Partners
It is common on pages like this to imply more than exists. Every relationship below is labelled with where it currently stands, and nothing here claims an endorsement.
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.
Discuss a collaborationCurriculum, 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.
Discuss a collaborationSurgical, 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.
Discuss a collaborationDiaspora 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.
Discuss a collaborationRelationships 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.
Ways to engage
Fund the training, formation and first-year deployment of a full cohort — clinicians and chaplains together, since that is how they train.
Stand up a training and service hub in a defined catchment, with the platform, supply line and supervision in place before the first clinician arrives.
Send faculty on defined rotations, or host CHHI faculty and trainees. Reciprocal by design; nobody has to relocate permanently.
Evaluate the programme against its own claims. CHHI would rather be corrected early than believed uncritically.
Diagnostics, obstetric and surgical capability, connectivity, devices, and the AMDana and IPMS deployment underneath them.
Work on licensure pathways, curriculum accreditation and the regulatory articulation that decides whether any of this counts.
What CHHI asks for
Clinical pipelines do not pay off inside a one-year grant cycle. A cohort selected this year is deployed years from now and reaches its steady-state caseload years after that. Funding structured around annual reporting against short-horizon indicators will reliably distort a programme like this — usually by pushing it toward training volume, which is the metric that is easy to move and the one that matters least.
The counterpart to asking for patient capital is accepting hard evaluation. That is why the academic engagements are framed around independent measurement rather than joint promotion.
Discuss a partnershipThe projection page is editable on purpose. Set retention to whatever you actually believe and see what remains.
