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Uniting care and innovation in the fight against cancer in Kenya
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A Year of Progress in Public Health Across Africa
COMPANY FEATURE: ACIBADEM HEALTHCARE GROUP
Acibadem Healthcare Group’s 10th Hospital in Istanbul and 24th worldwide!
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Strengthening Global Preparedness: Lessons from the Mpox Resurgence
The resurgence of Mpox has highlighted the urgent need for stronger global preparedness against disease outbreaks. Emerging infectious diseases like Mpox can spread rapidly in our interconnected world, exposing significant vulnerabilities in public health systemsparticularly in disease surveillance, response coordination, and public education.
Investing in several key areas is essential to better prepare for future outbreaks. Enhancing surveillance capabilities is crucial. Early detection enables faster responses, helping to contain outbreaks before they become widespread. Integrated and coordinated surveillance systems across borders are necessary to ensure that information flows quickly and efficiently, allowing global health authorities to act swiftly.
Vaccination strategies must also be strengthened. While smallpox vaccines proved effective against Mpox, issues with access and distribution were evident. Developing and stockpiling vaccines for known and emerging pathogens can provide a critical defence, especially in regions with limited healthcare infrastructure.
Public awareness and education are equally vital. Misinformation and lack of awareness during outbreaks can lead to delays in diagnosis and treatment. Clear, accurate, and timely communication from health authorities can empower communities to take preventive measures and reduce the stigma associated with infectious diseases. Emphasizing public education helps inform and involve communities in the fight against disease outbreaks.
Finally, a coordinated global response is essential. The Mpox outbreak demonstrates that
no country is immune to the spread of infectious diseases. Collaborative efforts, including resource sharing, research, and international agreements on outbreak response, are vital for building resilience against future pandemics.
As we seek to strengthen healthcare systems, I invite you to explore the latest edition of Healthcare Middle East & Africa magazine, which spotlights hospitals across Africa and the progress they’ve made in bridging the healthcare delivery gap. This issue features insights from Bomu Hospitals in Kenya to Medlands Hospital in Zambia, as well as the latest WHO report on disease control and management in Africa.
Enjoy the read!
Alphonse Okoth Senior Editor, FW Africa
NEWS UPDATES
ACQUISITION
Eli Lilly to acquire Morphic Holding for US$3.2B
USA — Eli Lilly and Company has signed a definitive agreement to acquire Morphic Holding, Inc., a biopharmaceutical company that develops oral integrin therapies for treating serious chronic diseases.
Under this deal, Eli Lilly has agreed to buy Morphic Holding for US$3.2 billion in cash, beefing up its inflammatory bowel disease (IBD) drug portfolio and expanding its multi-billion-dollar market.
INVESTMENTS
This transaction will see Lilly acquire all outstanding shares of Morphic for a cash purchase price of US$57 per share, totaling approximately US$3.2 billion, payable at closing.
Through this deal, Lilly will acquire Morphic’s lead program, MORF-057, designed for treating inflammatory bowel disease (IBD), which is being evaluated in two Phase 2 studies in ulcerative colitis and one Phase 2 study in Crohn’s disease.
Furthermore, Morphic is developing a preclinical pipeline of other molecules to treat autoimmune diseases, pulmonary hypertensive diseases, fibrotic diseases, and cancer.
Last year, the U.S. Food and Drug Administration approved Lilly’s Omvoh for treating adults with moderate-tosevere active ulcerative colitis.
This drug is among Lilly’s potential
growth drivers for this decade, alongside its diabetes and obesity drugs, Mounjaro and Zepbound.
Other drugmakers, such as AbbVie Inc., Pfizer, and Johnson & Johnson, are also competing for a share of the multibillion-dollar bowel disease market.
THROUGH THIS DEAL, LILLY WILL ACQUIRE MORPHIC’S LEAD PROGRAM, MORF057, DESIGNED FOR TREATING
INFLAMMATORY BOWEL DISEASE (IBD)
Sanofi invests US$435M to expand Hyderabad Global Capability Center
INDIA — French drugmaker Sanofi has announced plans to invest €400 million (US$435 million) over the next six years to expand its global capability center (GCC) in Hyderabad through its Sanofi Healthcare India Pvt Ltd arm.
The initial tranche of €100 million (US108 million) will be invested by the end of 2025. Sanofi plans to use it over the next year to more than double the headcount at the Hyderabad GCC to 2,600 employees from the current 1,000.
This will make the center the largest of Sanofi’s four hubs globally. The new Hyderabad hub is expected to spread over six floors and around 26012.85 square metres at RMZ Spire in Hitech City, already the largest among Sanofi’s network of four GCCs.
The Hyderabad GCC in India will help the company bring some
outsourced functions in-house, giving it more control over critical operations like manufacturing, commercial, and R&D. It will also support Sanofi’s global operations, including commercial, manufacturing, supply chain, research and development (R&D), and digitalization.
The Hyderabad GCC gained
significance as Sanofi undertook a massive review to centralize and simplify global operations, thus allowing the company to redirect resources towards more successful therapeutic areas such as immunology.
The other GCCs are located in Budapest, with around 900 employees, and in Kuala Lumpur and Bogota, each with 250 employees.
PARTNERSHIP
STADA, ADCAN Pharma partners to boost UAE pharmaceutical market
UAE — European pharmaceutical company STADA and Abu Dhabi-based ADCAN Pharma have announced a strategic agreement to expand patient access to high-quality medicines in the United Arab Emirates.
This collaboration combines ADCAN’s extensive product development and testing capabilities and local security of supply with STADA’s regional market expertise and strong promotional capabilities across pharmacies, clinics,
HOSPITALS
polyclinics, and hospitals in the Middle East and North Africa (MENA) region.
In the initial phase of the collaboration, which is effective immediately, STADA will exclusively market and commercialize in the UAE a portfolio of 15 high-quality consumer healthcare products produced and supplied by ADCAN.
These include registered skincare and first-aid products such as Dr. Wound Gel and Silvano Spray and several products currently under regulatory review.
These products span various therapeutic categories, including allergy, pain relief, sexual health, vitamins, minerals, and supplements.
The agreement also includes two injectable analgesic formulations that are currently pending regulatory approval in the UAE.
Cleveland Clinic Abu Dhabi becomes UAE’s leading AI-assisted colonoscopy Center
UAE — Cleveland Clinic Abu Dhabi, a member of the M42 group, has become the first UAE hospital to incorporate cutting-edge AI-assisted colonoscopy technology into its medical operations.
Since January 2024, the hospital’s Colorectal Cancer Screening Program has used six AI-assisted colonoscopy devices to serve over 2,000 patients, demonstrating its dedication to innovative diagnostic techniques.
This AI technology has helped clinicians detect and diagnose colorectal diseases with unparalleled accuracy and efficiency.
The hospital’s AI technology performs real-time analysis during colonoscopies, detecting polyps and other abnormalities that the human eye may miss. This allows for prompt
interventions and personalized treatment programs customized to each patient’s specific needs.
An AI-assisted colonoscopy offers considerable advantages in colorectal cancer screening. It optimizes the screening process by analyzing large amounts of data rapidly and precisely, resulting in faster findings and fewer false positives.
This strategy has reduced unnecessary follow-ups and treatments, lowering patient anxiety and the likelihood of cancer development, thereby improving patient outcomes.
Colorectal cancer remains a major health problem in the UAE, ranking as the most common cancer among men and the third most common among women.
Sun Pharma’s LEQSELVI receives FDA approval for severe alopecia areata
INDIA – Indian drugmaker Sun Pharma announced that the U.S. Food and Drug Administration (FDA) has approved LEQSELVI (deuruxolitinib) 8 mg tablets to treat adults with severe alopecia areata.
This new twice-daily oral medication is a selective inhibitor of Janus Kinases (JAK) JAK1 and JAK2, which are believed to play a crucial role in the pathways leading to hair loss in individuals with severe alopecia areata.
The FDA’s approval is grounded in data from two robust multicenter, randomized, double-blind, placebocontrolled Phase 3 clinical trials, namely THRIVE-AA1 and THRIVE-AA2.
Alopecia areata is an autoimmune disease that affects approximately 700,000 people in the United States, with around 300,000 experiencing severe forms of the condition.
The disease is characterized by a sudden attack by the immune system on hair follicles, which leads to hair loss on the scalp, face, and sometimes other body areas.
The physical, emotional, and financial impacts of alopecia areata extend beyond hair loss, often driving patients to seek self-treatment due to dissatisfaction with the slow progress of existing treatments.
NEWS UPDATES
INVESTMENT
KENYA/UGANDA - The Pharmacy and Poisons Board of Kenya (PPB) and Uganda’s National Drug Authority (NDA) have collaborated to combat the illegal trade of health products, pharmaceutical preparations, medical devices, and equipment.
This collaborative effort, known as Operation African Star, aims to improve
INNOVATION
WHO launches MeDevIS platform to simplify medical device information Kenya, Uganda partner to combat illicit medical products
SWITZERLAND — The World Health Organization (WHO) has introduced MeDevIS (Medical Devices Information System), the first global open-access clearinghouse for information on medical devices.
Over 10,000 medical devices, including pulse oximeters, digital thermometers, single-use syringes, medical masks, diagnostic laboratory tests, electrocardiograms, endoscopes, imaging radiology technologies, hemodialysis units, defibrillators, implantable prostheses, cardiac stents, and complex radiotherapy equipment, are used globally to protect, prevent, diagnose, treat, or rehab health issues.
Its entry is expected to provide a onestop shop of international information that is invaluable for decision-making on life-saving medical technologies, especially in resource-limited settings,
health outcomes by disrupting the illicit trade of these products across Africa and targets violative shipments of health products, which pose significant threats to global public health.
The PPB has recruited various Kenyan agencies, including the Kenya Revenue Authority, Immigration Services, Anti-Narcotics, National
Intelligence Services, Directorate of Criminal Investigations, Kenya Airports Authority, the Post Master General, Communication Authority of Kenya, and the Anti-Counterfeit Authority.
Similarly, the National Drug Authority of Uganda has incorporated the Uganda Revenue Authority, Uganda Civil Aviation Authority, and specialized units of the Uganda Police Force.
The authorities emphasised the threat to the East African Community and public health, stating that safety and efficacy are not guaranteed when health supplies and technologies are purchased outside of the uncontrolled supply chain.
Operation African Star aims to improve health outcomes by collaborating to understand better and stop the illegal trade in health products and assure their safety and efficacy.
to improve access.
This platform replaces paper-based literature searches across multiple publications with non-standard device names, thus simplifying this by referencing the devices into two
international naming systems for medical devices: the European Medical Device Nomenclature (EMDN) and the Global Medical Device Nomenclature (GMDN).
The platform will include 2,301 types of medical devices addressing a wide range of health issues, such as reproductive, maternal, newborn, and child health; non-communicable diseases and infectious diseases
The platform, designed to support governments, regulators, and users, will ease decision-making regarding the selection, procurement, and use of medical devices for diagnostics, testing, and treatment of various health conditions.
MeDevIS will contribute to progress toward universal health coverage and help agencies with health insurance and reimbursement policies for patients.
NEWS UPDATES
Mankind Pharma acquires Bharat Serums for US$1.63B
INDIA — Indian drugmaker Mankind Pharma has announced plans to buy Bharat Serums and Vaccines Limited for about 136.30 billion rupees (US$1.63 billion) in internal accruals, debt, and stock.
This acquisition will give Mankind, the manufacturer of Manforce condoms and one of India’s major pharmaceutical businesses, access to Bharat Serums’ wide product line, particularly those focused on women’s health and reproductive treatments.
In this transaction, Mankind will buy the Navi Mumbai-based firm from Advent International, a US-based private equity group that acquired a majority stake in the biopharma company in 2019.
This transaction is anticipated to be finalized over the next three to four months, after which Bharat Serums will become Mankind’s wholly-owned subsidiary, allowing the company to cement its position as the market leader in the Indian women’s health and fertility category.
Vinod Daftary founded Bharat Serums in 1971, starting with a blood bank and later expanding into injectables for pregnant mothers, eventually growing to include the export of polyclonal sera and establishing a production unit in Thane.
With US FDA and EU-approved facilities in Germany and operating through a wholly-owned subsidiary in the Philippines, Bharat Serums also provides endometriosis products, which impact 109 million women worldwide, including around 25 million in India.
FDA APPROVAL
FDA approves Lilly’s Kisunla for Alzheimer’s treatment
USA — The U.S. Food and Drug Administration (FDA) has approved Kisunla (donanemab-azbt), a n innovative Alzheimer’s treatment developed by Eli Lilly and Company for adults with early symptomatic Alzheimer’s disease (AD).
Kisunla, which is injected once a month, is the first and only amyloid plaque-targeting medication, with
REGULATORY
data supporting the discontinuation of therapy once amyloid plaques are eliminated, resulting in much lower treatment costs and fewer patient infusions.
The approval follows the favorable results of the TRAILBLAZER-ALZ 2 Phase 3 research, which demonstrated that Kisunla benefited the most people in the early stages of the disease.
Eli Lilly has announced the launch of Support Services for Kisunla, a free program designed to help patients navigate their Kisunla therapy by providing coverage determination assistance, care coordination, nurse navigator support, and customized resources.
Lilly intends to donate Kisunla to the Lilly Cares Foundation to qualified Americans, including some Medicare beneficiaries, who meet financial and other eligibility criteria.
PPB issues alert over counterfeit diabetes medication
KENYA – The Pharmacy and Poisons Board of Kenya has issued a public alert regarding counterfeit Ozempic Pens (Semaglutide) that have been mislabeled and are circulating in the market.
This caution comes after INTERPOL issued a warning regarding the falsification of these diabetic treatment devices, raising serious concerns about public health safety.
The counterfeit medicines in question are Apidra Solostar pens (glulisine), which are authorized diabetes drugs that have been mislabeled as Ozempic Pens.
The board explained in its statement that while Ozempic Pens are designed to manage type 1 and type 2 diabetes, they are not registered or authorized for
sale in Kenya. Thus, the board cannot guarantee their safety, quality, or effectiveness.
In response, it has launched an investigation to determine whether these counterfeit Ozempic (semaglutide) Pens are still available in the Kenyan market while urging the public and healthcare professionals to avoid buying, distributing, or administering them.
The Board has also warned the public and healthcare professionals against selling, distributing, wholesaling, retailing, issuing, dispensing, using, or administering the false Ozempic (semaglutide) Pens, as such actions are prohibited and endanger public health and safety.
DISEASE SURVEILLANCE
Kenya issues Mpox outbreak alert
KENYA — The Ministry of Health has issued an urgent notification regarding the Mpox outbreak after detecting a confirmed case from an infected individual who had traveled from Uganda to Rwanda through Kenya at the Taita-Taveta one-stop border post.
This announcement comes shortly after the East African Community (EAC) Secretariat urged its Partner States to enhance public education on the
INVESTMENTS
prevention and control of Monkeypox, now known as Mpox.
In response to this emerging threat, the Kenyan Ministry of Health has issued a public advisory urging individuals to follow key public health measures to mitigate the spread of Mpox.
Additionally, individuals experiencing symptoms of Mpox have been urged to seek medical advice, avoid close contact with others, and visit a nearby health facility for appropriate management.
The public is also advised to avoid close contact with anyone suspected or confirmed to have the disease.
The Ministry is collaborating with County Governments, Port Health Authorities, and other relevant government agencies to enhance surveillance, ensure timely reporting of suspected cases, and disseminate crucial information on preventive measures to
the public.
Through these coordinated efforts, the Ministry aims to contain the outbreak and prevent further spread of Mpox, ensuring the safety and wellbeing of the community.
THE MINISTRY IS COLLABORATING WITH COUNTY GOVERNMENTS, PORT HEALTH AUTHORITIES, AND OTHER RELEVANT GOVERNMENT AGENCIES TO ENHANCE SURVEILLANCE
M.P. Shah Hospital partners with Dr. Choksey Albinism Foundation to support young adults with albinism
KENYA—M.P. Shah Hospital has joined with the Dr. Choksey Albinism Foundation to provide medical support, raise awareness, and foster a more inclusive environment for those with albinism.
This laudable collaboration, led by Dr. Toseef Din, exemplifies the hospital’s unwavering dedication to social responsibility and healthcare inclusion.
M.P. Shah Hospital hopes to design and execute programs that meet the special healthcare requirements of young adults with albinism, providing reassurance and trust in the community.
The partnership between M.P. Shah Hospital and the Dr. Choksey Albinism Foundation is an important step towards tackling the issues that young adults with albinism confront in Kenya. By offering medical assistance and
increasing awareness, the program strives to build a more inclusive society where people with albinism can live and reach their full potential, encouraging hope and optimism in the community.
As M.P. Shah Hospital continues to
set the standard for quality treatment and social responsibility, its cooperation with the Dr. Choksey Albinism Foundation demonstrates its dedication to making a difference in the lives of the people it serves.
NEWS UPDATES
Medtronic recalls nearly 350,000 implantable cardiac devices for risk of reduced shock
USA — Medtronic, a leading medical technology company, has initiated a recall of over 350,000 implantable cardiac devices due to safety concerns about the high-voltage energy supply.
The recall comes after the US Food and Drug Administration (FDA) determined that the devices had the potential delivery of “reduced-energy
DISEASE SURVEILLANCE
shock, or no shock at all,” which could fail to correct life-threatening arrhythmias, leading to cardiac arrest, severe injury, or even death.
The FDA further noted that patients with damaged devices were likely to face additional risks if they underwent surgical procedures to remove and replace faulty implants, which is
classified as Class I, the most severe type.
The recall is expected to affect implanted cardioverter defibrillators (ICDs) and cardiac resynchronization treatment devices (CRT-Ds) delivered between October 2017 and June 2023.
Models affected include Cobalt, Chrome, Claria, Amplia, Compia, Viva, Brava, Visia, Evera, Primo, and Mirro. Devices containing a glass feedthrough component are susceptible to delivering low or no energy when needed due to the inappropriate activation of the short circuit protection feature.
This is not the first time Medtronic has encountered such a problem; the company recalled over 87,000 devices the previous year due to a similar issue with energy delivery.
Ghana battles Dengue fever outbreak in eastern region
GHANA – Ghana has recorded nine cases of Dengue Fever in the Eastern Region, prompting a swift response from health authorities.
The outbreak was identified after unusual clinical malaria cases were detected, which did not respond to antimalarial treatment, leading to further investigation.
In response, entomologists and epidemiologists have joined the regional team to conduct a detailed outbreak
investigation, enhance surveillance, and ensure that all suspected malaria cases undergo laboratory confirmation.
Health workers have also been advised to be vigilant and adhere to the surveillance case definitions for Dengue Fever, which include an acute febrile illness of 2-7 days duration accompanied by symptoms such as headache, retro-orbital pain, myalgia, arthralgia, rash, hemorrhagic manifestations, or leukopenia.
From January 1 to April 28, 13 African countries were known to have ongoing active transmission of the dengue virus, with 32,925 dengue cases recorded, 14,095 confirmed, 1,051 severe cases, and 57 deaths reported.
The WHO has discovered the circulation of three of the four dengue serotypes (DENV-1, DENV-2, and DENV-3) on the African continent. Burkina Faso, Mauritius, and Mali are
the current priority nations in terms of dengue burden.
Ghana’s health authorities have established a national emergency operation center and disseminated alerts to all regions and districts for enhanced surveillance.
THE WHO HAS DISCOVERED THE CIRCULATION OF THREE OF THE FOUR DENGUE
SEROTYPES
(DENV-1, DENV2, AND DENV-3) ON THE AFRICAN CONTINENT.
DISINVESTMENTS
Lupin divests women’s health unit to Evofem Biosciences
USA — Indian multinational Lupin Ltd has divested its US commercial women’s health specialty business to Evofem Biosciences, Inc., a US biopharmaceutical company focused exclusively on women’s health.
This strategic move will allow Lupin to concentrate on its core therapeutic areas, such as respiratory and neurological diseases while enabling Evofem to expand its portfolio in women’s health.
Lupin’s US commercial women’s health specialty business primarily commercializes SOLOSEC (secnidazole)
INNOVATION
2g oral granules. This FDA-approved single-dose antimicrobial agent provides a complete course of therapy for treating bacterial vaginosis (BV) and trichomoniasis, two common sexual health infections.
By divesting this business segment, Lupin aligns with its objective of consolidating its US specialty operations around its core therapeutic areas.
Under the terms of the deal, Lupin can receive a potential total consideration of up to US$84 million based on future contingent milestones.
Lupin operates in more than 100
markets worldwide, including the US, India, and regions in Asia Pacific, Latin America, Europe, and the Middle East. Meanwhile, Evofem Biosciences is currently engaged in a merger agreement with Aditxt, Inc., which is expected to be finalized in the latter half of 2024, aimed at strengthening Evofem’s position in the biopharmaceutical industry and expanding its reach in women’s health.
THIS STRATEGIC MOVE WILL ALLOW LUPIN TO CONCENTRATE ON ITS CORE THERAPEUTIC
AREAS, SUCH AS RESPIRATORY AND NEUROLOGICAL DISEASES
Tanzania’s PDF health facilities connect to data centre
launched a Health Information System (HIS) data center at the Military College of Medical
and Allied Sciences (MCMS)-Lugalo.
This initiative, supported by the Walter Reed Army Institute of Research (WRAIR) – Tanzania, aims to strengthen the provision of HIV services by providing a comprehensive data overview for efficient program planning, management, and decisionmaking.
WRAIR will invest a total of 900 million Tanzanian shillings (US$.338,310.00) through HJFMRI, which will add value to the country’s initiative, especially in realizing the UNAIDS 95-95-95 goals and the HIV treatment cascade.
The establishment of the TPDF HIS data centre, which is critical in HIV treatment and management, would
allow the TPDF to respond effectively to healthcare concerns and ensure that healthcare professionals can intervene quickly to address patient needs. This collaborative effort will involve procuring data center equipment, installing fiber optic network connectivity, and building capacity for TPDF team members, all with the goal of improving quality healthcare services across the 21 TPDF health facilities.
The data center will also be integrated with the Ministry of Health’s DHIS2. With real-time data, healthcare providers will be able to respond swiftly to patient needs by addressing challenges such as viral load tests and patient treatment evaluations, allowing for more informed decision-making.
TANZANIA – The Tanzania People’s Defence Forces (TPDF) has
Cigna Healthcare appoints Leah Cotterill as new CEO for MEA Region
UAE — Cigna Healthcare has named Leah Cotterill the new Chief Executive Officer (CEO) for Cigna Healthcare –Middle East and Africa (excluding KSA).
In her new role, Cotterill will drive the organization’s strategic growth, expand access to high-quality healthcare solutions across the UAE, and oversee key markets in the Middle East and Africa (excluding KSA).
Cotterill brings over 25 years of extensive experience in the health and wellness industry, covering diverse areas such as sales, operations, and customer service.
Leah now the first female CEO to manage an international health insurance firm in the UAE, demonstrating the UAE’s unwavering commitment to growing women’s participation in leadership roles and promoting gender equality across all sectors.
Throughout her career, she has been a passionate advocate for gender equity, diversity, and inclusion and a strong supporter of Cigna Healthcare’s ‘Women in Networking’ (WIN) campaign.
She holds an MBA with distinction from Hult International Business School, graduating with the prestigious Hodges Scholar.
Risant Health appoints seasoned leader Bryce Bach as CFO
USA — Risant Health, a nonprofit and charitable organization headquartered in Washington, D.C., has announced the appointment of Bryce Bach as its Chief Financial Officer (CFO), effective midAugust 2024.
Bach will report directly to Dr. Jaewon Ryu, the CEO of Risant Health. His expertise will be critical in guiding the organization’s financial orientation and stability.
Bach’s responsibilities will encompass the overall financial leadership of the organization, including managing finance operations, ensuring the financial performance of Risant Health and its subsidiaries, and conducting financial evaluations of new ventures and acquisitions.
Having served as the interim CFO for Risant Health, Bach has already played a pivotal role in the creation and launch of the organization over the past two years.
His interim leadership has established a solid financial foundation for Risant Health, demonstrating his capability and commitment to the organization’s mission.
Nursing Council appoints Dr. Onsongo as CEO
KENYA — The Nursing Council of Kenya has selected Dr. Lister Onsongo as the new Registrar and CEO, effective September 1, 2024.
In her new position, Dr. Onsongo will oversee the coordination and regulation of all nursing and midwifery-related activities in the country, focusing on education and practice.
Her role will also encompass providing leadership in research, innovation, digitization, and the implementation of new technologies in nursing and midwifery practices.
Eunice Ndirangu, Chairperson of the Nursing Council, announced this crucial appointment following a thorough and competitive recruiting process.
Dr. Onsongo will succeed Anne Mukuna, who has been serving as Acting Registrar/CEO while the council was searching for a permanent leader.
Dr. Onsongo brings a wealth of experience in healthcare leadership to the position and a strong desire to advance the nursing and midwifery professions in Kenya.
Dr. Onsongo is currently a lecturer at Kenyatta University’s Department of Community & Reproductive Health Nursing.
Joint Committee endorses Dr. Amoth for Health Director-General role
KENYA— The Joint Committee on Health, comprising the National Assembly Departmental Committee on Health and the Senate Standing Committee on Health, has approved Dr. Patrick Omwanda Amoth’s appointment as the new Director-General for Health.
In presenting Dr. Amoth’s case, the committees highlighted his extensive knowledge and experience, demonstrated through his satisfactory performance as Acting Director-General for four years.
Endebess MP Robert Pukose, Chair of the National Assembly Departmental Committee on Health, who moved the motion for approval, emphasized that Dr. Amoth met all statutory and constitutional requirements for the role.
Dr. Amoth brings over 30 years of experience in health systems management, reproductive health, and public health at community, national, regional, and global levels.
Since January 2020, he has served as the acting Director-General for Health, where he was pivotal in developing critical national and international health policies, including Kenya’s Universal Health Coverage roadmap, and the management of the COVID-19 pandemic.
Dr. Mazyanga Mazaba appointed as Africa CDC’s Eastern Africa regional Director
AFRICA – The Africa Centres for Disease Control and Prevention (Africa CDC) has named Dr. Mazyanga Lucy Mazaba as its new Regional Director for Eastern Africa.
In her new role, Dr. Mazaba will lead the Eastern Africa Regional Coordinating Centre, which serves countries in the region.
As a renowned public health expert with over 27 years of experience, Dr. Mazaba brings a wealth of expertise
in virology, epidemiology, strategic communication, risk assessments, surveillance, outbreak response, and research.
She has published over 150 scientific articles, including 80 as the first author, and has authored five books.
She has been vital in establishing and operationalizing the Zambia National Public Health Institute (ZNPHI) and the Africa CDC Southern Africa Regional Coordinating Centre.
Her expertise spans various areas, including laboratory diagnostics, epidemiology, strategic communication, risk assessments, surveillance, and outbreak response.
Dr. Waqo Ejersa takes helm at KEMSA as CEO
KENYA — The Kenya Medical Supplies Authority (KEMSA) has appointed Dr. Waqo Dulacha Ejersa as the new CEO.
In his new role, Dr. Ejersa is expected to dramatically improve the organization’s ability to acquire, store, and distribute health supplies, thereby contributing to Kenya’s goal of obtaining Universal Health Coverage.
With over 25 years of experience in health policy formulation and implementation at both national and international levels, Dr. Ejersa is wellequipped for this critical position.
Before his current appointment, Dr. Ejersa headed the National Tuberculosis, Leprosy, and Lung Diseases division within the Department of National Strategic Public Health Programs, Directorate of Preventive and Promotive Health in the Ministry of Health.
Dr. Ejersa has also served as the Head of the Department of NonCommunicable Diseases Programmes, where he chaired the interagency coordinating committee and oversaw policy development and strategic planning to mitigate the impact of noncommunicable diseases.
He holds a Bachelor of Medicine and Bachelor of Surgery degree from the University of Nairobi and a Master of Public Health degree from the University of Melbourne.
Bomu Hospital's Dedication To Holistic Healthcare Bomu HOSPITAL
By BENJAMIN OPUKO
Bomu Hospital is a beacon of healthcare in Mombasa, Kenya, embodying a legacy of dedication, innovation, and community service. Founded in 1979 as Mkomani Clinic Society by Mrs. Hayati Anjarwalla, Bomu Hospital has evolved from a modest outpatient clinic into a comprehensive healthcare institution renowned for its commitment to holistic care and community development. Initially established as a two-roomed outpatient clinic, the clinic soon became a symbol of hope and compassion in Mkomani, Mombasa. Mrs. Anjarwalla’s dedication to serving the underprivileged laid the foundation for what would eventually become Bomu Hospital, with a mission to provide accessible healthcare to all, regardless of socioeconomic status.
In 1982, Bomu Hospital expanded its footprint with a branch in Voi, marking the beginning of its outreach beyond Mombasa. The hospital continued to grow, and by 1986, the Changamwe center became its headquarters, centralizing operations and expanding its service offerings. Throughout the years, Bomu Hospital has adapted to the changing healthcare landscape, incorporating new technologies, expanding its facilities, and diversifying its medical services to meet the evolving needs of the community. In 2011, Bomu transformed into a full-fledged hospital, offering inpatient services and surgical units. "Bomu has grown from a two-room clinic to what it is now," Dr. Ahmed
proudly states, reflecting on their journey and impact.
A commitment to dignity and care
At the core of Bomu Hospital’s mission is a commitment to providing compassionate, high-quality healthcare services. The hospital’s values emphasize integrity, empathy, innovation, and community engagement. This ethos guides every aspect of its operations, from patient care to community outreach programs promoting health education and disease prevention. "We mend bodies and spirits," he says. Humanity, the core of Bomu, drives programs that foster compassion and resilience. "We kindle hope," Dr. Ahmed adds, "guiding patients towards a brighter tomorrow."
Dr. Ahmed firmly believes that every patient, regardless of socioeconomic status, deserves a dignified life and death. His conviction challenges the world to embrace this truth. "Quality healthcare services and a dignified death," he emphasizes, breaking the taboo with respect and compassion. "At Bomu, we ensure dignity for all," he declares, "privilege and poverty stand as equals here. Everyone receives the same level of dignity because they are human; we treat everyone with a smile, regardless of their condition or background," he adds, emphasizing compassion and empathy.
PATH OF COMPASSIONATE HEALTHCARE
Bomu Hospital offers a comprehensive range of healthcare services spanning primary care, specialized treatments, surgical procedures, and preventive
DR. AABID AHMED, CHIEF EXECUTIVE OFFICER OF BOMU HOSPITAL.
medicine. Its facilities include operating theaters equipped for major surgeries, specialized clinics for conditions like HIV/AIDS and reproductive health, and diagnostic services such as radiology and laboratory testing. The hospital’s commitment to innovation is evident in its adoption of technologies like electronic medical records (EMR) and laparoscopic surgery techniques, which enhance patient care and operational efficiency.
"We have operating theatres for major surgeries, though we don't perform neurosurgery; we refer patients when needed," Dr Ahmed says.
The main hospital in Changamwe leads its network, with centers offering level 3A and 3B care, encompassing pivotal daycare, theater, maternity, and mortuary services.
"Our focus is on primary healthcare, prevention, and treatment up to level three," Dr. Ahmed says. Each Bomu center replicates this
model, providing services like chemotherapy and blood transfusions. "As centers grow, we upgrade them, always maintaining quality," he explains. Bomu's commitment extends to Lamu, where they aim to establish a level four facility in partnership with Safari Doctors, embodying collaboration and care.
BOMU HOSPITAL'S JOURNEY OF INNOVATION AND ACCESSIBILITY
Dr. Ahmed proudly shares the hospital's innovations: "We've upgraded our surgical unit and now offer laparoscopic surgeries." This addition signifies Bomu's commitment to progress. "We also have specialized clinics with visiting psychiatrists, ENT specialists, and dermatologists," he adds, highlighting their holistic approach to healthcare.
Addressing regional challenges, Dr. Ahmed notes, "Access to quality healthcare remains an issue." However, Bomu Hospital is determined to navigate these hurdles. "Our dream is to have a Bomu in every coastal suburb and peri-urban area," he declares, emphasizing their commitment to accessible health and wellness.
"In Bomu, we ensure we're at the forefront of technology," Dr. Ahmed proudly states. The hospital is deeply integrated into the digital realm, with all sites connected to central servers. "We run an electronic medical record system," he explains, highlighting their paperless operations and commitment to privacy under the Data Protection Act.
Their digital infrastructure allows real-time tracking across branches and satellite units. "With a click of a button, we can see what's happening everywhere," Dr. Ahmed says. This technological investment enhances efficiency and adaptability.
Dr. Ahmed also embraces disruptive technologies, noting their transformative impact on issues like COVID-19 and HIV self-testing. "The key is using technology for meaningful and positive decision-making," he asserts. For Bomu Hospital, technology is a catalyst for progress and innovation.
PURSUIT OF ACCESS AND ADVOCACY
"The NGO sector must partner with the government," Dr. Ahmed urges, addressing the region's critical need for quality healthcare. "Access to healthcare is a serious concern," he admits, highlighting the plight of women and mothers suffering from preventable conditions.
"We face issues of advanced diseases that could have been treated earlier," he laments,
acknowledging the government's efforts to establish dispensaries but pointing out persistent challenges. "Excess patients and issues like stigma, discrimination, and disclosure remain," he says, noting how COVID-19 highlighted these barriers.
Dr. Ahmed sees policy challenges but also glimmers of hope through partnerships with local governments. The Mombasa Health Research Conference exemplifies this commitment, and he praises the national agenda for universal healthcare. "The government's push for universal healthcare is commendable," Dr. Ahmed says, envisioning a future where public and private sectors work together for better healthcare.
Beyond medical treatments, Bomu Hospital plays a pivotal role in community development through various outreach initiatives. These include health education programs, free medical camps in underserved areas, and collaborations with local NGOs and government agencies to address public health challenges. The hospital’s efforts extend beyond physical health to encompass mental health support, palliative care, and initiatives aimed at combating stigma associated with diseases like HIV/AIDS.
IMPACT THROUGH PARTNERSHIPS AND COLLABORATIONS
Bomu Hospital’s impact is amplified through
IN BOMU, YOU WILL GET THE SAME LEVEL OF DIGNITY THAT YOU ARE ENTITLED TO AS OF RIGHT BECAUSE YOU ARE A HUMAN BEING.
strategic partnerships with international organizations, academic institutions, and local stakeholders. Collaborations with entities such as the Planned Parenthood Federation, New York University, and Safari Doctors have facilitated knowledge exchange, research initiatives, and funding opportunities that enhance its capacity to deliver comprehensive healthcare solutions.
"The Planned Parenthood Federation gave us a small grant," Dr. Ahmed reveals, describing a pivotal moment that heralded the era of
HDU ROOM AT BOMU HOSPITAL
Dr. Aabid Ahmed, Chief Executive Officer of Bomu Hospital.
IT'S BOMU'S DREAM TO HAVE A BOMU ALONG THE COASTAL LINE IN EVERY SUBURB AND PERI-URBAN REGION.
Dr. Aabid Ahmed, Chief Executive Officer of Bomu Hospital.
reproduction. It was a time of challenge and controversy, as Bomu navigated uncharted waters. The program is a resounding success, attracting recognition and donors alike. The program was a resounding
MRS. HAYATI ANJARWALLA, THE FOUNDER OF BOMU HOSPITAL
success, attracting recognition and donors alike. The narrative takes a decisive turn, as HIV emerges as a formidable force, reshaping the focus of healthcare. "When HIV came into the field, then the focus also changed
from reproductive health to HIV," Dr. Ahmed reveals, his words echoing the global shift in healthcare priorities. Bomu's response to the pandemic was marked by a series of collaborations that brought forth New York University's partnership and funding, elevating their HIV program. Yet, Bomu's journey was far from linear.
CHALLENGES AS OPPORTUNITIES FOR GROWTH
Like many healthcare institutions, Bomu Hospital faces challenges such as funding constraints, healthcare accessibility issues in rural areas, and the ongoing battle against diseases like HIV/AIDS.
"Funding remains a major challenge for our institution," Dr. Ahmed acknowledges with a sense of reality that resonates across the healthcare landscape. The philosophy and model embraced by Bomu Hospital garner support, yet success hinges on navigating financial hurdles. The heart of the hospital is its dedicated staff—the backbone of care. "Paying our doctors and nurses is essential," Dr. Ahmed emphasizes, stressing the importance of maintaining competitive salaries to uphold quality standards.
Despite standing at the forefront of healthcare, NGOs like Bomu Hospital face financial constraints without special exemptions. "NGOs do not receive preferential treatment in terms of healthcare costs," Dr. Ahmed explains, highlighting the ongoing struggle to balance quality care with financial sustainability. Ensuring accessibility without compromising on private hospital standards remains paramount. "Our challenge is to avoid turning anyone away while delivering top-tier care," he affirms, encapsulating Bomu Hospital's commitment amid the perpetual quest for funding to fulfill Hayati Anjarwalla's vision.
Despite these challenges, the hospital views each obstacle as an opportunity for growth and innovation. Initiatives to enhance sustainability, expand service delivery networks, and advocate for healthcare policy reforms underscore its
proactive approach to addressing systemic challenges in the healthcare sector.
CHAMPIONS OF RESILIENCE
Bomu Hospital is a beacon of resilience and innovation. Dr. Aabid Ahmed highlights their achievements, including a lifetime achievement award for meeting and validating their efforts. Encourageaccolade is the PEPFAR hero award from the US ambassador, recognizing their unwavering dedication during the pandemic. "Not a single HIV patient patient medication," Dr. Ahmed proudly asserts, emphasizing their innovative solutions during lockdowns.
Their commitment extends to challenging areas; they've been honored by the Kenya Revenue Authority and diligently meet tax obligations. "Recognition boosts morale," Dr.Ahmed reflects, noting how these accolades inspire the entire staff to strive for excellence. These accolades not only validate their efforts but also inspire continuous improvement and innovation within the organization.
Bomu Hospital's vision of impact and empowerment
Looking ahead, Bomu Hospital envisions further expansion of its healthcare services along the Kenyan coastline, focusing on suburban and peri-urban regions where healthcare access remains a challenge. Dr. Ahd's vision is to replicate the Bomu
SPECIALIAZED SURGICAL MACHINES AT BOMU HOSPITAL’S OPERATION
model and take it to many places. His dream of a Bomu along the entire coastline is becoming a reality. "Shungwaya Health Access Limited," he announces, born from a partnership with Safari Doctors, will open a level two medical center in Lamu, followed by a level four hospital.
Plans include establishing additional clinics, enhancing medical training programs, and integrating advanced technologies to improve patient outcomes.
Dr. Ahmed envisions expanding into healthcare training and beyond, fostering sustainability while nurturing a diverse range of medical roles. Tal remains steadfast in its —Hayati Anjarwalla’s legacy of compassionate care and community service while embracing the evolving demands of modern healthcare.
Bomu Hospital exemplifies the transformative power of healthcare as a catalyst for social change and community development. From its modest beginnings to its status as a leading healthcare provider in Mombasa, Bomu Hospital continues to set benchmarks in patient care, innovation, and community engagement. By staying true to its values and leveraging strategic partnerships, Bomu Hospital not only addresses current healthcare challenges but also shapes a future where equitable access to quality healthcare is a reality for all.
HCMEA
Acibadem HEALTHCARE GROUP’s
10th Hospital in Istanbul and 24th worldwide!
Acıbadem Healthcare Group began its journey into healthcare services as a small neighborhood hospital in a district of Istanbul/Turkiye. Today, Acıbadem is a global chain operating in countries including Turkiye, Bulgaria, Macedonia, Serbia, and the Netherlands, with 24 hospitals and 14 outpatient clinics.
Today, Acıbadem Healthcare Group is a global brand in medical tourism that provides the highest quality of services using advanced technologies and expert teams meeting international quality standards like Joint Commission International (JCI) and ISO 15189 Clinical Laboratory Accreditation Certificate. Every year, many patients from different parts of the world travel to Turkiye to receive treatment and prefer Acıbadem.
To provide comfort, trust and stability, Acıbadem offers to international patients a comprehensive range of services including consultations, diagnostic procedures, billing and insurance, travel and accommodation arrangements and translation services. Acibadem International Patient Service Center has been designed as a “one-stop center”. It offers healthcare services from the day of the request until patients return to their home country within 20 different languages.
As a globally renowned chain in the medical field and Turkiye’s leading Healthcare Group, Acıbadem continues to grow rapidly. The group launched its newest hospitalAcıbadem Ataşehir – as their 10th hospital in Istanbul and their 24th in the world. Acıbadem Ataşehir stands out for its unique architecture, advanced medical technology, and
digital systems exclusively developed by the group in the field of health management. With an indoor area of 65,000 sqm, it is certified by LEED Gold for its 'Eco-Friendly' and 'Smart Building' features, ensuring a high standard of care for our patients.
Acıbadem Ataşehir provides treatments in all branches of medicine, yet it serves particular care to oncology, gynecology, Brain Surgery, Orthopedics, IVF, and pediatric patients thanks to the hospital’s unique design and features that accommodate their every need, thus ensuring patient safety and satisfaction. The hospital has 153 patient rooms, 298 patient beds, 10 operating theatres, 1 IVF operating room, an endoscopy/ colonoscopy, and angiography intervention rooms.
PRIVATE CHILDREN'S CLINIC WITH CAROUSEL
Constructed on a separate building, the architecture of the 2-floor Pediatrics Department welcomes a child-friendly environment. This environment keeps child patients entertained with activities and play areas and distracts them from the hospital atmosphere. The Pediatrics Department operates 24 hours daily with specialist physicians from all branches and sub-branches.
Observation rooms are located near the polyclinic's entrance, with direct, separate access for children with fever and infections. For blood tests and vaccinations, children and their families can visit the dedicated unit without entering the polyclinic.
Additionally, to satisfy children’s playful nature, there is a
colorful Carousel outside the pediatrics building for them to enjoy their time and have fun at Acıbadem Hospital.
SPECIAL SERVICES FOR A COMFORTABLE DELIVERY
At Acıbadem Ataşehir, the Obstetrics and Gynecology polyclinic is on the ground floor and consists of the Gynecologic Oncology unit, an IVF Center, and the Perinatology Center. The hospital, known for its world-class services for expectant mothers, has been designed so that all the procedures regarding childbirth and labor are completed on a single floor, thereby ensuring that patients will receive assistance in the fastest and most convenient way.
HOLISTIC APPROACH TO ONCOLOGY PATIENTS
The Oncology clinic has been designed specifically for the needs of patients undergoing oncology treatments. It can be accessed through its separate entrance; it is served by a team of experienced specialists using a multidisciplinary approach. There are a total of 34 Chemotherapy Treatment Units in the clinic, 30 of which are outpatients and 4 inpatients, all equipped with advanced technological diagnostic and treatment systems.
A HOSPITAL THAT IS HOME TO DIGITAL ART
Acıbadem Ataşehir Hospital welcomes its visitors with digital artwork at its main entrance, created specifically using data art. The data of 145,580 babies born in Acıbadem hospitals
were used to exclusively design an inspirational art piece for the hospital by the renowned data artists Hakan and Süleyman Yılmaz brothers, who are acclaimed for their digital artworks in Turkey. In the artist's work called "Newborn," each newborn baby is represented by a flower symbol according to the month they were born. The art piece will not be limited to the babies born in the past, but henceforth, every baby born in Acıbadem will take its place in the artwork as its new flower. In this way, the art piece highlights itself as a 'living' digital artwork.
Medland Hospital
Celebrating 5 years of putting Zambia’s healthcare sector on the map
By JACKIE MUINDE
Medland Hospital offers a unique perspective as one of Zambia’s finest comprehensive healthcare providers. In an interview with Francis Juma, Founder & CEO, HealthCare Middle East & Africa Magazine, Dr. Mohamed El Sahili, CEO of Medland elaborate more on the healthcare provider as it celebrates its fifth anniversary of impactful operation.
Medical Doctor. Entrepreneur/Businessman. CEO. Chief Vision Officer. International Speaker. Award winner. Board member. These are some of the many ways that Dr. Mohamed El Sahili (or Moe Sahili, by his close friends) is referred to, in addition to being a strategic visionary and innovative thinker.
Extremely passionate about any initiative he takes on, Dr. El Sahili has spent the past five years involved in the project that is bound to make the most impact on his entrepreneurial journey: as the CEO and Chief Visionary Officer (CVO) of Medland Hospital, Zambia’s leading private-sector healthcare operator.
Boasting as the first private facility to introduce a full-time operational cardiovascular surgery department in Zambia, Medland Hospital has been a game changer in the country’s healthcare space, providing highly specialized medical services for Zambians and citizens within the region.
Located in the county’s capital city, Lusaka, Medland Hospital is dedicated to providing access to comprehensive and individualized patient care in a friendly, safe, and comfortable environment of international standards based on collaboration, compassion and innovation principles.
Opened in June 2019, the US$35 million facility is a 72-bed space facility that offers services such as Cardiac Surgeries and Interventional Cardiology, Surgical Oncology, Orthopedics & Trauma, Urology, Ear, Nose and Throat (ENT), General Surgery including Minimally invasive procedures, Nephrology, Obstetrics & Gynecology, Ophthalmology, Pathology, Radiology, Pediatrics & Neonatology, General Medicine, IVF &
Fertility, and Anti-Ageing Medicine.
DR. MOHAMED
EL SAHILI, CEO, MEDLAND HOSPITAL
Zambia and other neighboring countries, except South Africa, do not have hospital centers of excellence to treat cases requiring specialized treatment and lack specialist diagnostic and treatment centers to treat cardio-vascular, liver, renal, and cancer diseases. Medland Hospital came to fill the gap. It provides medical tourism and receives patients from Zambia, Zimbabwe, Malawi, Botswana, Angola, and as far north as Kenya.
“What we offer is what I call the Medland experience,” says Dr. El Sahili, adding, “We do provide all kinds of services available worldwide. We have regular medical visits and advanced services like cardio-vascular surgeries, surgical oncology, and advanced orthopedic surgery.”
The hospital was created based on a comprehensive specialized facility that provides discreet and individual quality care for day and overnight stays. By providing a sustainable infrastructure that delivers international standards across all healthcare system levels,
Medland Hospital ensures that the patient experience can match any facility outside the continent. The facility has created almost 300 full-time jobs, 80 percent locals, and 20 percent expatriate staff.
FROM FMCG TO THE MOST PROMINENT PRIVATE HOSPITAL
Dr. Mohamed El Sahili was born in Saida, Lebanon. After completing his high school education, he moved to Toulouse, France, for two years before returning to Beirut to finalize his studies in medicine at the Lebanese University. His medical journey didn’t stop there; he obtained a further specialty in Anesthesia and Reanimation at Beirut Arab University, after which he relocated to Geneva to kickstart his career and delve into the studies of Anti-Aging Medicine.
From a young age, he wanted to be a doctor. “I envisioned making a difference in people’s lives by providing access to affordable, timely, and quality health care. Today, Medland Hospital has made this vision a reality,” he says.
After graduating, he joined the family business in Zambia and managed them, including Fairy Bottling Zambia. The firm’s primary products were natural mineral waters and carbonated drinks. After implementing a company-wide business strategy, the firm rose to the ranks of the nation’s top five. Dr. El Sahili managed the merger and acquisition negotiations that led to The Coca-Cola Company’s complete acquisition of the company.
Concurrently, he worked on acquiring bottling businesses in Zambia and 13 other countries. His impactful work was recognized in 2018 when he was awarded the Africa Food Industry Champion at the Africa Food Awards in Nairobi, Kenya.
In his commitment to public service, Dr El Sahili chaired the Lusaka Water Security Initiative for three years up to 2018. This initiative, which combined forces across the public and private sectors and international organizations, sought to enable people’s right to access clean and clear water.
The meticulous planning, designing, and implementation of the Medland Hospital setup marked a significant milestone in his entrepreneurial journey.
Besides being CEO and CVO of Medland Hospital, Dr. El Sahili also serves on the boards of critical economic international organizations, such as the African Business Roundtable, the Baobab College, the Flying Doctors, and the Corporate Council on Africam.
Dimitra Papalexiou, a Greek-American, is the Hospital Administrator at Medland Hospital and a member of the American College of Healthcare Executives (ACHE).
Dr Collin West is the Medical Director. He is also the secretary general of Zambia Orthopedic and Trauma Association of Zambia.
Patience Shavuna, a Zambian, is the Human Resource Manager, and Marie Claire Makuza, an American, is the Universal Health Coverage (UHC) Coordinator. Marie has been named African Global Health Ambassador in Zambia and is the hospital’s national and international spokesman.
COVID-19 ACCELERATED BUSINESS
COVID-19 was an unseen pandemic that caused a global crisis, and it happened barely eight months after Medland Hospital launched.
As the outbreak spread across the World and into Zambia, the hospital had to act fast, in some cases changing some of its policies and procedures as the pandemic hit. In one groundbreaking move, the hospital set up a COVID-19 response committee few weeks before the World Health Organization (WHO) declared the outbreak a pandemic.
“For a newly established hospital, the policies were still fresh. An example is the emergency
response plan drafted before opening the facility. We never knew that there would be a pandemic. Still, we had it in place because it’s part of our state-of-the-art facility to be perfect on all levels,” states Dr. El Sahili, adding that they immediately moved into putting together an anticipated list of challenges, looking closely at the areas of supply chain, human resources and other details which would affect the overall day-to-day running of the hospital.
With the guidance of public authorities, Medland became one of the first accredited hospitals in Zambia to conduct PCR screening tests through its existing PCR laboratory.
Dr. El Sahili expressed his positivity to the pandemic by saying it accelerated the trust between the hospital and its patients. With the international travel bans, Medland Hospital became a hospital of choice for patients seeking treatments abroad, fulfilling one of their chief objectives. The facility, therefore, benefitted from the increased contact with locals, cultivating a solid bond built on trust and accountability with patients and the community.
“Before COVID, no one could believe that cardiac surgery could be done in Zambia, but because of the lockdown, they had to try our services, and when they had access to that care of excellence, they changed their minds, and it
SECTION OF WARD AT MEDLAND HOSPITAL
I ENVISIONED MAKING A DIFFERENCE IN PEOPLE’S LIVES BY PROVIDING ACCESS TO AFFORDABLE, TIMELY, AND QUALITY HEALTH CARE. TODAY, MEDLAND HOSPITAL HAS MADE THIS VISION A REALITY
Dr. Mohamed El Sahili, CEO, Medland Hospital
became more of a real relationship that is being built between a patient and the facility,” he says.
Dr. El Sahili led the fight against the pandemic, and he was honored with the Waterfalls Global Award and the UAE Community Service Medal for his role in enacting a novel emergency plan that contributed to expanding the nation’s capacity for screening, immunization and treatment.
STRENGTHENING COMMUNITY BOND
Q-MEDLAND MEDICAL CLINICS
In May 2021, the facility strengthened the communal bond by sending its Q-Medland Units to decentralize access to COVID-19-related services. Dr. El Sahili says that these units serve communities, specifically those in rural areas, by addressing health issues and raising awareness among the general population.
Q-Medland mobile clinics were located in Livingstone, Lilayi, and Chongwe, among other areas. They provided COVID-19 screening, testing, vaccination services, and primary health care services such as general GP consultations, health checks and screenings, minor surgical treatments, medication administration, nebulization and oxygen therapy, and routine lab testing.
“It’s the perception that you create within the general population, and the trust people have in you and the care they would receive,” says Dr. El Sahili.
Medland Hospital has also developed
Dr. El Sahili launched a successful international initiative called Q-Medland during the Covid-19 pandemic. Q-HUB (an acronym for Quality Healthcare Unit and Beyond, pronounced as “Cube”) was created after he realized that the units were more than just places to receive medical care; they were also thriving community centers that provided locals with different forms of empowerment.
DOCTOR PERFORMING
MRI AT MEDLAND HOSPITAL
relationships with oncology research institutions to provide updated chemotherapy protocols. It is also a member of the International Hospital Federation and one of the first 100 signatories to Ethical Principles in Healthcare (EPIHC) worldwide. Dr. El Sahili sits on the Africa Healthcare Federation and the Corporate Council on Africa boards, lending further credibility to Medland’s prestige.
These partnerships have been possible through what Dr. El Sahili describes as a direct dialogue between the private and public sectors. The channels of communication between the private sector and the government are open. “Sometimes they do face challenges like resistance and over-excitement, but the channels of communication are open,” he retaliates.
PUTTING ZAMBIA ON THE MAP
Dr. El Sahili insists that Zambia must be promoted as a regional medical hub, and he calls for investors, specifically health investors, to consider investing in the country. Zambian patients are increasingly seeking high-quality healthcare services, which has increased demand for private hospitals. The middle class is willing to pay for better healthcare services and is driving the growth of private hospitals in the country.
Providing further insights into the environment in the country and the role the medical sector can play in enhancing Zambia’s role as a regional medical hub, and the general lack of awareness about the country’s many advantages, considering it borders seven countries such as Angola, DRC, Mozambique, Malawi, Tanzania, Botswana and Zimbabwe, he reveals that the messaging has not been direct and forthright from all involved
in the sector.
“For a long time, Zambia has marketed itself by advocating for investments in agriculture, mining, and other areas, while the healthcare sector has not been on government and private sector investors’ map. However, when you look at Medland Hospital today, we are receiving patients from Zambia, Zimbabwe, Malawi, Botswana, Angola, and even Kenya, believe it or not. It is the perception you create within the general population, the trust people have in you, and the care they receive,” Dr. El Sahili remarked.
He added that the Medland Hospital project has created a call to other investors looking at Zambia as a regional medical hub. “We are, therefore, playing an important role in enabling other stakeholders to come to Zambia. Medland is playing an important role in that direction,” he said adding that in the coming future, Medland will be partnering more or venturing jointly with international entities to implement a bigger vision that addresses the fact that Zambia can become a medical regional hub.
However, Dr El Sahili highlights that the goal to make Zambia a regional hub can only happen if the players in the private sector move from a competition mindset to a leadership and coalition mindset. “If we don’t do that, we won’t be able to push for a smoother adoption of regulation updates or upgrades and implementation. The public sector can only change, amend or adopt new regulations when sitting with one private sector, not with a distracted private sector or a dismantled one, where everyone is thinking about their own needs, their benefits,” he pointed out.
COMMITTED TO A SUSTAINABLE BUSINESS
Medland Hospital, as a member of Healthcare Without Harm’s Healthcare Climate Challenge, was the first private African facility to join the United Nations-backed race to net zero campaign, committing to achieving net zero emissions by 2050.
The facility’s Vision 853 is based on a Triple-W structure: Women and Youth Empowerment, Wellness and Health, and Water and Waste Management. In line with this, the facility recently appointed a Chief Sustainability officer. “The CSO has to make sure that sustainability is achieved in-house in terms of our way of dealing with our procurement, our services, our hospitality, and our side of doing business,” Dr. El Sahili explained.
He highlights that the facility is paying attention to primary care. Recently, they have invested in developing its home care departments. “Medland is working on enhancing its telemedicine services to respond to the needs of people living in rural areas or underprivileged communities who may not be able to travel to you every time they increase in a health care challenge,” he says.
LIFE BEYOND THE FIFTH ANNIVERSARY
As Medland Hospital celebrates the huge progress and impact it has had on the healthcare industry in Zambia over the last five years, the organization’s team is gearing up for a brighter future and even more impact on its patients, the communities it serves, and the broader economy of the country.
“There will be a huge change in the coming years at Medland Hospital. First, we are now very committed to our sustainability agenda, and the appointment of our Chief Sustainability Officer attests to that,” Dr. El Sahili says.
Secondly, the team is considering adopting various new technologies into its operations, including artificial intelligence
(AI). It recently installed an advanced 4D ultrasound scanning machine in the diagnostic and imaging department. He believes that new technologies are set to transform how healthcare is delivered and even how diseases will be diagnosed and treated.
“I may be wrong, but I believe that within the coming decade, which is near for us as a generation, we will not even see the medical faculties or schools as they exist today. I think it’s very important for us to know that change is coming, and we must be ready for it,” he added.
The third priority area is to help develop human resources within its facility and the broader healthcare sector in the country. The hospital recently launched its education program, which will improve capacity building and allow better technical skills transfer across its team to augment the government’s efforts.
The public health sector in Zambia has been experiencing a human resource crisis for several decades. Public health facilities reportedly function below the required capacity of qualified health personnel, which is attributed to the best workers leaving for more advanced economies such as the UK, Canada, Australia, and the USA.
“Medland is an internship site accredited by authorities, and we are here to offer proper education programs that can transfer technological skills to our local talents,” Dr. El Sahili points out, adding that they are using technology to support that academic side.
The hospital will also boost its partnerships with likeminded companies from the UAE and other countries in the future, believing that such partnerships will help build its capacity to meet its ambitious objectives.
As the hospital turns five, Dr. El Sahili applauds the great work the facility’s team has done to get it to where it is today. He hopes to expand Medland Hospital’s dream of community impact, transparency, and sustainability in the coming years.
AT MEDLAND HOSPITAL’S THEATRE
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MP SHAH
Hospital
Alleviating human suffering through compassionate care
By BENJAMIN OPUKO
Named after one of its founders, Meghji Pethraj, MP-Shah Hospital has grown into one of the leading multispecialty Hospitals in Kenya. Starting out as a nursing home in the early 1930s, MPShah Hospital today offers a range of specialty medical services including renal services, total hip and joint replacements, and cancer treatment. Toseef Din, Chief Executive Officer, is among the few women leading hospital institutions across Africa. 2024 marks her 6th year as CEO, but she has served the hospital for more than 12 years now, first as Head of Finance and then later Chief Operating Officer.
As CEO, Toseef is still guided by the spirit of the hospital's founders which aimed to alleviate human suffering by providing compassionate care. This has seen her midwife the hospital’s growth from a humble 70-bed facility into a magnificent 217-bed hospital that boasts state-of-the-art equipment and amenities. In addition to the children's hospital and the ICU tower, the hospital has inaugurated the KPG Medical Center, with an additional 66bed capacity, a physiotherapy unit, medical and surgical wards, operating theaters, and a pediatric oncology ward, a much-needed service in Kenya. Under her leadership, the hospital has also demonstrated a commitment to improving healthcare service provision by opening two satellite centers and establishing the Cochlear Implant Program, restoring hearing to children born without hearing capabilities.
Her work as the CEO of MP-Shah Hospital is already bringing her unprecedented acclaim. She has been recognized as one of the Top 40 under 40 personalities in Africa for 2022, won the Influential Muslim CEO award, and was feted as one of the most influential persons in Kenya.
LEADING WITH COMPASSIONATE CARE
As CEO, Toseef oversees a team of 1000 staff members. As a leader, she recognizes the importance of using her power to influence others positively. She believes leadership is not just about climbing the career ladder but also being a ladder for others. Her leadership style is characterized by compassion, and she is known for her ability to inspire and motivate others through her words of love, comfort, and compassion. Her colleagues often describe her as a soft leader. “I'm often told, Toseef, you are a very soft
DUPLEX WARD AT MP-SHAH HOSPITAL
leader. But I feel that you don't need weapons to make people listen to you. Your words of love, comfort, and compassion are enough to drive results,” she says. Even more, she believes that compassion and empathy are powerful tools that can drive results and positively impact the lives of patients and staff members.
Even with her great leadership skills, the Hospital, like many others in Kenya, faces a challenge in retaining top medical talent, particularly nurses and doctors who opt to leave the country for better opportunities abroad. To address this issue, the hospital has focused on capacity building its College of Healthcare Sciences. Through this initiative, the hospital is training nurses to ensure a constant stream of skilled nurses who can be absorbed in various nursing leadership roles within the hospital.
In addition, the hospital has a robust training and growth program that sponsors doctors and nurses to remain current with global trends. Growth and career progression are critical to retaining employees, and the hospital strives to provide opportunities for growth to its staff. The hospital’s CEO firmly believes that “growth and career progression is very important to not only our doctors and to our nurses but for anyone in an institution.”
The hospital has also developed close
affiliations with organizations like the College of Surgeons of East, Central, and Southern Africa (COSECSA) and runs internship programs to retain skilled staff. However, the hospital recognizes that engagement is crucial to retaining employees and has implemented various innovative employee engagement programs. These programs include Zumba sessions, potluck sessions, and social outings with the CEO. Through these initiatives, the hospital aims to create a sense of family among its employees, strengthening social ties and fostering a sense of belonging. Overall, MP-Shah Hospital recognizes that employee engagement and retention are critical to its long-term sustainability and is committed to investing in its staff to ensure their growth and success.
DIVERSITY AND INCLUSIVITY IN WORKFORCE
MP-Shah is a healthcare organization that values diversity and inclusivity in its workforce. The organization's commitment towards promoting gender diversity and inclusivity is demonstrated by the high representation of women in its workforce. About 64% of the total employees are women. Women employees also comprise a majority of the senior management at 84%. Additionally, 63% of the Heads of Departments
(HODs) are women, demonstrating that women can also successfully lead hospitals. The organization is also proud to have all its nurse managers being women, another win for the women in science . Being a majority womenled organization, MP-Shah also stands out as an inspiration and motivation for other women to pursue leadership roles.
While the hospital’s workforce is typically female-dominated, Mrs. Din acknowledges that there is still work to be done to promote gender equity. “We have compelling recruitment programs in place that prioritize fairness and inclusivity,” Mrs. Din states. The organization runs a College of Health Sciences to encourage more male nursing students to enter the healthcare industry. By promoting gender diversity, the organization aims to create a level playing field where all genders have equal opportunities for growth and development.
CREATING AN AFFORDABLE, PATIENTFOCUSED HEALTHCARE SYSTEM
Despite challenges with retaining top talent, MPShah is committed to its goal of compassionate care. The high cost of healthcare is, however, a major impediment to this goal. At MP-Shah Hospital, the management has recognized this
challenge and taken steps to address it. One of how the hospital has helped to minimize the burden of high healthcare costs is through the establishment of the Dinshaw Byramjee Dispensary in Nairobi city. The dispensary provides the local population with affordable healthcare services such as pharmacy, casualty, dental, and ophthalmology services. “The Dinshaw Byramjee Dispensary is part of our commitment to making healthcare more accessible and affordable to the local population,” says Toseef. The hospital recognizes its unique position to create accessible and affordable healthcare models, and the dispensary is a step towards achieving this goal.
Despite coming at a high cost, MP-Shah Hospital strongly emphasizes the quality of healthcare it delivers and has implemented various measures to ensure the utmost quality of care. One of the key programs in place is the AMUA program, which stands for "Always Maintaining Uniformity of Awesome Care." Under this program, the hospital has embarked on a journey towards achieving accreditation from the Joint Commission International (JCI) and the ISO 9001 certification.
To ensure clinical governance and adherence to ethical standards, the hospital has established several oversight committees, including the
HYDROTHERAPY POOL AT MP-SHAH HOSPITAL
THE DINSHAW BYRAMJEE DISPENSARY IS PART OF OUR COMMITMENT TO MAKING HEALTHCARE MORE ACCESSIBLE AND AFFORDABLE TO THE LOCAL POPULATION.
Toseef Din , Chief Executive Officer, MP-Shah Hospital
Medical and Therapeutics Committee, Standards and Ethics Committee, and Admissions and Privileges Committee. These committees ensure that the hospital uses the right medication, follows ethical guidelines, and vets doctors who
come to operate in the hospital.
To further its goal of delivering quality care, MP-Shah Hospital unveiled a five-year strategic plan in 2021 primarily centered around patientfocused care. The hospital aims to bring the patient at the center of all the decisions they make as a healthcare institution. This means ensuring that policies, procedures, and patient charters are designed with the patient's rights and responsibilities in mind. The five main pillars of the hospital's strategic plan are financial sustainability, sustainable growth, operational excellence, highly engaged patient-centric teams, and patient-focused care. The hospital believes that focusing on these pillars will enable them to remain patient-centric while delivering excellent healthcare daily.
NAVIGATING THE COVID-19 PANDEMIC
The COVID-19 pandemic presented a unique challenge to the hospital, particularly regarding staff well-being. The hospital had to deal with financial, mental, and physical stress and had to establish a mental health and well-being program for its staff. The hospital lost doctors and nurses to the pandemic, further straining the mental well-being of its healthcare workers. The only silver lining to one of the greatest medical tests of our time is that theMP-Shah Hospital was presented with an opportunity to fast-track its digital journey, offering patients better access to healthcare services.
The journey to digital health started with the adoption of telemedicineto address the challenges posed by the pandemic.This was followed by teleradiology, where radiologists could report on diagnostics from their homes. The hospital also introduced an online booking system where patients could easily book appointments in any of their specialty clinics or other services provided by the hospital. This new approach has made access to healthcare more efficient and convenient for patients.
MP-Shah is undergoing a major upgrade of its hospital management information system (HMIS) thanks to the COVID-19 pandemic. The upgrade is expected to include more features in terms of clinical governance protocols, and the hospital's IT department is working on a digital transformation plan to keep the institution at the forefront of technology advancements. This digital transformation plan will help the hospital to offer better services, manage patient data more effectively, and remain competitive in the healthcare industry.
As technology advances, it is important to remember that the patient should always be at the center of healthcare. MPShah Hospital understands this and is committed to using technology to bring patients together, not apart. The hospital remains steadfast in its commitment to patient care and strives to maintain the compassionate, one-on-one conversations that have always been part of the healing process.
A CORPORATE BODY THAT PROMOTES CARE FOR THE ENVIRONMENT
MP-Shah Hospital is not only concerned with the well-being of its employees but also with the environment. The hospital has launched a program called Green 365, which aims to reduce the hospital's carbon footprint and be more environmentally conscious. The program includes developing a green policy, hiring green champions, and setting green Key Performance Indicators (KPIs) to monitor and evaluate the hospital's progress toward becoming more eco-friendly.
Some of the activities that have been implemented as part of the Green 365 program include installing LED lighting systems and planting trees around the hospital to create a more pleasant environment for patients. The hospital also involves its staff in the program through induction and orientation programs, recognizing that going green is a behavioral change that requires commitment and action from everyone.
The Green 365 program has gained global attention, with MP-Shah Hospital being invited to share its journey toward environmental stewardship on international platforms. To take its green journey further, MP-Shah Hospital aims to become the first hospital in Kenya to fully go green. To achieve this goal, the hospital is considering introducing green buildings, which will significantly reduce the hospital's carbon footprint and promote sustainability.
HEALING LITTLE HEARTS IN A BIG WAY
As a corporate body, it strives to give back to the community through various initiatives. The Healing Little Hearts program is MP-Shah's flagship program on corporate social responsibility. The program creates affordable models for children who cannot live normally due to heart conditions. Started in 2017, the program has left an indelible mark in the lives of many children who did not have access to this kind of care.
“When the children come to the hospital, they are often malnourished, weak, and unable to engage in normal activities such as playing sports or attending school. However, after undergoing surgery, the transformation is remarkable. The children are running around the hospital corridors, able to breastfeed, enjoy their meals, and have a new lease on life,” Toseef narrates.
The program's success is a testament to the hospital's commitment to making a positive difference in the community. “I would encourage everyone to have such kind of formidable partnerships and friendships with these organizations where we can touch the hearts literally of these young children who need our assistance,” adds Toseef.
FUTURE PLANS
MP-Shah is a healthcare organization that prides itself on being committed to growth and expansion. With a current workforce of 1000 employees, the organization recognizes that there is always room for improvement and expansion. Recently, the organization has signed many Memoranda of Understanding (MOUs) with leading institutions to facilitate capacity building and enhance the quality of healthcare services offered.
In line with its growth and expansion programs, MPShah is open to partnerships with other institutions. These partnerships are expected to play a critical role in enhancing the organization's quality of healthcare services. The organization has also developed new programs to train its nurses and doctors, and it welcomes partnerships that will contribute to developing its healthcare services.
The organization aims to open more satellite clinics in the next few years to increase access to affordable healthcare services. The organization also looks forward to establishing a robust pediatric oncology program and developing a Pediatric Neuro Diagnostic Center. The launch of a bariatric program and weight loss clinic programs is expected in the next couple of months, enhancing the quality of healthcare services offered to the Kenyan population.
MRI MACHINE AT MP-SHAH HOSPITAL
Association Focus Kenya Medical Association (KMA)
Championing Quality Healthcare and Doctor Welfare
By PAUL ONGETO
The Kenya Medical Association (KMA) stands as a cornerstone organization within the Kenyan healthcare landscape. Established in 1968, the association serves a dual purpose: advocating for the highest quality of medical care for the nation’s citizens while ensuring the well-being of its doctor members. Healthcare Middle East and Africa team (HCMEA) had the pleasure of interviewing KMA President Dr. Simon Kigondu and CEO Dr. Brenda Obondo. The two provided rare insights into the workings of the KMA, its significant role
in shaping Kenya’s medical ecosystem, and why every medical officer should be part of the association.
HCMEA: Thank you so much for joining us in this interview. Before we dig in, our readers would like to get to know you. Can you tell us a bit about yourselves?
DR. KIGONDU: My name is Dr. Simon Kigondu, currently, I am the President of the Kenya Medical Association. I hold a diploma in IT and have pursued medicine at the University of Nairobi. After completing my undergraduate studies in 2000, I was posted to
Machakos District Hospital for three years. Subsequently, I undertook postgraduate studies in obstetrics and gynecology at the University of Nairobi, completing in 2007. Following this, I served as a gynecologist at Isiolo District Hospital for five years, where I also held the roles of medical superintendent and District Medical Services Officer. Later, I moved to Muranga District Hospital and eventually to Kigumo Sub-County Hospital in 2020. Alongside my public sector roles, I have maintained a private practice, currently operating as CEO of Exella Healthcare, specializing in obstetrics and gynecology.
DR. OBONDO: Thank you for having me. I am Dr. Brenda Achieng Obondo, and I serve as the Chief Executive Officer of the KMA. Before becoming CEO, I was a member of the KMA for many years, dating back to when I first started practicing medicine. I’ve always believed in actively participating in the association, as our strength comes from our members. A strong membership allows us to advocate for both doctors and the public. So, when the CEO position at the KMA became available, I felt compelled to apply. I understood the association and was passionate about its mission.
HCMEA: What led you to join the Kenya Medical Association?
DR. KIGONDU: I became involved as an intern, curious about what I could do as a young doctor. After completing my internship, I took over the Machakos division of KMA, serving as chairman from 2001 to 2003. During this time, we focused on recruitment and engagement, visiting hospitals to promote KMA and encourage participation in its activities. A significant event that reinforced my involvement was during the 20012002 campaign period when medical camps were organized across the country. Participating in these camps, including a notable one in Kabarak, fueled my dedication to KMA. Since then, I’ve been actively involved, traversing the country to boost morale and engagement among members, attending meetings and conferences in different divisions.
DR. KIGONDU SIGNING AN MOU WITH KENYA PAEDIATRIC RESEARCH CONSORTIUM
DR. OBONDO: I began by joining the Young Doctors Network, eventually becoming one of its co-convenors. I’m also involved with my local division within the KMA. Through these experiences, I gained a deep understanding of the challenges faced by doctors in Kenya. While I now serve at a different level, I remain engaged through my divisional council and by mentoring young doctors in the advocacy and policy work we do.
HCMEA: Can you provide a brief history of the Kenya Medical Association (KMA) and its key milestones?
DR. KIGONDU: Certainly. The Kenya Medical Association traces its origins back to the British Medical Association Kenya Chapter before independence. In 1968, four years post-independence, it officially became the Kenya Medical Association. By 1975, it had transitioned into a company limited by guarantee. Over the years, KMA has expanded its reach by establishing branches in various regions, starting with the Coast Division and later including divisions in Kisumu, Eldoret, Nanyuki, Nakuru, Nyahururu, and others. Currently, KMA boasts 17 divisions nationwide.
HCMEA: What are the primary objectives and roles of the Kenya Medical Association?
DR. OBONDO: The Kenya Medical Association serves two
IN NUMBERS
NUMBER OF KMA DIVISIONS COUNTRYWIDE 17
main functions: advocating for the highest quality of healthcare in the country and ensuring the welfare of its members. These objectives are central to our mission as a professional association for doctors practicing in Kenya.
HCMEA: How is the Kenya Medical Association structured and governed?
DR. KIGONDU: At the core of KMA’s structure is the secretariat, known as the National Executive Committee, consisting of five elected officials: President, Vice President, Secretary, Vice Secretary, and Treasurer General. Elections for these positions occur every two years, with a possibility of renewal for one term. Additionally, convenors oversee thematic committees within the association, contributing to its governance.
These thematic committees are vital in addressing professional challenges and advancing healthcare delivery in the country. For instance, the HIV committee was instrumental in facilitating HIV treatment in the early 2000s. Through grants and training programs, they significantly contributed to managing HIV and transforming healthcare practices. Currently, committees like the Managed Health Care Committee focus on issues such as universal health coverage and healthcare financing through the Social Health Insurance Fund, engaging with policymakers and providing guidance through memoranda and policy recommendations.
Other notable committees include the Reproductive Health Committee, which influences reproductive health policies, the Research and Ethics Committee, aiming to establish an Ethics Board to expedite research dissemination, and the Public Health Committee, pivotal in managing
THE KENYA
emerging health issues like COVID-19 and tobacco control. Examples of past contributions include policy documents on tobacco control and family planning adopted by the Ministry of Health.
As I had mentioned earlier, the Association is comprised of Divisions. These form the foundation upon which the KMA is built on. Initially, the number of doctors was limited, with only a few branches such as Nairobi and Coast. However, as the number of doctors increased due to more medical schools and graduates, the aim was to continuously expand and form new
MEDICAL ASSOCIATION
SERVES TWO MAIN
FUNCTIONS:
ADVOCATING FOR THE HIGHEST QUALITY OF HEALTHCARE IN THE COUNTRY AND ENSURING THE WELFARE OF ITS MEMBERS. DR. Kigondu - President KMA
KMA MEMBERS POSING FOR A PHOTO DURING THE ANNUAL SCIENTIFIC CONFERENCE IN MOMBASA, KENYA
divisions. When there are enough doctors, typically around 25, they can establish a new division.
Each division is managed by secretariat, led by the president and vice-president. The division employs staff depending on their needs, usually including an administrator to coordinate activities and recruit new members. Every three months, the National Executive Commitee visits a different division, engaging with members and addressing their concerns. This approach strengthens the association’s reach and ensures members feel connected to the leadership.
The Annual General Meeting is the top decision-making organ where members meet once every year to ratify decisions. This year, it will be held in Kisumu from April 24th to 27th. This event usually serves as a platform for members to come together, discuss important matters, and participate in professional development activities.
HCMEA: What does the Kenya Medical Association do in terms of welfare for its members?
DR. KIGONDU: Historically, the welfare aspect of the Kenya Medical Association involved providing advice on policy issues regarding healthcare management in the country. However, a significant transformation occurred in 1992. During that time, many doctors resided in the Kenyatta National Hospital staff quarters. When some doctors went on strike, the government’s response was to lock them out of their homes, leaving them vulnerable. In response, the Kenya Medical Association formed the Housing SACCO to assist doctors in acquiring homes. This initiative led to the establishment of KMA estates in various
locations.
Additionally, in 1997-98, recognizing the need to educate doctors on financial matters, the association initiated a savings and credit society. KMA SACCO was founded in 2000, offering savings and credit services to members. Today, KMA SACCO celebrates its 25th anniversary with an asset base of KES 6 billion (US$46.51m). This initiative has significantly improved the financial status of many doctors. Personally, I have benefited from KMA SACCO and currently I am on my 10th loan.
In terms of professional development, the Kenya Medical Association oversees the East African Medical Journal, which provides a platform for doctors to publish research findings. This journal, with its centenary celebrated last year, plays a crucial role in advancing the medical profession. Additionally, the association organizes continuous medical education platforms, including webinars for our doctors. Content from these webinars is uploaded on our YouTube page, which became particularly essential during the COVID-19 pandemic. During the pandemic, KMA partnered with Equity Foundation to manage an 85 million Kenyan shilling project addressing the shortage of Personal Protective Equipment (PPE) and supporting the mental health of frontline health workers. This project included training sessions on PPE usage across all counties, establishment of a call center for psychological support, and collaboration with other professional associations to assist health workers. The association also funded publications documenting these experiences and contributed data to the Ministry of Health meetings, influencing the country’s COVID-19 response.
HCMEA: Is membership in the Kenya Medical Association compulsory for doctors, or is it voluntary? And how do individuals, especially fresh graduates or interns, join?
DR. OBONDO: Membership in the association is voluntary. We’ve attempted to make it mandatory in the past, but it hasn’t been successful due to the existence of another mandatory body, the Kenya Medical Practitioners and Dentists Council, which issues licenses to doctors.
DR. KIGONDU: We, however, engage with medical students from the outset, participating in significant ceremonies like the White Coat Ceremony, Stethoscope Ceremony, and finalist dinner to familiarize them with the association’s role and opportunities.
HCMEA: What are the benefits of becoming a member of the KMA?
DR. KIGONDU: For me, the greatest benefit is networking. As an active member, I’ve built an extensive network of doctors and non-doctors across the medical industry. Today, you can ask me about almost anything in medicine, and I can connect you with the right person.
Beyond networking, the KMA partners with medical
suppliers who offer discounts to our members. These partnerships are listed on our website. We also have partnerships with banks that offer preferential treatment to our members.
Professional indemnity insurance, which protects doctors in case of lawsuits, recently became mandatory in Kenya. The KMA negotiates good rates for our members on this insurance, and we’re looking to expand our offerings in this area.
Ultimately, the KMA serves as a platform for your voice as a doctor to be heard. We provide a powerful platform that doctors can use to make a difference.
HCMEA: What is currently the biggest challenge in terms of diseases, and what is the association doing about it?
DR. KIGONDU: The association remains responsive to emerging health challenges, prioritizing disease management based on urgency. COVID-19 has been a major focus recently, and we’ve implemented various initiatives to support healthcare workers and communities during the pandemic. Mental health is another area of concern, with issues like alcoholism and substance abuse prevalent even among professionals. Our Physician Wellness Committee, led by Dr. Melanie Mugo, provides support and referrals for doctors facing such challenges.
Maternal health, particularly reducing maternal mortality rates, is also a priority addressed by our Reproductive Health Committee. Additionally, the association comments on and addresses emerging diseases as they arise, ensuring a comprehensive approach to healthcare advocacy and management.
HCMEA: How does the association ensure the right ethical culture among its members?
DR. KIGONDU: Ethics is paramount in the medical profession. We emphasize to medical students the noble nature of their profession and the ethical responsibilities that come with it. As an association, we enforce a code of conduct and monitor members for any breaches, imposing consequences when necessary. Continuous medical education plays a crucial role in clarifying ethical standards and addressing any ambiguities. Additionally, we remain vigilant against external pressures, such as profit-driven practices by healthcare businesses, that may compromise medical ethics. When such issues arise, we advocate for ethical standards, even if it means confronting businesses or government authorities. Upholding medical ethics ultimately protects the welfare of patients, and we work to ensure that laws enforce professionalism through our advocacy efforts.
HCMEA: How does the KMA work with the government to achieve shared goals in healthcare?
DR. OBONDO: The current government’s focus on healthcare is commendable. We commend them for passing the National Health Insurance Act and transitioning to a social health insurance model. Their emphasis on primary healthcare is crucial for achieving universal health coverage. We also see positive steps in facility improvement financing and healthcare digitization. Overall, these reforms appear well-designed to support universal health coverage.
The KMA actively contributes to these initiatives. We participate in forums and submit memoranda on health
KMA PRESIDENT, DR.KIGONDU AND KENYA’S FORMER HEALTH CS, SUSAN NAKHUMICHA
policies. For instance, I participated in Senate meetings on healthcare reforms to ensure doctors’ voices were heard on recently implemented laws.
Additionally, our managed health finance committee is reviewing the draft social health insurance regulations to advise the government appropriately. By providing provider perspectives, we help them refine health policies.
HCMEA: Does the association collaborate with other associations internationally, and what benefits does it get from such collaborations?
DR. KIGONDU: Yes, at an international level, KMA actively collaborates with three major medical associations: the Commonwealth Medical Association, the World Medical Association, and National Medical Associations in Africa. Our participation allows us to contribute to global health policy discussions, ensuring that diverse perspectives, particularly from Africa, are considered in shaping international medical policies. Previously, African input was limited, but with KMA’s growth, we now have a voice in international decision-making processes.
We hold significant roles within these associations, such as Vice Presidency in the Commonwealth Medical Association, with ambitions to secure the presidency. Notably, in April 2023, we hosted the World Medical Association council session in Nairobi, further demonstrating our commitment to influencing global medical policy.
Collaboration with international associations also provides us with guidance and support during local challenges. For instance, during the doctor’s strike in 2017, we sought assistance from the World Medical Association, amplifying our advocacy efforts on a national scale.
HCMEA: What would you say would be your biggest achievements during this period that you’ve been at KMA?
DR. OBONDO: Our biggest achievement is our ability
to influence policy. Kenya Medical Association actively participates in shaping healthcare policy, such as contributing to the Social Health Insurance Fund. Our input carries weight because it directly impacts the lives of citizens. Having a platform where our voices are heard and respected is invaluable.
DR. KIGONDU: In addition, being recognized at the international level is a significant milestone. KMA’s involvement in global medical associations like the World Medical Association has put us on the map of policymaking. Hosting a council session in Nairobi by the WMA, which I highlighted earlier, underscores our growing influence and contribution to global healthcare initiatives.
HCMEA: Finally, where do you want to see KMA when you leave office?
DR. KIGONDU: I envision KMA maintaining its influential role in shaping policy and upholding professionalism while preserving our nation’s social and cultural fabric. Ensuring the welfare of our members is paramount, as their well-being directly impacts the quality of healthcare provided to Kenyans. Our goal is to continue nurturing future leaders through leadership development programs and providing financial education and support to our members.
In the near future, we aim to have a greater presence on social media and other communication platforms, enabling us to disseminate information more efficiently and effectively. By expanding our reach through media and podcasts, we can better educate and engage with the public, ultimately contributing to the improved health of Kenyans.
DR. OBONDO: My top priority is to streamline internal KMA policies and maintain our position as the thought leader in Kenyan health policy. I want by the time I leave office, KMA to be at the forefront of every health policy discussion, ideally driving the agenda.
NAIROBI RADIOTHERAPY & CANCER CENTRE
Uniting care and innovation in the fight against cancer in Kenya
By BENJAMIN OPUKO
CANCER PATIENTS’ WARDS,
In Nairobi’s Kilimani area, behind Coptic Hospital, the Nairobi Radiotherapy and Cancer Centre (NRCC) stands as a beacon of hope for many battling cancer. Established in 2005 by Mrs. Anne Waita and her partner, NRCC has grown from a modest room to a stateof-the-art cancer treatment center.
Reflecting on the early days, Mrs. Waita recalls their humble beginnings, making red herring gum with a small poker machine. She fondly recollects, “Back then, we were both employed, grappling with our work-related challenges. So, we ventured into side hustles. I distinctly recall our humble beginnings, crafting red herring gum with a small poker machine. Have you ever seen those peculiar growths that people sometimes get after shaving? Those unsightly bumps, often blue, that can appear anywhere on the body? That’s where we started, with that machine. At the time, there was virtually no competition in the region.”
Initially offering superficial radiotherapy services for conditions like keloids and mycosis fungoides, they soon outgrew their space and relocated to Upper Hill Medical Center. There, they acquired larger machines and expanded their services to include deep therapy treatment.
In October 2008, NRCC acquired a 250Kv
Orthovoltage equipment, allowing them to provide both superficial and deep therapy treatments. This growth led to their rebranding as Nairobi Radiotherapy and Cancer Centre in 2009. By 2018, NRCC had significantly expanded, and Mrs. Waita left her corporate job to fully commit to managing the center.
Today, NRCC provides vital cancer treatment services in Nairobi, Embu, and Nyeri. Accredited by NHIF for oncology services, NRCC is dedicated to making cancer treatment accessible to all Kenyans.
A COMPREHENSIVE HEALTHCARE ECOSYSTEM
In Kenya, where infectious diseases and cardiovascular conditions have long been the predominant health concerns, cancer has quietly emerged as the nation’s third-leading cause of morbidity. Precise national data on this growing issue remains elusive but estimates paint a grim picture: approximately 39,000 new cancer cases arise each year, resulting in the tragic loss of over 27,000 lives. What’s even more concerning is that 60% of these cases affect individuals under the age of 70.
Amidst a troubling rise in cancer incidence, the Nairobi Radiotherapy Centre Ltd. (NRCC)
stands as a beacon of hope and a healthcare ecosystem that transcends the conventional role of a treatment facility. Within its walls, a network of vital units collaborates tirelessly in the unrelenting battle against cancer.
Nairobi Radiotherapy and Cancer Centre embodies a comprehensive approach to cancer care, including personalized treatment planning, advanced radiotherapy, empathetic chemotherapy services, accessible medication therapy management, clinical pathology support, blood transfusion services, bone disease diagnosis, and a wide array of patient-centric services. Going beyond medical care, NRCC acknowledges the profound psychological and emotional challenges of cancer, offering counseling and support for patients and their families.
Mrs. Waita, the driving force behind NRCC, emphasizes the dedication of her staff, stating, “Our team boasts years of experience in the field of oncology, and their unwavering commitment to delivering the highest standards of care and support to our patients, families, and caregivers is unparalleled. We believe in a holistic approach to nursing care, acknowledging that patients have unique physical, psychological, and spiritual needs.”
Recognizing her team’s vital role, Mrs. Waita invests in their continuous training and development, stating, “I believe that by empowering our staff with knowledge and skills, we can provide even better patient care and achieve improved outcomes. Additionally, fostering a culture of learning and growth is not only beneficial to our team but also vital for our business as it allows us to create more partnerships and collaborations within the healthcare community.”
FORGING CRUCIAL PARTNERSHIPS FOR AFFORDABLE CANCER CARE
“One of the pivotal strategies we’ve diligently implemented at NRCC involves forging robust partnerships with all major insurance companies, including the National Hospital Insurance Fund (NHIF). We fully recognize that cancer treatment often comes with a substantial financial burden, and the out-of-pocket expenses can prove insurmountable for many patients,” Mrs. Waita passionately elaborates.
Despite the formidable financial challenges, NRCC is committed to making cancer care accessible. “It’s heartening to note that a significant majority of Kenyans are now covered by NHIF, with approximately 95% of the
NAIROBI RADIOTHERAPY AND CANCER CENTRE FACILITY
population enrolled,” she proudly declares.
“To ensure that patients can access our services, especially as they commence their treatment journeys, we collaborate closely with them to explore various financing options. Our overarching objective is to proactively address
OUR AIM IS TO INSPIRE INDIVIDUALS TO PROACTIVELY SEEK HEALTHCARE, ENGAGE IN SCREENING, AND MAKE LIFESTYLE CHOICES THAT CONTRIBUTE TO THEIR OVERALL WELL-BEING. TO ACHIEVE THIS, WE'VE INSTITUTED VARIOUS PROGRAMS AND INITIATIVES.
Anne Waita - Co-Founder, Radiotherapy And Cancer Centre
any potential financial obstacles early in the treatment process. Our strategic focus revolves around delivering top-tier, yet affordable, healthcare.”
Furthermore, NRCC wholeheartedly acknowledges that cancer patients often grapple with additional health issues, such as hypertension or diabetes. To streamline and simplify the healthcare journey, we have painstakingly designed our facilities to encompass comprehensive care under one roof.
Mrs. Waita highlights the conventional practice, stating, “The conventional practice of treating cancer in isolation and then directing the patient to separate facilities for other health concerns not only escalates costs but also consumes valuable time.” Consequently, she emphasizes, “We have dedicated ourselves to establishing a holistic approach to patient management, one that comprehensively addresses all facets of their care.”
“Our commitment to our patients extends far beyond the mere provision of treatment. We remain deeply engaged with them, offering unwavering support and care throughout their journey. It’s imperative to emphasize that our compassionate approach is not limited to the patient alone; we extend our steadfast support to their caregivers, recognizing the profound impact of cancer on the entire support network.”
NRCC’S QUEST FOR CUTTING-EDGE RADIATION THERAPY TECHNOLOGIES
At NRCC, commitment to embracing cuttingedge radiation therapy technologies goes beyond being a mere choice; it’s a deeply ingrained commitment that defines its mission. Mrs. Waita firmly declares, “Technological advancements are reshaping the landscape of cancer treatment and the broader medical field. We steadfastly invest in technology and nurture collaborative relationships with fellow medical centers.”
Mrs. Waita explains, “In the past, acquiring advanced equipment represented a significant capital investment. However, the healthcare arena has evolved, and numerous manufacturers now offer innovative partnership models that alleviate the need for outright purchase.”
She continues, “Instead, we can enter into rental agreements, which allows us to maintain financial flexibility and ensure our equipment remains up-to-date with the latest technological advancements. This is truly a game-changer in the field, and it aligns perfectly with our active pursuit of excellence. The only challenge we
CUTTING-EDGE NM 830 SPECT/CT SYSTEM AT NAIROBI RADIOTHERAPY AND CANCER CENTRE
encounter relates to government taxation policies, which can place a substantial burden on us.”
In addition, NRCC collaborate with equipment manufacturers. Mrs. Waita underscores this point, saying, “We engage with a diverse range of multinational companies, including our close partnership with GE HealthCare. While we are still in discussions regarding a specific equipment acquisition deal due to the high associated costs, it remains a matter of priority. Recent economic challenges may have temporarily slowed down the process, but we remain committed to making this investment within the next two years.”
She further emphasizes the diversified approach NRCC adopts: “It’s important to understand that there isn’t a single company that can fulfill all our requirements. We strategically partner with various manufacturers to address distinct aspects of our cancer centre’s needs.
For example, we collaborate with BD for certain requirements, while another company supports our laboratory needs. This diversified approach ensures that we have access to the best equipment and technology available across different domains of our Cancer Centre.”
SPREADING HOPE AND HEALTH THROUGH CORPORATE SOCIAL RESPONSIBILITY
At the Nairobi Radiotherapy and Cancer Center (NRCC), a profound commitment to corporate social responsibility unfolds, extending far beyond the realm of medical treatment. Mrs. Anne Waita reveals, “We’re dedicated not only to the treatment of cancer patients but also to the broader mission of raising awareness and promoting a healthy lifestyle within
the community. Our aim is to inspire individuals to proactively seek healthcare, engage in screening, and make lifestyle choices that contribute to their overall well-being. To achieve this, we’ve instituted various programs and initiatives.”
She continues, “One of the programs we’ve been actively involved in is community outreach. Even during the peak of the COVID-19 pandemic, we collaborated closely with Nairobi County to conduct these initiatives, which allowed us to reach out to the community, provide vital information, and raise awareness about cancer prevention and early detection.”
Collaboration stands as a cornerstone of NRCC’s corporate social responsibility. Mrs. Waita elaborates, “Furthermore, we actively collaborate with other cancer-focused organizations and groups. For instance, we’ve partnered with a national group for cancer patients. Whenever they conduct outreach programs, they involve us to provide the crucial medical aspect of these outreach efforts.”
“This includes screenings and medical guidance. We also participate in events such as walks organized by these groups, demonstrating our support and unwavering commitment to the cause. Our ultimate goal is to underscore that cancer is a manageable condition, especially when detected early in stages one or two, as opposed to more advanced stages,” Mrs. Waita emphasizes.
However, NRCC’s commitment transcends geographical boundaries. She states, “We are firmly committed to reaching out to as many communities as possible whenever we are called upon, and this extends beyond our immediate area. In Nyeri, for instance, we collaborate with Consolata Mathari Hospital, one of Kenya’s largest hospitals. Through this partnership, we can
AN NRCC LAB TECHNOLOGIST PERFORMING A BIOPSY TEST COMPANY FEATURE: The Nairobi Radiotherapy and Cancer Centre
reach communities by leveraging the network of churches, particularly the Catholic Church, which plays a significant role in healthcare outreach.”
PRIORITIZING RADIATION SAFETY AND COMMUNITY WELL-BEING
In the realm of ionizing radiation, safety is not just a priority – it’s an absolute imperative. At the Nairobi Radiotherapy and Cancer Centre (NRCC), the commitment to ensuring high levels of safety for both employees and the surrounding community is not just a duty; it’s a way of life.
Mrs. Waita reveals, “Regarding safety measures, especially concerning ionizing radiation, ensuring the highest level of quality and safety is paramount for both our patients and the surrounding community. We have several measures in place to guarantee safety.”
“First, all the walls housing our equipment are constructed with lead, which is a standard procedure to contain radiation. Additionally, we have a dedicated team responsible for quality assurance and safety. This team conducts regular checks to ensure that there are no leaks or irregularities in the radiation shielding, which is essential for both the community and our team.”
The emphasis on safety is not confined to
ERGONOMIC PATIENT TROLLEY'S AT NAIROBI RADIOTHERAPY AND CANCER CENTRE.
structural integrity alone. NRCC has implemented a system that places each individual working in the radiation room under a protective shield of information and monitoring. Mrs. Waita explains, “We employ a system where every individual working in the radiation room wears a dosimeter badge. This dosimeter badge measures the amount of radiation exposure an individual receives.”
These unobtrusive badges serve as vigilant guardians, silently tracking the radiation dosage each employee encounters during their noble work of saving lives. She continues, “At the end of each month, these dosimeters are sent to an institution we collaborate with, which thoroughly reviews and checks the radiation exposure levels for each person. This process ensures that everyone working with the equipment is within the recommended dosage limits and adheres to safety standards. We maintain meticulous records for each month and compile annual reports, which are crucial in retaining our license to operate.”
NAVIGATING THE CHANGING LANDSCAPE OF CANCER CARE
However, the journey towards progress is fraught with formidable challenges. Mrs. Waita paints a stark picture of these hurdles, underscoring their gravity. She reveals, “Recent statistics from the National Cancer Institute of Kenya shed light on the magnitude of the challenge. In Kenya, there are merely 27 radiotherapy technologists and 38 oncologists.
These numbers fall woefully short when compared with the surging demand for cancer treatment, leaving a gaping void in the healthcare landscape.”
The evolution of NRCC to its current stature has been marked by profound transformations. Mrs. Waita reflects, “To put things into perspective, when we initially embarked on our journey into chemotherapy, there were only about 10 oncologists available in the entire country. The medical landscape has undergone significant changes since those early days, with cancer’s prevalence and complexity increasing exponentially.”
Yet, as the centre strives for excellence, it continues to confront these formidable challenges head-on. Mrs. Waita candidly discusses their ongoing efforts, stating, “To surmount these formidable obstacles, we are actively exploring the possibility of partnering with private equity firms. This strategic move is driven by a stark reality: cancer management is an immensely costly endeavor. Relying solely on personal funds or immediate payments from authorities and insurance companies is not sustainable. We recognize that growth is imperative, and we remain steadfast in our commitment to expanding our capacity to provide quality, affordable, and accessible cancer care to all those in need.”
Despite these formidable challenges, a ray of hope shines on the horizon. Mrs. Waita’s eyes gleam with optimism as she envisions the future of cancer care in Kenya. She explains, “The encouraging news is that Nairobi University has taken a significant step forward by establishing a dedicated department for training in the field of oncology, and other institutions have followed suit.”
BEYOND ACCOLADES: NRCC’S DEDICATION TO IMPACTFUL HEALTHCARE AND PATIENT WELL-BEING In healthcare, where each day is a battle to save lives and heal the suffering, accolades and awards may serve as milestones, but the true measure of success lies in the lives touched and the difference made. At the Nairobi Radiotherapy and Cancer Centre (NRCC), this profound understanding is etched into their very foundation.
Mrs. Waita emphasizes, “As for accolades and recognitions, while we have received testimonials and expressions of gratitude from patients and colleagues, we are continually striving to make a more significant impact. While we may not have garnered specific awards yet, our focus remains on changing people’s lives positively each aand every day. It’s our mission to provide high-quality cancer care and to contribute to improving healthcare outcomes, and we are dedicated to making a meaningful difference in the lives of our patients.”
The future for NRCC is marked by ambitious aspirations and unwavering dedication. She continues, “Once we receive the necessary funding and support, we will be able to further streamline our operations and ensure that we can provide our patients with the best possible care without undue delays.”
HCMEA
KISUMU SPECIALISTS HOSPITAL:
Leading the way in specialized healthcare
By BENJAMIN OPUKO
Located in the heart of the Lake region, specifically in the tranquil hills of Riat, the Kisumu Specialists Hospital is a beacon of care and healing. With a capacity of 50 beds, the hospital is wellpositioned to serve patients from the Lake region and beyond. Under the leadership of Dr. Judith Getugi, the Chief Executive Officer, the hospital is fully committed to providing comprehensive medical services to the community.
MEDICAL SPECIALISTS WITH EXPERTISE
One of the hallmarks of KSH's quality care provision is the expertise of its medical specialists. With 29 highly trained specialists, KSH offers patients access to unmatched medical care in the region. The specialists are drawn from various fields of medicine, including anesthetics, orthopedics, obstetrics and gynecology, radiology, and urology, among others. Pediatricians, general surgeons, and endoscopists are also within the hospital premises for all-around patient care. "Our specialists are doctors with many years of experience in their particular field of medicine," explains Dr. Judith, the hospital’s CEO. “They can usually perform more detailed tests and administer more direct treatments than a general physician.”
Dr. Judith further emphasizes that the hospital has an excellent team of healthcare professionals dedicated to providing quality healthcare services to their patients. "With over 100 full-time and part-time employees, we have a team of healthcare professionals who are passionate about delivering the best possible care to our patients," says Dr. Judith.
At Kisumu Specialists Hospital, we understand the importance of staying abreast of the latest medical techniques and practices. Our medical
RADIOLOGIST AT KISUMU SPECIALISTS HOSPITAL PERFORMING A SCAN PROCEDURE ON A PATIENT .
practitioners not only provide excellent care to their patients but also actively contribute to the advancement of medical knowledge as faculty members at the top medical schools in the Lake Basin region.
When it comes to healthcare, the skills and knowledge of medical professionals are undoubtedly important. But at KSH, it's not just expertise that sets their medical practitioners apart - their unwavering commitment to compassion and personalized care. "At KSH, patients are treated with the utmost care and respect, and their individual needs and concerns are always taken into consideration," explains the CEO. "In healthcare, we should always remember our humanity and treat our patients as part of our family."
Kisumu Specialist Hospital has also invested heavily in the latest medical equipment to ensure its patients receive the best possible care. The hospital has newer-generation equipment such as a digitalized X-ray machine, CT scan, biochemistry analyzer, baby resuscitates, and modern delivery beds. The hospital has six operating theatres and five endoscopy suites for advanced medical procedures. In addition, the hospital has a number of clinics, including Cardiology, Chest, Neurosurgery, Oncology,
SPECIALISTS AT KISUMU SPECIALISTS HOSPITAL
and Neurology clinics, which are tailored to offer patients specialized care.
IMPROVING SERVICE DELIVERY THROUGH REDUCED TURNAROUND TIMES
In the world of healthcare, time is of the essence. Patients who are sick need care and treatment as quickly as possible. That's why Kisumu Specialists Hospital (KSH) is proud to have been recognized for its efficiency in patient care. Recently, Jubilee, one of Kenya's leading insurance companies, awarded KSH for its low length of stay. This recognition is a testament to the hospital's commitment to providing fast and efficient patient care.
Dr. Judith explains the significance of the award. "When a patient is admitted, we aim to diagnose, manage, and treat them as fast and efficiently as possible." For patients, this translates to reduced wait times, quicker diagnoses, and faster access to treatment.
THE KENYA MEDICAL ASSOCIATION SERVES TWO MAIN FUNCTIONS: ADVOCATING FOR THE HIGHEST QUALITY OF HEALTHCARE IN THE COUNTRY AND ENSURING THE WELFARE OF ITS MEMBERS.
DR. Kigondu - President KMA
The low length of stay award is not just a badge of honor for KSH; it's also an indicator of the hospital's dedication to patient care. By prioritizing efficiency and streamlining its operations, KSH can deliver the best possible care to patients while reducing the healthcare system's burden. As things stand right now at the hospital, Dr. Judith notes that “with just a click of a button, the doctor can input whatever needs to be done, and the patient can move on to other necessary tests or treatments.”
TRANSFORMING HEALTHCARE DELIVERY THROUGH TECHNOLOGY
Technology has been a game-changer in many industries, and healthcare is no exception. At Kisumu Specialists Hospital (KSH), the adoption of cutting-edge technology has significantly transformed how the hospital operates and delivers patient care. “The adoption of technology has been a game-changer for KSH," says Dr. Judith. "It has enabled us to deliver faster, more efficient, and more effective care to our patients while minimizing waste and reducing costs.”
According to Dr. Judith, one of the most significant benefits of technology adoption at the hospital is reduced patient processing time. Thanks to implementing a state-of-theart hospital management information system (HMIS), KSH has significantly reduced patient processing times, reducing patient waiting times. Dr. Judith notes, "The average time that patients spend in the facility as outpatients has been reduced to anywhere from 30 minutes to 45 minutes, which is much lower than the industry standard.” The HMIS system also allows doctors and nurses to access patient records quickly, enabling them to make more informed decisions and provide the best possible care.
Moreover, the hospital management information system has helped KSH predict the stocks they need to purchase, ensuring a constant supply of goods and a better relationship with vendors and suppliers. “This has allowed us to maintain a constant supply of goods and to establish a better relationship with our vendors and suppliers, as we can manage our inventory more effectively,” she explains.
KSH's commitment to innovation and technology is evident in its current focus on telemedicine. Dr. Judith notes
KISUMU SPECIALISTS HOSPITAL DOCTOR ATTENDING TO A PATIENT
that telemedicine has emerged as one of the most significant breakthroughs in healthcare delivery and is today one of the hospital’s main investments technology-wise. According to Dr. Judith, KSH's telemedicine program has been successful, with positive feedback from patients and healthcare providers. "We've seen a significant increase in patient satisfaction, and our physicians appreciate the convenience and flexibility that telemedicine provides," she notes. “We've also reduced the burden on our physical facilities, which has been particularly helpful during the COVID-19 pandemic.”
Given the program's success, KSH plans to expand its telemedicine offerings in the coming years. This will involve continuous training, software, and hardware investment to ensure that the hospital remains at the forefront of telemedicine innovation. “We believe that telemedicine has the potential to transform the way healthcare is delivered, and we're committed to making it a central part of our patient care strategy,” she adds.
“We are also developing an app to support patients at home," Dr. Judith reveals. "This app is designed to provide services such as physiotherapy to patients who need them but cannot physically visit the hospital. The app can be downloaded to their phones, and patients can
continue seeking services from the comfort of their homes,” she explains.
STRATEGIC PLANS THAT FOCUS ON GROWTH AND INNOVATION
Strategic planning is an essential aspect of any organization, and it becomes even more crucial in the healthcare sector, where efficiency and effectiveness can mean the difference between life and death. The Kisumu Specialists Hospital understands the significance of strategic planning. It has been taking steps to ensure it is well-equipped to fulfill its mandate of providing quality healthcare services to the community.
"We're currently in the process of establishing our new strategic plan for the next five years, which is a crucial moment for us," she reveals, adding that the previous plan helped the hospital establish itself and set up efficient systems. “Now it's all about growth and innovation. We are looking for innovative solutions to the problems that we face in the healthcare industry, and we are constantly exploring new technologies that can help us achieve better results for our patients," Dr. Judith says.
A HOSPITAL WITH THE COMMUNITY AT HEART
Corporate social responsibility (CSR) is critical to
SPECIALIAZED SURGICAL MACHINES AT KISUMU SPECIALISTS HOSPITAL’S OPERATION THEATER
any successful business. At Kisumu Specialists Hospital (KSH), CSR is not just a buzzword but a core value that the hospital has consistently demonstrated through its actions.
Dr. Judith emphasizes the importance of prioritizing the community in which the hospital operates. "As a business operating within a community, it is essential to prioritize serving the community," she says. "Our first step towards this goal is providing healthcare services to the community where we operate."
Further, KSH demonstrates its commitment to the community by hiring locally. "We hire locally and provide employment opportunities to members of the community. Our staff mostly comprises Kenyans, which reflects our commitment to the community," explains Dr. Judith.
But KSH's commitment to the community doesn't stop there. The hospital also participates in various community projects, such as the Medical Camps tour in partnership with Ramogi TV, which supports over 1,000 patients seeking medical attention.
KSH also supports local teams and participates in events that promote healthy living, such as the Dallas Seven. "We believe that de-stressing and having fun is important, especially considering the hectic nature of modern life," adds Dr. Judith.
The hospital is also big on community health awareness. "As a healthcare facility, we believe that creating awareness and educating the public about various aspects of health is an opportunity and responsibility we should take seriously," she says. “Educating the public is one of the most effective ways to
improve their health and well-being.”
UPCOMING PLANS AND INITIATIVES
As a hospital dedicated to providing quality healthcare services, Kisumu Specialists Hospital (KSH) continuously explores ways to improve and expand its operations. "We recognize that the demand for quality healthcare services is ever-increasing, and we are committed to meeting this demand by expanding our operations," Dr. Judith says. "Our goal is to ensure that every patient who comes through our doors receives the best possible care, and we believe that expanding our capacity is essential to achieving that goal."
Dr. Judith also highlights the importance of benchmarking and continuous improvement through certifications. Recently, the hospital’s laboratory received accreditation from the Kenya Accreditation Service (KENAS), providing proof of the facility’s competence to carry out various medical laboratory tests. "We are proud of our KENAS accreditation, but we are not stopping there," Dr. Judith says. "We are currently pursuing full certification for the organization and expect to complete the process within the next two years. We are also working on achieving other healthcare-specific certifications such as SafeCare Accreditation." Dr. Judith explains that pursuing these certifications is crucial for the hospital's success in the future. "We want to ensure that we are providing the highest quality care to our patients, and pursuing these certifications is one way we can demonstrate our commitment to that goal," she says. HCMEA
UCN CLUSTER ACHIEVEMENTS IN 2023: A Year of Progress in Public Health Across Africa
By JACKIE MUINDE
The Universal Health Coverage, Communicable and Noncommunicable Diseases (UCN) Cluster, a core unit within the World Health Organization (WHO) Regional Office for Africa, is critical in coordinating and supporting regional efforts to combat various diseases and public health challenges. In 2023, the Cluster continued its vital work, achieving significant milestones in leadership, collaboration, knowledge generation, and disease control interventions across Africa. This report details the UCN Cluster's accomplishments in 2023, highlighting its contributions to strengthening health systems and improving health outcomes for millions of Africans.
BUILDING A UNITED FRONT FOR HEALTH
The UCN Cluster's leadership extends far beyond simply issuing directives. In 2023, the Cluster actively fostered collaboration and knowledge exchange by participating in over 65 critical meetings, consortiums, workshops, and conferences. These events brought together various stakeholders, including government officials, public health experts, researchers, civil society organizations, and development partners. The UCN Cluster facilitated dialogue by convening these gatherings, identified shared challenges, and promoted a collaborative approach to addressing regional health priorities.
Furthermore, the Cluster was pivotal in strengthening regional networks and supporting country-specific health agendas. This support included working with the Regional Joint HIV/AIDS Team for Eastern and Southern Africa (RATESA) to streamline regional efforts towards HIV prevention and control. Additionally, the Cluster collaborated with national NTD program managers to accelerate progress towards an Africa free of neglected tropical diseases. Notably, the Cluster's support facilitated the establishment of National Immunization Technical Advisory Groups (NITAGs) in seven new countries, bolstering evidence-based decisionmaking for immunization programs.
THE MEASURABLE IMPACT OF DISEASE CONTROL
The UCN Cluster's dedication to leadership and collaboration translates into tangible results. Here are some success stories that illustrate the Cluster's impact in 2023:
Yellow Fever Elimination: In alignment with the global strategy to eliminate yellow fever epidemics, the UCN Cluster convened a high-level meeting for priority countries in 2023. This forum provided a platform to review progress, address challenges, and share best practices in yellow fever immunization activities. Additionally, the Cluster supported Ethiopia in conducting a subnational yellow fever risk assessment, laying the groundwork for targeted interventions to prevent outbreaks. Advocacy efforts culminated in successfully integrating the yellow fever vaccine into Ethiopia's routine immunization schedule, a significant step towards eliminating yellow fever.
Combating Cervical Cancer:
Cervical cancer poses a major threat to women's health in Africa. Recognizing this urgency, the UCN Cluster, with support from Roche, launched an initiative in September 2023. This initiative aims to improve access to essential cervical cancer detection, treatment, and care services in Côte d'Ivoire, Kenya, and Zimbabwe. The
THE
UCN CLUSTER WAS PIVOTAL IN STRENGTHENING REGIONAL NETWORKS AND SUPPORTING COUNTRY-SPECIFIC HEALTH AGENDAS.
program focuses on strengthening primary healthcare systems, integrating early detection services, and ensuring access to necessary equipment and supplies. This collaborative effort holds immense potential to reduce the burden of cervical cancer and save lives.
Tackling Skin NTDs: Skin neglected tropical diseases (NTDs) significantly impact health and well-being in Africa. The UCN Cluster played a crucial role in advancing progress against these diseases. In October 2023, the Cluster supported the Buruli ulcer PCR laboratories network (BU-LABNET) transition to the Skin NTD Laboratory Network (Skin NTD LABNET). This shift reflects a broader focus on tackling various skin NTDs and strengthening laboratory diagnostic capacity across the
region. The transition involved national, regional, and global representatives, underscoring the importance of collective action against skin NTDs.
ENSURING REGIONAL REPRESENTATION AT THE GLOBAL STAGE
The UCN Cluster recognizes the importance of global advocacy for Africa's health needs. In 2023, the Cluster actively participated in key global events, including the International Symposium at the Vatican on Hansen's Disease, side meetings for ministers of health from Guinea-worm endemic countries at the World Health Assembly, and the 13th International Conference on Typhoid and other Invasive Salmonelloses. These engagements allowed the UCN Cluster to voice Africa's
OFFICIALS OF ROCHE AND UCN CLUSTER DURING THE LAUNCH OF A CANCER INITIATIVE
Source: WHO
concerns, share regional experiences, and foster new partnerships and funding opportunities. Through its global presence, the Cluster is vital in attracting resources and expertise to address public health challenges specific to the African continent.
EMPOWERING COLLECTIVE ACTION THROUGH STRONGER PARTNERSHIPS
The UCN Cluster understands that achieving lasting public health improvements requires collaboration beyond the health sector. In 2023, the Cluster actively fostered partnerships with other UN agencies, development partners, research institutions, and civil society organizations. This collaborative approach was evident in the Cluster's participation in the Global TB Caucus 4th Africa TB.
This collaborative approach was evident in the Cluster's participation in the Global TB Caucus 4th Africa TB Summit held in Kigali, Rwanda. The
Summit brought together stakeholders from diverse backgrounds to strategize on achieving the End TB Strategy goals in the African region. The UCN Cluster was key in facilitating discussions and advocating for increased investment in TB prevention, diagnosis, and treatment across Africa.
Similarly, the Cluster partnered with the World Bank and other development partners to support the implementation of National Master Plans for Neglected Tropical Diseases (NTDs) in 36 countries. This collaboration focused on mobilizing resources and strengthening program management capacities to achieve NTD elimination goals. These examples highlight the UCN Cluster's effectiveness in building a network of partners that leverages combined expertise and resources for maximizing public health impact.
CLOSING THE GAP BETWEEN RESEARCH AND REALITY FOR BETTER OUTCOMES
The UCN Cluster recognizes the critical role of knowledge generation and dissemination in guiding effective disease control efforts. In 2023, the Cluster invested significant resources in developing evidence-based guidelines, translating research findings into practical tools, and monitoring disease control progress.
Developing Guidelines: The Cluster actively contributed to developing regional guidelines for managing various diseases, including Buruli ulcer, schistosomiasis, and leprosy. These guidelines provide healthcare workers with evidence-based diagnosis, treatment, and case management recommendations, enabling them to deliver optimal patient care.
Bridging the Research Gap:
Recognizing the historical imbalance in global health research, the UCN Cluster actively promoted research on African diseases. This involved supporting researchers in developing research proposals, conducting studies, and publishing findings in peer-reviewed journals. Additionally, the Cluster partnered with academic institutions to translate research findings into accessible formats for policymakers and healthcare professionals
Monitoring Progress: The UCN Cluster was crucial in monitoring and evaluating regional disease control programs. This involved developing data collection tools, analyzing trends, and identifying areas for improvement. Notably, the Cluster published a comprehensive report in 2023 that analyzed trends in communicable and non-communicable diseases in Africa, providing valuable insights for prioritizing public health interventions.
KNOWLEDGE TRANSLATION: MAKING GLOBAL KNOWLEDGE ACCESSIBLE
Generating knowledge is only one part of the equation. Ensuring that this knowledge reaches those who can utilize it is equally important. The UCN Cluster actively translated global knowledge
products into formats readily applicable to the African context. For example, the Cluster collaborated with regional partners to develop a regional summary of the Global Oral Health Status Report, making key findings on oral health disparities in Africa accessible to policymakers and healthcare professionals across the continent.
BUILDING A HEALTHY FUTURE THROUGH LONGTERM INVESTMENT AND NATIONAL HEALTH STRATEGY
National health plans are blueprints for achieving health system goals. The UCN Cluster recognizes the importance of robust national strategic plans and provides technical assistance to Member States in developing and updating their plans in 2023. This support included strengthening the national capacity to conduct disease burden assessments, identify priority interventions, and cost national health plans. Notably, the Cluster's efforts facilitated the development of 3rd generation National Master Plans for Neglected Tropical Diseases (NTDs) in 36 countries, paving the way for a more targeted approach to eliminating these debilitating diseases.
BRIDGING THE GAP BETWEEN DATA COLLECTION AND DISEASE CONTROL STRATEGIES
Data is the cornerstone of evidence-based decision-making. In 2023, the UCN Cluster organized workshops and training sessions across the region to improve data collection and analysis capacities for diseases like schistosomiasis. These efforts equipped national teams with the skills and tools necessary to collect accurate and reliable data, crucial for monitoring progress and evaluating the effectiveness of interventions. Additionally, the Cluster collaborated with national public health institutes to conduct surveys on the prevalence of various diseases, generating valuable information to guide control strategies.
COLLABORATIVE ACTION BROUGHT DOWN TB RATES
Tuberculosis (TB) remains a major public health challenge in Africa. The UCN Cluster's dedication to TB control yielded significant results in 2023. The Cluster provided comprehensive technical support to countries for TB prevention, control, and elimination efforts. This support encompassed strengthening national TB programs, promoting access to new diagnostic tools, and advocating for increased investment in TB research and development. Additionally, the Cluster actively supported the newly established Southern and East African Regional Network for TB Control (SEARN-TB), fostering collaboration and knowledge sharing between regional partners. Furthermore, the UCN Cluster was vital in advocating for increased access to new TB tools, such as rapid diagnostics and new treatment regimens, which can significantly improve case detection and treatment outcomes. These combined efforts contributed to reducing TB cases across the African region in 2023, highlighting the UCN Cluster's impact on TB control.
DEVELOPING TOOLS FOR EFFECTIVE TB MANAGEMENT
The UCN Cluster recognizes the importance of practical tools for effective disease management. The Cluster actively contributed to developing tools that streamline TB management at the national level. In 2023, the Cluster supported the development of a TB cost survey protocol and a drug resistance survey protocol. These tools enable national programs to accurately assess the financial burden of TB and monitor the emergence of drug-resistant strains, allowing for more efficient resource allocation and targeted interventions.
A YEAR OF PROGRESS AND A CALL TO CONTINUED ACTION
The UCN Cluster's achievements in 2023 demonstrate its unwavering commitment to improving African public health outcomes. The Cluster has made significant progress in tackling various health challenges through its leadership, collaboration, knowledge generation, and disease control interventions. However, the fight for a healthier Africa is far from over. The UCN Cluster recognizes the need for continued efforts, strengthened partnerships, and sustained investment in public health systems. Moving forward, the Cluster will continue to play a vital role in supporting Member States, fostering regional collaboration, and advocating for Africa's health needs on the global stage. By building on the successes of 2023, the UCN Cluster remains committed to its mission of creating a healthier future for all Africans. HCMEA
Casgevy CRISPR Therapy approved in England
UK - The CRISPR-based gene therapy Casgevy has been approved for patients with transfusion-dependent betathalassemia (TDT) in England, following positive guidance from the National Institute for Health and Care Excellence (NICE).
As of August 8th, NICE released its final draft guidance recommending that the NHS cover Casgevy.
This therapy, developed by Vertex Pharmaceuticals and CRISPR Therapeutics, is now available to patients aged 12 and older with severe beta-thalassemia who require blood transfusions and for whom blood and bone marrow transplants are suitable, but no matching donor is available.
Vertex Pharmaceuticals has announced a reimbursement agreement with NHS England, making Casgevy available immediately through the Innovative Medicines Fund.
As outlined by NICE, the treatment is accessible to up to 460 eligible patients.
The NICE recommendation followed an independent committee’s review of the impact of TDT on patients’ lives.
TDT is a life-threatening inherited condition characterized by genetic mutations that hinder the production of healthy red blood cells and haemoglobin.
Symptoms often include severe fatigue, delayed infant development, misshapen bones, and enlarged organs. The standard treatment involves lifelong blood transfusions and iron chelation therapy.
While stem cell transplants can be curative, they are limited by the scarcity of matching donors, particularly among South Asian populations who are disproportionately affected.
GERMANY - Siemens Healthineers has unveiled the Biograph Trinion, a next-generation positron emission tomography/ computed tomography (PET/CT) scanner designed for high performance and energy efficiency.
This advanced scanner offers a broad range of clinical capabilities while ensuring a low lifetime operational cost.
“With the Biograph Trinion, Siemens Healthineers is proud to offer customers a high-performance PET/CT scanner that delivers the precision and speed needed for clinical demands,” said James Williams, PhD, head of Molecular Imaging at Siemens Healthineers.
“This new system is user- and patient-focused, providing a sustainable investment through reduced installation and operational costs, as well as easy on-site scalability.”
The Biograph Trinion features a cutting-edge PET/CT platform with a scalable, air-cooled digital detector based on lutetium oxyorthosilicate (LSO) crystal elements.
This detector ensures high spatial resolution and ultrafast time-of-flight performance of 239 ps, enhancing the detection of small lesions. It also offers effective sensitivity up to 128 cps/kBq, enabling fast scans with minimal patient radiation exposure.
The CT technology, adapted from Siemens Healthineers’ established SOMATOM go. Platform, delivers rapid, low-dose, high-quality scanning with up to 128 slices.
The scanner’s integrated platform facilitates consistent PET, CT, and post-processing workflows without requiring a separate CT acquisition system or post-processing solution.
Integrated imaging applications include oncology, theranostics (combining diagnostics and therapeutics for certain cancers), cardiovascular imaging, and neurology imaging, including Alzheimer’s disease.
JAPAN - Moderna and Mitsubishi Tanabe Pharma Corporation (MTPC) have announced a joint agreement to copromote Moderna’s mRNA respiratory vaccine portfolio in Japan.
This strategic partnership focuses on expanding access to Moderna’s mRNA respiratory vaccines, including their COVID-19 vaccine, Spikevax.
Under the terms of this strategic agreement, Moderna will oversee the manufacturing, sales, medical education, and distribution of its mRNA respiratory vaccines.
Meanwhile, both companies will actively engage in initiatives designed to ensure broad access to Moderna’s mRNA respiratory portfolio, thereby aiming to maximize its positive impact on public health in Japan.
This partnership has been set for an initial term lasting until March 31, 2029. However, specific financial terms of the deal remain undisclosed.
In his address, Kazumasa Nagayama, President and Representative Director of Moderna Japan, expressed his pleasure in partnering with Mitsubishi Tanabe Pharma to facilitate the commercialization of their COVID-19 vaccine and future mRNA respiratory vaccine portfolio for the Japanese populace.
He underscored the significance of this collaboration by highlighting Mitsubishi Tanabe Pharma’s longstanding heritage and substantial contributions to public health in Japan through numerous vaccines.
Additionally, he emphasized that the
EUROPE - Chime Biologics has announced plans to scale up its manufacturing operations significantly in China and expand into the AsiaPacific markets.
The contract development and manufacturing organization (CDMO) aims to increase its drug substance capacity from 28,000 to approximately 100,000 litres.
According to Dr. Jimmy Wei, president of Chime Biologics, this expansion will enable Chime to manufacture 15 to 20 commercial products.
Although headquartered in Wuhan, Chime Biologics is a “100% foreignowned company in China,” with all shareholders and investors based in the US, Europe, or Hong Kong.
Due to this structure, Wei believes the company is unlikely to be impacted by the US BIOSECURE Act, which has posed challenges for many Chinese CDMOs.
The Act, introduced in January, prohibits purchasing equipment or contracting services from Chinese
company’s extensive experience and deep knowledge in the vaccine sector make it an invaluable partner in this endeavour.
MODERNA
WILL OVERSEE THE MANUFACTURING, SALES, MEDICAL EDUCATION, AND DISTRIBUTION OF ITS MRNA RESPIRATORY VACCINES.
Chime Biologics to expand presence in Europe and Asia-Pacific Moderna joins forces with Mitsubishi Tanabe Pharma to promote mRNA vaccines in Japan
companies like WuXi AppTec and WuXi Biologics, leading many pharmaceutical companies to seek CDMO partners without ties to China.
Wei emphasized that Chime is a pure CDMO, focusing solely on drug substance and drug product manufacturing.
“We don’t conduct clinical trials or generate genetic-related information, which sets us apart from some of our larger competitors that offer a broader range of services,” he explained.
In addition to its expansion plans in China, Chime Biologics also targets growth in the Asia-Pacific region.
The company is building a team in Japan to focus on this market and is exploring opportunities in emerging regions such as the Middle East, South America, and Africa. Chime also plans to enter the biosimilar business, focusing on the Asia-Pacific markets.
Virtual Reality revolutionizes nursing education in India with training facility
INDIA - Healthcare VR developer MediSim VR has partnered with Kusum Dhirajlal (KD) Hospital to establish the Virtual Reality Health Lab, potentially the first facility in India to use virtual reality technology.
Inaugurated in June, this VR training facility serves as a Centre of Excellence (CoE) that aims to improve nursing training standards to boost productivity, address skill gaps, and align training and research with industry needs.
As a CoE, it hosts various initiatives, including training programs, research, conferences, expert sessions, international events, trainers’ training, and skills training.
Additionally, it extends access to VR training to nursing colleges around Gujarat, broadening its impact.
This advanced nursing training facility is located within the 300-bed multispecialty KD Hospital in Ahmedabad, a city in the western state of Gujarat, India.
Equipped with VR simulators, the nursing skill training center provides an immersive, real-world-like environment for practicing medical procedures and developing clinical skills.
This revelation was made in an interview with Mobihealth News, where Riddhi Baid, business development head at MediSim VR, shared that the training laboratory features a comprehensive, curated module library of essential skills endorsed by the Medical Council of India, the United Kingdom’s General Medical Council, and the American Medical Council.
Genentech reintroduces Susvimo eye implant in the United States
USA - Genentech, a subsidiary of Roche Group, has relaunched its eye implant, Susvimo, in the United States following the conclusion of a voluntary recall, with the device expected to be available to patients in the coming weeks.
According to Genentech, the Susvimo implant is surgically inserted into the eye during a one-time outpatient procedure and refilled using a specially designed needle once every six months.
This needle introduces a customized formulation of ranibizumab directly into the device, which is crucial for treating wet or neovascular age-related macular degeneration (AMD).
Susvimo was initially approved by the FDA in 2021 to treat this chronic disorder that causes blurred vision.
However, in 2022, Genentech voluntarily recalled the ocular implant, insertion tool, and initial fill kit in the U.S.
This decision came after test results showed that some implants did not meet Genentech’s standards.
Since then, Genentech has updated the Susvimo implant and refill needle, and testing has confirmed that they now meet these performance standards.
Additionally, manufacturing process improvements were implemented to ensure quality.
The reintroduction of Susvimo offers the first alternative to the regular eye injections that are currently the standard of care for wet AMD.
This condition affects 1.5 million people in the U.S. and 20 million worldwide; if left untreated, it can cause blindness.
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