Nigeria · West Africa · Est. Enugu
The country trains capable clinicians every year and then watches a large share of them leave. Chinedozi Hospitals & Healthcare International trains health workers where they already live, deploys them to the communities they came from, and builds the conditions that make staying a rational professional choice — not an act of sacrifice.
Founding hub · Phase 1
Teaching hospital, chaplaincy formation, and the first three clinician cohorts.
The southeast is where the name comes from and where the first cohort trains. Enugu anchors the residency partnership, the simulation lab, and the chaplaincy formation that every cohort passes through.
Policy and accreditation · Phase 1
Regulatory alignment, accreditation, national partnerships.
Curricula are worthless if they do not articulate with MDCN registration and the Federal Ministry of Health. Abuja is where accreditation, licensure pathways and government partnership are held.
Platform and diaspora · Phase 1
AMDana engineering, diaspora faculty, private-sector partnership.
Engineering and data operations for AMDana, plus the diaspora faculty rotations that let Nigerian-trained physicians abroad teach without anyone having to relocate permanently.
Northern expansion · Phase 2
Maternal health, Hausa-language care, imam and chaplain partnership.
Northern deployment is designed with Muslim faith leaders from the first planning meeting, not consulted afterwards. Maternal and child health carry the clinical priority.
Delta corridor · Phase 2
Occupational and environmental health, riverine outreach.
Riverine communities are reached by mobile teams whose records sync when they come back into coverage. Occupational exposure and respiratory disease lead the caseload.
Regional partnership · Phase 3
Ghana pathway — shared curriculum, reciprocal faculty.
The second country. Shared curriculum and reciprocal faculty rather than a franchise: the Ghanaian partner institution owns its own accreditation and cohorts.
Regional partnership · Phase 3
Sierra Leone pathway — post-outbreak systems strengthening.
Health systems that have survived an outbreak know things the rest of the region needs. The Sierra Leone pathway is as much about what CHHI learns as what it brings.
Modelled on 80 clinicians trained a year at 85% home-region retention over 10 years. Every assumption is yours to change.
The argument
Every credible plan for West African health puts more trained clinicians into underserved communities. The disagreement is about where they come from. The conventional answer — recruit centrally, train centrally, post people out to rural placements — has been tried at length. Postings go unfilled. Clinicians posted far from home count the months. Anyone with a portable qualification and a family to support does the arithmetic that anyone would do.
CHHI inverts the sequence. Recruit from the community that needs the clinician. Train in country, on the disease burden that community actually carries. Deploy people home, into a practice that already has a supply line, a supervising physician, a working record system and a salary that arrives on the day it is supposed to. Then keep investing in them for the length of a career.
None of that is novel in isolation. What is missing everywhere else is that all of it has to be true at once, and someone has to own the whole chain.
Start where you are
The projection page is the argument, and every assumption in it is editable — including the ones that make CHHI look worse. Cohort sponsorship, hub commissioning, evaluation partnership and equipment funding all start with the same conversation.
Physicians, nurses, midwives and community health workers train in cohorts, deploy to the communities they come from, and get the supervision, continuing education and progression that make staying a decision you do not have to keep re-making.
CHHI clinicians are placed in the communities they are from, with chaplaincy available to anyone who wants it and no one who does not. Tell us where you are and we will tell you what exists near you and what is coming.
The pathway
Training is one step out of six. The other five are what decide whether a graduate is still practising in the same community in year five.
Step 01
Candidates are drawn from the local government areas the cohort will serve, with weighting for applicants from communities that currently have no resident clinician at all. Someone with family, land and worship in a place is not deciding every year whether to stay there.
Step 02
Rotations run through partner teaching hospitals with visiting faculty and structured remote instruction. The disease burden trainees learn on is the burden they will treat: malaria, sickle cell, hypertension, obstetric emergency, tuberculosis, an accelerating diabetes and stroke caseload.
Step 03
Every clinical cohort trains alongside the chaplaincy cohort. Clinicians learn to recognise spiritual distress and refer it; chaplains learn where the clinical line is and do not cross it. Both learn to work with the pastors, imams and traditional leaders who are already the first call in most communities.
Step 04
A clinician arrives to a site already running AMDana on IPMS, with a stock line, a referral pathway, a named supervising physician and a salary that is actually paid on schedule. Most retention failures are not vocation failures. They are logistics failures.
Step 05
Deployment is to the home community or its catchment, on a service commitment matched to the training investment, with the practice, housing and progression to make staying the rational choice rather than the sacrificial one.
Step 06
Monthly case review, remote specialist backup, funded continuing education, and a route to teaching in the next cohort. Year three is when isolated clinicians leave; year three is where this model spends its attention.
Services
Resident clinicians in communities that have had none: diagnosis, chronic disease management, antenatal and child health, and the outreach days that reach people who cannot travel to a facility.
Skilled attendance, obstetric emergency readiness and referral that works at 2am. The single highest-yield place to put a trained clinician in the region, and the clearest test of whether a health system functions.
Built with global surgery partners: safe surgical capability at district level, structured referral for what district level cannot safely do, and the anaesthesia and perioperative staffing that make both real.
A trained, credentialed chaplaincy service inside the clinical team — for patients, families and the clinicians themselves. Present for every faith and for people of none.
Physicians, nurses, midwives, community health workers and chaplains trained in cohorts that deploy together and stay in contact for the length of their careers.
AMDana and IPMS: the records, scheduling, supply, follow-up and reporting layer that lets a small team run a real service without drowning in paper.
Spiritual care
In most of Nigeria the pastor, imam or elder is consulted before the clinic is — sometimes months before. A health system that treats that as an obstacle spends its energy fighting the community it is trying to serve. CHHI treats it as the existing referral network, and trains inside it.
CHHI runs a trained, credentialed chaplaincy service inside the clinical team — offered to every patient, declinable by every patient, and available to clinicians carrying weight they cannot put down at the end of a shift.
The chaplaincy serviceTechnology
A clinician two hours from tarred road cannot run a service on paper registers and a WhatsApp group, and will not run one on software built for a hospital with campus fibre. AMDana is the clinical layer — offline-first, phone-first, in the languages people actually speak. IPMS is the operating layer underneath it: records, scheduling, supply, staffing, payroll and the reporting that partners and ministries can audit.
The platform is not the point. It is the reason a team of four can run a real service without drowning, and the reason a salary arrives on time in a place where late pay is the most reliable predictor of a resignation.
How the platform worksClinical work continues offline on the device and reconciles when connectivity returns. Outreach teams are gone for days at a time; nothing waits for a signal.
Designed for the device a Nigerian clinician actually carries, on a data plan that is metered, not for a workstation on campus fibre.
Patient-facing flows work in the languages of the communities served, and do not assume a literate patient with an email address.
Triage support, documentation drafting, follow-up and reminders. Every clinical decision is a clinician's, recorded as theirs, and reviewable.
Institutional relationships
Surgical education and training capacity
Collaboration on surgical and perioperative curricula pitched at district-level practice, and on the faculty, supervision and assessment that make surgical training in country credible rather than improvised. Safe surgery is where a health system either works or quietly does not, and it is the hardest capability to build without partners who already teach it.
Curriculum, research capability and faculty exchange
Engagement on curriculum design, research methods training and structured faculty exchange, so that cohorts are trained to a standard that travels and research capacity is built in country rather than extracted from it.
Surgical, obstetric, trauma and anaesthesia care
Advocacy and technical alignment on safe surgical and anaesthesia access at district level — the part of the system that quietly decides whether a road traffic injury or an obstructed labour is survivable.
Diaspora clinical faculty and specialty mentorship
A route for diaspora and international physicians to teach, supervise and mentor CHHI cohorts on defined rotations — contributing clinical depth without requiring anyone to relocate permanently, and without displacing local faculty.
Relationships are described at their current stage — engagement, discussion or agreement in progress. Nothing on this page asserts a signed agreement or an endorsement by any named institution.
Where each relationship standsQuestions people actually ask
All three functions, deliberately fused. Training that does not end in a deployed, supervised, paid clinician has not finished, and a hospital that does not train is a permanent import dependency. CHHI operates hospitals and clinics, trains the workforce that staffs them, and runs the platform both depend on.
Because training abroad is an excellent way to fund another country's health service. Nigeria already trains capable clinicians; the loss happens after qualification. Training in country, deploying people to communities they are from, and making the job survivable addresses the actual failure point.
Nothing coercive, and nothing should. The model competes on the things that actually drive the decision: being paid on time, having supplies, having supervision, having a career ladder, and not being professionally isolated. The projection on this site lets you set retention as low as you think is realistic and see what the model yields anyway.
No. Chaplaincy is offered and can be declined with no effect on care, serves every faith and people of none, and is delivered by trained, supervised chaplains working to a documented clinical boundary. Faith is central to how most patients in the region understand illness; treating that seriously is a clinical obligation, not a mission strategy.
That the arithmetic of retention dominates the arithmetic of training volume. The numbers are a transparent model with editable assumptions, not a forecast. Change any input and the outputs change in front of you; the methodology note states every constant and rounding rule.
Cohort sponsorship, hub commissioning, faculty exchange, research collaboration, independent evaluation, and equipment or platform funding. The partnership form routes to the CHHI office with whatever context you provide.
Partnership, cohort sponsorship, faculty exchange, an application to train, or a community asking what exists nearby — it all reaches the same office.
