Management of the Komfo Anokye Teaching Hospital has launched intensive lobbying and is pursuing Public Private Partnerships (PPPs) to upgrade equipment and revive critical stalled legacy projects.
Several projects aimed at providing spaces for clinical and other allied services have stalled, while existing ones are undergoing severe wear and tear due to a lack of comprehensive renovations.
The hospital has noted that the pressure at the facility compromises the quality of patient care.
For over 10 years, critical infrastructure projects, including the Sickle Cell and Blood Centre and Doctors’ Office Complex block, Psychiatry expansion project, and modernisation of the old “Gee blocks,” have restricted full capacity delivery of service and patient care at the Komfo Anokye Teaching Hospital.
Despite being Ghana’s second-largest referral hospital, major expansion projects have not been completed or put to use.
Chief executive officer of the Komfo Anokye Teaching Hospital, Dr (med) Paa Kwesi Baidoo, explains that the situation is compounded with the non-existent modern clinical equipment to complement the operation of the existing facilities.
“At the moment, most of the critical equipment, such as C.T. scans, Magnetic Resonance Imaging (MRI), Fluoroscopy, Oxygen Plants and Central Sterilization equipment of the hospital, are either down or working at fault. Vital equipment like a Catheterization Laboratory (CATHLAB) and Mammograms are completely nonexistent here,” he said.
Dr. Baidoo revealed the situation at the hospital’s 2025 mid-year performance review conference whilst courting for support from corporate Ghana and government.
The conference that assembled staff and management of KATH prioritized the comprehensive retooling of the hospital, renewed efforts to complete all stalled projects, secured support for new critical infrastructure to provide modern and fit-for-purpose spaces for clinical services, and improved staff productivity and welfare.
The CEO says the hospital’s current operational deficits have been assessed with a view to marshalling the right strategies and support for addressing them.
“My administration has resorted to the following strategies including Embark on intensive lobbying drives and aggressively pursue Public Private Partnerships (PPPs) with entities including Ministry of Health (MoH), the Ghana National Petroleum Authority (GNPC), Ghana National Gas Company, National Health Insurance Authority (NHIA) and the Bank of Ghana (BoG) to improve the equipment stock and expand clinical and other allied infrastructure at the hospital.
Strengthen existing partnerships and develop new strategic ones to enhance skills development/transfer and mobilization of resources to expand access to specialist care. Promote clinical and operational research, innovation and evidence-based patient care,” he said.
The hospital shared its vision to strengthen operational and system reforms, optimize revenue generation and pursue waste reduction and cost containment measures and implement performance-based reward systems, prioritize staff welfare and ensure fair but firm enforcement of discipline among staff members to enhance productivity.
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