Nazareth Hospital Director Aims for Mayo Clinic-Level Excellence
Professor Fahd Hakim, director of the Nazareth English Hospital, believes the institution can achieve the same level of medical excellence as the renowned Mayo Clinic in the United States. Despite the vast geographical and reputational distance, Hakim asserts that Nazareth's hospital possesses the potential to be a world-class medical center. He highlights that Rochester, Minnesota, where Mayo Clinic is located, is a city of similar size to Nazareth, yet it became a hub built around its hospital. Hakim argues that the intelligence and commitment of medical professionals are not exclusive to the US, pointing to highly skilled doctors who chose to work at his hospital in Nazareth over lucrative positions abroad.
The Nazareth English Hospital, officially the Scottish Episcopal Mission Hospital (EMMS Nazareth), was founded in 1861 and currently has 170 beds and approximately 860 employees. It also operates a nursing school established in 1924 and a tourism village, all under the same non-profit association. Hakim emphasizes the hospital's "DNA" of serving the local community, providing care regardless of financial status, and empowering patients rather than offering charity. The hospital aims to reduce disparities in education, health, and opportunities, acting as a regional anchor.
In the past five years, the hospital has established 47 new units and departments, including a stroke unit, a protected dialysis department, a psychological center for Arab youth, and an advanced IVF unit, which Hakim claims sets a new national standard. The hospital has also shown strong performance in national quality metrics, with very low rates of sepsis and readmissions, exceeding Ministry of Health targets.
However, the hospital faces significant challenges due to the socioeconomic conditions of its patient population, which is largely poor and suffers from high rates of chronic illness and limited access to healthcare. Smoking rates are double the national average, and diabetes is prevalent, leading to severe complications. Hakim notes that patients often face difficult choices between essential medical care and basic necessities like food. Life expectancy in the Arab community is also significantly lower than the national average.
Hakim stresses that the challenge is not only bringing advanced medicine and technology to Nazareth but ensuring patients can access these services. The hospital often absorbs non-economical treatments to serve the population. The rising crime and violence in the Arab community also impact hospital staff, creating a climate of fear and increasing demand for mental health services, which are currently overwhelmed.
The hospital is seeking funding to expand its mental health department and build a new facility, but faces bureaucratic hurdles with the Ministry for Social Equality. Despite fundraising efforts and government matching funds, a significant gap remains. The hospital also struggles with outdated infrastructure, with some departments operating in spaces far smaller than the standard.
As an independent public hospital, it receives partial state support, but advocates for full parity with other hospitals. The hospital relies on donations, but fundraising is more difficult in the periphery. A significant setback occurred when a $1.5 million grant from USAID was canceled overnight, forcing staff to contribute to cover the shortfall. The hospital also runs programs to train local talent and attract doctors who have trained abroad, emphasizing the social and community significance of working in Nazareth.
Despite these challenges, Hakim remains optimistic, aiming to transform Nazareth into a leading medical center for the Middle East.
