“We tend to institutionalize our elders when we can’t care for them at home,” Clarke said. “But many patients are able to be cared for at home, and we want to go into nursing homes and offer services to reassimilate people into their communities.”

In Virginia, Kissito has been designated as a Program of All-inclusive Care for the Elderly (PACE) provider in Roanoke. This program allows Nursing Home Certified Elders to remain at home and receive home-based care services. Kissito reports that participants in the program experience 50 percent fewer hospital days and more than 90 percent fewer nursing-facility days.

Clarke is expecting Kissito to become more involved in managing patient populations and working with providers across a large geographic area without having to have a physical space.

To read more visit HealthcareiX.com online.

Despite legal obstacles encountered in the initial pursuit of building the future Morris Cerullo Kamashi Teaching Hospital and University in the Kamashi Zone of Ethiopia, today dust flies, machines rattle, picks swing and progress ensues.

In 2010, Kissito signed an agreement with Ethiopian government to build the Morris Cerullo Kamashi Teaching Hospital and University in the remote and underserved western region near the Blue Nile River. Because the region is so remote, it was not possible to oursource or find local contractors to build. So, Kissito and the regional government decided that importing construction machineries from the US would be the best option.

In the end, red tape prevented this from being possible, but Kissito was steadfast. We knew if we didn’t act to find a solution, thousands would be left with no healthcare – and many with no hope.

With its commitment to Morris Cerullo World Evangelism, its mission, and all those who are in desperate need and may die without help, KHI proposed a second idea to construct the hospital in good standards and a timely manner: To outsource the workmanship/contract labor while KHI avails all the material needed for construction. This way, contractors are compelled to construct according to standard. Breaking the project up into phases will encourage both timely and quality work as the contracting company will be given the next phase without bid as long as it has met expectations.

The bid was announced last October and the winning contractor, Cobalt Construction, signed an agreement on January 27th, 2012. Phase one commenced on February 3rd, 2012 and is expected to finish phase one within 200 working days. Cobalt Construction will be involved in excavation and earth work, forms and shutters, reinforcement, concrete, roofing, finishing and subcontracting sanitation and electrical works.

Four tons of cement have been purchased, stone and sand is ready for transport from its production site and a 10,000 liter water tank has been purchased to store water at the construction site as there is a water shortage in Kamashi. It will be refilled on a continuous basis by pumping from a nearby stream.

(Photos coming soon)

Vent patient at Kissito Healthcare-Botetourt, photo courtesy lmlmagazine.org.

In Fincastle, Va., The Brian Center Botetourt, a Kissito Healthcare not-for-profit skilled nursing facility, provides an award-winning ventilator therapy program to this growing patient demographic. Because of its easy-access location, The Brian Center draws patients from not only Virginia, but also West Virginia and North Carolina. Its reputation also attracts patients from around the country—even Hawaii.

To read the whole story, visit Long Term Living Magazine online.

Christina Mwinjipe inspects her cassava crop (Mapinga Village, Tanzania 2012) . Photo courtesy of the Gates Foundation.

Throughout my careers in software and philanthropy—and in each of my annual letters—a recurring theme has been that innovation is the key to improving the world. When innovators work on urgent problems and deliver solutions to people in need, the results can be magical.

Right now, just over 1 billion people—about 15 percent of the people in the world—live in extreme poverty. On most days, they worry about whether their family will have enough food to eat. There is irony in this, since most of them live and work on farms. The problem is that their farms, which tend to be just a couple acres in size, don’t produce enough food for a family to live on.

Fifteen percent of the world in extreme poverty actually represents a big improvement. Fifty years ago, about 40 percent of the global population was poor. Then, in the 1960s and 1970s, in what is called the “Green Revolution,” Norman Borlaug and other researchers created new seed varieties for rice, wheat, and maize (corn) that helped many farmers vastly improve their yields. In some places, like East Asia, food intake went up by as much as 50 percent. Globally, the price of wheat dropped by two-thirds. These changes saved countless lives and helped nations develop.

We have the ability to accelerate this historic progress. We can be more innovative about delivering solutions that already exist to the farmers who need them. Knowledge about managing soil and tools like drip irrigation can help poor farmers grow more food today. We can also discover new approaches and create new tools to fundamentally transform farmers’ lives. But we won’t advance if we don’t continue to fund agricultural innovation, and I am very worried about where those funds will come from in the current economic and political climate.

The world faces a clear choice. If we invest relatively modest amounts, many more poor farmers will be able to feed their families. If we don’t, one in seven people will continue living needlessly on the edge of starvation. My annual letter this year is an argument for making the choice to keep on helping extremely poor people build self-sufficiency.

My concern is not only about farming; it applies to all the areas of global development and global health in which we work. Using the latest tools—seeds, vaccines, AIDS drugs, and contraceptives, for example—we have made impressive progress. However, if we don’t make these success stories widely known, we won’t generate the funding commitments needed to maintain progress and save lives. At stake are the future prospects of one billion human beings.

For more information visit Gates Foundation online.

For immediate release: January 25th, 2012.
Contact:
Elizabeth Parsons, Director of International Projects
Tom Clarke, President & CEO

Pediatric diarrhea is one of the leading causes of death among the developing world’s children, killing approximately two million each year. The Rota virus alone is estimated to take the lives of 500,000 children annually. Kissito Healthcare International has been working with the world’s foremost expert on pediatric diarrhea, Dr. Herbert DuPont of the University of Texas-School of Public Health, to put a stop to this epidemic.

Boston University medical students did some fieldwork in Africa on behalf of Kissito where they collected samples of the stools of malnourished children. These samples were then sent to Dr. DuPont’s laboratory which revealed some unfortunate and unexpected findings; 50 of 60 some samples tested positive for E.Coli, Norovirus and Rota virus.

Dr. DuPont had been collaborating with Napo Pharmaceuticals on a drug called Crofelemer that has been shown to dramatically enhance the efficacy of Oral Rehydration Therapy (ORT) in certain populations. He shared his findings with them and as a result, Napo has recently entered into an agreement with the University of Texas and Kissito to conduct clinical trial interventions for Crofelemer in Manafwa District.

The work that Kissito Healthcare International is doing along with the University of Texas, Napo pharmaceuticals, Boston University, and dozens of other affiliates can possibly lead to a major breakthrough in saving the lives of children in under-developed countries, and make a significant positive impact on global health.

About Kissito Healthcare
Founded in 1989, Kissito Healthcare exists solely for the betterment and care of human life. We seek to improve patient outcomes in our domestic and global services through a balanced engagement in academics, research and health care delivery. As a charitable organization, Kissito Healthcare is funded by private and government grants and donations. In nine U.S. facilities, we provide post acute care, chronic disease self –management, long term care, assisted living, Alzheimer/dementia care, specialized respiratory care and employment to more than 800 of the country’s most dedicated and passionate healthcare providers. In our global health initiatives, we provide acute care, primary care, pediatric malnutrition programs, maternal and child health programs, and various research programs related to maternal and child health in the countries of Uganda and Ethiopia. Our global and domestic vision is to develop healthcare delivery systems that lower costs and improve outcomes for the world’s most vulnerable populations where resources are extremely limited.

Our internal culture is intensely guided by our four core values of Integrity, Passion, Excellence, and Respect.

On July 9th, 2011 South Sudan became the 193rd nation in the world. This sub-Saharan nation is the size of France without a single paved highway. With the highest maternal mortality rate in the world, the country has less than 50 licensed doctors for its 10 million people. 400 medical students are struggling to become the first generation of South Sudanese doctors.

This video is their story. As of January, 2012, the Juba medical school in South Sudan has officially reopened thanks to Ujenzi Trust, Harvard Medical School and Massachusetts General Hospital, partners of Kissito Healthcare International.

Ujenzi Trust supports efforts to identify and build sustainable solutions to intractable health challenges in resource-poor communities. Ujenzi aims to catalyze positive change by inspiring collaboration. The world’s most pressing health and human rights challenges require innovative solutions brought about by committed communities of individuals, community groups, non-governmental organizations, corporations and governments who share a moral imperative to act.

Read more from the Botetourt View. The Botetourt View is a community publication and blog of the Roanoke Times.

This week, Dr. Sibiiti was interviewed by one of Uganda’s national news stations about Kissito’s struggle to keep up with the high demand for free healthcare services. From 20-30 patients seeking care less than a year ago, KHI’s Bugobero Health Center IV is now seeing anywhere from 300-400 patients per day.

KHI’s work would be impossible without the help of donors like you. Give today at www.kissitointernational.org/give.

Mbale, Uganda national news station, STEP TV, discusses Kissito Healthcare International’s (KHI’s) free services and training of local medical professionals at KHI’s Bugobero hospital in Manafwa District. It includes an interview with KHI’s in-country director, Sam Mumia, and footage of the hospital. Kissito operations would be impossible without the help of donors like you. www.kissitointernational.org/give.

Q & A with John Zoltowski

What do you bring to Kissito?

I have 35 years of experience in healthcare administration, beginning in acute and long term care.  Just before coming to Kissito, I was the CEO of a continuing care retirement community.  This entailed oversight of independent cottages and apartments for seniors, assisted living, sub-acute long term care rehabilitation, hospice services and home health care.  Before that, I was vice president of operations for the New England Association, responsible for the administration of multiple sites that offered a comprehensive continuum of care for seniors to age in place. I have been a licensed nursing home administrator for 23 years during which time I was an owner for 13 years. My experience has required a comprehensive knowledge of health care regulations, human resources and fiscal management and the ability to engage in significant strategic planning. This history provides me with the leadership skills and administrative expertise to engage in sound strategic planning.

I believe strongly in the philosophy that to be the provider of choice one must be the employer of choice.  So, additionally, genuine human resource development is a critical component to the success of any operation.

Why are you passionate about what you’re doing now?

My father was a general surgeon and I grew up in a household that included walking into the kitchen and seeing patients having a meal.  This atmosphere of caring had a distinct and lasting influence on my career choice.

Why geriatrics?

My initial position in health care was as the director of social services for an acute care hospital and nursing home.  I completed an A.I.T. (Administrator in Training) to serve as the nursing home administrator.  During this time, I formed a not-for-profit group of local citizens in an effort to produce a vocational school for conversion into senior housing.  This effort required the completion of comprehensive needs assessment of seniors and resulted in the establishment of subsidized senior housing.

Tell us about a day in the life of your new position.

My experience at Kissito Healthcare Botetourt has allowed me the opportunity to provide the care and compassion that is unique in the long term care and rehabilitation field.  I have been able to celebrate the twenty-one year stay anniversary of one resident while assisting in formulating the discharge plans for another resident.  I feel confident that the sum of my experiences in conjunction with Kissito’s well-defined protocols to govern and monitor quality care is a healthy formula to achieve excellence.