Join Wired4EX program and grow in your career

Wired4Ex is a structured training and mentorship program. It’s meant for active healthcare managers who would like to transition from any level to excellence. The program officially opened doors in 2015 and has alumni from Kenya, Uganda, Nigeria, Tanzania, Somalia and other developing countries. Any international student from developed countries can also take the up wired4ex programs to familiarize with healthcare landscape in Africa. The recruitment is done in cohorts of 25-30 participants. HeSMA and partners are now accepting the second cohort. To apply call us on email: info@wired4ex.com or call 0202330034 or 0729872543

‘’I have a background of Clinical Medicine and with MBA in Health Care Management. I have worked in the hospital context for 5 years before joining Health Insurance where I work in Quality Control and Standards department. I am a good learner, result oriented with good communication and organization skills. I look forward to growing in Health Care Management portfolio through Wired4Excellence. I look forward to moving from technical operation to strategic operations to enable me contribute through my skills and Knowledge. My interest in the future is Public Policy, Strategic Management and data analytics in making effective decisions and improving performance of an organization” Christine Ariga, Nairobi

 

WHO on COVID-19 and attainment of SDGs

The World Health Organization officially declared the outbreak of the coronavirus disease 2019 (COVID-19) a public health emergency of international concern on 30 January 2020.1 A few months later, the world is dealing with a crisis of immense proportions. The pandemic has shown that this crisis is fuelled by poverty, hunger, weak health systems and lack of clean water and sanitation, education and global cooperation.2,3 The global recession caused by the COVID-19 response is alarming and has made researchers question whether the sustainable development goals (SDGs) are fit for the post-pandemic age.4 Some have even claimed that certain SDG targets might be counter-productive because they enhance growth rather than development.4 While the SDGs do not have a dedicated pandemic response plan, we believe it is essential not to delink the response to the pandemic from the SDGs. We argue that the COVID-19 crisis demonstrates the need to integrate the SDGs at the national level as well as in individual health-care decisions. We also call for a focus on sustainable health decisions, meaning decisions that are made in the present do not compromise future needs, whether local or global. Making such decisions requires adapting to the current context, anticipating future impact, and using a rights-based framework.

 

Transforming our world: the 2030 agenda for sustainable development5 emphasizes that achieving the SDGs requires balancing three dimensions of sustainable development: economic growth, social inclusion and environmental protection. Moreover, sustainable development requires us to balance our needs with the ability of future generations to meet their own needs. Although the SDGs were the outcome of dialogues held at all levels of government and civil society, the related discourse has been criticized for an assumption that governments can and should be the primary custodians of any sustainable development agenda.6 This assumption risks consolidating a macrooriented understanding of sustainable development – that is, that sustainable development concerns only nations, not individuals.

 

The COVID-19 pandemic shows that sustainable development goes beyond national strategies. Every individual needs to make health decisions that meet personal needs as well as the needs of the broader community, such as using facemasks on public transport, observing social distancing advice and self-quarantining when necessary. Such decisions can help to curb transmission and reduce illness, deaths and economic impacts.

Similarly, this global crisis reveals that community needs can be immediate in contrast to the 2030 horizon of the SDGs. Lack of health insurance, reduced access to water during lockdown situations or chronic diseases have suddenly become factors that determine chances of survival. To manage the COVID-19 pandemic, governments have had to balance the need for mitigation, control and eradication. Should such responses entail enforcing states of emergency, or should they involve a mitigation strategy built on the premise of eventually reaching herd immunity, while being sustainable over time?8,9 How could emergency strategies be consistent with targets such as universal health coverage that might reduce the risk for future pandemics? Such issues must be addressed in national strategies and in the individual choices that we all make when we comply with health authorities’ recommendations.

References

  1. WHO Director-General’s statement on IHR Emergency Committee on Novel Coronavirus (2019-nCoV). Geneva: World Health Organization; 2020.Available from: https:// www .who .int/ dg/ speeches/ detail/ who -director -general -s -statement -on -ihr -emergency -committee -on -novel -coronavirus -(2019 -ncov) [cited 2020 Jul 14].
  2. Horton R. Offline: COVID-19 and the NHS – “a national scandal”. Lancet. 2020 03 28;395(10229):1022. doi: http:// dx .doi .org/ 10 .1016/ S0140 -6736(20)30727 -3 PMID: 32222186
  3. Bedford J, Enria D, Giesecke J, Heymann DL, Ihekweazu C, Kobinger G, et al.; WHO Strategic and Technical Advisory Group for Infectious COVID-19: towards controlling of a pandemic. Lancet. 2020 03 28;395(10229):1015–18. doi: http:// dx .doi .org/ 10 .1016/ S0140 -6736(20)30673 -5 PMID:
  4. 32197103
  5. Time to revise the sustainable development goals. Nature. 2020 07;583(7816):331–2. doi: http:// dx .doi .org/ 10 .1038/ d41586 -020 -02002 -3 PMID: 32665631
  6. Resolution A/RES/70/1. Transforming our world: the 2030 agenda for sustainable development. In: Seventieth United Nations General Assembly, New York, 25 September 2015. New York: United Nations; 2015. Available from: http:// www .un .org/ ga/ search/ view _doc .asp ?symbol = A/ RES/ 70/ 1 & Lang = E [cited 2020 Jul 14].
  7. El-Zein A, DeJong J, Fargues P, Salti N, Hanieh A, Lackner H. Who’s been left behind? Why sustainable development goals fail the Arab world. Lancet. 2016 Jul 9;388(10040):207–10. doi: http:// dx .doi .org/ 10 .1016/ S0140 -6736(15)01312 -4 PMID: 26782981
  8. Anderson RM, Heesterbeek H, Klinkenberg D, Hollingsworth TD. How will country-based mitigation measures influence the course of the COVID-19 epidemic? Lancet. 2020 03 21;395(10228):931–4. doi: http:// dx .doi .org/ 10

Healthcare IT Market Growth Analysis and Technology Advancement by Key Industry Players for 2021

Healthcare IT market is expected to grow due high demand for cost effective treatments and reduction in costs associated to healthcare.

The Healthcare Information Technology solutions & services defined in this report automate, manage, and control the different tasks and processes in healthcare organizations. healthcare IT market growth is attributed to the rising demand for patient safety & data accuracy, need to curtail healthcare cost, and implementation of various healthcare policies promoting the use of HCIT in healthcare facilities.

Healthcare information technology is a field of IT that involves the design, creation, development, use, and maintenance of information systems for the healthcare industry. Automatic and interoperable healthcare information systems offer a host of advantages such as low costs, minimal errors, improved medical care and public health, enhanced efficiency, and better patient satisfaction. The U.S. Health Care Information Technology (HCIT) market was evaluated at $61,018 million in 2017, and is estimated to reach $149,178 million by 2025, at a CAGR of 11.7% during the forecast period.

Healthcare IT market is driven by growing demand for improved patient safety and patient care as well as increase in government initiatives to promote HCIT. However, the U.S. HCIT is a well-established market and thus, there is a huge supply and demand gap with many local as well as international key players operating in this segment. This factor is expected to hamper the market growth. Moreover, numerous key players have collaborated with local players for developing efficient products to create lucrative opportunities in the market.

Among healthcare provider solutions, the clinical solutions segment dominated the market accounting for half share of the market in 2017. This was attributed to the increase in IT integration and rise in demand for clinical solutions in the healthcare industry.

Among end users, the healthcare providers segment dominated the market in 2017 accounting for two-thirds share of the total market. This is owing to the increase in demand for data accuracy to ensure patient safety through improved clinical outcomes, rise in healthcare reforms, and efforts to curb the healthcare expenditure.

Healthcare providers and hospitals segments dominated the market accounting for about two-thirds share of the total market as hospitals includes several applications such as EMR, CPOE, RIS, medical document management system, revenue cycle management, and healthcare asset management system.

The leading players in global healthcare information technology market have focused on expanding their presence in the Asia-Pacific region through expansions, acquisitions, and agreements. Thus, increasing investment by leading players in the region coupled with investments from central & local government agencies creates significant growth opportunities for healthcare IT market. Key players profiled in this report include McKesson Corporation (U.S.), United Healthcare Group(U.S.), Allscripts Healthcare Solutions, Inc. (U.S.), Athenahealth, Inc. (U.S.), Epic Systems Corporation (U.S.), GE Healthcare (UK), Cerner Corporation (U.S.), Oracle Corporation (U.S.), Koninklijke Philips N.V. (The Netherlands), Infor, Inc. (U.S.), *Other players in the value chain include Wolters Kluwer, IBM, 3M health Information Systems, Conifer Health Solutions, Kronos Incorporated, Anthelio Healthcare Solutions Inc., Lexmark Healthcare, Orian Health, Wipro Technologies, CSI Healthcare IT, Syntel Inc., and Spok Inc.

Kenyatta University holds HSM Students club day

Over 90 Students from Kenya Methodist, Kenyatta, and Mt Kenya University gathered at Kenyatta University Campus. They were accompanied by their faculty and patrons and the agenda was to engage with a team of mentors from HeSMA through an initiative called Wired4Ex. Wired4Excellence is a mentorship program by HeSMA and partners is supposed to fulfill our mission to identify, advocate for, and lead in raising a generation of Health Care Managers who will apply the systems thinking to respond to the needs and opportunities. Our outcome is the number of healthcare managers that have transitioned from Novice/junior management positions to mid-level and onward to senior executives. Wired4Ecellence program prepares beginners and mid-level managers move successfully into senior-level positions. Ultimately for healthcare industry this program ensures we have competent managers that will help organizations reach their goals. While beginners and mid-level healthcare managers contribute to all of these goals, they rarely possess the perspective to develop the high-level planning that will drive organization to attain them.

The purpose of this program is to mentor at least 4500 healthcare managers with a goal of providing them with knowledge and skills through mentorship, connecting them to mature resources from anywhere in the global healthcare network. The major function of Wired4Excelence project is to promote the younger and inexperienced healthcare managers (Mentees) development in specific areas and to facilitate successful completion of the program. It will also serve to ensure that we have enough of competent healthcare managers for the sector.

To engage with us on this program Kindly send an email to support@wired4Ex.com