The cost of healthcare is a burden in most developing countries, and this is exponentially increasing in the context of population growth, pandemics, and rapidly evolving medical necessities. A customized healthcare typology should rely on data collection and architectural requirements, before moving to aesthetically compelling designs, so hospitals in low-resource or developing countries will not mimic their Western counterparts. The greatest bearing that improves the patient’s outcome and well-being would engage a productive interaction between the hospital designers and the medical practitioners, this will also allow for evidence-based hospital planning. As the author of this short report, I use the best of my experience as a physician and healthcare planner to translate a successful interaction with multinational designers building hospitals in Rivers State, Nigeria.
Resilience management helps an organization to adapt to crisis. It supports business operators to deal with repetitive changes while managing risks and probabilities. This will give the organization an advantage to increase its performance. Healthcare sector mostly profited from this concept recently during COVID-19. Whereas, clinical governance is a very known framework in healthcare. It consists of improving and offering high standards of care while maintaining a supportive environment for the providers. Understanding greatly both concepts will create a solid combination that will help healthcare planners to operate easily in organizations, especially in moderate and low-income countries. For this purpose, the present paper discussed resilience management and clinical governance, and illustrates a simple strategic framework to be applied.
