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

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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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CUSTODIAN OF HEALTH RESEARCH

More than 30 years after a peaceful transition from apartheid to democracy, South Africa (SA) has complex and dysfunctional two-tiered healthcare.  

Despite serving 84 percent of the population, the public healthcare system in SA is chronically understaffed, with more than 70 percent of doctors employed in the private healthcare system. 

Inadequate public healthcare funding has also resulted in a complex mix of health challenges, alongside a fragmented health system with poor management, low staff morale, and sometimes a lack of essential resources like medicines and functional equipment. 

“Daily, health practitioners face moral dilemmas – staff shortages, a lack of life-saving medications, unavailability of functional diagnostic equipment, and other resource allocation decisions,” insights Ntobeko Ntusi, President and CEO of the South African Medical Research Council (SAMRC). 

Furthermore, SA’s healthcare system is contending with several colliding epidemics – HIV and tuberculosis (TB); cardiovascular disease, mental health, and other non-communicable diseases; substance abuse and violence; and an unacceptably high mortality caused by maternal, neonatal, and childhood disease.  

Of the country’s population of 65 million, more than 12 percent are infected with HIV. Consequently, SA has the world’s largest antiretroviral therapy programme, subsidised by the government and provided free of charge.  

This high HIV prevalence drives the TB burden; in the last 15 years, HIV infection has been associated with significant improvement in treatment outcomes. As a result of the HIV epidemic, life expectancy has not changed much over the past 35 years. 

Since 2012, cardiovascular disease has been the leading cause of mortality in SA. Therefore, whilst maintaining the important gains in dealing with endemic infectious diseases like HIV and TB, it is critical that the country invests with urgency to curb the rising tide of noncommunicable diseases. 

Additionally, healthcare in SA has numerous unique challenges, including a very high burden of multimorbidity and growing health disparities reflecting high levels of poverty, inequality, and unemployment. 

“In SA, more than in most other contexts, medicine is practiced at a unique intersection of excellence and inequity. We’re home to some of the most sophisticated academic hospitals on the continent and in the world but, at the same time, have deeply underserved rural, urban, and peri-urban communities where resources are stretched and access is limited,” Ntusi weighs up.

QUADRUPLE BURDEN OF DISEASE

A public entity of the SA government, SAMRC was established through statute in 1969 with a vision of improving the health of South Africans through research, innovation, capacity development, and technology transfer.  

With a complement of around 800 personnel distributed over four campuses in Cape Town, Pretoria, Durban, and Johannesburg, SAMRC’s mission is to advance health and quality of life and address inequity by conducting and funding relevant and responsive health research, capacity development, innovation, and research translation.  

“These activities are underpinned by our values of pioneering, partnering, excellence, respect, integrity and citizenship,” outlines Ntusi. 

The scope of research conducted and funded by SAMRC includes discovery science, basic and translational research, clinical trials, epidemiology, and population and implementation research.  

Increasingly, the organisation supports social and behavioural sciences as they pertain to human health and behaviour.  

“Our priority areas of research focus include SA’s quadruple burden of disease – maternal, newborn, and child health, HIV/AIDS and TB, noncommunicable diseases, and interpersonal violence,” Ntusi notes.  

“In addition, we support scholarship on climate change and health, digital health and artificial intelligence (AI), antimicrobial resistance, and pandemic preparedness.”  

SAMRC has a strong interest in health systems and producing evidence to inform the planning and implementation of universal health coverage in SA.  

In a major milestone for the country, SAMRC was instrumental in supporting the recent award of a substantial grant for the implementation of research and health services related to lenacapavir for HIV prevention.  

“Ultimately, our work is to acquire evidence-based information to inform health policy and improve the quality and health status of people in SA,” he adds. 

VACCINE DEVELOPMENT AND SOVEREIGNTY

SAMRC leads many areas of scientific development in SA, where vaccine development and sovereignty have been identified as key priorities.  

The World Health Organisation (WHO) recently established three African vaccine hubs in SA, Senegal, and Kenya. 

SAMRC, together with the National Department of Health, is the implementing agent for the South African hub.  

In addition, the WHO, together with the Medicines Patent Pool, has established an mRNA technology transfer platform to ensure a sustainable source of mRNA vaccine, biologic, and therapeutic platforms, with a hub in SA and nodes in 14 other countries.  

“The implementation of the work of the hub in SA is led by SAMRC in partnership with Afrigen and Biovac,” Ntusi highlights.  

“Through the German Development Bank (KfW), the European Commission is supporting the upgrade of infrastructure for vaccine development and manufacture in SA, with SAMRC as the implementing agency for this important project.” 

SAMRC has also been involved in helping the country bolster its efforts in pandemic preparedness and prevention.  

The council was recently awarded large grants from the WHO and the Global Fund to support these activities across the entire spectrum of pandemic preparedness activity, in collaboration with many national platforms.  

“Since the COVID-19 pandemic, we perform weekly wastewater surveillance throughout SA and can detect microbe, pathogen, and drug levels. We can also detect new infectious disease outbreaks early,” shares Ntusi. 

FUNDING RESEARCH

Dedicated to coordinating and funding health research across the country, SAMRC has 10 intramural research units. 

These units conduct research in every corner of SA on the burden of disease, environment and health, gender and health, noncommunicable diseases, health systems, mental health, alcohol and substance abuse, evidence synthesis, tuberculosis, HIV and other infectious diseases, and biostatistics and nutrition. 

SAMRC also has enabling platforms that serve as national core facilities for molecular biology, genomics, animal, and malaria research.  

“We support the responsible conduct of research through our research ethics office and research integrity office,” Ntusi tells us. 

The council funds research in all South African universities and pays particular attention to supporting historically disadvantaged institutions.   

Moreover, SAMRC funds research within its sister science councils as well as in independent research institutions distributed throughout the country.  

“In addition, we have about 30 extramural research units or centres of research excellence based at South African universities in seven of the nine provinces in the country,” states Ntusi. 

Through co-funding agreements like the European and Developing Countries Clinical Trials Partnership (EDCTP) and the Grand Challenges programme, we are continually looking to expand the reach of our scientific support beyond our borders to the rest of the African region.” 

US FUNDING WITHDRAWAL

For decades, SA has been the largest foreign recipient of US federal funding from the National Institutes of Health (NIH). 

Similarly, the country has also been one of the largest recipients of overseas development assistance through agencies such as the US President’s Emergency Plan for AIDS Relief (PEPFAR), the US Agency for International Development (USAID), and the Center for Disease Control and Prevention (CDC) – all which have underpinned vital health research initiatives.  

Withdrawal of US federal support for research in SA threatens not only the continuity of research but also the national capacity to address emerging health challenges. 

“The recent announcement of a pause to NIH funding to subawards outside the US represents a direct threat to global research and innovation in medical research,” Ntusi warns.  

As Africa’s leading research-intensive country, SA has led the development of innovations in HIV, TB, and other infectious diseases that impact infants and children.  

In addition, the country has made fundamental contributions to discovery and non-communicable diseases research, with the evidence garnered impacting clinical care and people management the world over.  

“Over many years, South African clinical research scientists have contributed immensely to the improvement of health outcomes of infants and people living with HIV, TB, and non-communicable diseases, changing global clinical guidance,” affirms Ntusi.  

“South African science has changed global policy, guidelines, and management, and has improved the health outcomes for the most challenging public health challenges of this century.” 

NIH has funded 814 direct awards and 450 subawards to South African investigators, in addition to collaborative research through network funding of the HIV Vaccine Trials Network (HVTN), AIDS Clinical Trials Group (ACTG), International Maternal Pediatric Adolescent AIDS Clinical Trials (IMPAACT), and HIV Prevention Trials Network (HPTN) to a conservative value of USD$120 million per annum for the last 10 years.  

“There has been a logarithmic increase in funding since 2005 as SA has become an integral country contributing to Phase 3 prevention and treatment trials, including pivotal COVID-19 vaccine trials,” Ntusi informs us. 

IMMEDIATE RESPONSE

As the custodian of health research in SA, SAMRC responded immediately to the US funding withdrawal by using its convening power to bring all research-active institutions together to ensure a coordinated national response, as well as conducting a landscape survey to understand the number of grants, staff, researchers, and students who would be affected.  

SAMRC also led the fundraising efforts to provide emergency support for the national health research ecosystem from the SA government and key partners like the Gates Foundation and Wellcome Trust.  

In the short term, SAMRC had five key priorities, namely the need to:   

• 1. Provide the much-needed support to established research groups working in national priority areas to enable them to pivot to other sources of funding. 
• 2. Support early- and mid-career scientists who have greater exposure and vulnerability from these funding withdrawals. 
• 3. Maintain key research and clinical trials infrastructure. 
• 4. Enable postgraduate student and postdoctoral fellows to complete their research training, which has been disrupted by the termination of research grants. 
• 5. Support research groups undertaking interventional studies to terminate these ethically and provide resources for the follow-up of study participants. 

“In the past few weeks, we have disbursed nearly ZAR400 million to about 80 research groups that were adversely affected by these withdrawals,” acclaims Ntusi. 

THREE KEY PRIORITIES

Given the withdrawal of US funding, SAMRC’s first priority for the coming year is to diversity its sources of funding by ensuring the South African government understands the value proposition of health research being fundamental to human capacity development and economic growth.  

“The investment from our government is key to enable support from others. Aligned to this, I am in the process of establishing an SAMRC Foundation, with the goal of building a large endowment to support health research in sub-Saharan Africa,” Ntusi reveals. 

SAMRC’s second priority is to continue to think deeply about the culture of the organisation and strive for continuous improvement through defining its core values, prioritising leadership that models desired behaviours, and actively listening to employee feedback to understand needs and drive action.  

To achieve these, the organisation needs to consistently prioritise employee well-being, embrace DEI, and ensure open and effective communication and partnerships.  

“Finally, we need to be constantly thinking about how we can dismantle existing asymmetries in global health and use science and our scholarship to contribute to building a more equitable society,” concludes Ntusi.

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LOVING HEARTS, BEAUTIFUL MINDS

The identification, care, and treatment of mental illness have historically been influenced by social and structural stigmas that have contributed to a complex relationship with mental health across the globe.  

For centuries, the realm of mental illness has been hidden from public view, with many sufferers being kept in asylum facilities or cared for in religious settings such as temples.  

In a Singaporean context, the fear of the unknown and notion of hiding mental illness behind closed doors was reflected by the Mental Hospital, which was built in 1928 in a remote part of the country away from any residential or commercial areas.   

“Relative to other hospitals in Singapore, it was first built very far north. The reason for this was very simple – it was a mental hospital,” states A/Prof Daniel Fung, CEO of the Institute of Mental Health (IMH).  

A physical representation of the social stigma in the 1920s, the Mental Hospital was renamed Woodbridge Hospital in 1951, going through subsequent transformations that reflected the changing attitudes around mental illness.  

Woodbridge Hospital later became IMH in 1993 when it moved to the current premises in Hougang which, significantly, is far more integrated into the community, leading to much greater public awareness around the treatment of mental health as a result. 

Fast-forward to today and IMH has worked to transform the realm of mental health care in Singapore, both internally within its 2,000-bed hospital and across the community.  

THE ERA OF RECOGNITION

Recent developments have enabled IMH to progress into people-centric and accessible support, offering a comprehensive range of psychiatric, rehabilitative, and counselling services.   

This wouldn’t be possible without the country’s growing focus on mental health and changing attitudes in the last 20 years.  

“Mental health care in Singapore is in an exciting era; there is a lot more attention, support, and recognition being given,” Fung smiles.  

Indeed, Singapore has implemented a multitude of significant mental health policies in the last two decades – including the Singapore National Mental Health Blueprint in 2007, which evolved into the Community Mental Health Masterplan in 2012 – each giving rise to the National Mental Health and Well-Being Strategy launched two years ago, which was prefaced around having a stepped care model.  

Referred to in Singapore as a tiered system, the strategy acts as a benchmark for global best practices and creates a supportive ecosystem for those with mental health needs.  

It spans from Tier 1, which focuses on promoting general well-being and resilience, to Tier 4, which provides tertiary and quaternary care for severe and complex cases. 

“With the stepped care model, we can better help individuals receive the appropriate services, allowing for better access and affordability and providing a combined mental health blueprint,” Fung elaborates. 

With this in mind, the evolving role of IMH is evermore important as the institution sustains positive mental health support across Singapore. 

EXPANDING CARE TO THE COMMUNITY

Prior to the launch of the National Mental Health and Well-Being Strategy, IMH had started engaging the community as early as 2007 – the same year the Singapore National Mental Health Blueprint was introduced.  

The institution’s community efforts in the subsequent five years included the Early Psychosis Intervention Programme (EPIP), which offered early detection and treatment for individuals with psychosis between the ages of 16 and 40. 

Meanwhile, the Response, Early intervention and Assessment in Community mental health (REACH) initiative and Community Mental Health Team (CMHT) were both launched in 2007 to provide early detection and intervention to those at risk of a mental health condition, whilst supporting those recovering from a mental health condition in the community.  

Today, IMH continues its community-focused approach by building off the cornerstones of the National Mental Health and Well-Being Strategy and the tiered-care model framework, directing its focus on capability-building to equip community partners to support patients in Tiers 1 to 3.  

As a result, IMH can facilitate early interventions and preventative care before significant mental illnesses emerge.  

“As we developed a new tiered-care model, we asked how our care would change. In the past, we used to conduct long-term chronic care that addressed a legacy of patients who were admitted to hospital for a long time,” Fung recalls.  

“If the stepped care model really works, then we will have less of such patients and more who can be treated in community and don’t require hospitalisation. This means our facility will be able to manage acute care a lot better and earlier, which is the kind of transformation that we are trying to achieve.” 

With this in mind, one of the institute’s main priorities is to facilitate greater access to key resources in the community, allowing outreach centres to effectively manage individuals’ needs beyond simple care and management.  

“We strive to ensure people are well maintained within their community and the services they need are affordable,” he continues. 

At the core of this endeavour is IMH’s long-standing partnerships with primary care and community partners in the local area, allowing the institute to train and equip community service providers so they can step up and support those with mild to moderate health needs and disorders.  

These collaborations have seen IMH provide training and resources to general practitioners (GPs) through a range of programmes, including the Graduate Diploma in Mental Health and the Mental Health-GP Partnership Programme, thus greatly increasing mental health capabilities across the community, as well as providing training and capability-building programmes for social service agencies. 

BUILDING VITAL CAPABILITIES

IMH’s key focus going forwards is to increase bed capacity in the long-term whilst ensuring those who require urgent services are able to access help in the short-term.  

“We want to make sure there are no long wait times across all levels of the hospital, whether it be for an emergency, getting an appointment to see a psychiatrist, or as an outpatient in the community,” Fung urges.  

IMH also hopes to expand its research focus to not only cover epidemiological research but also translational, clinical, and implementation research, helping the institute to better understand the state of mental health across the Singaporean population, further advance the identification and treatment of mental health conditions, and shape mental health policies.  

“Our expansion must be undergirded by some sort of evaluation or research; developing an academic clinical programme around mental health is important,” Fung closes.  

In aid of this objective, the institute is carrying out clinically relevant research that will help it better understand the mechanisms underlying various mental disorders and translating these findings into interventions that relieve the suffering of patients with mental illness, whilst also helping to address the real-world challenges faced by them and their families.  

IMH also conducts large-scale, population-based studies to address knowledge gaps and raise awareness on mental health issues amongst Singapore’s general population and policymakers.  

Going forwards, IMH will continue to collaborate with researchers, universities, and educational institutions to provide competency-based training for its support providers, be it doctors, nurses, or allied health professionals.

The post Institute of Mental Health : Loving Hearts, Beautiful Minds appeared first on Healthcare Outlook.

ESEARCHING FOR A HEALTHIER ZAMBIA

Since we last spoke to the Centre for Infectious Disease Research in Zambia (CIDRZ) in 2020, the nation’s healthcare sector has progressed significantly. 

Zambia’s HIV levels, for example, have now achieved epidemic control status, whilst the incidence of tuberculosis (TB) has reduced and case detection has increased, despite Zambia being amongst the 30 highest TB-burdened countries in the world. 

However, the risk of future HIV and TB cases rising again has become more prevalent following recent changes to the US government, as Zambia has been a prior recipient of the US President’s Emergency Plan for AIDS Relief (PEPFAR) and funding from the US Agency for International Development (USAID) for the last 20 years.  

Whilst both funds still exist, their future remains uncertain with ongoing discussion around potential funding cuts.  

CIDRZ is a Zambian non-government, non-profit organisation that works to improve health outcomes through research, service delivery, and training.  

Founded in 2001, the organisation partners with the Zambian Ministry of Health and other stakeholders to address public health priorities with a strong focus on HIV and AIDS, TB, hepatitis, and maternal and child health.  

The organisation is known for implementing evidence-based health programmes, conducting large-scale clinical and operational research, and building local capacity through training and mentorship.  

“CIDRZ combines scientific innovation with practical health solutions to strengthen Zambia’s health systems and improve lives,” introduces Chief Scientific Officer, Dr Monde Muyoyeta.   

With a footprint spanning all 10 provinces of Zambia, CIDRZ continues to collaborate closely with the Zambian Ministry of Health, particularly on the HIV and TB programmes.

Its research is mainly focused on the country’s capital, Lusaka, but has more recently expanded to the Copperbelt Province through the Social Science Research Group (SSRG) and the TB department.

In total, CIDRZ boasts 1,185 dedicated staff working across its programmes and portfolio of  
research projects, which continues to expand having recently added human papillomavirus (HPV) and HIV cure research to its undertakings.  

LOCALLY AND REGIONALLY RELEVANT

As per its mission – to improve access to quality healthcare across Zambia and beyond – CIDRZ conducts both locally and regionally relevant research.  

Through its work, the organisation has been able to identify gaps in Zambia’s healthcare sector and advocate for international research and grant applications as it evolves alongside the government’s wider health agenda. 

“We are now also focused on building our science capacity which will ultimately lead to medicine discoveries,” Muyoyeta discloses. 

This development also resonates with national vaccine manufacturing strategies, medicines, and medical devices.  

With the construction of a new head office in Lusaka completed last year and ongoing plans to modernise its research labs, CIDRZ anticipates continuing to make great strides in the research space. 

“Our wonderful new head office has brought the whole team together under one roof. Having our own headquarters is strategically important, particularly in terms of sustainability,” she reflects. 

The new facility will capacitate the organisation’s basic science infrastructure and allow it to be competitive in both the basic and translational scientific research spaces, as it will have capacity to support bigger projects.  

INVESTING IN THE FUTURE

CIDRZ’s commitment to advancing public health research in Africa is strongly reflected in its postgraduate training initiatives, namely its PhD Fellowship and MSc by Research Studentship.  

Under the second phase of the Developing Excellence in Leadership, Training, and Science in Africa (DELTAS Africa) initiative, meanwhile, which is supported by Wellcome Trust via the Science for Africa Foundation, CIDRZ currently provides training and mentorship to one mid-career investigator, two postdoctoral fellows, four PhD candidates, and seven MSc students. 

Beyond DELTAS Africa, the organisation’s education portfolio includes partnerships with other funding bodies such as the Schlumberger Foundation, which supports African women in research.  

“So far, we’ve successfully trained three women at PhD level through this funding mechanism,” Muyoyeta prides.  

In addition, the organisation’s collaboration with the Integrated Networks of Scholars in Global Health Research Training (INSIGHT) programme currently funds one postdoctoral fellow.   

Elsewhere, CIDRZ’s flagship training programme, led by CIDRZ faculty members and visiting university mentors, seeks to build Zambia’s future health leaders through hands-on, high-impact field work and research. 

“At the heart of sustainable health systems lies the capacity of local professionals,” she explains.  

Through the programme, guided by industry professionals with over two decades of experience, CIDRZ delivers structured mentorship and real-world learning across clinical research, implementation science, public health, and data analytics.  

“The training programme supports students, early-career scientists, and public sector professionals through fellowships, internships, and targeted skills-building workshops, with alumni now serving in leadership roles across government, academia, and international health organisations,” Muyoyeta adds.  

Strategic investment in CIDRZ’s training platform directly fuels a pipeline of well-equipped professionals driving innovation in healthcare and research – not only in Zambia but across the region.  

“Supporting this programme is not just a commitment to education – it’s an investment in health equity and Africa’s scientific future.” 

DIGITAL DEVELOPMENTS

Digitalisation and the presence of digital solutions have grown tremendously across CIDRZ in recent years, improving its access, efficiency, and impact across the healthcare sector.  

“Digitalisation has increased our reach to rural populations, reduced paperwork, and improved real-time data accuracy by empowering users with decision support tools,” Muyoyeta tells us.  

In addition, CIDRZ’s data centre is complete with the latest technologies, with various applications like enterprise resource planning (ERP), human resources management, and data collection tools like DHIS2, REDCap, and ODK for projects with cloud-based applications, providing users and partners with access to real-time data and reports.  

CIDRZ has also implemented various mobile health applications such as SMS campaigns and field data collection, which utilise mobile phones and tablets to allow health workers to gather data on mobile devices in the field, online, or offline.  

The organisation currently has various applications for digital mapping, alongside dashboards for integration and tracking project management activities to provide efficient and real-time reporting.  

CIDRZ’s ICT department has developed various in-house applications with internal software development which includes lab, fleet, procurement, and retirement management systems. 

POISED FOR A BRIGHT FUTURE

Supporting advanced diagnostics, disease surveillance, and cutting-edge science, the CIDRZ Central Laboratory is accredited by the Southern African Development Community Accreditation Service (SADCAS).  

“The lab plays a vital role in infectious disease monitoring, including HIV, TB, COVID-19, and emerging pathogens whilst serving as a trusted partner to the Zambian Ministry of Health and global research institutions,” Muyoyeta confirms.  

Beyond diagnostics, CIDRZ is expanding its basic science portfolio to deepen understanding of disease mechanisms, host immunity, and antimicrobial resistance.  

With dedicated bioinformatics capacity, biobanking infrastructure, and a team of expert scientists, CIDRZ is uniquely positioned to contribute to global health breakthroughs from an African perspective.  

“Investment in this space will accelerate locally-driven innovation, foster regional leadership, and ensure timely response to future public health threats,” she emphasises. 

Going forwards, another of CIDRZ’s key priorities is to grow the next generation of Zambian and African research leaders.  

“We aim to be a recognised centre of excellence for research in Zambia and beyond, with a fully-fledged R&D programme contributing to local and regional aspirations for developing vaccines, medicines, and medical devices,” she passionately concludes. 

The post Centre for Infectious Disease Research in Zambia : Researching for a Healthier Zambia appeared first on Healthcare Outlook.

A HUB OF CLINICAL EXCELLENCE

Access to equitable healthcare in South Africa (SA) has not always been a smooth process, tied up in geopolitical and socioeconomic challenges that have created significant barriers.  

“Reflecting on the past 31 years since the inception of our democracy, I recognise that as a citizen and a health worker, my access to specific healthcare facilities was hindered by the colour of my skin,” opens Gladys Bogoshi, CEO of Charlotte Maxeke Johannesburg Academic Hospital (CMJAH), which is amongst the top 10 central hospitals in SA.  

And yet, the country’s healthcare system has made noticeable improvements in recent years, granted by the construction of new health infrastructure, modernisation, and implementation of free healthcare for children under five years of age, pregnant women, and pensioners who have increased access to services closer to home. 

“I commend the advancements made in ensuring all facilities are accessible to everyone, regardless of race, religion, or other distinguishing factors,” she adds.  

Although certain historical challenges remain, SA is ready to embrace the positive changes garnered from the signing of the National Health Insurance Bill signed in May 2024, which promises to promote fair and accessible healthcare for all South Africans.

THE FOREFRONT OF SOUTH AFRICAN HEALTHCARE

One of SA’s leading medical facilities, CMJAH functions as the primary teaching hospital for the University of the Witwatersrand (Wits University) in Johannesburg, supporting both undergraduate and postgraduate education and collaborating with other domestic and international health training institutions.  

The hospital additionally serves an estimated population of approximately six million residents   within the Gauteng Province and receives referrals from various other areas, such as the Southern African Development Community (SADC).  

Indeed, CMJAH acts as a referral hospital serving 14 other facilities across various categories and provides all tertiary and quaternary services. The institution is also proud to be the country’s sole provider of complex services at an exceptional standard, including liver transplants conducted in partnership with a private hospital.  

CMJAH employs approximately 5,500 team members and operates with a budget of ZAR4.2 billion, possessing functional beds across 1,068 different disciplines. 

“The staff and broader healthcare team demonstrate an unwavering commitment to serving the public, ensuring patients, families, and community members feel heard, respected, and genuinely valued,” Bogoshi prides. 

This dedication is reflected in the hospital’s culture of inclusivity, where feedback is actively sought and translated into tangible improvements to service delivery.  

“There is a palpable enthusiasm for innovation, driven by a shared vision of continuously enhancing quality of care, optimising processes, and increasing operational efficiencies,” she adds.  

Indeed, CMJAH prides itself on being a hub of clinical excellence, home to numerous internationally recognised specialists whose expertise is acknowledged through research publications in leading peer-reviewed journals.  

This strong academic foundation is complemented by a forward-looking approach that actively embraces cutting-edge health technologies – from advanced diagnostic tools to digital health solutions – ensuring patient care remains both evidence-based and at the forefront of global medical practice. 

PIONEERING HEART PROCEDURES

CMJAH is further distinguished by its ability to pioneer world-class medical care, most pointedly demonstrated by the fact it was the first health facility in Gauteng Province to successfully introduce MitraClip implants to repair leaking heart valves.  

“One of the procedure’s primary benefits is its significantly shorter recovery times, often just one or two days after the surgery, making it a game-changer for elderly or high-risk mitral regurgitation (MR) patients who are not suitable candidates for open-heart surgery,” Bogoshi highlights.     

In patients who suffer from the condition, MR is the backward leakage of blood through the mitral valve occurring each time the left ventricle of the heart contracts. 

“A leaking mitral valve allows blood to flow in two directions during contraction. Some blood flows from the left ventricle through the aortic valve, as it should, whilst some flows back into the left atrium, which it shouldn’t. This leakage can increase blood volume and pressure in the left atrium and raise pressure in the veins from the lungs to the heart, known as pulmonary veins,” she explains.  

The MitraClip device is a small clip inserted through a catheter that helps the mitral valve close properly, restoring normal blood flow through the heart.  

The revolutionary implant procedure was first performed by CMJAH in February this year on three state-funded patients, representing a significant advancement in minimally invasive heart valve therapy, which is now available to both public and private patients across Gauteng Province. 

Going forwards, a decision was made to carry out these procedures in a controlled academic hospital setting. This considerably differentiates the surgery as it ensures all cases are documented in a national registry, enabling the monitoring of long-term outcomes and supporting structural heart disease treatment in SA.  

Available through academic hospitals, the pioneering procedure is poised to transform the MR treatment landscape across the country. 

NEXT-GENERATION INVESTMENTS

CMJAH is currently going through a significant revitalisation programme aimed at upgrading its facilities and enhancing overall patient performance.  

“In line with our commitment to excellence, the institution has launched an ambitious modernisation programme, investing heavily in advanced medical technology to improve diagnostic accuracy, treatment precision, and overall clinical outcomes,” Bogoshi states.  

This includes the refurbishment of wards and outpatient department areas which were initially commissioned in 1978, ensuring that they are not only functional and efficient but also welcoming, comfortable, and conducive to healing. 

Major progress has additionally been made through the installation and upgrading of state-of-the-art equipment, including magnetic resonance imaging (MRI) and computed tomography (CT) scanners, angiography suites, catheterisation labs, linear accelerators, brachytherapy devices, and mammography units. 

These investments, totalling more than ZAR600 million over the past three years, demonstrate the institution’s commitment to staying at the forefront of healthcare innovation, providing patients with access to a high level of technology and expertise on par with that of leading global medical centres. 

The hospital has also implemented WIB Group’s state-of-the-art Integrated Patient Queue Management System (IPQMS) at its paediatric pharmacy, meaning patients will no longer have to wait in long lines to receive their medication.  

CMJAH is the second facility in the Gauteng province to implement the system, and since its initial roll-out in November 2024, IPQMS has already served 715 patients, demonstrating its potential to enhance service delivery. 

The system streamlines the check-in process to ensure better efficiency, deliver accurate patient records, track service turnaround times, and aid effective staff scheduling by identifying busy periods.   

Therefore, IPQMS solves South African public healthcare facilities’ most pressing challenges, including extended waiting times that hinder hospitals’ ability to respond efficiently to high demand.  

“This innovative system is an important step towards modernising the public health system, improving patient experiences, and shortening wait times at facilities across the Gauteng Province.”   

Another key milestone for the hospital is the restoration of a department that was severely damaged by a fire in April 2021. Repairs are already well underway, with the project scheduled for completion next year.  

“This restoration will not only return the affected space to full functionality but also provide an opportunity to rebuild it to modern standards,” Bogoshi comments.

A HUB FOR RESEARCH AND INNOVATION

CMJAH has grown to become a dynamic centre for research, innovation, and academic collaboration.  

One of the key teaching hospitals affiliated with Wits University, it occupies a unique position at the intersection of patient care, medical education, and scientific advancement. 

“Research findings are not kept in academic silos – they feed directly into clinical practice. As an academic hospital, CMJAH ensures that medical students, nurses, and therapeutic service health professionals are exposed to a culture of inquiry.  

“Many projects originate from postgraduate research, meaning that the next generation of healthcare workers is trained not only to deliver care but also question, evaluate, and improve it,” Bogoshi elaborates.  

In essence, CMJAH’s research portfolio reflects a patient-centred, data-driven, and socially responsible approach. Its work bridges high-level academic inquiry and on-the-ground clinical application, ensuring innovation is not an abstract concept but a daily practice that saves lives.   

The facility has a vibrant multidisciplinary research committee that hosts an annual research symposium and has also seen an increase in the number of PhDs undertaken. 

Hospitals across the Gauteng Province have more broadly demonstrated their commitment to excellence in healthcare delivery by dominating the Public Sector Innovator of the Year category at the National Batho Pele and Innovation Awards (NBP&IA) held in November 2024. 

In a remarkable achievement, all top three positions in the category were secured by facilities from the Gauteng Department of Health. 

CMJAH claimed second place with its Physiotherapy Peer Review project, which aims to improve the efficiency of physiotherapy services and has introduced standard operating procedures and enhanced communication across facilities. 

INFORMING THE PUBLIC

CMJAH’s dedicated staff members actively participate in outreach programmes, working closely with the hospital and collaborating with primary healthcare providers to promote health education and awareness within the community.  

These initiatives not only strengthen links between the hospital and surrounding clinics but also empower community members with the knowledge to make informed health decisions. 

CMJAH also leverages both formal and social media platforms to address pressing health-related issues, share credible medical information, and engage with the public on prevention, treatment, and wellness procedures.  

“Strategic collaborations, such as our partnership with Cricket South Africa to raise awareness about breast cancer, amplify our health promotion efforts by combining medical expertise with high-profile advocacy,” Bogoshi insights.  

Additionally, the hospital celebrates key events in the national and global health calendar, using these occasions to increase public engagement, raise awareness of important topics, and encourage proactive healthcare behaviours.  

CMJAH also invests in inspiring the next generation of healthcare professionals; through the institution’s open days, learners are invited to explore various careers in the healthcare sector, gain exposure to the hospital environment, and participate in job-shadowing opportunities.  

“These initiatives not only foster career interest but also help cultivate a deeper understanding of the vital role healthcare workers play in society,” she closes.   

Looking to the coming year, CMJAH is continuing its hospital restoration efforts, rehabilitating areas affected by prior structural damage. This includes upgrades to wards, outpatient areas, and specialised clinical spaces, ensuring they meet current healthcare standards and patient needs. 

The post Charlotte Maxeke Johannesburg Academic Hospital appeared first on Healthcare Outlook.

HUMAN-FIRST HEALTHCARE

At the forefront of orthopaedic technologies, Proteor has more than 110 years’ experience in developing innovative prostheses, orthoses, orthopaedic components, and application software. 

With a mission to create and provide solutions for people who want to increase their independence and well-being, the company has been driven by a single goal since its inception – improving the lives of users. 

Based in Dijon, France, Proteor was founded by the Pierron family, who are still the majority shareholders as of today. In 2020, leading French financial investors, ARDIAN Growth and BNP Paribas Développement, teamed up with the company to accelerate international expansion. 

The company boasts R&D laboratories that constantly produce new innovations whilst improving existing components, cementing it with a powerful global presence. 

Specifically, Proteor develops two primary activities, the first being custom-made orthopaedic fittings for patients through a network of fitting centres established in close proximity to hospitals, clinics, and rehabilitation centres, allowing patients easy access to such amenities. 

The second consists of designing, manufacturing, and selling components for prosthesis, limb orthosis, and spinal orthosis for professionals in the orthopaedic field. 

The company collaborates closely with users, healthcare professionals, and university researchers to create industry-leading and top-of-the-line prostheses. Equally, it is inspired by the achievements of its patients and works to offer a diverse range of advanced technologies designed for maximum mobility, adaptability, and durability. 

With the recognition that every user is different in their experiences and needs, Proteor ensures its solutions adapt to individual life goals and expectations. 

AT THE FOREFRONT OF ORTHOPAEDIC TECHNOLOGY

Proteor’s goal of improving users’ daily lives is shared by its dedicated team members, who are motivated by a strong sense of commitment. 

This energy and innovation are channelled into three fields of interconnected activity in which the company devises and develops the products and services of tomorrow. 

The first field of activity is Proteor Digital Suite – a high-tech suite of interlinked orthopaedic tools developed to help professionals digitise body shapes and use the data to create medical devices. 

The company’s components for orthopaedics – its second field of activity – is where it manufactures and sells components and materials to orthopaedic professionals in more than 60 countries globally via its international subsidiaries or agreements with local partners. 

As a pioneering innovator in the sector, Proteor has developed mastery in the key areas necessary for orthopaedics, including biomechanics, electronics, hydraulics, carbon composite materials, glass fibre, and 3D printing. 

For its third field of activity, Proteor’s orthopaedic centres network, the company boasts a network of approximately 63 prosthetic and orthotic clinics in France. 

These clinics consist of nearly 500 members of staff across 60 centres, all of whom apply their vast expertise and experience to produce functional equipment to support patients’ independence and well-being on a daily basis. 

Equally as significant is Proteor’s assurance of consistent, high-quality manufacturing. 

The company sets only the highest standards and uses top-quality materials to manufacture orthopaedic devices, whilst its manufacturing processes must also satisfy various tests and requirements in order to conform to European industry standards. 

Once the parts have been manufactured, all of Proteor’s equipment is assembled in its central manufacturing facility in Burgundy or within the workshops of its orthopaedic centres. 

INCREASING USERS’ INDEPENDENCE

In order to continue its reputation for providing first-class services and solutions, Proteor abides by its commitments to excellence, satisfaction and trust, service and maintenance, and support. 

The company has achieved ISO 9001 certification for its quality management system and EN ISO 13485 certification for its medical devices, further showcasing its diligence. 

Granted by an official body, this dual certification not only provides evidence of Proteor’s compliance with current medical device regulations but also demonstrates its commitment to long-term user satisfaction and continuous improvement of products and services. 

To ensure consistent support, communication, and help with acceptance and compliance for its patients, the company coordinates initiatives with medical teams, users, and families to ensure the best orthopaedic treatment. In parallel, advice about fitting, hygiene, wearing, and safety is delivered directly by orthotists and prosthetists, alongside websites, dedicated social network pages, and day-long events. 

Proteor also pursues a number of initiatives to protect the environment. Specifically, the company increasingly uses materials that are lighter, less toxic, and more easily recycled or reused, transforming the way in which it packages components to prioritise cardboard solutions.  

In parallel to the selective sorting of recyclable waste at its industrial facilities, Proteor has implemented recycling and waste recovery measures to process the plastic offcuts generated and contribute meaningfully to the circular economy. 

The company has seen a 30 percent reduction in waste weight over the past decade, showcasing how effective its efforts have proven to be and its embrace of sustainable practices. 

PUSHING THE BOUNDARIES

Proteor offers various solutions uniquely individualised for each user and their distinctive needs. These solutions include products to assist with scoliosis, amputation, plagiocephaly, trauma, knee osteoarthritis, and multiple disabilities. 

For scoliosis, the company produces a fully customised and therapeutic orthopaedic brace moulded to the body and designed to counter the existing deformation, allowing for balanced spinal growth. 

Despite there being different types of scoliosis braces, each one is specifically designed and tailored to the medical prescription, weight, height, and spinal column deformation of the individual user. 

To aid those who have undergone an amputation, Proteor manufactures both lower and upper limb prostheses. Lower limb prostheses allow users to walk and rediscover their independence, whilst upper limb prostheses enhance an amputee’s physical appearance and functional performance. 

The prostheses are custom-made through precisely assembling the liner, socket, knee, foot, and cosmetic cover. 

Plagiocephaly, also known as flat head syndrome, commonly affects babies. Proteor helps infants and their families by developing fully customised plagiocephaly helmets that remodel the shape of the skull by changing the distribution of pressure when the baby lies on its back. 

The company proposes the Kinoo solution, which is more than just a helmet, but an overall strategy for managing the condition. It works with a multidisciplinary team to redesign all stages of corrective helmet therapy, whilst ensuring the well-being of the baby is paramount. 

To assist those who have undergone trauma, Proteor creates orthosis – a common treatment prescribed as a supplement to surgery. It provides replacement support in the event of a loss of function or compensates for a disability or osteoarticular, muscular, or neurological deficiency. 

Orthoses can be custom-made or off-the-shelf and worn on different parts of the body to reduce pain, assist with a motor deficiency, correct a deformation, or facilitate movement. 

There are many types of braces for knee osteoarthritis; however, Proteor utilises custom-made ones designed for each user’s specifications. 

The Odra knee brace, developed by the company, combines distraction and rotation to reduce the pressure on the medial compartment of the knee, thus speedily and durably alleviating the pain experienced by the wearer. It is lightweight, unobtrusive, and less restrictive than other options. 

For those with multiple disabilities, Proteor produces a range of orthopaedic equipment allowing users to preserve an orthopaedic posture and maintain a seated, standing, or lying position whilst ensuring high levels of comfort and preventing pressure sores. 

These solutions accommodate factors inherent to the patient and are fitted by a qualified and accredited orthotist. 

With vast offerings to assist in its mission of improving users’ daily lives, Proteor is well on its way to continuing its international prestige as a world-class provider of orthopaedic technologies. 

The company proudly believes in the power of collective effort to achieve incredible outcomes, pushing the boundaries of what’s possible. 

The post Proteor : Human-First Healthcare appeared first on Healthcare Outlook.

COMMITTED TO COMBATTING CARDIAC CONDITIONS

Playing a vital role in the nation’s health, the Uganda Heart Institute (UHI) was established in 1988 and is currently a super-specialised leading provider of cardiovascular services and the only national referral facility for heart diseases in Uganda. 

Operating as an autonomous body, mandated by the UHI Act of 2016 to manage and coordinate the country’s efforts in addressing cardiovascular diseases (CVDs), it is overseen by a Board of Directors responsible for carrying out the functions assigned by the act. 

“Our vision is to be a global centre of excellence in the provision of cardiovascular care, and our mission is to provide preventive, promotive, and clinical services and conduct research and training in the relevant science,” introduces Dr John Omagino, Executive Director.  

UHI has attained the technical capacity to offer a complete range of cardiac services comparable to any centre of excellence in the world. This is for both children and adults, comprising diagnostic, non-invasive, and invasive procedures, intensive care and coronary care services, diagnostic and interventional cardiac catheterisation services, and open heart surgery. 

Given the necessary operational adequate funding, UHI can comprehensively handle 95 percent of adult cases, including valve and coronary bypass surgery, plus 85 percent of paediatric cases. 

Additionally, it can ably teach and train cardiac super-specialists in the cardiac super speciality and conduct high-calibre research to ensure quality care and generate the necessary data to guide policy, reducing the percentage of people being referred abroad to less than five percent. 

“We serve a diverse and growing base of over 25,000 patients annually, drawn from all regions of Uganda and neighbouring countries,” Omagino explains. 

UHI currently has a committed team of over 300 staff members, including cardiac critical care, adult and paediatric cardiology, cardiothoracic surgery, cardiac anaesthesia, cardiac nursing, allied and therapeutic professionals, and corporate staff, all working collaboratively to provide world-class cardiovascular care. 

ADVANCEMENTS IN RHEUMATIC HEART DISEASE MANAGEMENT

UHI is internationally recognised for its pioneering research on rheumatic heart disease (RHD), a major public health burden in sub-Saharan Africa. It leads several regional and global RHD studies and has contributed to key policy documents that guide prevention and management. 

“Our work includes school-based screening programmes, echocardiographic surveillance, and clinical trials on penicillin prophylaxis and surgical outcomes. We also engage in advocacy and health education to raise awareness and reduce the stigma associated with RHD in schools and communities,” Omagino imparts. 

Moreover, as a key partner in the Pan-African Society of Cardiology (PASCAR) and RHD Action networks, UHI contributes to the global goal of eradicating the disease by 2030. 

Populations affected by RHD are at an increased risk of developing various cardiovascular issues, highlighting the need for early intervention. It’s equally important to note that Uganda is enhancing its capacity to address these challenges. 

“This is an exciting time to work in the cardiovascular health space in Uganda. The burden of CVDs is rising rapidly, but so is our national capacity to respond. 

“We are seeing stronger government commitment, greater public awareness, and more investment in health infrastructure. Most notably, the construction of our new 250-bed, super-specialised heart hospital in Naguru will be a game-changer for cardiac care in Uganda,” he states emphatically. 

UHI is also expanding regional heart centres, regional surgical camps, training programmes, and research collaborations that position Uganda as a leader in Africa. 

Of course, challenges remain, particularly in terms of limited specialised personnel and access for underserved populations, but meaningful progress is being made. 

“I find this sector incredibly fulfilling because it allows us to save lives, build capacity, and contribute to national development. For young professionals and innovators, this is a powerful space to be in. The potential to make an impact is real, and the future of cardiovascular care in Uganda is bright,” Omagino enthuses. 

DECENTRALISED HEART CARE REACHING EVERY CORNER OF UGANDA

UHI plays a national coordinating role in Uganda’s national cardiovascular health response, working closely with the Ministry of Health and regional referral hospitals to strengthen the decentralisation of cardiovascular services through outreach programmes, local closed heart surgical camps, and capacity building. 

CVDs are a major public health challenge in Uganda, contributing significantly to non-communicable disease mortality. To address this, UHI is establishing 16 regional heart centres to decentralise specialised cardiac care, reduce patient travel burdens, and improve early diagnosis and treatment. 

“Phase One is already underway in Mbarara, Hoima, Gulu, Jinja, and Lira, selected and based on key factors such as land availability, proximity to medical institutions, and strategic national importance,” Omagino urges. 

Whilst these centres take shape, UHI continues to conduct quarterly outreach visits across all 16 regions, offering screenings, minor procedures, patient treatment and post-surgery follow-up appointments, and training for local healthcare workers. 

Furthermore, a new state-of-the-art cardiac facility currently under construction in Naguru will expand access to advanced cardiovascular care and reduce the need for referrals abroad. 

“It will more than triple our cardiac surgical capacity from 300 to approximately 1,000 open heart surgeries annually, plus 8,000 to 9,000 interventional cardiology procedures in the two catheterisation labs (cath labs), allowing us to clear backlogs and treat more patients locally. 

“This directly reduces the number of high-cost referrals abroad, saving the government and families millions of dollars per year. It will also enable us to increase our training and research capacity; we will build a self-sustaining ecosystem for cardiovascular excellence in Uganda,” Omagino promises. 

FELLOWSHIP AND TRAINING FOR SPECIALIST CARDIAC CARE

UHI is steadily positioning itself as a destination for medical tourism in cardiovascular care by providing affordable, high-quality services that meet international standards. It has successfully treated patients from South Sudan, Rwanda, Burundi, the Democratic Republic of the Congo (DRC), and beyond the region. 

“With our team of highly skilled specialists and state-of-the-art interventions, patients are increasingly choosing UHI as a preferred alternative to expensive overseas referrals. Our vision is to become a regional referral hub for complex cardiovascular procedures,” Omagino reveals.   

The, UHI began its in-house training programme in 2010 with three paediatric and adult cardiology fellows. Accredited by the Uganda Medical and Dental Practitioners Council, it has evolved into a comprehensive training hub, producing over 70 specialists across various cardiac disciplines. 

In April 2021, UHI held its inaugural graduation ceremony, celebrating 49 fellows trained in multiple cardiac specialities. Its impact now extends beyond Uganda’s borders, having trained medical professionals from countries including the DRC, Liberia, and Somalia.   

“We currently offer seven accredited fellowship programmes which include adult cardiology, paediatric cardiology, cardiac surgery, cardiac anaesthesia, cardiac critical care, cardiac nursing, and catheterisation technology. The programmes emphasise clinical excellence, research, mentorship, and leadership in cardiovascular health.  

 “Previously, specialised training required international travel at a cost of over USD$100,000 per trainee. We deliver comparable, high-quality training locally at just a quarter of that amount, significantly increasing accessibility and sustainability, whilst strengthening Uganda’s national health system and regional capacity,” Omagino closes earnestly. 

This approach not only benefits patients locally but also presents an opportunity as the UHI model of establishing a high-quality tertiary centre within a resource-constrained setting, and with government support, can be exported to developing nations. 

UHI’S NEW HOME

The construction and equipping of UHI’s state-of-the-art hospital in Naguru is a flagship national project aiming to transform cardiovascular care in Uganda. 

The increasing prevalence of CVDs highlights the urgent need for a dedicated, modern cardiac facility. Considering this, the government has secured USD$70 million in financing for the hospital from the Arab Bank for Economic Development in Africa (BADEA), OPEC Fund for International Development, and Saudi Fund for Development (SFD) to support the construction of a 250-bed hospital. 

The cardiac facility is being built on 10 acres and the first phase will comprise a modern complex of three main blocks – clinical, administration, and accommodation. It will house three cardiac operating theatres, two cath labs, and a 40-bed cardiac intensive care unit (ICU), all designed to support high-volume, high-quality specialised care. 

UGANDA HEART INSTITUTE PARTNER

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