400,000 outpatient visits each year,” explains Mr Dirk Heyns, Head of Corporate Services.

Spanning the full life course, from foetal medicine and neonatal intensive care to geriatric care, the hospital offers a comprehensive package of tertiary services. These include advanced trauma care, complex surgery, critical care, infectious disease management, and highly specialised allied health services, including its flagship Cochlear Implant Unit.

As the Western Cape’s population has grown significantly over the past two decades, demand for these highly specialised services has increased accordingly.

“As the only referral centre for many of our patients, Tygerberg Hospital must continue to keep pace with growing demand,” notes Dr Mehreen Hunter, Chief Strategy Officer.

“This requires us to continually review our core service mandate, models of care across the health ecosystem, patient referral networks, technological advancement, workforce management, and collaboration with internal and external partners so we can maximise the impact of the resources available to us,” she explains.

POWERFUL PARTNERSHIPS

As an academic institution, Tygerberg Hospital is closely linked with multiple universities, including Stellenbosch University, the University of the Western Cape, and the Cape Peninsula University of Technology.

Through these academic partnerships, it can deliver world-class teaching, training, and research.

Indeed, Tygerberg Hospital has a reputation for exceptional clinical training and is a sought-after destination for local and international undergraduate and postgraduate students.

“Our relationships with universities have evolved into true partnerships, enabling us to collaborate in fulfilling our mandate of service delivery, teaching, training, and research,” comments Mr Heyns.

Tygerberg Hospital has come to understand that meaningful transformation cannot be achieved in isolation; rather, it is strengthened through enduring partnerships with academic institutions, clinical teams, organised labour, patients, communities, and stakeholders who share responsibility for building a stronger and more responsive health system.

“One of our most critical partnerships is with our Hospital Board, which provides an important link between Tygerberg Hospital and the communities it serves.

“Through its oversight, advocacy, and engagement, the board ensures the perspectives and needs of patients and communities inform decision-making and service improvement initiatives,” notes Mrs Vuyokazi Dubase, Acting Head of Nursing Services.

PART OF A HEALTH ECOSYSTEM

The Western Cape Department of Health and Wellness has distinguished itself over several decades through sustained investment in strengthening health systems.

“One of the most significant shifts I have witnessed over the course of my career has been the move away from hospitals functioning as isolated institutions towards a far more integrated ecosystem approach to healthcare,” says Dr Mukosi.

“Our responsibility for patient care is not limited to what happens within our facility alone. We are health stewards, working to improve healthcare at every stage of the patient journey.”

This approach has been deliberately fostered by the Western Cape Department of Health and Wellness under the leadership of Dr Keith Cloete, Head of Department.

“We are all stewards of healthcare along the care continuum, with a shared responsibility to ensure all people in the province have access to quality healthcare,” explains Dr Hunter.

“Success is therefore no longer measured simply by what happens within our own walls, but by how effectively we strengthen the broader health system and improve the patient journey across multiple levels of care,” she adds.

PEOPLE FIRST

“Although our institution has been responsible for numerous pioneering advances, including several national and international firsts, their true value lies in how we use them to improve access, redesign systems around patient needs, strengthen partnerships, and deliver high-quality care more effectively within resource-constrained environments,” Dr Mukosi reflects.

Over the years, this has reinforced one of the most important lessons in healthcare: that exceptional care is fundamentally about people – not only the patients, but also those who deliver care every day.

“Technical excellence will always remain essential, but patients remember how they were treated just as much as the treatment they received,” Dr Hunter points out.

For this reason, sustainable healthcare depends on creating environments in which staff feel valued, supported, and empowered to deliver their best every day.

“When we invest in our people, we strengthen our ability to care for others; that, ultimately, is the foundation on which resilient and compassionate health systems are built,” Dr Mukosi states.

50 YEARS OF TRANSFORMATION

Having been established in 1976, this year marks the hospital’s 50th anniversary and, like the country itself, the institution has undergone significant transformation over the decades, moving from a hospital shaped by division towards one increasingly defined by inclusion, collaboration, and a shared purpose.

“That journey has not always been straightforward, but it has been essential, and at the heart of this legacy are the countless people who have worked tirelessly and selflessly at this institution for years,” Dr Mukosi acknowledges.

“50 years represents far more than an anniversary. It provides an opportunity to reflect on the millions of lives that have intersected with this institution and the direction we wish to take this hospital going forwards,” he adds.

“Most people remember Tygerberg Hospital as the place where a life was saved, where they held their newborn child for the first time, or where hope was restored during moments of profound uncertainty.”

“We are immensely proud of our clinical and internationally renowned academic achievements, but what makes me most proud is the culture we are building, legacy we are shaping, and incredible people who show up every day with extraordinary commitment,” notes Mrs Dubase.

“Indeed, Tygerberg Hospital’s greatest strength has never been its size, capacity, or media presence, but the people who make the facility a home and a place of hope.”

MAKING THE IMPOSSIBLE POSSIBLE

As an academic hospital, Tygerberg Hospital’s clinicians, researchers, and educators continually challenge existing practices to provide premium services to all patients.

Impactful research is key to this mission, generating evidence that guides clinical decision-making, drives innovation, and facilitates improvements in the way healthcare is delivered.

“Whether through pioneering clinical procedures, advances in medical technology, or new care models, innovation is only valuable if it ultimately improves patient outcomes, increases access to care, and strengthens the health system,” Dr Hunter informs.

Some of Tygerberg Hospital’s most significant innovations have changed the lives of families across SA, making the impossible seem possible.

In 1984, for example, the hospital’s Reproductive Biology Unit was responsible for the breakthrough that led to the birth of the country’s first baby conceived through invitro fertilisation (IVF), opening new possibilities for many couples experiencing infertility.

This was followed by numerous advances in reproductive medicine that helped establish Tygerberg Hospital as a leader in the field.

Then, in 1986, the hospital performed SA’s first multi-channel cochlear implant, establishing a programme that transformed the lives of children and adults living with profound hearing loss.

Tygerberg Hospital’s commitment to innovation continued through the decades, with interventions including the world’s first successful penile transplant in 2014; becoming the first South African government-run hospital to perform robotic surgery using the Da Vinci Surgical System in 2022; successfully performing the country’s first living donor kidney removal using robotic surgery in 2025; and making history by performing SA’s first fully internal limb reconstruction and bone transport procedure in 2025.

“Yet, whilst these milestones are remarkable, they are not how we define success,” Dr Mukosi points out.

“The true measure of innovation is not defined by whether we are the first but by the impact these interventions have on the people we serve – whether patients live longer, recover faster, regain functionality, become parents after years of uncertainty, or return to their families with renewed hope.”

This is the enduring philosophy that continues to shape everything Tygerberg Hospital does.

STRENGTHENED BY HUMILITY

Constructed 50 years ago in what was a very different landscape, it is no surprise Tygerberg Hospital’s existing infrastructure has reached the end of its serviceable lifespan.

Therefore, plans to reimagine the hospital have been developed through the replacement of the current facility with two new hospitals: Tygerberg Central Hospital and Metro-East Regional Hospital.

“This project is about far more than replacing ageing buildings. It is an opportunity to reconsider healthcare delivery and redesign it around modern patient expectations, technological advancement, multidisciplinary collaboration, and future healthcare needs whilst preserving the values that have come to define us over the course of our 50-year journey,” Dr Hunter highlights.

Looking ahead, the hospital’s key priorities for this year are centred around three interconnected areas; people, clients, and the health system.

With regard to its people, the institution intends to continue fostering psychologically safe spaces in which staff feel valued and respected, whilst continuing to invest in leadership, staff well-being, and organisational culture.

Tygerberg Hospital also seeks to improve the patient experience by focusing on the needs of its clients – from entering the facility to receiving excellent care and a safe discharge, it wishes to enhance all aspects of the patient experience.

“We will focus on strengthening the health system, clarifying and bolstering our service platform through closer collaboration across the provincial health ecosystem to ensure patients receive optimal care in the most appropriate setting,” Dr Moodley explains.

An important part of this work is expanding strategic partnerships and twinning initiatives – where institutions or health systems commit to learning from each other over time to strengthen services, leadership, and performance.

Based on Tygerberg Hospital’s belief that no single institution, country, or context has all the answers, it is currently part of multiple twinning programmes at both national and international level.

“Healthcare is strengthened through humility when organisations learn from one another and grow together,” Dr Mukosi reflects.

“All these priorities converge into a single mandate: to use 50 years of learning to create not only a stronger institution but also a sustainably stronger ecosystem for our patients today and for future generations,” he passionately concludes.

The post Tygerberg Hospital : A Legacy of Care appeared first on Healthcare Outlook.

SPOTLIGHT ON NEW ZEALAND DIGITAL HEALTH

Over the past 30 years, digital healthcare has evolved considerably to support in-person medical appointments, with notable developments in the 1990s when electronic health records (EHRs) became widely adopted, prompting radical reforms across health systems.

Undergoing a significant transformation, New Zealand (NZ) is actively advancing its cyber medical services through national initiatives, telehealth, secure digital identity, and the integration of artificial intelligence (AI).

Moreover, the country is embracing revolutionary advancements to modernise and transform its health systems, including remote patient monitoring, which will facilitate earlier patient discharge and enhance overall care.

A unified EHR system will streamline and secure the flow of medical information amongst general practitioners (GPs), specialists, and hospitals.

Furthermore, NZ is advancing into the digital age by enhancing its national breast cancer screening programme with innovative technology. The upgrade features a digital platform that allows users to enrol, book, and manage mammogram appointments through secure links or QR codes, making the process more convenient and accessible.

These investments are part of a broader strategy to create a more connected and accessible healthcare system, ultimately benefitting both patients and clinicians.

Digital healthcare in NZ has been rapidly evolving; the integration of IT into healthcare has facilitated improved data management, sharing, and analysis. Indeed, the nation has made significant progress in adopting health informatics, thereby enhancing patient outcomes and streamlining operations.

For example, the COVID-19 pandemic accelerated the adoption of telehealth services, allowing patients to consult healthcare providers remotely. This model has proven especially beneficial for those in rural and underserved areas, improving access to medical advice and treatment.

Many healthcare providers now offer online patient portals where individuals can access their medical records, schedule appointments, and communicate with health professionals. This in turn enhances patient engagement and encourages proactive management of health conditions.

The NZ government, along with various health organisations, has launched initiatives to promote digital health solutions.

Additionally, the use of wearable devices for monitoring health metrics, such as heart rate, physical activity, and sleep patterns, is on the rise. These technologies empower individuals to take charge of their health whilst providing valuable data to healthcare providers.

Ultimately, there is a growing movement in NZ towards creating a collaborative health ecosystem in which the public and private sectors work together to innovate and implement digital healthcare solutions for both patients and providers.

Q&A WITH STELLA WARD, CEO, DIGITAL HEALTH ASSOCIATION

Stella Ward, CEO of the Digital Health Association, shares insights into the evolution of digital healthcare in NZ, discussing the association’s mission, the unique strengths of Kiwi HealthTech companies, and the opportunities and challenges they face in global markets.

Firstly, could you talk us through the origins of the Digital Health Association, its inception, and initial mission and vision?

Stella Ward, CEO (SW): The Digital Health Association (DHA) started in 2002 as New Zealand Health IT (NZHIT). At that point, technology was only beginning to shape healthcare, and the sector itself recognised the need for a coordinated voice to work with government, providers, and policymakers in a fragmented system.

The purpose was practical and strategic from day one: to connect industry with decision-makers and ensure innovation aligned with national health priorities and could actually be adopted. It was about helping businesses not just build technology, but get it into real-world use and scale.

The early mission held three ideas: give the sector a strong collective voice, build collaboration across it, and accelerate the uptake of technology to improve care.

In 2022, we rebranded as DHA to reflect a broader, system-wide view, moving beyond an IT focus to encompass the full span of digital health, including data, interoperability, and patient-centred care.

The underlying vision has remained constant: digital innovation can deliver better health outcomes at scale. Our role is to amplify members’ voices, connect them into the health system, and turn innovation into system-wide impact.

What specific opportunities and challenges do companies in NZ face in the digital healthcare sector when looking to expand into global markets?

SW: NZ HealthTech companies bring real strengths to global markets because we work in a small, integrated health system; they often build solutions that span the entire continuum of care, from primary and community settings through to hospital and aged care.

That breadth is attractive overseas, where health systems want connected, end-to-end tools. There is momentum too, with several companies already taking AI-enabled products offshore, backed by a wider government push to grow high-value exports.

The challenges are mostly structural. Regulation is the biggest barrier: every major market, whether in the US, UK, European Union (EU), or Australia, has its own compliance rules, which are costly and slow to navigate, especially for smaller firms. Health procurement is also slow, risk-averse, and highly local, so sales cycles are long and need sustained investment.

Proving scale is another hurdle. NZ is an excellent testbed, but its size makes it harder to show the large-scale deployments international buyers want as proof.

That is where industry coordination matters. Through our Healthtech International Industry Group (HIIG), companies receive support to identify export pathways, share insights, and connect with partners, including New Zealand Trade and Enterprise (NZTE).

How can companies effectively market their digital healthcare solutions to a wider audience, and what resources or support systems are available to help them transition into international markets?

SW: Marketing digital health solutions overseas comes down to credibility, relevance, and relationships. Health buyers care less about features and more about proven outcomes, so the companies that do well can show measurable impact, such as shorter wait times, fewer errors, or better patient outcomes.

Solutions co-designed with clinicians and consumers land harder because they signal real-world usability. Reference sites and trusted networks are also important; a proven deployment, even in a market the size of NZ, is a powerful proof point when backed by strong clinical evidence and user testimonials.

There is a growing set of supports to help companies scale. Within DHA, HIIG connects exporters, shares market insights, and helps members navigate complex procurement processes.

We also connect members with NZTE, the Ministry of Business, Innovation, and Employment (MBIE), and the Ministry of Foreign Affairs and Trade (MFAT) so they can access trade networks and market intelligence.

Our events, the Digital Health Week Conference, and member channels give companies a platform to showcase results and meet partners and decision-makers.

What emerging technologies in AI and robotics should digital healthcare companies focus on, and what key trends in domestic and global markets should they be aware of to remain competitive?

SW: AI is the dominant theme in digital health right now, with the clearest opportunities in clinical decision support, administrative automation, and patient navigation. We are already seeing practical uses, such as AI-enabled triage, image analysis, and remote monitoring, that ease pressure on frontline services whilst improving access.

Recent moves towards AI-driven digital front doors, especially in mental health, show how these tools can guide people into the system and improve equity of access. Policy now needs to catch up with the economics and the opportunity; AI readiness should be a mandatory design requirement.

Building systems without AI capability embedded from the outset will lock in avoidable remediation costs later, whilst getting this right at the design stage is far cheaper and creates one of the strongest available levers to lift clinical productivity in a workforce already under structural pressure.

Interoperability sits right alongside AI. The global shift to Fast Healthcare Interoperability Resources (FHIR)-based data standards is both a technical necessity and a commercial opportunity.

Companies that design for interoperability from the start are far better placed to integrate with established systems and scale into markets such as Australia, the UK, and the US.

In robotics, global growth in surgical systems, dispensing, and hospital logistics is strong, but it is capital-intensive and heavily regulated. For most NZ companies, the nearer opportunity is in the software layer – the AI tools that support clinical workflows – rather than hardware.

Recently, a new scanner technology company, MARS Bioengineering, has received approval from the Food and Drug Administration (FDA) and is entering the international market.

The bigger trend, here and globally, is the shift from episodic care to continuous, data-driven health management. Wearables, remote monitoring, and personalised medicine are converging towards more proactive, preventative care.

To build sector capability, DHA is launching an AI in Healthcare Community of Practice (CoP) in August and runs a Digital Interoperability CoP to help members work with standards like FHIR and build solutions that scale across borders.

Are there any effective strategies the association utilises to demonstrate value to its members and ensure their satisfaction?

SW: Demonstrating value comes down to relevance, influence, and access. A big part of that is giving members a direct line into decision-making.

Through regular engagement with Health New Zealand’s executive leadership and other senior stakeholders, such as ACC, we ensure members’ views are heard at the top. For smaller companies in particular, that kind of access would be very hard to get on their own.

Advocacy is the next pillar, which is grounded in member input. DHA helps shape policy and position digital health in the wider system, including input to legislation and structured recommendations to government.

Value also shows up in participation. Our Special Interest Groups give members hands-on opportunities to work with peers, providers, and policymakers on shared challenges, moving beyond discussion to real problem-solving.

Channels such as the Issues and Opportunities Register give members a structured way to raise concerns and shape the advocacy agenda, whilst quarterly engagement with Health New Zealand, newsletters, and regional events keep members informed and involved.

We also complete regular member surveys – our latest one went out in June, and this helps us respond to member needs. The strategy is simple: turn membership into real influence, useful connections, and practical chances to shape the direction of digital health in NZ.

How do you see the growth of the digital mental health sector compared to other areas, and how are related services being designed to ensure accessibility for diverse populations, including those in rural or underserved areas?

SW: Digital mental health is one of the fastest-growing parts of the sector, driven by rising demand and the clear advantages of digital delivery over long-standing access barriers such as geography, stigma, wait times, and cost. It has grown quickly because it can meet people where they are.

DHA supports this through our Digital Mental Health Industry Group, which brings together providers and technology partners across e-mental health, addiction, and digital well-being.

The group offers sector leadership and informed systems thinking, including our submission to the Minister of Mental Health on a national Digital Health Roadmap outlining how these services can scale and reach more people.

The design challenge is real. Services have to work for people with different levels of digital literacy and across devices ranging from smartphones to low-bandwidth devices.

Accessibility is cultural as well as technical, so co-designing with communities, particularly Māori and Pacific, is critical to meaningful engagement. Our approach is guided by ‘Te Tiriti o Waitangi’, with a focus on participation, partnership, protection, and improving access and outcomes for underserved groups.

The key now is making sure investment goes to genuinely inclusive solutions that reach rural communities and people who have faced barriers to care, not just those already well-served.

Is the association currently involved in any notable projects, events, or key initiatives that you would like to showcase or bring attention to?

SW: A few things stand out right now. The most significant is Budget 2026, which committed NZD$300 million to the Health Digital Investment Plan over its first three years; NZD$35 million for a new electronic patient record for Hato Hone St John; and NZD$153.6 million to cybersecurity across the health system, including primary care.

DHA welcomed this as a clear signal that digital health is now treated as critical national infrastructure. The focus shifts to delivery, and our members are well-placed to bring design, integration, and operational expertise to turn that investment into results.

We also convene the sector through flagship events: the Digital Health Leadership Forum, Parliamentary Dinner, and HealthTech Week with the Medical Technology Association of New Zealand (MTANZ) and MedTech-iQ; the Tech Users Summit with the Telecommunications Users Association of New Zealand (TUANZ), and the Digital Health Week Conference with Health Informatics New Zealand (HINZ).

These bring industry, government, and clinical leaders together to share insight and strengthen connections.

We have also strengthened sector alignment through our memorandum of understanding (MoU) with HINZ. The partnership means a more coordinated industry voice and makes it easier for government to engage the right expertise.

There is a growing focus on system resilience and trust, especially after the independent review of the ManageMyHealth cyber incident. The government’s commitment to act on the review’s 26 recommendations reinforces the point that digital systems are integral to patient safety and continuity of care, areas where DHA is actively engaged.

Finally, how do you envisage the digital health sector evolving over the next five years regarding advancements in technology, regulation, and patient engagement shaping healthcare delivery?

SW: Over the next five years, we expect the sector to change fast across all three.

Regarding technology, AI will become embedded across the system, moving from point solutions to core infrastructure, with greater use in clinical decision support, predictive analytics, and workflow automation, alongside continued growth in remote monitoring and virtual care.

These tools will increasingly run on interoperable data platforms, with standards like FHIR letting information flow across providers, which is essential for scaling at home and abroad.

On regulation, expect a shift towards structured, risk-based frameworks for digital health and AI. As these tools move closer to clinical decisions, regulators will focus more on safety, transparency, accountability, and cybersecurity.

We are also likely to see more alignment between international regulators, which should help NZ companies enter global markets, provided they build with compliance in mind from the start.

Patient engagement will change too, moving from episodic, provider-led care to continuous, consumer-centred health management.

People will expect digital access as the default, from booking and triage through to monitoring and personalised support. Digital front doors, AI-driven navigation, and integrated care platforms will become standard.

Alongside all of this, equity and inclusive design will matter more, ensuring solutions reach diverse populations, including rural and underserved communities, by designing for varying levels of digital literacy, connectivity, and cultural context from the start.

The next phase is about moving from innovation to scale, embedding these tools in the health system in a way that is secure, interoperable, and delivers measurable outcomes.

Healthcare is heading towards something more connected, intelligent, and patient-driven, with digital at the centre of how care is accessed and delivered.

The post Digital Health Association : Spotlight appeared first on Healthcare Outlook.

BIOLOGICS MANUFACTURING OF TOMORROW

Since we last spoke with Thermo Fisher Scientific (Thermo Fisher) in 2024, its evolution continues to be defined by disciplined growth and technical excellence at its site in Brisbane, Queensland (QLD), underpinned by a very clear purpose – to help its customers bring important biologic medicines to their patients.

The site specialises in clinical and commercial manufacturing and single-use biologics technology and sits within Thermo Fisher’s global biologics manufacturing network alongside other major sites in the US and Europe.

“My role is to ensure we keep delivering for our customers whilst also building the capability, culture, and resilience of the site for the long-term,” introduces Kym Baker, General Manager, Brisbane Biologics.

For Baker, this means balancing day-to-day operational performance with strategic priorities such as workforce development, quality, maturity, digital enablement, safety, customer engagement, and continued future growth.

“Over the past two years, our focus here in Brisbane has been on strengthening the site’s role as a trusted advanced manufacturing partner,” she insights.

As such, the company’s activities in the QLD capital have continued to support Thermo Fisher’s wider scale-up and the organic growth of its advanced manufacturing services for recombinant proteins and monoclonal antibodies.

The site also reinforces the systems, talent, and cross-functional collaboration required to operate in a highly regulated biologics environment, alongside seeking multiple regulatory approvals to support its commercial programmes.

With Brisbane located in a highly collaborative biomedical ecosystem, it benefits from its proximity to research institutes, hospitals, universities, and translational partners.

These local institutions give Thermo Fisher a real opportunity to contribute not only as a manufacturer, but as a partner in Australia’s broader life sciences and sovereign capability agenda.

“A major part of our work has been building stronger ecosystem connections,” Baker confirms.

HEALTHIER, CLEANER, SAFER

On a mission to enable its customers to make the world healthier, cleaner, and safer, Thermo Fisher continues to provide scientific technologies across the life sciences, healthcare, applied sciences, diagnostics, environmental, industrial, and research markets in Australia.

Through the Patheon™ pharma services brand, the company offers contract development and manufacturing services across the drug development journey.

Indeed, the Brisbane site is specifically focused on biologics manufacturing, including clinical and commercial manufacturing, single-use technologies, and scale-up services for recombinant proteins and monoclonal antibodies.

“Our client base includes pharmaceutical and biotechnology (biotech) companies, emerging biotech innovators, research organisations, universities, government agencies, and customers working across research and applied science, clinical development, and commercial manufacturing,” Baker specifies.

More than 50 percent of Thermo Fisher’s Brisbane client base is Asia Pacific (APAC)-focused, though global clients are increasingly choosing Australia to leverage the R&D tax incentives and Clinical Trial Notification scheme, alongside Thermo Fisher’s PPD™ clinical research business, which supports trials across the entire development lifecycle.

“Together, these incentives can offer substantial savings for companies looking to take their products into the clinic at cost-competitive rates within Australia, with the added security of a strong regulatory framework,” she emphasises.

The Brisbane biologics site, therefore, forms part of a wider global network, allowing customers to access both Australian expertise and Thermo Fisher’s international scale.

GROWING DEMAND

Having continued to evolve rapidly over the past few years, Australia’s healthcare and life sciences industry has witnessed a growing demand for advanced therapies, biologics, personalised precision medicines, diagnostics, digital health, and more resilient supply chains post the COVID-19 pandemic.

At the same time, the healthcare system faces ongoing challenges when it comes to workforce shortages, rising demand, cost pressures, digital disruption, and the need to modernise infrastructure and care models.

From a biopharmaceutical manufacturing perspective, the opportunity is clear – Australia has world-class research, strong clinical capability supporting 10 percent of global Phase 1 clinical trials, a trusted regulatory environment, and a growing appetite to translate discovery into commercial and clinical outcomes.

“The challenge now is ensuring that promising scientific discoveries do not stall because of gaps in scale-ups, manufacturing capabilities, capital, or workforce capacity,” Baker urges.

Australia’s sovereign capability has also become more prominent in recent years, with ongoing global disruptions reinforcing the importance of being able to manufacture critical medicines, vaccines, diagnostics, and other health technologies closer to home.

Indeed, the National Reconstruction Fund Corporation has highlighted how sovereign control over vaccine platforms, diagnostic reagents, and medical device manufacturing helps Australia be better prepared for health crises and less dependent on fragile global supply chains.

“For QLD specifically, the opportunity is significant,” she reflects.

Equipped with a highly integrated biomedical sector, the state brings together clinical care, research, manufacturing, and global industry partners with health precincts, connecting hospitals, universities, research institutes, and industry.

“That is exactly the kind of environment where advanced manufacturing can thrive,” Baker adds.

CULTURE AND COLLABORATION

Guided by Thermo Fisher’s ethos that culture and collaboration can provide the ideal infrastructure for advanced manufacturing success, Baker believes they are the ‘secret sauce’ to how the company has operated and conducted business successfully so far.

“Advanced manufacturing is often discussed in terms of equipment, facilities, automation, and technology. Whilst these are critical, they are not enough on their own. The real infrastructure is culture – how people communicate, solve problems, make decisions, escalate risks, learn from mistakes, and work across functions,” she highlights.

Being situated on a hospital campus only adds to this culture, with the company’s staff reminded every day of why they come to work – to make a difference and manufacture lifesaving medicines for its clients’ patients.

“In biologics manufacturing, success depends on quality, consistency, discipline, and trust. A strong culture ensures that every person understands the importance of the work – from the production floor to quality assurance, engineering, supply chain, technical operations, and customer-facing teams.”

This kind of collaboration also reduces friction, as Baker believes that when they are relationship-driven, teams can move faster without compromising on quality.

“They can identify risks earlier, respond to customer needs more effectively, and maintain the level of transparency required in a highly regulated environment,” she points out.

At Thermo Fisher’s Brisbane site, culture is not separate from performance, but the enabler of it – helping the company operate safely, meet customer expectations, support compliance, and continue improving.

CONNECTED TO THE CAUSE

With a leadership structure built around cross-functional accountability, at Thermo Fisher’s biologics manufacturing site, no single function can succeed in isolation.

“Manufacturing, quality, engineering, supply chain, technical operations, environment, health, and safety (EHS), finance, human resources (HR), and customer-facing and commercial teams all need to be aligned,” Baker details.

As General Manager, her role is to create clarity around priorities, remove barriers, and ensure teams are connected to both the site strategy and Thermo Fisher’s broader mission.

“We rely on leaders who are technically strong, commercially aware, client and quality-focused, and people-centred,” she states.

A relationship-driven culture has been essential to the company’s lasting success because it encourages open communication and trust, and has been critical in helping Thermo Fisher to develop future leaders.

“In a complex manufacturing environment, issues need to be raised early and solved collaboratively. That requires psychological safety, mutual respect, and a shared commitment to doing the right thing for both our customers and patients.

“When people feel connected to the purpose of the work and supported by their teams, they are more willing to learn, contribute ideas, and step into greater responsibility,” Baker continues.

She goes on to highlight Thermo Fisher’s ongoing efforts in workforce development, STEM engagement, internships, work-integrated learning, and university collaborations.

“These initiatives are critical to building the skills Australia needs for advanced manufacturing and biopharmaceutical innovation,” Baker prides.

STRONG REPUTATION

Historically, Thermo Fisher’s Brisbane site has made a continuous and widely acknowledged contribution to biologics manufacturing in Australia.

“The site has a strong reputation, including its recognition as the International Society for Pharmaceutical Engineering’s 2014 Facility of the Year award for Process Innovation early in its lifecycle,” she smiles.

More recent accolades include the facility being awarded Best Biologics contract manufacturing organisations (CMO) in Australasia by IMAPAC in 2023 during the Asia Pacific Biologics CMO Excellence Awards.

In this way, the company remains focused on clinical and commercial biologics manufacturing using single-use technology.

Another important theme to highlight, Thermo Fisher’s location alongside the Translational Research Institute (TRI) on the campus of the Princess Alexandra Hospital – QLD’s second-largest hospital – places the company within one of Australia’s leading health and medical research environments.

Funded by the QLD government and TRI, the adjacent ENTRI facility adds flexible current good manufacturing practice (cGMP) capability and will further strengthen the ecosystem’s translational manufacturing output, helping to accelerate the translation of new therapies into clinical trials.

“That proximity reflects the strength of the local biomedical precinct and the importance of connecting research, clinical translation, and manufacturing from research through to translation and commercial manufacturing,” Baker emphasises.

The APAC region continues to be strategically important to Thermo Fisher’s overall scientific growth trajectory due to its scientific growth, expanding healthcare needs, strong clinical research activity, and increasing demand for high-quality biopharmaceutical development and manufacturing services.

“For customers, the priorities are consistent – quality, reliability, speed, regulatory confidence, technical expertise, supply chain resilience, and transparent communication,” she distinguishes.

Indeed, emerging biotechs need partners who can help them scale, whilst larger pharmaceutical companies require dependable networks that can support complex global programmes and research organisations that need access to technologies and services that help move science forwards.

FUTURE PRIORITIES

Due to its combination of local capability and global scale, Thermo Fisher possesses a distinct advantage.

“The Brisbane site provides highly specialised biologics manufacturing capability in Australia, whilst our broader network gives customers access to international expertise, technologies, and pathways across development, manufacturing, clinical research, and commercialisation,” Baker insights.

Having grown significantly over the last two years, the company has increased capacity supply by 40 percent to meet continued client demand ahead.

“Our focus is to remain close to customers, understand their programmes deeply, and partner with them to provide solutions that support both immediate milestones and long-term product strategies,” she confirms.

Looking ahead, Thermo Fisher’s future priorities are centred on quality, customer success, operational excellence, talent development, and sustainable organic growth to meet the growing need for sovereign biomanufacturing.

For the Brisbane site, this means continuing to strengthen its position as a trusted biologics manufacturing partner of choice in the APAC region.

“We want to ensure the site remains ready to support complex customer programmes, from clinical development through to commercial manufacturing, whilst maintaining the highest standards of safety, quality, and compliance,” Baker asserts.

Thermo Fisher is also focused on building capability, which includes investing in its people, leadership, technical depth, digital tools, process improvement, and forging stronger connections with the wider Australian biomedical ecosystem.

More broadly, it will continue to support customers across the life sciences and healthcare value chain.

“Our goal is to help customers move faster and more confidently, whether they are conducting research, developing future medicines or diagnostics, running clinical trials, scaling biologics, or bringing medicines to patients,” she passionately concludes.

THERMO FISHER SCIENTIFIC PARTNER

The post Thermo Fisher Scientific : Biologics Manufacturing of Tomorrow appeared first on Healthcare Outlook.

CARE WITHOUT COMPROMISE

Having grown up locally in Boyle Heights, Los Angeles (LA), and volunteered at Los Angeles General Medical Center (LA General) as a teenager, for Jorge Orozco, now CEO of the hospital, his connection to healthcare is both personal and professional.  

“LA General is where my own family received care and a place our community has turned to for generations in moments of crisis, healing, and hope,” he opens.  

His early experiences at the hospital gave Orozco a firsthand view of the compassion, skill, and dedication required to care for a community, and showed him healthcare is not only about treating illness but building trust and dignity.  

Indeed, having served at Rancho Los Amigos National Rehabilitation Center for almost three decades prior to his appointment at LA General, Orozco’s experience transitioning from a volunteer to patient care provider to hospital leader continues to guide him today.  

It is for this reason that he has never forgotten what it feels like to stand at a bedside and support a patient and is dedicated to keeping the patient, family, caregiver, and community at the center of every decision.  

For Orozco, leadership in public healthcare is about more than managing hospitals but honoring their history and value to the community and building a future worthy of the people who depend on them.

BUILT TO SERVE 

Recognized as one of the largest public safety-net Level I trauma centers in the US, LA General has a remarkable place in the history of American public healthcare.   

In the 1960s and 1970s, LA General was one of the largest hospitals in the nation with 2,500 beds. Over time, and as healthcare evolved, the center became smaller in bed count but more advanced, specialized, and efficient.  

Today, LA General remains the largest public hospital west of Texas with 600 beds, operated by Health Services Los Angeles County. 

“Our mission is clear – to provide world-class care and education for all in our community,” Orozco states.  

LA General is the linchpin of the region’s public healthcare safety net, unique not only in size but in the breadth and complexity of services concentrated on one campus.  

“Because we have fewer beds than we once did, we have had to evolve with improved patient flow, redesigned services, expanded outpatient and virtual care, strengthened care coordination, and become more efficient in how we use every bed, resource, and clinical team,” he explains.  

This evolution has made the center not only smaller than its historical footprint, but stronger and more agile and innovative.  

“This combination makes LA General essential to the entire healthcare ecosystem: the place other systems depend on when patients need the highest level of care or specialized public-sector services regardless of insurance status, income, language, immigration status, or circumstance,” Orozco notes. 

In this way, public hospitals do more than care for the underserved; they stabilize the entire region in times of need, and LA General is always there as a hospital of first-class care. 

“Our message is simple: safety-net care can be world-class care. At LA General, that is not an aspiration – it is what our teams prove every day,” he emphasizes.  

SHAPING TOMORROW’S LEADERS 

With education deeply embedded in LA General’s DNA, it has been a teaching hospital, innovation center, and training ground for some of the best and brightest healthcare professionals in the nation for more than a century. 

Generations of physicians, nurses, residents, fellows, allied health professionals, and healthcare leaders have trained at the center, with many going on to shape the future of medicine either locally, nationally, or globally.  

“We are a teaching hospital in the truest sense. Learning is not limited to classrooms or conference rooms; it happens at the bedside, in the emergency department (ED), operating rooms, clinics, on inpatient units, and in the moments when teams come together to solve complex problems for patients who need us most,” Orozco impassions. 

LA General’s long-standing academic partnership with the Keck School of Medicine of USC has allowed it to train the next generation of physicians across nearly every specialty and subspecialty.  

It also has a deep connection to the LA County College of Nursing and Allied Health, which has educated nurses for generations. 

“We also serve as an important training environment for military medical teams, including US Navy personnel, who come here to learn from our experience with high-acuity trauma, emergency care, and complex public-sector medicine,” he adds. 

A combination of excellence, urgency, innovation, and vision has made LA General a powerful force for good, caring for patients with complex medical, social, cultural, and economic needs.  

“While they learn advanced medicine, they also learn humility, teamwork, equity, communication, and service, and see firsthand that world-class care must also be compassionate, culturally responsive, and accessible to all,” Orozco points out.  

He believes the future of healthcare at LA General is shaped by the people it trains, which is why education is not separate from its mission, but central to it.  

“When someone trains at LA General, they leave with more than technical expertise – they leave with a sense of purpose, commitment to equity, and the understanding that healthcare is not only about treating disease, but restoring dignity, reducing disparities, and strengthening communities,” Orozco remarks.

INNOVATION IN ACTION 

Managing a high volume of demand while continuing to deliver first-class care and positive patient outcomes, LA General remains focused on the people behind the numbers.  

Serving some of the most medically and socially complex patients in LA – such as those facing chronic disease, homelessness, or immigration-related barriers – it requires more than traditional hospital operations.   

“This requires teamwork, innovation, disciplined systems, and a relentless focus on quality and safety. We are constantly redesigning care around the needs of our patients, many of whom face barriers that extend far beyond the hospital walls,” Orozco explains.  

With one of the busiest EDs in the US and having had a decrease in the number of inpatient beds over the years, LA General has had to find new and innovative ways to provide care – and its teams have risen to the challenge.  

“Over the past several years, we have made significant progress in quality, safety, access, and operational performance,” he reports.  

Indeed, its teams have strengthened care coordination, improved patient flow, reduced hospital-acquired infections, advanced surgical efficiency, and expanded models of care that allow patients to receive the right medical attention in the right setting. 

“Safer@Home is LA General’s fully remote care-at-home model, allowing carefully selected patients to receive hospital-level care at home for conditions most hospitals would continue to manage in an inpatient setting. 

“This national, award-winning care model allows selected patients to receive fully remote, hospital-level care at home while remaining closely connected to their LA General care team.” 

Published studies show that this model reduces length-of-stay by up to four days per patient, decreases revisits, and does not increase complications, saving the hospital thousands of dollars. 

Other examples of LA General’s ongoing innovation are its ED SWIFT team, which has helped to reduce length of stay, and its work to transform the operating room.   

CULTURE OF EXCELLENCE 

LA General’s quality outcomes have earned it consecutive Leapfrog “A” Hospital Safety Grades, reduced key hospital-acquired infections, improved mortality outcomes, and strengthened care across multiple service lines.  

“The key to our success is our culture – quality is not one department’s job, it is everyone’s responsibility. In a hospital like ours, excellence has to be collective,” Orozco asserts.  

As such, LA General does not lower expectations because its patients face extraordinary challenges – it raises its standards because they deserve extraordinary care.  

The hospital was also recently designated as a Magnet® institution by the American Nurses Credentialing Center (ANCC) and listed among Forbes Top Hospitals rankings, recognitions which mean a great deal to LA General as they affirm what the hospital strives to prove every day – public safety-net hospitals can deliver care at the highest level.  

The Magnet® designation from ANCC is one of the most respected honors in healthcare, reflecting nursing excellence and a culture that empowers nurses to lead change.  

For LA General, the recognition is a tribute to its nursing workforce, whose skills, compassion, resilience, and commitment to patients meet some of the most complex medical and social needs in the city.  

“Our nurses are extraordinary. They care for all manner of patients, including those who may have delayed care for years because of poverty, lack of insurance, immigration-related barriers, or limited access to the healthcare system – to deliver nationally recognized outcomes in that environment is remarkable,” he praises.  

As such, LA General’s nursing teams have also earned prestigious professional recognition, including unit-level honors such as the American Association of Critical-Care Nurses’ (AACN) Beacon Award for Excellence for their specialty nursing care. 

“These awards matter because they are not based on image; they are granted on evidence-based practice, healthy work environments, nursing workforce strength, and patient outcomes,” Orozco urges. 

Being recognized among Forbes’ top hospitals is also meaningful because it places LA General in a national conversation about quality, value, safety, patient outcomes, and patient experience, and is particularly powerful for a public safety-net medical center.  

“Our patients deserve the same level of excellence as patients anywhere else in the country, and these achievements show that we are delivering on that promise,” he affirms. 

Orozco does not consider these awards as a ‘finish line’ but proof the hospital is moving in the right direction and motivated to keep improving.  

“Recognition lifts the pride of our workforce, strengthens community trust, and sends an important message nationally: public hospitals not only matter – they lead. At LA General, excellence is not reserved for the few – this is our promise to everyone who comes through our doors,” Orozco says.

BEYOND THE HOSPITAL WALLS 

Transforming its campus through significant investment and development over the last two years, LA General is reimagining what a public healthcare campus can be for the community.  

“Our vision is to create a more integrated environment where medical care, behavioral health, recovery, housing, wellness, education, prevention, and community services are connected,” Orozco explains.  

In this way, Orozco believes health does not begin or end inside the hospital’s walls – it is shaped by housing, nutrition, food security, mental health, transportation, safety, family support, and economic opportunity.  

“Our campus transformation reflects that reality, such as The Wellness Center which is an important example of this broader vision,” he says. 

It gives patients, families, staff, and community members access to services that support health beyond the clinical visit – including nutrition education, wellness programs, prevention resources, community classes, and support that helps people make healthier choices in their daily lives.  

For many of LA General’s patients, this type of resource is essential to the continuum of care as it helps to bridge the gap between medical treatment and long-term health.  

The Restorative Care Village is another major part of this work,  bringing together services that help patients recover, stabilize, and transition safely after hospitalization.  

For patients experiencing homelessness, behavioral health challenges, substance-use disorders, or complex medical needs, this type of integrated model can be life-changing. 

The broader Healthy Village vision for the historic hospital campus is equally exciting as it creates an opportunity to honor the history of this iconic institution while building a future that is more connected to the community.  

“We want the campus to be a place of healing, housing, learning, wellness, prevention, recovery, and opportunity.” 

This is the future of public healthcare – not only treating illness but creating conditions that allow people and communities to thrive.  

“At LA General, our goal is to create a true continuum of care — one that supports patients before, during, and after they come through our doors,” Orozco highlights.  

NAVIGATING UNCERTAINTY 

With potential changes to Medicaid funding creating additional pressures for healthcare organizations across the US, LA General is preparing to navigate these challenges while continuing to deliver exceptional care.  

“Safety-net hospitals across the country are facing tremendous financial pressure, and LA General is no exception.” 

Because the hospital cares for a large Medi-Cal and uninsured population, changes to Medicaid funding have a direct impact on its ability to provide care.  

Guided by a core principle to protect patient care, LA General is taking a disciplined approach to cost management, workforce planning, operational efficiency, and revenue improvement.  

Across LA Health Services, efforts have included reducing reliance on contract labor, managing overtime, standardizing supplies and labs, improving billing and collections, expanding telehealth where appropriate, and redesigning care to reduce avoidable utilization. 

“But we also must be honest. Public healthcare cannot simply cut its way out of a funding challenge of this magnitude.  

“Safety-net hospitals are essential infrastructure because we serve patients who would otherwise go without care and provide services the broader healthcare system depends on – trauma, emergency care, burn care, behavioral health, teaching, disaster response, and care for medically complex populations,” Orozco tells us.  

As such, LA General’s responsibility is to be both innovative and steadfast as it continues improving efficiency, but the center will also continue advocating for sustainable investment in public healthcare.  

“At LA General, exceptional care is not optional. It is our commitment to the community,” he prides.

THE ROAD AHEAD  

Looking ahead over the next two years, LA General’s key priorities include remaining focused on access, quality, workforce innovation, and campus transformation.  

First, the hospital must protect access to care for the communities that depend on it.  

Second, LA General must continue strengthening quality and safety, building on the progress that earned it Magnet®, Forbes, and consecutive Leapfrog ‘A’ Hospital Safety Grades. 

“Third, we must support our workforce. The people of LA General are our greatest asset, and their well-being, professional growth, and sense of purpose are essential to our future. 

“I am also excited about innovations that bring advanced care to patients who have historically faced barriers,” Orozco says.  

LA General’s Safer@Home fully remote care-at-home model, meanwhile, is helping selected patients receive effective care outside of a traditional hospital setting.  

Campus transformation will also remain a major priority for the hospital, with the development of a more integrated health, housing, behavioral health, and wellness environment around the site having the potential to become a national model for public healthcare. 

“The next two years will not be easy, but they will be important. We have a rare opportunity to show what public healthcare can become when excellence, equity, innovation, and community are aligned,” Orozco confidently concludes. 

The post Los Angeles General Medical Center : Care Without Compromise appeared first on Healthcare Outlook.

A NEW ERA OF HOLISTIC HEALTHCARE

St. Joseph’s Health System (St. Joe’s) is one of Canada’s largest mission-based healthcare networks, dedicated to improving health outcomes through a compassionate, holistic approach.

Affiliated with McMaster University and Mohawk College, and sponsored by the Diocese of Hamilton, the hospital system serves approximately three million people in Ontario, across areas such as Hamilton, Kitchener, Waterloo, Guelph, and Brantford.

“As an academic health system, we offer a full range of services, from primary and acute care to specialty mental health and addictions, along with long-term, home, and hospice care, and rehabilitation,” introduces Mike Heenan, President and CEO.

“Additionally, we have a housing division, which is one of the many benefits that position us as an integrated health system rather than a standalone hospital,” he continues.

Indeed, St. Joe’s’ integrated method allows it to provide coordinated care from birth to the end of life, including palliative care in the community.

The system includes about 1,800 beds split equally between long-term care homes (LTCHs) and the hospital, which has 400 mental health beds, with the remainder distributed across medical, surgical, and obstetrics departments.

With a workforce of 10,000 and an annual budget of about CAD$1.3 billion, St. Joe’s has a robust research division that dedicates CAD$52 million annually to research.

Furthermore, the hospital is taking steps to continually enhance efficiency and foster innovation.

“We are streamlining governance and management by consolidating operations across sites that currently operate independently,” informs Heenan.

“Ultimately, this corporate renewal initiative aims to create a unified board and management team, focusing on governance and back-office operations to elevate the patient experience in services such as maternity and long-term care.”

INTEGRATED CARE

St. Joe’s is proud to be the lead for mental health, addictions, renal, respirology, eye care, and palliative care within Ontario’s regional health planning structure.

“When individuals experience a mental health crisis, they initially go to St. Joseph’s Healthcare Hamilton (SJHH). Here, our integrated approach enables us to provide emergency care and connect patients to specialty services for conditions such as schizophrenia, mood disorders, bipolar disorder, or addiction.

“We triage and stabilize patients before directing them to the necessary regional programs,” Heenan explains.

Similarly, for renal issues identified by a family doctor, patients are referred to the kidney clinic at SJHH.

“Our goal is to maintain the patient’s kidney function until a potential transplant or dialysis is needed, providing continuous care from diagnosis through specialized treatment without transferring patients to other facilities.”

The home care division, meanwhile, offers significant advantages through integrated services that meet the growing demand for mental health support at home.

Equally, for patients requiring home dialysis, whether it’s hemodialysis or peritoneal dialysis, the hospital can send home care nurses or provide personal support workers (PSWs).

“Importantly, we also offer palliative care at home, allowing patients to receive support without admission to our hospices. As such, integration enhances the overall care we deliver,” Heenan elaborates.

ADVANCING HEALTHCARE THROUGH EXPANSION

Investment in St. Joe’s’ Neonatal Intensive Care Unit (NICU), a new Psychiatric Emergency Service (PES) emergency room (ER), and a new Reactivation Care Unit (RCU) will address urgent patient needs. 

“There are three key projects that impact our continuum of care. The NICU is important because we deliver around 3,500 babies annually – about nine each day. It will expand to accommodate this need.

“Furthermore, we’re renovating the unit to improve infection control, privacy, and provide parents with some alone time,” outlines Heenan.

These upgrades will not only increase capacity but also support anxious parents with newborns facing challenges, helping to stabilize their infants and promote a healthy future.

In addition, the PES ER at SJHH is expanding from 11 to 22 beds.

“The current facility, built 25 years ago, needs urgent renewal. With support from the Ontario government, the new space will offer increased privacy, enhanced safety features, and a consultation room for families, which we currently lack. Moreover, patients can arrive voluntarily with family support or be brought in by police for safety.

“This expansion will provide dignity to those struggling with mental health and addictions and will double our capacity to support individuals in need,” he enthuses.

Finally, the RCU at one of the LTCHs will provide 57 post-acute care beds that will serve both St. Joe’s and other regional hospital patients.

“We are partnering with Hamilton Health Sciences to offer transitional care for patients completing their acute medical or surgery stays. This facility will support patients before they return home or move to another care facility.

“The advantage of our set-up is that we repurposed an empty floor and collaborated with the Ontario government for renovations, allowing us to integrate hospital services within the LTCH,” explains Heenan.

STRENGTHENING SAFETY

In Canada, 61 percent of nurses experience workplace violence, with 50 percent occurring in ERs.

According to the World Health Organization (WHO), eight to 38 percent of healthcare workers globally have been assaulted in the past year. Therefore, addressing this issue is a priority at St. Joe’s.

“The board and senior leadership closely monitor reported incidents and lost time due to injuries. Over the last three years, we’ve seen a 44.4 percent increase in reported incidents of verbal, physical, and racial abuse, indicating that staff feel more comfortable reporting issues.

“The good news is that even with that increase in reporting, our workplace is safer with a 43.7 percent decrease in lost time injuries,” notes Heenan.  

St. Joe’s actively encourages reporting, and its key initiatives include fostering an open culture, allowing staff to enter patient rooms in pairs for added safety, and implementing training to assess and manage challenging situations.

“Security measures have been enhanced with additional guards and cameras, and room designs now include two exits for emergencies,” he urges.

Later in the year, St. Joe’s’ home care division will introduce new technology that allows visiting nurses to check in via their phones when arriving at and leaving a home.

“If a nurse feels threatened during an interaction, they can press a button to call for help, as our staff work in various environments. 

“In the ER, they are familiar with the layout and one another, but home care is different,” acknowledges Heenan.

PERFORMANCE PROGRESS

St. Joe’s has shown significant progress in research and performance metrics, as highlighted by improved patient-doctor communication and a notably low mortality rate.

The Research Institute of SJHH, established around 15 years ago, has successfully risen in the rankings to 21st a 40 among Canadian research hospitals, up from 27th just five years ago.

“We aim to break into the top 20, particularly since we are affiliated with McMaster University, one of Canada’s top five universities. Additionally, our annual research funding has increased from CAD$27 million to CAD$52 million, reflecting our expanding research footprint,” reports Heenan.

St. Joe’s conducts research across various fields, including surgery, medicine, emergency medicine, respirology, ophthalmology, and mental health, with a particular focus on addictions and renal care.

This diverse approach allows the hospital to apply innovative research findings directly to patient care.

In addition to research, St. Joe’s is a high-performing healthcare provider due to its focus on quality improvement.

At its main hospital site, St. Joe’s has Ontario’s best ER wait time compared to other teaching hospitals, seeing a doctor within 2.5 hours compared to an average of 4.3 hours.

The hospital also has a low mortality rate post-major surgery at 1.1 percent compared to an Ontario average of 1.6 percent.

In its LTCHs, the system has improved the percentage of residents experiencing pain from a high of 2.3 percent five years ago to 1.2 percent in 2025-26. This score is ahead of both the Ontario and Canadian benchmarks of 4.6 percent and 5.5 percent.

The system has also reduced LTCH resident transfers to the emergency department (ED) from a high of 22 percent five years ago to 16.3 percent in 2025–26, which is ahead of the Canadian benchmark of 22 percent.

Moreover, St. Joe’s’ home care division has just launched a new program in Kitchener-Waterloo called Hospital to Home, which ensures a nurse visits a patient within the required 24 hours after hospital discharge 100 percent of the time.

TRANSFORMING LAND INTO LIFELINES

Plans are underway to develop up to 75 acres of unused land owned by St. Joe’s through various community projects.

“We are fortunate enough to operate on private, charitable land as a publicly funded health system, allowing us to consider how we use it in a way that aligns with our mission.

“Furthermore, we have excess land in areas such as Kitchener-Waterloo and Guelph, as well as in some of the communities we serve, including Brantford and Stony Creek. We are currently exploring partnerships with developers to use these lands for ongoing service,” announces Heenan.

For instance, in Guelph, with a population of approximately 400,000, St. Joe’s plans to establish a 160-bed LTCH.

This facility will include an Indigenous health component with designated beds for the care of Indigenous peoples. Importantly, the design will be led by Indigenous communities rather than St. Joe’s, granting them the opportunity to shape their own care environment.

“Health systems worldwide are facing rising costs and reimbursements as public funds become tighter. To address this, we are considering utilizing some of our land to generate revenue streams.

“Moreover, with no shareholders, any financial returns will be reinvested back into care services. This unique advantage allows us to explore various models for sustainable growth,” he tells us.

St. Joe’s has utilized its lands for meaningful projects, such as two hospices – one in Brantford and another in Dundas, Hamilton – to care for both elderly and young individuals.

“We’re not just a hospital; we aim to provide various types of care. Excess land allows us to build facilities cost-effectively, underscoring our commitment to community care,” Heenan ardently concludes.

The post St. Joseph’s Health System : A New Era of Holistic Healthcare appeared first on Healthcare Outlook.

MENTAL HEALTH MATTERS

Mental health is deeply connected to every aspect of a person’s life, from physical health to relationships, education, and workforce productivity.

Promoting it is therefore critical, especially amid the ongoing mental health crisis in the US, for which Mental Health Awareness Month serves as an important reminder each May.

However, the reality is that mental health and wellness should be a national priority every single day.

Meaningful progress has been made in reducing the stigma surrounding mental health issues, but too many individuals and families still face barriers to accessing care or feel hesitant to seek help.

“National awareness efforts play a vital role in normalizing conversations, encouraging early intervention, and reinforcing the importance of evidence-based mental health care,” emphasizes Brian Setzer, Chief Executive Officer of Newport Healthcare (Newport) – a leading provider of evidence-based behavioral health treatment for youth, young adults, and families.

“At a broader level, promoting mental wellness strengthens communities; when people have access to the right support at the right time, outcomes improve for individuals and families. Mental Health Awareness Month helps shine a light on that collective responsibility and the work that still needs to be done.”

Newport supports Mental Health Awareness Month by sharing resources throughout May with its audience of mental health professionals, past and current patients, and families.

The company conducts continuing education webinars and promotes the awareness month on its social media channels to highlight specific mental health trends and share inspirational stories of hope.

Various events are also held at Newport programs across the country for employees and patients to celebrate mental health and well-being.

“But really, every month is Mental Health Awareness Month at Newport,” acknowledges Setzer.

“We are focused year-round on sharing information, reducing stigma around treatment, and increasing access to care for young people and families.”

CONTINUUM OF CARE

The full continuum of care at Newport includes nationwide residential services, partial hospitalization programs (PHPs), and intensive outpatient programs (IOPs) for mental health and substance use disorders, as well as psychiatric inpatient services.

Newport’s family-centered, integrated approach fosters sustainable healing from a foundation of compassionate care and clinical expertise.

“Our stated mission is to provide results-driven, clinically integrated behavioral healthcare to individuals and families – creating hope, sustainable healing, and resiliency,” Setzer outlines.

Newport’s vision is to be the transformative leader in behavioral healthcare, focused on increasing access, driving innovation, and fostering authentic connections that inspire hope.

The company currently has residential treatment programs in eight states: California, Connecticut, Massachusetts, Minnesota (MN), North Carolina, Utah, Virginia, and Washington.

It also has outpatient treatment programs in each of those states, along with Georgia, Maryland, Pennsylvania, and Wisconsin, as well as an inpatient hospital in Brooklyn Park, MN.

“We have over 3,500 dedicated employees across the US. Our workforce of skilled and compassionate individuals is integral to the important, life-changing work we do,” Setzer says.

INNOVATIVE TECHNOLOGIES

Newport has expanded into new markets and added to its service offerings over the past few years.

This includes developing a learning health system, using valuable data gathered over many years to improve care quality as the company grows – by infusing best practices at scale and improving reliability in its outcomes.

“We continue to expand our service offering with a commitment to excellence and leading with innovation as patient needs evolve in each region across the US,” affirms Jameson Norton, MBA, FACHE, Chief Operating Officer.

Moreover, Newport is leaning into various technologies both in the delivery of care and the care itself.

For adult patients with treatment-resistant depression, the company’s PrairieCare division in Minnesota has deployed transcranial magnetic stimulation (TMS), a US Food and Drug Administration (FDA)-approved intervention that gives patients who have struggled for years an opportunity for relief.

Newport’s outcomes data shows that more than half of their TMS patients experience 50 percent improvements in their depression symptoms.

“We have also built out technologies that allow us to analyze data, patterns, and outcomes, providing us with tailored approaches to treatment at the individual level,” says Chief Innovation and Optimization Officer, Dr. Brent Nelson, MD.

In addition to offering innovative services like TMS, Newport is embracing the artificial intelligence (AI) revolution – to assist rather than replace humans.

“There is more demand for mental health services than can be possibly managed by our existing workforce. We must work smarter to be able to let our workforce focus on human connection, interaction, and healing, and use our AI assistants to help us get the busy work of healthcare accomplished in automated ways,” insights Nelson.

“We can deploy innovations around data gathering, writing documentation, providing assistants to facilitate real-time, continuous communication, and automated tracking of things that need to be accomplished in the context of care.”

The goal is to make the experience even more of a human connection, with AI working in the background to ensure Newport is meeting the highest levels of quality and safety.

This has also provided the company with significant insight into its data around outcomes and measures.

“In the past, it would have taken an army of statisticians to manage and analyze our data. Now, with AI assistants, we can put that power directly in the hands of our healthcare experts to allow them to find actionable patterns in their data,” Nelson enthuses.

CLINICAL COMPLEXITY

Mental health treatment is not one-size-fits-all, and the populations Newport serves are increasing in clinical complexity.

“Expanding our capabilities allows us to meet people where they are, with care that is clinically appropriate and proven to be effective,” Norton notes.

As the demand for mental health services continues to grow, so does the responsibility to ensure care is accessible and adaptable.

That means investing in a full continuum of care, developing specialized programming, and being intentional about addressing gaps that have historically limited access to quality treatment.

“Accessibility and affordability are essential to expanding care in this country. Whereas mental health treatment 15 years ago was prominently private pay – meaning it was paid directly out of pocket by families – they are increasingly turning to their insurance provider to pay for care,” observes Norton.

“Partnering with insurance providers helps families access quality healthcare much more easily. We currently accept most major insurances and are actively adding more – this is a priority for families and for Newport.”

Adapting to the changing mental health landscape in the US is essential. The needs of children, teenagers, and young adults are evolving rapidly, influenced by factors like technology, social dynamics, academic pressure, and broader societal uncertainty.

At the same time, there is increased acuity, earlier onset of symptoms, and more complex co-occurring conditions.

“If we don’t evolve alongside those changes and diversify our capabilities, we risk falling short of what patients and families truly need,” Norton warns.

“That means continuously reassessing how care is delivered, expanding access points, and integrating new, evidence-based approaches that reflect both clinical advancements and real-world challenges.”

This also requires a willingness to listen to patients, families, and clinicians on the front lines and use that insight to inform innovation.

Whether it’s enhancing specialized programming, strengthening early intervention, or leveraging data to guide treatment, adaptability is what allows Newport to stay effective and relevant.

“By staying responsive to the changing mental health landscape, we can ensure the care we provide remains impactful, accessible, and aligned with the realities families are facing right now,” Norton sets out.

OUTCOMES RESEARCH

Newport is proud of its focus on measurement-based care programs and long-standing commitment to outcomes research.

The company has a dedicated Center for Research and Innovation focused on tracking and analyzing its treatment outcomes.

Recent data highlights the effectiveness of the company’s treatment programs, showing patients experience measurable improvements in depression, anxiety, suicide risk, well-being, family attachment, general functioning, and other measures.

“Independently reviewed by a third-party academic consultant, this research is evidence that our comprehensive treatment model creates transformative, lasting results for adolescents and young adults in both residential and outpatient care,” acclaims Norton.

“Outcomes studies are essential because they ensure we’re not just providing care – we’re delivering care that truly makes a difference.

“In behavioral healthcare, it’s critical to move beyond intention and rigorously measure impact. Our outcomes data allows us to evaluate what’s working, identify opportunities to improve, and hold ourselves accountable to the patients and families we serve,” he adds.

The data is used to inform every aspect of treatment and helps Newport to refine clinical models, tailor interventions to better meet the needs of specific populations, and ensure its approaches are grounded in evidence.

This continuous feedback loop allows the company to adapt in real time and stay aligned with best practices in the field.

“We also track how patients are doing after they leave our care, and we can see they maintain improvements months later and are functioning better in multiple aspects of their daily lives, such as relationships, school, work, and family connection,” Norton states proudly.

Just as important, outcomes data builds trust. For families making incredibly important decisions about care, having transparency into proven results provides confidence that they are choosing a program dedicated to quality, accountability, and long-term success.

“Ultimately, our focus on outcomes is about ensuring every young person who comes to us has the best possible opportunity to heal and thrive,” Norton says.

SPECIALIZED OCD CARE

For children and adolescents struggling with obsessive-compulsive disorder (OCD), Newport has developed specialized care, recognizing both the complexity of the condition and profound impact it can have on a young person’s development and daily life.

About 20 percent of people with OCD experience onset at age 10 or earlier. It is also often misunderstood or misdiagnosed, which can delay effective treatment, so early identification and the right clinical approach are critical.

“Our programs are grounded in evidence-based practices, particularly exposure and response prevention (ERP) therapy, which is widely considered the gold standard for treating OCD,” Norton tells us.

“What sets our approach apart is how we integrate this modality into a broader, individualized treatment plan that also addresses co-occurring conditions, family dynamics, and the unique developmental needs of each patient.”

Newport also places a strong emphasis on family involvement, equipping parents and caregivers with the tools and understanding they need to support their child’s progress outside of treatment.

“Ultimately, our goal is not just symptom reduction, but helping young people regain a sense of control, confidence, and the ability to fully engage in their lives,” he assures.

CLINICALLY CREDIBLE

Clearly, Newport is uniquely positioned to serve adolescents and young adults on a national basis across the full continuum of care.

“We are heavily focused on refining our care delivery models to create a partnership with our patients, their families, and their insurance providers to ensure treatment accessibility, affordability, and best-in-class outcomes,” Setzer informs us.

Looking ahead, the company is committed to improving timely and efficient access to care in every market while advancing its clinical outcomes and its position as a trusted and clinically credible leader in behavioral healthcare.

“Part of fulfilling this promise is ensuring Newport is a great place to work for our employees, allowing them to grow as professionals in our team-based care model, career ladders, and training opportunities,” Norton shares.

Newport’s central focus is to deliver the highest quality of care through understanding and respect for the individual’s journey.

“We utilize deep connections, team-based approaches, and focused treatments based on modern, research-proven techniques,” Nelson closes.

“The goal is to get the individual back to health and back to their life in a way that supports their full recovery.”

The post Newport Healthcare : Mental Health Matters appeared first on Healthcare Outlook.

MEETING TOMORROW’S FIRE SERVICE NEEDS TODAY

Since speaking to London Fire Brigade (LFB) in March last year, the fire service operating environment across the city has changed at a pace the Brigade is working hard to tackle. 

Some of the most serious risks LFB is grappling with – including summer wildfires and 200+ e-bike and e-scooter fires in 2025 – have only recently emerged as pressing issues. 

“We have to adapt in response to these risks to ensure we are ready and prepared to protect Londoners,” attests Jonathan Smith, Commissioner. 

In response to this evolving threat profile, the Brigade has made significant changes, including improved training and new equipment.  

Yet, Smith anticipates this high-risk environment will remain for the next five to 10 years, emphasising how LFB must be relentless in how it continues to adapt and improve the provision of fire services across London.   

NAVIGATING AN UNPRECEDENTED ENVIRONMENT 

In the last 18 months, LFB’s firefighters have come up against an unprecedented variety of hazards, including issues in the built environment, impacts of climate change, threats from terrorism and hostile state actors, or even the pace of technological change. 

These factors all point to the fact firefighting has evolved to become a highly complex and multifaceted role. 

This is compounded by the fact LFB operates in a national context with pressures on public finances, causing the Brigade to think carefully about how it can operate as efficiently as possible when responding to risk. 

Promoted to the role of Commissioner in July last year, Smith is hoping to overcome such unparallelled and extensive challenges by first looking inwards. 

“As Commissioner, my focus is on continuing to develop a culture of high professional standards across every part of the organisation, which will underpin how we respond to the challenges we face,” he states.

Indeed, LFB strives to tackle these obstacles head on in a number of ways. 

Firstly, the Brigade is being more intelligent about how it delivers fire services and improving how it deploys its resources towards areas of higher risk. 

On top of this, the organisation is continuing to refine its training offerings to better reflect the scale of risk its staff face. 

“We are also further developing our professional infrastructure to ensure we have modern systems that are effective and support staff who are delivering our service across communities. 

“This has to be the priority as it is the only way we can keep pace with the complex and changing environment our firefighters operate in,” Smith urges.

KEEPING LONDONERS SAFE 

LFB has worked diligently over the last two years to deliver significant, urgent change. 

For instance, in March 2024, the organisation completed the last of the recommendations from Phase 1 of the Grenfell Tower Inquiry (GTI), which transformed how the fire service sector nationwide responds to incidents in high-rise buildings.  

This included changes to firefighter training, improved processes for managing major incidents, and the introduction of innovative technology. 

More broadly, LFB’s progress has also been recognised by His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS), which found the Brigade had improved in 10 out of 11 required areas in a report published in November 2024. 

“As well as identifying that we are outstanding in how we respond to major incidents, HMICFRS also acknowledged improvements across areas like our operational response and how we understand risk, prevent fires, and make best use of our resources,” Smith says. 

“We are committed to being a learning organisation and must maintain our focus on continuing to drive positive improvement.” 

This will include completing recommendations directed towards LFB in Phase 2 of the GTI, which is expected to conclude later this year. 

TRUST AND TRANSPARENCY  

Maintaining the trust of local communities across London is central to LFB’s ability to carry out its role in serving and protecting the public. 

“A huge part of what we do is trying to prevent fires and other incidents from occurring in the first place,” says Smith. 

“The only way to do this is by meeting our communities where they are, understanding their concerns, and providing them with the information they need to help keep themselves safe in an accessible way.”   

In recent years, LFB has made real strides in the way it achieves this. 

For example, it created a central team equipped with specialist community engagement experience that supports the delivery of outreach initiatives across boroughs. 

LFB is likewise supported by its Community Forum, which comprises local volunteers with a diverse range of backgrounds, some of which have lived experience of fires. 

“They provide us with critical scrutiny and support to improve the work we do,” Smith states. 

The Brigade also measures its performance through trust gained from local communities, which it tracks using polling methods. 

“I am pleased to say that public trust in LFB is in a good place. However, we cannot be complacent; we must continue to improve the way in which we engage and deliver our services,” Smith acknowledges.

SMARTER PUBLIC SERVICE  

LFB stands at a pivotal moment as it considers how best to take advantage of technology to make its service more effective and efficient. 

“Our use of artificial intelligence (AI) is part of this, and we have tracked productivity improvements in some areas where it is being used. 

“There is still a huge amount of technological potential we are exploring, and we want to work collaboratively with colleagues across the public sector to understand how we can safely make use of AI to deliver the greatest outcomes,” Smith states. 

However, improvements in technology go far beyond the realms of AI as LFB also considers what kind of kit and equipment it can introduce to best support its firefighters. 

For instance, it recently rolled out a frontline drone capability which provides measurable benefits in situational awareness for incident commanders. 

“That is just the start of what we might be able to use drones for in the future, and we’re continuing to explore what is currently in use by public services both in the UK and internationally.” 

The Brigade is likewise reviewing the personal protective equipment (PPE) it provides to firefighters, as it strives to take advantage of the developments in protection from contaminants – a hazard which firefighters regularly face. 

“The pace of technological change presents huge opportunities, and we must continuously assess what we can adopt to best equip our people to do their jobs, which will ultimately result in improved outcomes for the people of London,” Smith closes.

The post London Fire Brigade : Meeting Tomorrow’s Fire Service Needs Today appeared first on Healthcare Outlook.

DEFINING THE FUTURE, TRANSCENDING THE ORDINARY

Since its inception in 1980, Hardy Diagnostics has transcended the ordinary, growing from a two-room motel suite into a respected, global force in microbiology. 

Initially, Founders Jay Hardy and Rob Shibata, worked tirelessly to develop the business by night while working as microbiologists and medical technologists by day, before eventually dedicating themselves full-time to their exciting new endeavor. 

“We believe in the power of partnership, with our dedicated team and valued customers uniting to make a positive impact, one test at a time,” introduces CEO, Chris Catani. 

Hardy’s story is one of resilience, partnership, and a relentless pursuit of a healthier future for all. 

“As we reflect on our journey, we stand at the forefront of microbiology, with a rich history shaping our commitment to quality, innovation, and social responsibility,” he sets out. 

Over the last ten years, the US healthcare industry has made a strong push toward automation, but so far, adoption has proven a slow and expensive process for hospitals and pharmaceutical manufacturers.  

Following the direction of these trends, Hardy is evolving to establish itself as both a supplier of traditional microbiology solutions as well as automation. 

“Right now, the healthcare industry is a fast-moving, dynamic business with a plethora of opportunities,” Catani excites.   

RISING THROUGH THE RANKS 

After moving from Chicago to Solvang, California, in 1996, Catani was searching for employment when a friend recommended working for Hardy. 

He was swiftly hired as a salesperson, beginning his 30-year association and journey with the company. 

Before relocating, he was a licensed medical technologist, managing a medical laboratory associated with Northwestern University’s hospital. 

 “In high school, I remember always being interested in biology,” he recalls fondly. 

Beginning a sales role was a different landscape at first, but Catani soon learned that being versed in the language of the lab gave him credibility with the customers. 

“Back then, there were only four salespeople – me being one of them – and we have now grown to a current sales force of 25.” 

During his years at Hardy, Catani has furthered his skillset and earned further certifications, such as becoming a registered microbiologist at the American College of Microbiology, specializing in pharmaceutical, medical device, and personal care microbiology. 

“There has been plenty of on-the-job training throughout my career, where I’ve learned about customer care, enterprise resource planning (ERP) systems, websites, sales techniques, project management, accounting, income statements, balance sheets, and cash flow. 

“Overall, I don’t attribute my success to being the smartest person in the room; I was always a very hard worker who got satisfaction through getting things done,” Catani passions. 

CULTIVATED EXPANSION 

Today, Hardy manufactures over 2,700 different products for use in the microbiology laboratory. 

Alongside this, the company has grown to accommodate 420 employees, with two manufacturing sites – one in Santa Maria, California, and another in Springboro, Ohio, as well as eight further distribution warehouses.  

“Our main manufactured product is prepared culture media for the cultivation of microorganisms,” Catani explains. 

“We manufacture around 2,000 different prepared culture media and reagents for manual microbiology, as well as being a distributor for approximately 30 other microbiology supply companies to fill gaps in our product offering portfolio,” he illustrates. 

Some of the automated platforms Hardy offers include automated blood staining instruments, matrix-assisted laser desorption/ionization (MALDI) for rapid bacterial and fungal identification, rapid antimicrobial susceptibility testing (AST) platforms, and viable air samplers.  

“We are committed to producing and distributing the finest products for the detection of microorganisms as we partner with our laboratory customers to diagnose and prevent disease.” 

In terms of distributing its products, Hardy has access to a network of 10 distribution warehouses across the US – a distribution network that took 15 years to build. 

As such, the company’s growing logistics network now includes facilities in Arizona, Washington, California, Utah, Texas, Iowa, Florida, North Carolina, Ohio, and New York.   

“This provides 90 percent of the country with next-day ground service of our products, lowering shipping costs for the end user, and increasing speed of delivery,” Catani continues. 

“It is a logistical challenge as our products are temperature sensitive, fragile, Food and Drug Administration (FDA)-regulated, and with a short shelf life, but somehow, we get the products where they are needed at the right time,” he prides. 

POWER IN THE PEOPLE 

For Hardy, integrity always comes first when consulting with laboratory customers and distribution partners. 

“We strive to grow business by providing superior service in the industry, and building lasting, fruitful partnerships,” expresses Catani. 

“With an organization of Hardy’s size and complexity, you must also internally empower your managers to make decisions that help propel the business forward,” he adds. 

As such, the company’s leadership comprises a team of individual experts, each bringing a unique set of skills and deep expertise in their respective fields. 

“Our executive leadership team has approximately 200 years of combined experience in our market.” 

In this way, Hardy knows the value of its trusted team members and seeks to both reward and empower them. 

The company is 100 percent employee-owned by the people who work at the business, and shares are distributed annually to each employee. 

Additionally, if the company does well, employees’ share value increases, thus proving a substantial nest egg for retirement.  

“We also offer quarterly profit sharing and a wonderful benefits package including medical assistance, vision care, a company gym, and numerous opportunities for recreation and exercise.” 

“At Hardy, we’re dedicated to fostering an outstanding work environment that extends globally to diagnose and prevent disease, making a meaningful impact worldwide,” Catani acclaims. 

EXECUTING THE VISION 

Looking to the future, Hardy has set some ambitious sales targets for 2026 and is investing millions in expanding its manufacturing footprint in California by building more cleanrooms for culture media manufacturing and other projects requiring cleanrooms. 

“This exciting expansion is needed in our California manufacturing campus as we have grown out of our existing manufacturing space,” Catani confirms. 

In 2025, the company ended the year with $108,000,000 in sales revenue, and in 2026, the new goal is to eclipse this by reaching $116,000,000 in sales. 

“That is a lot of petri plates to sell, and we plan on capturing more sales revenue by increasing our market penetration, adding more sales specialists, and leveraging our distribution partners such as VWR, ThermoFisher, Medline, Thomas Scientific, and Cardinal Health,” he elaborates. 

Elsewhere, Hardy also plans to introduce new products across its three main markets: clinical, pharmaceutical, and food microbiology. 

“It is truly an honor for me to lead Hardy and fill the shoes left by our Founder, Jay Hardy. My job is to set the vision and make sure we stay on track throughout the next stages of our strategic plan,” he finishes boldly.

HARDY DIAGNOSTICS PARTNER

The post Hardy Diagnostics : Defining the Future, Transcending the Ordinary appeared first on Healthcare Outlook.

COMMITTED TO HOPE, UNDERSTANDING, AND TREATMENT

Jeff Pettey, MD, MBA says his path to a career in medicine started with an unexpected discovery. 

“At the age of 19, I was living in Southern Russia, a place I’d only heard about through the lens of Cold War narratives,” he says. 

“What I discovered was the people I’d been taught to see as different from me weren’t different at all. They had the same hopes, insecurities, and capacity for joy and love that I experienced in my own life.”   

The experience of shared humanity proved formative for Pettey, now CEO of the John A. Moran Eye Center (Moran Eye Center) and Chair of the Department of Ophthalmology and Visual Sciences at the University of Utah. While studying Russian literature, he found himself increasingly drawn to medicine. The field combined two things inspiring him: scientific discovery and people.  

In medicine, Pettey gained an opportunity to care for his patients and empower others in the field through teaching and mentoring. Throughout his career, he has recognized opportunities to make a difference and stepped through doors to see where they lead. 

“Medicine is the perfect synthesis – a way to understand how the world works at a biological level while remaining deeply connected to the human experience,” he says. 

This ethos is crucial as healthcare is at a pivotal moment. With unprecedented advances in technology, data, and connectivity, the potential exists to deliver high-quality care more broadly than ever before. 

However, significant challenges remain as systems haven’t kept pace. The US, specifically, still faces fragmented access, complex insurance systems, and a heavy administrative burden for physicians. 

“If we don’t tackle these structural issues, disparities in health outcomes will only increase, but what gives me hope is that we know the problems and can redesign the system to be better for both patients and caregivers,” details Pettey. 

One of the biggest opportunities he sees is removing non-care-related burdens from physicians’ daily work. When doctors can focus on what they were trained to do, they become more engaged, fulfilled, and effective. 

“Thoughtful leadership that emphasizes purpose, trust, and empowerment instead of pressure or financial incentives can fundamentally change how care is delivered. We have the chance to build something better, and that’s what drives me every day,” he says.

SIGHT-SAVING SERVICES 

The Moran Eye Center is a premier US academic vision center and the largest ophthalmology clinical care, education, and research facility in the Mountain West. 

It is guided by a clear goal: that no person with a blinding condition, eye disease, or visual impairment should be without hope, understanding, or treatment. Its work falls into four pillars, namely clinical care, research, education, and outreach. 

“Our vision statement guides everything we do, including how we care for our patients, design research programs, train future ophthalmologists, and extend sight-saving services to communities in need,” says Pettey. 

Specifically, the center operates 11 satellite locations, employs more than 500 faculty and staff, and in the last fiscal year provided 188,582 patient visits and performed 10,786 surgeries. Additionally, it supports 20 research laboratories and centers, with its robust research enterprises boasting $9.8 million in research grants, 90 clinical trials, and over 175 scientific publications in 2025. 

What distinguishes the Moran Eye Center is the integration of clinical care excellence and research, supported by internationally recognized physicians and a unique research infrastructure that enables innovation on a rare scale. 

These unique resources include its four key centers driving discoveries – the Sharon Eccles Steele Center for Translational Medicine (SCTM), Intermountain Ocular Research Center (IORC), Utah Retinal Reading Center (UREAD), and Alan S. Crandall Center for Glaucoma Innovation (CCGI). 

“Beyond these four centers, the Moran Eye Center itself is an ideal environment for discovery: two towers connected by bridges house both clinical care and research labs in one building,” explains Pettey. 

INNOVATION AT SCALE 

Three initiatives exemplify the Moran Eye Center’s commitment to translating innovation into meaningful improvements in patients’ lives.   

The first such effort is underway at the SCTM, which has developed a gene therapy for the most prevalent form of age-related macular degeneration (AMD). The disease is a leading cause of blindness for adults 60 and over worldwide. 

The therapy is now in clinical trials. If successful, it stands to change the treatment landscape for millions of people worldwide at risk of blindness from AMD.  

A second initiative to change how another major blinding disease is diagnosed, monitored, and treated is underway at the CCGI, led by Iqbal Ike K. Ahmed, MD, FRCSC. 

“This work is critically important since people often permanently lose vision to glaucoma before it is even diagnosed,” says Pettey. 

The third effort is what Pettey calls the Polaris project, or the center’s commitment to ensuring everyone, regardless of where they live or their ability to pay, can experience life at its fullest through the highest possible level of eye health. 

The initiative was inspired by the work of Moran Eye Center outreach teams conducting pediatric vision screenings for students in schools on the Navajo Nation. During the screenings, teams discovered children had high rates of vision issues but no access to eyeglasses. This had impacted crucial years for childhood learning and development. 

“Polaris aims to change that by making a shift from existing care models into a population-based approach focusing on quality, value, and access,” says Pettey. 

The center is deploying pediatric vision screening devices throughout Utah, alongside building a tele-ophthalmology network. It is also integrating artificial intelligence (AI)-assisted diagnosis and risk stratification to identify who needs care and provide it faster. 

“The only way to meaningfully improve eye health at scale is through integrated public health networks supported by new technologies. Polaris enables us to extend our clinical excellence beyond our clinics while upholding the highest standards of care,” says Pettey. 

This reflects the Moran Eye Center’s broader responsibility not just to treat disease when people make it to their door, but to systematically improve eye health outcomes for entire populations.

SHAPING THE FUTURE OF VISION AND CARE 

The Moran Eye Center has long been committed to helping underserved communities and extending access to high-quality eye care. 

In 2012, Pettey co-founded the Operation Sight program, which provides free, sight-restoring cataract surgery to uninsured and underinsured Utahns. Today, the Moran Eye Center’s Global Outreach Division serves underserved patients in Utah and works to teach and train new physicians to expand access to care in more than 20 low-resource countries. 

In Utah, Moran Eye Center volunteer physicians and medical personnel make regular visits to provide care on the Navajo Nation. At community clinics in Salt Lake City and Park City, they provide care and charitable, no-cost surgeries for the unhoused and new Americans through Project Homeless Connect and the Hope in Sight Clinic. 

In low-resource countries, volunteers conduct eye care missions in places such as Tanzania to train ophthalmologists and nurses. At the Moran Eye Center, international observers can spend six months training. The center also provides a free, online ophthalmology education resource (morancore.utah.edu).

As the center looks ahead to a continued future of research excellence, world-class care, and community service, the stakes have never been higher. 

“We are in a period of extraordinary change for eye care, and the Moran Eye Center is uniquely positioned to shape the future of vision research and care,” says Pettey. 

With global visual impairments projected to reach 1.8 billion by 2050, researchers need to develop new ways to fight increasing rates of sight loss, and the Moran Eye Center is rising to this international challenge. 

The center is expanding access to care, accelerating research that changes the course of eye diseases, and reimagining what it means to deliver hope and healing on a global scale. Specifically, it is working to enhance early disease detection and diagnosis; personalized treatment plans; remote screening and teleophthalmology; continuous monitoring and home-based care; drug development and clinical trials; accessibility and affordability; and education and training. 

Pettey is confident he has the right team for the job. 

“Our greatest strength is our people – faculty, staff, trainees, donors, and partners. Together, we are shaping a better future with hope, understanding, and treatment for all,” he concludes.

The post John A. Moran Eye Center : Committed to Hope, Understanding, and Treatment appeared first on Healthcare Outlook.

PATHWAYS TO PATIENT-CENTERED PROGRESS

New Brunswick, often referred to as the ‘Picture Province’ due to its stunning coastline and aesthetically pleasing landscapes, stands out not only for its natural beauty but also for its unique status as Canada’s only officially bilingual province. 

With a population of approximately 868,000, Horizon Health Network (Horizon), one of the province’s two regional health authorities, manages two-thirds of New Brunswick’s healthcare services. 

 With a collaborative team approach to offering services in English and French, Horizon delivers sustainable, safe, and quality healthcare services to residents of New Brunswick, as well as nearby provinces such as Prince Edward Island and the northern part of Nova Scotia. 

“As the second-largest regional health authority in Atlantic Canada, Horizon employs over 15,000 staff and around 1,500 physicians, providing diverse services to about half a million people,” opens Margaret Melanson, President and CEO. 

“We also offer tertiary care services, including cardiac surgery for the entire province.” 

Horizon operates 12 hospitals, including the province’s two largest, along with 95 small health centers, public health offices, and mental health and addiction facilities spread across larger cities and small communities. 

“We provide a full range of care, including primary and community health services, mental health and addiction support, and public health for mothers, newborns, and the general public regarding infectious diseases,” Melanson explains. 

“Our hospitals offer both acute and specialized services, such as cancer care, emergency services, and chronic disease management, with larger facilities handling more specialized cases.” 

A COMMITMENT TO QUALITY  

Horizon ensures the highest quality, patient-centered care tailored to the diverse health needs of its residents, which Melanson is extremely dedicated to.  

“In 2014, during my time as Vice President, I launched an initiative to promote patient-centered care throughout our organization. This approach is now integrated into everything we do. 

“We established the Horizon Patient and Family Advisory Council that participates with many of our project teams, which helps us design our care around patients’ values, preferences, and individual circumstances.”  

The organization has adopted various technologies to improve patient care, quality, and team education.  

“Our complex quality and safety strategy establishes teams within clinical and non-clinical service areas that report to vice presidents, highlighting the significance of quality and safety.  

“I chair Horizon’s Quality and Safety Committee, overseeing all initiatives and addressing incidents,” Melanson expands.  

Medication safety is essential across all services, and Horizon prioritizes transparency and accountability in every interaction. Its commitment to SeamlessMD – a digital patient engagement platform that gives patients access to a variety of helpful resources from their mobile device, improving their treatment experience.  

“Patients scheduled for cardiac surgery receive tailored information on their mobile devices in the days leading up to the procedure through the SeamlessMD platform. This includes guidance on stopping anticoagulants and what to expect on surgery day,” she outlines.  

“They can also share this information with family and reach out with questions, reducing the need for unnecessary calls or emergency visits. This is an example of the patient-centered technology we are eager to leverage and implement widely. It is very reassuring for patients to know exactly what will happen in advance and what to expect postoperatively.” 

REVOLUTIONIZING THROUGH INNOVATION 

By transitioning to a digital care model, Horizon is enhancing care and improving the overall patient experience. 

“We are currently implementing six artificial intelligence (AI) initiatives this fiscal year, including accelerating stroke diagnosis through automated medical imaging and reducing administrative burdens on our physicians by providing hundreds of licenses for an AI scribe program,” Melanson discloses.  

During a physician visit, the patient discusses their symptoms while the doctor inquires about the duration of those symptoms, prior treatments, medications, and tests. 

A computer system listens to this exchange, capturing key information such as demographics, symptoms, and potential diagnoses.  

Much of this information is pre-documented, allowing the doctor to quickly review and edit clinical notes, thereby enhancing efficiency and enabling more face-to-face time with the patient. 

Additionally, AI technologies are being used for early cancer detection through passive screening of routine scans. 

“We’ve introduced passive screening for lung cancer; anyone who’s getting a chest X-ray will automatically undergo a scan for precancerous cells or other concerns – allowing for early detection of potential issues,” Melanson optimistically tells us. 

“With a strategic approach, we aim to ensure our investments have the desired impact. We are collaborating closely with technology partners such as Google and Microsoft, as well as other major organizations, to explore potential innovations and incorporate their recommendations.” 

TRANSFORMING CANCER CARE 

Horizon is placing a strong emphasis on research and its expected impact on innovation, particularly in areas such as injectable chemotherapy.  

“In November, we launched our new institute dedicated to research, innovation, and better health,” Melanson sets out. 

“This initiative highlights our commitment to accelerating research that directly improves health outcomes and helps us provide advanced medical knowledge and treatment options for New Brunswick residents.” 

The institute has already established major partnerships that will directly benefit patients, including a strategic partnership with the University of New Brunswick. 

Furthermore, a partnership with biopharmaceutical company AbbVie is showing great promise by collaborating on treating inflammatory bowel disease, ovarian cancer and post-stroke spasticity. 

“The institute is focused on improving patient care. For instance, healthcare company Roche Canada has introduced a new injectable medication for a specific type of lung cancer, replacing the previous chemotherapy infusions that required lengthy visits to treatment centers,” she specifies. 

“To expedite access to this, we partnered with the New Brunswick Extra-Mural Program through which nurses visit patients’ homes to administer medication, ensuring they receive advanced care while minimizing travel.” 

This approach alleviates the challenges of attending chemotherapy treatments, such as arranging childcare and managing work commitments. 

“We are utilizing the institute for more than academic purposes. While affiliated with our universities and involved in numerous applied research studies, our main goal is to turn innovation into practical improvements in patient care. 

“We are examining the evidence to determine how we can leverage our findings and advance our initiatives and other ongoing projects,” Melanson says.

EMPOWERING EDUCATION 

To enhance healthcare education, Horizon is using social media channels as a means of engaging the public. 

“Our partnership with YouTube is a great example of bringing evidence-based health content directly to our patients, helping us to become a trusted resource. It provides a credible and reliable source for healthcare-related education in a world where there’s both a lot of good and bad out there on the internet,” Melanson establishes. 

“We started with general health topics, then expanded to mental health, teen mental health, and first aid content, creating over 246 videos and totaling around 11 million views – our channel has nearly 11,000 subscribers!” 

This is the modern approach for Horizon to reach people outside traditional healthcare settings, ensuring education and support occur before people get sick. 

“This initiative promotes well-being by offering education and tools for better health. The way we deliver information is rapidly evolving; newspapers are no longer the main source, while platforms like YouTube are gaining trust. 

“We’re excited about how this partnership went and are open to exploring similar opportunities as we move forward, given the success and positive response from patients and their families.” 

BETTER PATIENT OUTCOMES 

One of Horizon’s major projects is expanding collaborative care clinics – also known as family health teams – in its communities. 

“In addition to our existing primary care locations, we have introduced seven new clinics and are planning to add more within the next 12 to 15 months. Having timely access to primary care is exceptionally important for our citizens, making this an extremely significant and high-priority project,” impassions Melanson. 

“It’s exciting to create new spaces and teams that leverage our physician resources and nurse practitioners. By surrounding people with allied health teams, physiotherapists, dieticians, and social workers, we can provide care close to home.”  

A significant transformation project underway for Horizon is to ensure that when individuals move to a community, their children can attend a local school, and the community health clinic is available to the entire family. 

“We’re also working at relocating services currently in a hospital that would work better at another location. Traditionally, blood collection services and ambulatory clinics have been located in hospitals due to space constraints,” Melanson notes. 

“Focusing on provider needs can be convenient for clinicians; however, patients benefit more from community-based care. Hospitals often represent illness, but we aim to promote wellness. We’re looking at leasing space for various services off-site to improve accessibility and parking.” 

Horizon is transforming surgical care by significantly reducing wait times. Since 2023, the organization has reduced them by approximately 35 percent which means that today, almost 92 percent of patients receive surgery within one year or sooner. 

“Urgent surgeries are now more efficient, often performed on an ambulatory basis or requiring only an overnight stay. Many hip and knee replacement patients go home the next day, showcasing advancements in patient care technology,” Melanson states.

PRESCRIBING A NEW COURSE 

Horizon recently launched its new five-year strategic plan in the spring of 2025, centered on four main pillars. 

Firstly, advancing community care by ensuring that mental health services are more readily available in communities. This includes building on existing recruitment efforts, maintaining momentum, and continuing to capitalize on staff retention initiatives. 

Additionally, Horizon has introduced a new culture commitment through the Our Promise initiative, which aims to foster a safe workplace that recognizes the value of its people and offers educational opportunities. 

“We have several initiatives aimed at achieving excellence in hospital care, involving ongoing transformation, introducing new technologies, and a robust research and innovation portfolio. 

“We are very focused on our initiatives across all four priority areas, and we’re moving quickly into the future.” 

New Brunswick has a significant senior population and is facing patient flow challenges. 

“The dedication of our staff and the work of our leaders is evident in the high retention rates we continue to achieve.  

“While we have numerous patient flow challenges, people are happy and keen to collaborate. That’s a testament to what we have achieved as leaders within our organization,” Melanson concludes earnestly. 

The post Horizon Health Network : Pathways to Patient-Centered Progress appeared first on Healthcare Outlook.

PROJECT HARMONY

“Work is currently underway to implement a shared integrated health information system, an essential component of our digital transformation.” 

Project Harmony reflects how Joseph Brant Hospital (JBH) is blending its proud history of compassionate care with the power of modern technology. 

Located along the picturesque banks of Lake Ontario, JBH is a full-service academic community teaching hospital in Burlington, Canada that also serves the surrounding communities of Halton Region, Hamilton, Waterdown, Flamborough, and Stoney Creek – a referral population of around 250,000. 

The modern, state-of-the-art facility proudly provides comprehensive care across a wide range of clinical programs and services, including emergency and critical care, mental health, oncology, diagnostic imaging, maternal, and childcare. 

To digitize and modernize care across the entire hospital, JBH is working on Project Harmony in partnership with St. Joseph’s Healthcare Hamilton (St. Joe’s), a premier academic and research healthcare organization and leader in innovative technology implementation, to adopt their award-winning version of Epic, called Dovetale. 

It represents a huge step forward in JBH’s digital journey, according to Eric Vandewall, President and CEO of JBH. 

“This is a large-scale transformation that will connect our patients to the care they need, when they need it, and where they need it,” he adds. 

“Work is underway, and we’re planning to go live with the new system in November this year.”

SEAMLESS CARE 

The partnership between JBH and St. Joe’s on a shared Epic platform will enable more seamless care for patients. 

The implementation of Dovetale will provide patients with access to more of their health information through an online patient portal called MyDovetale. 

“We mostly rely on paper patient records right now, so with Dovetale, we’re going to transition to a modern digital health information system,” notes Vandewall. 

“Patients and their families are at the center of our care, yet when we’re working with a paper chart, they can’t always be a true partner in the process because they can’t readily see or access the same information as the care team,” he says. 

“With this new system, patients will have access to parts of this information to support their decision-making.”  

The partnership will also allow healthcare providers from each organization to better connect and collaborate with each other, as they will be able to easily access patients’ medical histories and ensure they are receiving the most appropriate care. 

“For our healthcare providers, I think this will be truly transformational to their work because they will have more seamless access to patient records. This will result in more coordinated care, a far better provider experience, and clarity in terms of having one source of truth,” says Vandewall. 

“Dovetale’s auto-cancel feature, for example, will reduce the likelihood of physicians ordering duplicate tests. It also has an electronic symptom management tool that will help oncologists track their patients’ symptoms over time without clinic visits. 

“A lot of these built-in benefits will ultimately support providers in their care journey and result in better care and an improved experience for patients and their family members,” he adds. 

PATIENT SAFETY 

The new system will also strengthen JBH’s ability to create healthier communities. 

According to Vandewall, Project Harmony is the largest quality improvement project that the hospital has ever undertaken. 

“When a health information system such as Epic is introduced, we see measurements that predict safety and improvement, and we’re actively looking at those,” he says. 

An important indicator of patient safety and the quality of care in Canadian hospitals such as JBH is the hospital standardized mortality ratio (HSMR). 

The HSMR adjusts for factors that affect in-hospital mortality rates – such as age, sex, diagnosis, length of stay, comorbidities, and admission status – then compares the actual number of deaths in a hospital with the average Canadian experience.  

The ratio provides a starting point to assess mortality rates and identify areas for improvement.  

“An HSMR of 100 indicates the hospital’s mortality rate is no different to the national average in terms of the predicted number of deaths that would occur,” Vandewall explains. 

“If it’s higher than 100, that suggests there are opportunities for the organization to improve in terms of patient safety, while an HSMR of less than 100 indicates that fewer deaths have occurred than expected.” 

JBH has been monitoring its ratio for the past 10 years and has seen steady improvements, recording an HSMR of 72 in the last fiscal year. 

“This is huge progress, and although we are already trending strongly, the introduction of Dovetale may open up opportunities for continued improvements in patient safety,” Vandewall says. 

“Another good example is the introduction of computerized prescriber order entry, which will reduce errors and enhance efficiency by allowing prescribers to submit orders electronically. This will mean faster receipt of patient care orders to multiple health care practitioners,” he adds.  

“When Cambridge University in the UK introduced their Epic system, it also saw around 850 significant adverse reactions prevented each year thanks to electronic allergy-related prescribing alerts and a 42 percent reduction in sepsis mortality with electronic sepsis alerts built in, so we are super excited about the impact of Epic in terms of improvements to patient safety.” 

ALIGNING BEST PRACTICES 

The partnership between JBH and St. Joe’s is transformative because it goes beyond just helping JBH adopt Dovetale. 

“This is a real opportunity we have with St. Joe’s in terms of aligning best practices and working together to improve the provider experience,” Vandewall says. 

“It’s showcasing a new way for us to work together as two hospitals in Ontario. Their expertise and experience with Epic makes our implementation possible.” 

JBH is among a small but growing number of hospitals in Canada adopting Epic using what it calls a Joint Connect Model. Once Dovetale is implemented at JBH, the two hospitals will continue to refine the shared system together and build enhancements as their needs evolve.   

“Our partnership is especially meaningful because it’s a way for small to medium-sized hospitals to implement a digital health information system like Dovetale without having to shoulder the cost or infrastructure burden alone,” Vandewall emphasizes.  

“We’ve heard from the Ontario government, and they’ve expressed their support for our approach because it offers a scalable and sustainable way to modernize health information systems across the province. 

“We’re building a shared system, shaping a stronger patient and provider experience, and creating a model that others across Ontario can follow,” he tells us. 

TIGHT-KNIT CULTURE 

One of JBH’s greatest strengths is its culture. When people at the hospital describe the organization as tight-knit, it’s not just a sentiment – it’s truly a lived experience. 

“We know through research that the patient experience is directly tied to the provider and staff experience. If you have a vibrant, supportive culture and healthy workplace, that translates directly over to the patient experience,” Vandewall says. 

“Our staff come to work every day with purpose, and our physicians and clinicians are devoted to exceptional care. Patients and their families trust us during some of their most important moments.” 

When JBH launched Project Harmony, it was important to not lose sight of this identity. 

While tools and technologies are changing, the hospital’s commitment to compassionate, high-quality care remains steadfast. 

The project brings together JBH’s people-first culture and the innovative digital maturity of St. Joe’s. 

“It’s not about becoming something entirely new – it’s about elevating who we already are and working alongside one of our partners to lift each other up and continuously improve,” says Vandewall. 

“The collaboration with St. Joe’s allows us to integrate the best of both worlds – our deep community roots and people-first culture with their proven success, experience, and leadership in digital transformation.” 

JBH and St. Joe’s will share a system that reflects not only the best practices of two respected organizations, but also the spirit of partnership, trust, and mutual respect that’s defined the project right from the very beginning.   

“We’re moving into this next chapter in a way that honors where we’ve come from and confidently embracing where we’re going, and our culture is at the root of that success,” Vandewall asserts.  

STANDARDIZED WORKFLOWS 

Work on Project Harmony is progressing well ahead of the Dovetale system going live in November, with JBH currently in the building stage and standardizing workflows with St. Joe’s. 

“We may have a workflow or best practice that St. Joe’s hasn’t adopted yet – and vice versa – so we’re asking, “Would this be of interest to our partner?”,” Vandewall says. 

“Now that the project build is underway, we’re seeing this commonality of standard practices and workflows coming together. It’s a huge change, though, and I wouldn’t want that to be underestimated.” 

Indeed, the digital platform will transform people’s work in a way that they haven’t been exposed to in the past at JBH. 

“Some of our physicians have hospital privileges at St. Joe’s and have worked on the Dovetale system, and they can’t wait for it to become a reality here at JBH,” shares Vandewall. 

“Having said that, there is a change process, so we’re spending a lot of time on change management and engaging our physicians and staff to mitigate the impacts as much as possible.  

“What we put into it is what we get out of it, so our people are fully embracing what’s before them because they know the system is going to be with us for decades to come. Investing now will only serve everybody, including our patients, better as we go forward,” he concludes.

The post Joseph Brant Hospital : Project Harmony appeared first on Healthcare Outlook.

NEW VISION FOR CANADIAN EYE CARE

The global eye care industry is a booming, multi-billion-dollar worldwide market encompassing eye health products and state-of-the-art medical devices, driven by aging populations, rising digital eye strain, and increasing eye health awareness.

A plethora of exciting developments continue to accelerate across the industry including technology integration, digital health, market consolidation, and a growing focus on preventative care.

Artificial intelligence (AI) is also rapidly transforming the healthcare industry, and eye care and health is no exception.

As such, optometry, a complex field deeply rooted in intricate precision and patient care, stands at the very precipice of this technological evolution.

At the forefront of this growing sector is FYidoctors, Canada’s largest eye care provider, operating under the broader FYihealth group banner.

Founded in 2008 by a small group of independent, like-minded optometrists across Canada, the company has been leading the way ever since.

“We were determined to provide excellent, personalized care first when many in our industry were putting profits over patients, and our values have helped us grow to have clinics spread across the nation from coast to coast. Through it all, we’ve kept our patients first,” notes Dr. Alan Ulsifer, Founder and CEO.

Ulsifer believes the realm of eye care is a truly unique and fascinating industry that holds exceptional possibilities and boundless potential.

“We can learn so much about the whole body from the eyes, so the impact optometrists can have for the broader field of healthcare is extremely exciting to be involved in,” he enthuses.

FYidoctors delivers an unparalleled patient experience built on trust, quality, convenience, and care. Through vertical integration, leading technology, and its doctor-led model, the company offers personalized, end-to-end vision care, from exam to eyewear.

Proudly made in Canada, the organization is rooted in the belief that better sight leads to better lives.

TRUSTED CARE

Since 2008, FYidoctors has directed a laser-sharp focus on providing the people of Canada with cutting-edge eye care based on the mantra that good eye health equates to whole-body health.

What began as a small group of independent optometrists in 2008 has evolved into one of North America’s fastest-growing doctor-owned healthcare organizations, now encompassing in excess of 370 locations across multiple brands in Canada and the US, along with over 4,000 dedicated team members, including more than 730 optometrists.

FYidoctors’ vision is to create a future where every patient has access to exceptional eye care, where clinicians can thrive within a collaborative ecosystem, and where innovation continually redefines what’s possible in eye health and wellness.

“Together, we form a collective of doctors who prioritize the highest possible standard of care – nothing is more important to us than the health and happiness of our patients,” Ulsifer emphasizes.

With each clinic being doctor-led, patients receive genuine, personalized care from optometrists and team members who are truly invested in their well-being.

“In Delta, British Columbia, we own Canada’s largest and most technologically advanced ophthalmic lab, which produces more than one million pairs of customized lenses for patients every year,” he sets out.

From its doctor-led advisory committee and R&D initiatives to its patented Patient Pathway, FYidoctors keeps patients at the center of everything it does.

“As optometrists, we never stop learning. That’s why we continually invest in lens technology and cutting-edge diagnostic tools in our clinics.

“From our Optomap ultra-wide-field retinal imaging to our technologically advanced exactFit Freeform lenses, we use innovation and technology to give our patients the eye care they deserve.”

Now offering custom-crafted exactFit lenses, FYidoctors is proud to be one of the first labs in North America to use Freeform technology.

Every pair of glasses made is tailored not just to a patient’s prescription, but how they like to wear them, and perfectly tuned and quality-controlled to ensure all details are precise.

“With a focus on continuous innovation, from advancements in AI and automation to laser technology, we relentlessly update and innovate to manufacture the best lenses available,” Ulsifer divulges.

All clinics are equipped with advanced diagnostic technology, including optical coherence tomography (OCT) and wide-field retinal imaging, ensuring comprehensive examination capability in every exam.

FYidoctors is one of the only Canadian eye care networks using a common electronic medical record (EMR) platform across all clinics, enabling consistent patient care and data-driven insights.

Other recent innovations include AI processes and diagnostic improvement plans in eight areas, predictive analytics to optimize scheduling and recalls, and AI-powered marketing and call center platforms for personalized engagement.

ENHANCING LIFE MONTH

Every October, FYidoctors celebrates Enhancing Life Month.

What started as a grassroots initiative to fundraise for a good cause on World Sight Day years ago has turned into an annual tradition across the organization, fundraising hundreds of thousands of dollars for a wide variety of causes and initiatives.

Each clinic chooses its own charity that they care about and organizes different fundraising initiatives all month long.

The organization has raised over CAD$450,000 for registered Canadian charities this past year alone.

“As a pillar of the community, we successfully partner with charitable organizations that benefit from our wide reach. Through these efforts, we fulfill our dream of enhancing lives beyond our clinics’ doors,” Ulsifer prides.

“Each of our individual clinics is home to a unique team of individuals with distinct interests and philanthropic priorities. For this reason, every FYidoctors location chooses a specific organization to support.”

The company celebrates the personal stories attached to why each charity is chosen and the impactful reasons behind its people’s investment in individual foundations, which cover a multitude of worthy causes ranging from youth health and animal welfare to community food banks and suicide prevention, all with a core belief in improving lives.

“Recently, we’ve opened up fundraising efforts to run throughout the entire year as we’ve had many within the organization who are passionate about giving back to our communities and supporting causes they care about,” he explains.

BETTER SIGHT. BETTER GRADES

FYidoctors’ accessible eye care program, ‘Better Sight. Better Grades’, ensures every kindergarten-aged child receives a complimentary pair of glasses if needed, regardless of their family’s financial situation.

“We believe every child has a right to unobstructed sight,” says Ulsifer.

“If a child is prescribed eyewear, we provide their first pair at no charge, adjust them, and help them adapt.”

This initiative is critical. One in four school-aged children has vision problems that can severely impact their learning, yet these issues are often difficult for children to communicate or for parents to detect.

Since learning is predominantly visual, from reading whiteboards to observing teachers and working on screens, undiagnosed vision problems can lead to frustration and academic struggles from an early age.

“By making eye care accessible, we can address vision problems before children encounter learning difficulties,” Ulsifer explains.

“This not only helps them reach their full potential but also allows for early detection and treatment
of conditions like myopia.”

The program has served families across the country and empowers teachers to help students access
the quality eye care they need.

LOOKING AHEAD

One of the most prominent priorities for FYidoctors moving forward is to continue its mission to improve access to eye care for all.

By leveraging the latest cutting-edge technology into its practices, the company also strives to remain at the forefront of optometry as the sector evolves and enters a new era of innovation.

For example, the integration of AI into the field of optometry promises to transform the eye care sector in new ways.

By enhancing diagnostic accuracy, personalizing treatments, and streamlining operations, AI has the transformative potential as not merely a tool but a partner in delivering exceptional care.

“The challenge now lies in embracing this technology thoughtfully, ensuring it complements rather than replaces the human elements that define the profession,” Ulsifer muses.

Ultimately, AI’s potential in optometry is not just about efficiency or precision – it’s about redefining what’s possible.

By leveraging these tools, practitioners in organizations such as FYidoctors can elevate their practice, prioritize patient relationships, and continue to lead the way in innovative, compassionate care.

“By embracing innovation and dedicating ourselves to offering optimised eye care, we have worked tirelessly to clearly define what it will take to deliver the sense of pride we all want to feel every day coming to work.

“As a result, we look forward to continue enhancing the lives of the patients and customers that we serve, the people we work with each and every day, ourselves, and the communities in which we work and live,” he concludes with a smile.

The post FYidoctors : New Vision for Canadian Eye Care appeared first on Healthcare Outlook.

A HERITAGE OF HEALING AND PIONEERING CARE

In 1916, the town of Huntington, New York was undergoing a significant transformation from a small farming community to a burgeoning urban area.

As the population expanded and economic growth advanced, new residents arrived seeking opportunities, which prompted the construction of a new hospital to provide essential healthcare services.

In response to the demand, Huntington Hospital was founded by Cornelia Prime, who recognized the community’s urgent need for medical care and generously donated the land and resources necessary to begin building.

As a visionary philanthropist who played a crucial role in addressing community needs, she contributed not only financial support but also a strong commitment to improving local healthcare infrastructure.

At a time when women had limited rights, Prime’s leadership solidified her status as a trailblazer in Huntington.

Today, Prime’s legacy is recognized in the town with streets renamed in her honor and various community events celebrating her impact on the town, ensuring her remarkable support is never forgotten.

“Over the last 110 years, Huntington Hospital has established itself as a trusted partner in the community it serves, and we have done so by providing high-quality care and focusing on the needs of the community,” introduces Dr. Nick Fitterman, President.

“Becoming part of Northwell Health (Northwell), a large integrated health system, afforded us even more opportunity to grow and advance care,” he continues.

Northwell’s Center for Learning and Innovation (CLI) and Institute for Nursing (IFN) provide Huntington Hospital employees with unlimited access to ongoing education.

By sharing best practices throughout the system, the hospital can both contribute to and benefit from the collective knowledge of thousands of team members.

“We have a culture of always wanting to do better tomorrow than we did today. Never becoming complacent from past or current successes keeps all our partners eager to learn, innovate, and evolve,” Dr. Nick highlights.

TAILORED EXCELLENCE

While a typical community hospital will attempt to provide a wide range of services for everyone, Huntington Hospital has the advantage of being part of an integrated system with specialty, tertiary, and quaternary hospitals.

These facilities are all accessible within minutes via robust transfer services, including ambulances, helicopters, and planes.

This allows the hospital to focus on the most prevalent needs of its community and develop programs of excellence, such as those for cardiovascular disease.

“We were one of the first cath labs in New York State without on-site open-heart back-up.

Over 30 years later, we still have a very active lab that was recently refreshed with two rooms capable of doing all the advanced procedures one expects in such a lab. Therefore, we can treat any acute or chronic heart disease that does not require open-heart surgery,” informs Dr. Fitterman.

“Moreover, we included the CoroFlow Cardiovascular System in both labs to complement our women’s health program as it can diagnose microvascular angina, which predominantly impacts women, and no such lab existed in our area.”

The hospital also refreshed its very active electrophysiology (EP) lab and is planning to revise a second one.

This addresses the changing landscape of arrhythmia treatments – notably atrial fibrillation and the increasing role of ablation as a primary therapeutic option.

“Huntington Hospital also supports an aging community that needs the expansion of two additional programs – cancer treatment and orthopedics, including spine care,” Dr. Fitterman outlines.

“We have a disease-specific Advanced Certification in Spine Surgery from the Joint Commission and a clinically and academically active orthopedic residency program, which published over 40 articles in peer-reviewed journals last year.”

This type of academic currency helps the hospital attract a higher caliber of learners and attendings, further elevating the care provided.

Along with its orthopedic residency program, Huntington Hospital has podiatric surgery and pharmacy residency programs, exemplifying the hospital’s commitment to medical education.

“We will be developing our own internal medicine program in 2027 to help meet the need for more primary care in the area we serve and to create a pipeline of talent for future recruitment,” Dr. Fitterman adds.

The hospital also has high-quality programs meeting the needs of the most common cancers in the region – lung, breast, prostate, and colorectal.

“We participate in clinical studies, cancer genetics, and collaborate with the world-renowned Cold Spring Harbor Laboratory. This year, we have introduced the most advanced linear accelerator for cancer treatments called the Varian Ethos™.”

ELEVATING WOMEN’S HEALTH

Women’s health is often neglected in healthcare, and Huntington Hospital has addressed this by establishing a women’s health center nearby its main campus.

Women can receive comprehensive care for all their primary and subspecialty needs at the center, which complements the hospital’s mother-and-baby unit with beautiful suites for couples and their newborns.

“We are a center of excellence for minimally invasive gynecologic surgery, and our expert surgeons train others in these techniques,” Dr. Fitterman imparts.

Furthermore, Huntington Hospital is expanding its labor and delivery suite to accommodate an increasing number of deliveries.

“We will continue to grow our laborist and neonatal intensive care programs. We are a site that trains and educates future obstetricians and gynecologists, thereby creating a pipeline of talent.

“Being part of the Katz Institute for Women’s Health aligns us with other systemwide collaborations to advance the care of women,” he elaborates.

Every unit and department has an alignment board visibly posted as a reminder of Huntington Hospital’s mission, vision, and values (MVVs) and strategic objectives.

The purpose is to ensure that all 2,100 team members and partners understand how every task they perform aligns with the greater mission.

“MVVs help instill a sense of purpose – this is vital in all professions but especially healthcare, which is personal, people-dependent, and a privilege to be part of.

“Our mission statement – ‘The right care, every touch, every time’ – is a credo we all model and live by. That is what helps drive accolades, such as the 5-star rating by the Centers for Medicare and Medicaid Services, more than any dashboard metrics,” Dr. Fitterman earnestly expresses.

ENHANCING CARE THROUGH STRATEGIC SPECIALIZATION

There has been significant activity at Huntington Hospital recently with the refurbishment of an interventional radiology (IR) suite.

This is part of a broader strategy to address cancer by relocating diagnostic and therapeutic procedures traditionally performed in operating rooms to IR suites and support the expansion of its growing vascular surgery program.

The hospital has also opened a state-of-the-art wound care center, which includes two hyperbaric oxygen chambers, and plans to introduce a thrombectomy program to become a thrombectomy stroke center.

“As a designated primary stroke center, we are seeing more patients with acute ischemic stroke becoming candidates for thrombectomy; we feel our community needs this service closer to home,” emphasizes Dr. Fitterman.

Equally, there are plans to advance Huntington Hospital’s Level 3 trauma designation to Level 2, which it will formally achieve by adding just a few additional on-call services.

The needs of the community drive the decision to specialize in specific programs over others. If there is a need the hospital cannot meet for any reason, such as not having enough high-quality surgeons or specialists for a particular disease, then it partners with sister hospitals across Northwell.

“We would rather transfer to a program of excellence, if we don’t have one, than build a program of mediocrity,” Dr. Fitterman declares.

EMPOWERING THE FUTURE

Huntington Hospital is proudly committed to investing in the growth and development of current and future leaders as well as frontline staff.

“In addition to CLI and IFN, we collaborate with top-notch programs at Harvard University, Cornell University, and The Health Management Academy,” Dr. Fitterman reports.

“These complement the robust physician administrative leadership programs at Northwell. These are essentially mini-MBA programs and are as impactful as any I’ve encountered elsewhere.”

This emphasis on comprehensive training and leadership reflects Northwell’s commitment to innovation in patient care.

For instance, the hospital added navigational bronchoscopy, which has expedited the diagnosis and treatment of lung cancer.

It allows for much quicker and safer sampling of pulmonary nodules suspected of being cancer, therefore providing better patient outcomes.

In addition to these advancements, Huntington Hospital will be improving its cancer campus with the opening of the Wisser Family Cancer Center, part of the Northwell Cancer Institute.

“When complete, we will have medical, surgical, and radiation oncology on one site.

“This will be coupled with infusion bays, a genetics program, a survivorship center, and imaging, all on a single campus – it will transform cancer care in our community,” concludes Dr. Fitterman.

The post Huntington Hospital : A Heritage of Healing and Pioneering Care appeared first on Healthcare Outlook.

A VISION FOR A HEALTH REVOLUTION

The healthcare system in South Africa (SA) is a complex tapestry woven from two distinct sectors – a vast public system serving over 80 percent of the population and a well-resourced private sector catering for higher-income groups and those with medical insurance.  

This duality reflects the country’s socioeconomic realities but also underscores the potential for collaboration. The public sector provides essential services, especially in rural and underserved areas, but faces challenges – long waiting times, staff shortages, and limited access to advanced technologies. Conversely, the private sector offers comparably First World, high-quality care. 

The strengths inherent in both sectors have the potential for innovative public-private partnerships. Sustainable healthcare reform hinges on leveraging the best of both worlds – ensuring equitable access, improved outcomes, and long-term viability across all communities. A resilient healthcare system benefits everyone by increasing cost effectiveness and broadening access to quality care. 

“Our goal is to build a healthcare system that works for everyone,” opens Peter Wharton-Hood, Chief Executive of Life Healthcare Group (Life Healthcare).  

“We believe that collaboration between all parties is the key to unlocking the full potential of healthcare in SA.” 

PRIVATE EXCELLENCE TO PUBLIC REFORMS

The private healthcare sector exemplifies excellence – offering high-class services, state-of-the-art facilities, and shorter waiting periods. These advantages are primarily funded through medical aid scheme membership, allowing patients access to advanced treatments and specialised care.  

Life Healthcare supports the objective of the National Health Insurance (NHI) Act in terms of increasing access for all South Africans to high-quality, cost-effective healthcare. However, Life Healthcare has expressed grave concerns regarding the NHI Act and does not believe that in its current construct it will deliver on the overall objective.   

It believes a more effective approach requires a significant strengthening of the public sector and healthcare personnel as well as collaboration with the private sector, leveraging the available capacity and resources to address the healthcare challenges facing SA more effectively. 

Despite progress, challenges such as healthcare personnel shortages persist, necessitating ongoing efforts in both the public and private sector to train, retrain, and deploy skilled professionals across the country. 

As a leading private healthcare provider in SA, Life Healthcare exemplifies this commitment to quality and innovation. With over four decades of experience, its network across SA, Botswana, and Namibia offers a comprehensive range of services. 

“We are committed to not only providing excellent healthcare but also building capacity within the system,” states Wharton-Hood.  

“Our investment in training and development ensures we meet the future needs of our communities.” 

ELEVATING STANDARDS

Life Healthcare’s integrated strategy links its hospitals and  complementary, specialised services to deliver high-quality services with an emphasis on patient-centred care.  

Its comprehensive offerings include acute hospital services, specialised acute rehabilitation, renal dialysis, oncology, diagnostic imaging, radiology, nuclear medicine, and mental health and health risk management. 

With a legacy built on trust and innovation, the group continuously strives to meet evolving patient needs.  

“Our diverse range of healthcare services is tailored to address various medical conditions using advanced, modern technology and skilled staff,” Wharton-Hood affirms.  

Aligned to its strategy, Life Healthcare was the first South African hospital provider to make all quality indicators per facility public on an annual basis. With quality being one of the key strategic pillars, continually improving the safety and quality of care is core to the group’s mission.  

Life Healthcare is committed to helping patients make the best possible decisions by providing them with clear, transparent insights. The group strongly believes that reporting on quality measures not only drives it to continuously improve and uphold the highest clinical standards but also provides patients with the necessary insights to be at the centre of their care pathway decision-making process.  

“Our commitment to quality is demonstrated through international certifications, transparent reporting, and innovation-driven initiatives. For instance, our investments into value-based care (VBC) models have achieved improved clinical outcomes, enhanced the patient experience, and reduced overall costs to the schemes, aligning incentives for better health,” explains Wharton-Hood. 

Mental healthcare is also a critical focus, with enhanced acute mental healthcare services aimed at supporting individuals during some of their most challenging times.  

In addition, Life Healthcare offers renal dialysis treatments, ensuring patients with chronic kidney disease receive compassionate and effective care.  

“Our oncology services provide comprehensive cancer treatment plans, whilst our diagnostic imaging capabilities utilise the latest technology for accurate and timely results. Furthermore, the group excels in nuclear medicine, providing innovative diagnostic and therapeutic solutions,” he acclaims.  

A commitment to health risk management services is equally noteworthy, encompassing occupational health and wellness programmes that not only enhance employee health but also foster safer working environments.  

This holistic approach underscores Life Healthcare’s dedication to delivering exceptional medical care and support for the well-being of individuals and communities alike. 

ADVANCEMENTS IN CARE

Innovation is central to Life Healthcare’s vision. Recent initiatives exemplify this, including: 

Nuclear medicine and advanced imaging facilities: More people are surviving cancer today than ever before, with better awareness, early detection, and improved treatments all playing a part.  

However, there is another, often overlooked, contributor to this progress – medical imaging. Specifically, positron emission tomography-computed tomography (PET-CT) is a   powerful scan that is quietly changing outcomes – Life Healthcare is investing in two additional scanners to its current network of three, one at Life Vincent Palloti Hospital and another at Life Hilton Private Hospital. 

These state-of-the-art facilities will improve diagnostic accuracy and enable earlier, more effective treatment of cancer patients.  

One of the biggest challenges in treating cancer is knowing exactly where it is, how aggressive it might be, and how it is behaving. Traditional scans, like X-rays, CTs, and magnetic resonance imaging (MRI), show the structure of the body and the size and shape of tumours or abnormalities, but they can’t always help doctors to determine whether those abnormalities are cancerous or how metabolically active the cancer really is.  

“That is where PET-CT makes a difference. It combines the two types of scans into one, capturing three-dimensional images of the body’s biological functions to help doctors pinpoint the location of tumours or cancerous lesions, assess the extent of disease, determine whether lesions are benign or malignant, and identify any potential spread,” explains Wharton-Hood, adding that PET-CT is not used for all cancers of all patients.  

“Its role depends on your specific diagnosis, the type of cancer, and how the treatment plan is structured, but for many cancers – including lymphoma, lung, breast, head and neck, colorectal, gynaecological, prostate, and melanoma – PET-CT is becoming integral in cancer care. 

Radiopharmaceuticals: The installation of two cyclotrons in Gauteng to produce radiopharmaceuticals will result in a steady and reliable supply of radioisotopes used in molecular imaging and nuclear medicine. Isotypes are critical components for PET-CT and single photon emission computed tomography (SPECT)-CT scans.   

The availability of locally produced radiopharmaceuticals will support the integration of advanced nuclear imaging services into cancer care.  

Furthermore, this introduces the first vertically integrated molecular diagnostics service, ranging from producing isotopes to injecting and scanning patients, in Southern Africa. Through this partnership, the reliance on international access to isotypes will be reduced.  

“This initiative is part of our broader strategy to enhance our oncology services and provide cutting-edge diagnostic tools for cancer care,” Wharton-Hood adds. 

Cutting-edge imaging and surgical technology: A new interoperative MRI (iMRI) theatre – one of only 500 in the world and the only purpose-built iMRI in SA – is available at Life Groenkloof Hospital.  

This purpose-built neurosurgery theatre is fully integrated with the most sophisticated neuroimaging MRI. The MRI scanner can be moved into the operating room, or the patient can be moved to the MRI room, allowing for real-time imaging without compromising the sterile environment.  

“Having the MRI machine in theatre means that the images help the surgeon in real-time to see exactly where the tumour is and how much of it has been removed. If parts of the tumour remain, we then continue the resection, repeating until completed,” explains Wharton-Hood.  

“This is a huge step forward for complex neurosurgery, allowing our surgeons to tackle more complex cranial and spinal procedures with increased confidence, resulting in better clinical outcomes by reducing the likelihood of repeat surgeries and minimising the risk of complications.” 

Artificial intelligence (AI)-driven radiotherapy: The AI-driven Ethos radiotherapy system at Life Vincent Palloti Hospital enables daily adaptive treatments, minimising side effects and improving cancer care outcomes.  

“This innovative system allows treatment plans to adapt to patients’ daily anatomical changes in real time, ensuring the precise targeting of tumours whilst minimising radiation exposure to healthy tissues. Unlike traditional methods that require time-consuming rescanning and replanning over two days, the Ethos system completes the process within 20 to 30 minutes, enhancing the efficiency and accuracy of radiotherapy treatments,” Wharton-Hood informs us.  

By personalising radiation treatments according to the unique anatomy of each patient on the day of their procedure, the Ethos system significantly enhances patient outcomes. This means less visits to the hospital, improving the overall patient experience.   

“With a focus on individualised care, it empowers healthcare providers to deliver more effective and compassionate radiation therapy tailored to the specific needs of every patient,” Wharton-Hood says.  

The Ethos radiotherapy system at Life Vincent Pallotti Hospital is already being used to treat patients with cervical, rectum, lung, and prostate cancer. In time, other cancers are hoped to be included in the treatment programme. 

Robotic surgery: The Da Vinci Xi system, recently upgraded at Life St George’s Hospital, allows minimally invasive procedures across multiple disciplines, enhancing accuracy, reducing trauma, and shortening recovery times.  

The system translates a surgeon’s hand movements in real time, ensuring unmatched accuracy. Its robotic-assisted instruments bend and rotate beyond human capability, enabling intricate procedures through tiny incisions.  

High-definition, 3D magnified imaging provides unparalleled clarity, allowing for meticulous surgical execution.  

“Through this technology, we are elevating our dedication to patient-centred care and promoting the best clinical outcomes in a number of surgical disciplines, including urology, gynaecology, general surgery (for procedures such as hernia repair), colorectal, thoracic, cardiac, and head and neck surgeries,” Wharton-Hood shares.  

Similarly, orthopaedic surgeons at Life Hilton Private Hospital and Life Wilgeheuwel Hospital are utilising the Robotic Surgical Assistant (ROSA) system designed for performing knee and hip replacements, providing better joint longevity.  

“Our investment in these cutting-edge technologies demonstrates our commitment to leading healthcare innovation,” states Wharton-Hood.  

“By adopting the latest advancements, we are not only improving patient outcomes but also setting new standards in healthcare delivery in SA.” 

This suite of innovations exemplifies Life Healthcare’s dedication to leveraging technology to improve patient outcomes and operational efficiencies. 

NAVIGATING HEALTH HURDLES

Despite notable achievements, the private healthcare sector faces ongoing challenges: 

• Challenging economic conditions – rising costs and unemployment. 
• Stagnant medical insurance market. 
• Workforce shortages – particularly nurses and doctors. 
• Hospital management complexities. 
• Insured market provider consolidation trends. 

“Addressing these hurdles requires a proactive and collaborative approach,” says Wharton-Hood.  

“Our strategy focuses on three core elements – growing, driving, and optimising our business – to ensure it is best positioned for sustainable shareholder returns and growth in market share.”  

Growth initiatives focus on expanding facilities via greenfield and brownfield projects, strategic acquisitions, and new service lines.  

The upcoming development of a new hospital in Paarl exemplifies this, promising to bolster local access and stimulate community employment.   

“The Life Paarl Valley Hospital project is testament to our long-term commitment to community health,” Wharton-Hood asserts.  

“It will create jobs, improve healthcare access, and contribute to local economic growth.” 

STRENGTH IN UNITING FORCES

As SA’s healthcare landscape evolves, collaboration becomes more crucial. 

“We must continue to strengthen partnerships with government and other stakeholders to improve healthcare accessibility and affordability,” urges Wharton-Hood.  

“Closer cooperation between public and private sectors is vital to overcoming challenges and improving service delivery. Our Life Nkanyisa initiatives exemplify this, providing healthcare to the most vulnerable public patients on behalf of the government.” 

Strategic alliances and community-focused programmes amplify impact. Corporate social investment (CSI) is an integral part of Life Healthcare’s ethos, reflecting its commitment of being closely involved with the communities it serves.  

“We are dedicated to social upliftment, and our CSI initiatives embody our purpose of making life better,” he adds. 

As a leading player in the delivery of healthcare, the group is uniquely positioned to enhance health outcomes across Southern Africa and empower communities to take ownership of their health on both individual and collective levels.  

Strategically significant programmes are managed at the national level, whilst other CSI initiatives are driven by local needs. The group’s three primary focus areas are healthcare access, education and training, and community upliftment. 

“Our partnership with the South African National Council for the Blind (SANCB), spanning two decades, delivers mobile eye care to rural and peri-urban areas, significantly improving access for underserved populations,” notes Wharton-Hood.  

Life Healthcare’s support since   2006 has enabled 79,000 screened patients to date through four mobile eye clinics fitted with mobile ophthalmic equipment.  

The mobile screening provides essential eye examinations where glasses are also provided with referrals made for further treatment. The programme has seen 24,000 cataract surgeries undertaken with provincial hospitals in rural and peri-urban areas. 

Since 2018, Life Healthcare has been the sole sponsor of SANCB’s Optima College, which provides vocational and life skills training for visually impaired students and trains 120 students annually in a one-year Sector Education and Training Authority (SETA)-accredited programme.  

The curriculum includes essential topics such as computer skills, contact centre support, business administration services, and braille literacy. Additionally, over 250 students have benefitted from various short courses offered by the college.  

To enhance the learning experience, computer laboratories have been established in seven training centres, equipped with adaptive software, printers, and internet connectivity. 

More recently, collaborations with Operation Smile and PinkDrive exemplify the group’s commitment to indigent populations.  

Lives are being transformed through Operation Smile’s surgical procedures for children with cleft lips and palates; Life Healthcare’s recent support goes far beyond financial assistance for these children. 

“Our sponsorship is an investment in the future of these children. It means once they’ve recovered and healed from their surgery, they will no longer be bullied, teased, or outcast in their communities because of their cleft deformity,” says Wharton-Hood. 

In partnership with PinkDrive, SA’s best-known mobile cancer screening not-for-profit company, Life Healthcare has supported mobile screening and education tours to rural and peri-urban areas.  

These tours provide mammography, cervical pap smears, and prostate-specific antigen (PSA) screening and tests to disadvantaged state patients and their communities by using mobile mammography trucks.  

This enables PinkDrive to significantly enhance public health, ensuring more people benefit from early detection.  

In addition to this ongoing support, Life Healthcare has just renewed its commitment to PinkDrive to deliver critical mammography services at Dr George Mukhari Academic Hospital in support of the Gauteng Department of Health. 

“Investing in healthcare infrastructure and technology remains critical to meet increasing demand,” he adds.  

“Our VBC models have proven effective in improving outcomes and reducing costs.”   

VBC emphasises the importance of collaboration, communication, and coordination amongst healthcare professionals to ensure patients receive comprehensive and personalised care that meets their specific needs.  

This approach recognises that healthcare is a complex system and that addressing patients’ physical, mental, and social needs holistically leads to better outcomes and overall well-being. 

In the current private healthcare system, doctors and hospitals are mostly reimbursed for the volume of patients they see or procedures they do.  

VBC shifts the focus from volume of services to quality and value, encouraging healthcare providers to prioritise preventative care, early interventions, and evidence-based practices.  

“Through the success of our integrated renal care programme piloted in 2022, we were pleased to have negotiated our first renal VBC contract with leading medical schemes (health insurance funders),” Wharton-Hood tells us. 

The contract promotes improved patient outcomes and shared value whilst providing the patient with the financial structure for the holistic care that they require.  

Additionally, the programme focuses on giving patients with chronic kidney disease a better understanding of their condition and their treatment, ensuring they do not feel alone on their renal dialysis journey.  

This has resulted in better management of chronic renal conditions, reduced hospital admissions, and improved overall health outcomes.  

“Value is created through the enhancement of the patient experience and improvement of quality of care and patient outcomes,” insights Wharton-Hood. 

Looking ahead, Life Healthcare is committed to evaluating future   investments aligned with industry trends – such as AI, diagnostics, and nuclear medicine – aimed at enhancing patient care and operational efficiency. 

“Increased adoption of preventative measures, early detection, and integrated care models will shape the future, where hospitals, clinics, and diagnostic units work seamlessly together to provide comprehensive care,” he predicts.  

“Our focus remains on innovative, inclusive solutions that make quality healthcare accessible to more individuals.” 

POSITIVELY IMPACTING COMMUNITIES

This collaborative approach not only stimulates economic growth but also reinforces Life Healthcare’s commitment to Broad-Based Black Economic Empowerment (B-BBEE), fostering equitable participation across its sectors. 

“When examining our investment in nuclear medicine, our joint venture with AXIM Group, namely Axim Life Isotopes, enhances local radiopharmacy capabilities whilst reducing reliance on imports,” Wharton-Hood explains.   

Further expanding its footprint, Life Healthcare is building a 140-bed hospital, reflecting strong financial health and community commitment.  

The upcoming Life Paarl Valley Hospital, opening in 2027, promises to be a catalyst for revitalisation, offering modern facilities and community amenities.  

As the second private acute hospital in the Paarl region and the only facility offering specialised cardiac services, it is poised to attract patients from the larger Boland area.  

It will offer a comprehensive range of specialist services, including a cardiac catheterisation laboratory, cardiothoracic unit, intensive care unit (ICU), paediatric ICU, and neonatal facilities, amongst other specialist services and a 24-hour emergency unit. 

An estimated 60 specialist doctors and allied professionals will be provided practice opportunities  at the hospital. Furthermore, employment of nursing and support services staff will contribute to a total employment impact of approximately 360 jobs. The facility is being designed with future expansion in mind to accommodate growing healthcare needs. 

Throughout its journey of growth and innovation, Life Healthcare has exemplified resilience.  

“Our recent divestments, including the sale of AMG and Life Molecular Imaging (LMI), have unlocked significant shareholder value and strengthened our financial position,” Wharton-Hood notes. 

“Our disposal of AMG in 2024 for ZAR21 billion received the Dealmakers Deal of the Year Award, recognising an almost two-year effort in structuring and executing a transaction that took almost 19 months and spanned circa 21 international jurisdictions.”  

Life Healthcare’s disposal of LMI only a year later for upfront and potential earn-outs of ZAR13.5 billion was also a significant milestone. 

“Navigating challenges whilst delivering growth energises us to continually improve. Our vision is clear – making life better for all through excellence, innovation, and collaboration,” Wharton-Hood outlines earnestly. 

Life Healthcare stands at the forefront of transforming healthcare delivery in Southern Africa through its commitment to quality, patient-centred care, and innovative approaches by addressing disparities in access and emphasising a culture of continuous improvement.  

The group is not only enhancing the lives of individuals but also advocating for a more equitable healthcare landscape.  

As the private healthcare sector continues to navigate its challenges, Life Healthcare’s strategic focus on VBC and collaboration will pave the way for sustainable healthcare solutions that benefit all members of the community.  

Ultimately, the future of healthcare in the region depends on organisations such as Life Healthcare that prioritise excellence and inclusivity in their mission to deliver exceptional medical services. 

“Central to our current and ongoing success into the future is the resilience, dedication, and unwavering support of our employees and nurses, as well as our partnership with doctors and other healthcare professionals who continue to show unlimited loyalty and trust in Life Healthcare. Trust is essential to our success, and we are dedicated to upholding it through our purpose of making life better,” concludes Wharton-Hood.

LIFE HEALTHCARE PARTNERS

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