We are experts, researchers and economists in public health able to identify problems within healthcare systems in developing countries and to improve the access to healthcare. Adequate access to healthcare has been recognised by large international organizations and political leaders as resulting from financial, societal and institutional problems.
The priority of the WHO Director-General and the leaders of West African countries is to set up universal health coverage. Their National Health Policies and National Health Development Plans of West Africans countries have clearly defined visions to improve, strengthen and achieve the availability and quality in the supply of care. The plan of action is expressed and shared with technical and financial partners who support them according to their possibilities and their mandates.
In this context of political commitment and knowledge of the dysfunction, why does access to healthcare for most populations in the developing countries remain generally deficient?
One answer is in the poor performance of hospital systems. Despite the significant progress made over the past twenty years, the systems currently in place often fails to create favourable conditions to meet the care of populations according to the health policies expressed.
Of course, the funding is insufficient and the needs are immense. Hospitals lack technical resources and staff are poorly valued; supply chains are often discontinued for medical products, consumables and devices for technical platforms; and the basic conditions such as access to water and electricity are inadequately met. The international partners on which the health systems depend are themselves subject to budgetary constraints and the need to demonstrate the relevance of the actions funded. In addition, there is often a reluctance to support a system that does not inspire confidence and whose results are not guaranteed, rather than supporting targeted and better-controlled actions.
Reactivity because of our local implementation
- Teams integrated to the public health structures;
- Short and fast cycle;
- Easier relations with contract authorities and final beneficiaries;
- Operational actions and direct responses to needs;
- Permanent availability;
- Funds stay in the country.
Our team dynamic
- 100% local operational team promoting employment;
- Perfect adaptation to the context, language, needs and current local regulations;
- Formation, support and regular stimulation of our team.
- Best price / performance ratio of our organizational and economical model;
- Funds of our services paid because of our good financial results and the increased attendance.
Efficiency and transparency
- Data gathered and decisions made in collaboration with the authorities;
- Results and issues / matters in question shared with the public health sectors;
- The company is audited beyond its contractual obligations, and the last audit revealed no major or minor anomalies.
We are made up of 48 employees allocated between head office and 6 contracted hospitals. The organizational chart is:
Responsible for Methods, Quality and Supervision
Dr Ayesh PERERA
Oncology Research Director
« Vingt ans d’expérience à des postes de direction en grandes entreprises ou de dirigeant de PME en France m’ont permis, depuis douze ans en Afrique de l’Ouest, d’apprécier les dysfonctionnements fondamentaux des hôpitaux, d’élaborer, de proposer et de mettre en œuvre de façon opérationnelle les adaptations pertinentes dans quelque 150 hôpitaux, centres de santé, et autres structures publiques pour les rendre plus efficaces, que ce soit sous forme de renforcement, d’appui pédagogique et organisationnel, ou de contractualisation comme c’est le cas actuellement pour OIGH au Togo ».
Director and President
Administrative and Financial Manager