Korle BU Teaching Hospital Accra
Established on October 9, 1923, the Korle Bu Teaching Hospital has grown from an initial 200 bed capacity to over 1,500. It is currently the third largest Hospital in Africa and the leading national referral centre in Ghana.
Korle Bu, which means the valley of the Korle lagoon, was established as a General Hospital to address the health needs of the indigenous people under Sir Gordon Guggisberg’s administration, the then Governor of the Gold Coast.
Population growth and the proven efficacy of hospital-based treatment caused a rise in hospital attendance in Korle Bu. By 1953, demand for the Hospital’s services had escalated so high that the government was compelled to set up a task force to study the situation and make recommendations for the expansion of the Hospital.
The government accepted and implemented the recommendations of the task force which resulted in the construction of new structures, such as the Maternity, Medical, Surgical and Child Health Blocks. This increased the Hospital’s bed capacity to 1,200.
Korle Bu gained teaching hospital status in 1962, when the University of Ghana Medical School (UGMS) was established for the training of medical doctors. The UGMS and five other constituent schools are now subsumed under the College of Health Sciences to train an array of health professionals. All the institutions of the College however, undertake their clinical training and research in the Hospital.
At the moment, the Hospital has 2,000 beds and 17 clinical and diagnostic Departments/Units. It has an average daily attendance of 1,500 patients and about 250 patient admissions.
Clinical and diagnostic departments of the Hospital include Medicine, Child Health, Obstetrics and Gynaecology, Pathology, Laboratories, Radiology, Anaesthesia, Surgery, Polyclinic, Accident Centre and the Surgical/Medical Emergency as well as Pharmacy. Other Departments includes, Pharmacy, Finance, Engineering, General Administration.
The Hospital also provides sophisticated and scientific investigative procedures and specialisation in various fields such as Neurosurgery, Cardiothoracic surgery, Paediatric Surgery Dentistry, Ophthalmology, ENT, Renal, Orthopaedics, Oncology, Dermatology, Radiotherapy, Radio diagnosis, and Reconstructive Plastic Surgery and Burns.
The National Reconstructive Plastic Surgery and Burn Centre, the National Cardiothoracic Centre and the National Centre for Radiotherapy and Nuclear Medicine in particular also draw a sizeable number of their clientele from neighbouring countries such as Burkina Faso, Nigeria, and Togo.
Korle Bu Teaching Hospital continues to blaze the trail when it comes to the introduction of specialised services. It carried out the first ever kidney transplant in Ghana in 2008. It is one of the few hospitals in Africa where sophisticated laboratory investigations are carried out. Other specialised services the Hospital provides include brachytherapy intervention for the treatment of prostate cancer and keyhole surgeries.
Plans are underway to venture into molecular testing and employ the use of cutting-edge technology in care delivery. All these are part of the grand plan to offer a wider spectrum of specialist care to position Ghana as the hub of health tourism within the West Africa Sub-region.
In pursuit of its mission and vision, KBTH intends to pursue the following objectives that would form the basis/focus of planned interventions (i.e strategies, programmes and actions):
– To improve continuously the quality of healthcare and enhance clients/patients satisfaction in a cost effective manner
– To enhance KBTH’s contribution to the MoH’s effort at cost-effective quality healthcare delivery, training, research and advocacy
– To improve the technical and managerial skills, knowledge, competences and capabilities of all staff
– To boost staff morale, commitment and satisfaction through motivation
– To enhance the hospital’s ability to attract and retain adequate and competent staff
– To make efficient use of the unique competencies and capabilities of the Medical and other allied health personnel
– To ensure positive and mutually beneficial relations with external collaborators, donors, NGOs, other organisations and individuals
– To improve relations with the general public and immediate community and capacity for Monitoring and Evaluation
With the promulgation of the Act 525 of 1996, the Hospital has been conferred with the powers to operate as a semi-autonomous organisation. The Hospital draws direction from a Management Board charged with the responsibility of giving broad guidance for its smooth administration.
Running the daily affairs of the Hospital is vested in the Chief Executive, who is assisted in his duties by seven Directors. The Directors are for Medical Affairs, Pharmacy, Nursing Services, Finance, Administration, Human Resources and General Services.
Administrative power is vested in the Budget Management Centre (BMC) which is headed by the Chief Executive to ensure the smooth and effective operation of the Hospital. Administrative power is further devolved to the departments referred to as the Sub-Budget Management Centres (Sub-BMCs). The Sub-BMCs include the Obstetrics and Gynaecology, Medical, Surgical, Accident & Emergency, Plastic Surgery and Burns centre. The rest are the Pathology, Child Health, Polyclinic, Laboratory, Anaesthesia and Radiology Sub-BMCs.
As part of the hospital’s function as a teaching hospital, we embrace students with all academic backgrounds in internship/attachment to gain practical experience with the hospital.
Students interested should download the attachment forms from our website and attached scanned copies of approval letters from their institutions and forward to the Human Resource Directorate on our email: firstname.lastname@example.org. Applicants will be advised on the status of their applications within five (5) days.
The hospital accepts National Service Personnel with diverse academic backgrounds every year.
For our valued Clients / Patients, we will
– Do the right thing, the right way at the right time
– Use the right person, with the right skill and right attitude
– Provide services that meet the patients’ expectation
– Provide services using the right things
– Provide services that are value for money, cost efficient and cost effective
– We provide services that are supported by evidence
– Partner with others in the interest of improving patient care outcomes
– Support the community to better manage their health
– Continuously study and find ways to improve on the care we provide
To our dedicated and committed employees, we will
– Provide opportunities for employees to function as human beings rather than as ‘just’ resources to be used
– Provide opportunities for each employee, to develop their full potential
– Provide opportunities for employees to influence the way they relate to their work and the hospital
– Create an environment in which it is possible, for employees to find exciting and challenging work
– Treat each employee in such a way that their individual set of needs, important to their work and life, are recognised and met