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Stuff from Johannesburg

Head of Health Dr Nivisha Parag Appointed at REGENT BUSINESS SCHOOL

MyPR: Head of Health Dr Nivisha Parag Appointed at REGENT BUSINESS SCHOOL:

Dr Nivisha Parag Photo: Regent Business

The fast pace, ever evolving nature of healthcare coupled with massively overburdened health systems globally, is driving demand for bold leaders and managers, who have specialised knowledge and skills to enhance efficiency and success in this complex sector.

REGENT BUSINESS SCHOOL has appointed Dr Nivisha Parag as Head of their School for Healthcare Management Studies. The MBA in Healthcare Management at REGENT BUSINESS SCHOOL is a niche qualification, and offered EXCUSIVELY by them.

Dr Parag matriculated from Ladysmith Secondary in 2002 and achieved her MBChB at UKZN NRMSM in 2007 and thereafter completed her MBA at REGENT BUSINESS SCHOOL in 2013, post grad Emergency Medicine Specialty 2014 and most recently her Critical Care Sub Specialty in 2017.

REGENT BUSINESS SCHOOL is proud to have their alumni heading up this sector of their disruptive, innovative educational institution.

Asked if she could change one thing in the health sector, Dr Parag said, “I would ensure equity of resources be providing access to care for everyone as a basic human right.”

Her role models in life are her parents, who have taught her to do everything that she pursues with discipline and sincerity. Her other role model is Oprah Winfrey because philanthropy and healthcare have common goals.

Her new role involves strategic development and continuous improvement of programs in healthcare, including the sector specific MBA in Healthcare Management. She will be teaching and leading a team of subject matter experts in content delivery; engaging with sectoral experts and professionals working in the industry to nurture a world class school that offers relevant, high quality programs tailored to the healthcare needs locally and globally.

“Inequality in South African healthcare delivery, accountability for escalating healthcare costs with no measurable increase in value, medical professional retention, closing practice gaps, the mental health of people working in this industry, the lack of outstanding leadership needed to improve health care is challenges that must be addressed.” Dr Nivisha Parag.

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Have you tried: Travelling to South Africa?

Did you know this about Johannesburg? Johannesburg has a massive infrastructure: The city has more than 8000 km of water pipes and more than 8000 km of sewage pipes. It has more than 180,000 streetlights and more than 100 water towers and reservoirs. The city also has more than 1700 traffic lights. There are more than 120 community health clinics, 10 environmental health clinics, 35 cemeteries (which cover over 600 hectares) and 59 public swimming pools. The city has 106 dams, 394 public sport facilities and 98 public recreation centers. Despite the fact that there’s a huge amount of infrastructure, Johannesburg still has more 1000 hectares of green space in an around it.

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Ponte City: Transformation

As the “white flight” of the 1980s and 90s drained the inner city of capital, Ponte City underwent a dramatic and terrifying transformation. By the late 1990s, the building had become a “vertical slum” and a symbol of urban decay. It was famously “hijacked” by gangs; the retail levels were stripped, and the building became a fortress for drug dealing and human trafficking. The most haunting image from this era was the central core. Originally designed to be a light-filled courtyard, it became a literal trash heap. Residents on the upper floors would throw their refuse into the center of the building rather than taking it down. At its worst point, the trash in the core reached five stories high—a mountain of rotting debris, discarded furniture, and even, legend has it, the remains of those who had fallen or jumped.

During this period, the reputation of Ponte was so toxic that there was a serious proposal in 1998 to turn the entire skyscraper into a vertical prison. The plan was eventually scrapped, but the building remained a “no-go zone” for nearly a decade. The turnaround began in the mid-2000s when developers New Metro Property Group and later Dlala Nje began a massive, painstaking refurbishment. They cleared out the tons of trash from the core, restored the lifts (which had often been out of order, forcing residents to climb 50 flights of stairs), and implemented strict security protocols.