Category: Expert Opinion

What does it Mean for Health? SAMRC Experts Weigh in on Budget 2025

Finance Minister Enoch Godongwana holding a copy of the 2025 Budget Speech. (Photo: Parliament of RSA via X)

By Charles Parry, Funeka Bango, Tamara Kredo, Wanga Zembe, Michelle Galloway, Renee Street and Caradee Wright

While the 2025 national budget boosts health spending, researchers from the South African Medical Research Council stress the need for strong accountability measures. They also raise concerns about rising VAT and omissions related to US funding cuts and climate change.

The 2025 budget speech by Finance Minister Enoch Godongwana saw a welcome boost to the health budget with an increased allocation from R277 billion in 2024/2025 to R329 billion in 2027/2028. This signals a government that is responding to the dire health needs of the public sector, that serves more than 80% of the South African population.

As researchers at the South African Medical Research Council (SAMRC), we listened with interest and share our reflections on some of the critical areas of spend relevant for health and wellbeing.

We note the increase in investment in human resources for health and allocations for early childhood development and social grants. At the same time, we also raise concern about increasing VAT, with knock-on effects for the most vulnerable in our country. There were also worrying omissions in the speech, such as addressing the impact of the United States federal-funding freeze on healthcare services nationally, and a noticeable absence of comment on government’s climate-change plans.

Health and the link with social development: Recognising the importance of early childhood development

Education and specifically early childhood development (ECD) is known to have critical impacts on children’s health and wellbeing, with longstanding effects into youth and adulthood. In South Africa, eight million children go hungry every day, and more than a third of children are reported to live in households below the food poverty line, that is below the income level to meet basic food requirements, not even covering other basic essentials such as clothes.

While the increase in the number of registered ECDs is laudable, many more ECD centres in low-income areas remain unregistered, which means they do not get support from the government in terms of subsidies and oversight.

Social grants

The increase in social grants is welcomed. However, the marginal increase of the Child Support Grant (CSG) by only R30, from R530 to R560, is too little to impact on the high levels of child hunger and malnutrition. The release of the Child Poverty Review in 2023, which highlighted the eight million children going hungry every day, including CSG recipients, proposed the immediate increase of the CSG to at least the Food Poverty Line (R796 in 2024).

Social relief of distress still too small

The Social Relief of Distress (SRD) Grant is an important source of income for low-income, working-age, unemployed adults. Its continuance in 2025 is welcomed. However, it remains too small at R370 per person per month, and the stringent means-test criteria which disrupt continuous receipt from month-to-month, makes it an unreliable, unpredictable source of income for low-income individuals.

Strengthening the healthcare workforce

The Minister stated that “R28.9 billion is added to the health budget, mainly to keep about 9 300 healthcare workers in our hospitals and clinics”. It will also be used to employ 800 post-community service doctors, and to ensure that our pharmacies do not run out of medicines. The speech highlighted the necessary commitment to strengthening the healthcare system, specifically human resources for health.

Considering the pressures on resources, primarily due to the escalating disease burden and challenges within the health workforce, the proposed budget increase from R179 billion to R194 billion – an increase of 8.2% – to maintain the current workforce and employ additional healthcare workers signifies a positive step forward that will aid in addressing staff shortages.

However, this seems to fall short of what is needed to ensure all medical graduates are placed, and government’s own 2030 Human Resources for Health Strategy.

VAT vs. health taxes

Despite the gains in health spending, the proposed increase in VAT raises substantial concerns to partially negate the potential benefits to the health sector. As the World Bank reports that approximately 60% of people living in South Africa live below the poverty line, increases to VAT will likely drive poverty levels higher.

A focus on other forms of taxation may be better, more evidence-based, and less likely to disproportionately affect those at the highest levels of poverty.

On the issue of alcohol taxes, often mischaracterised as “sin taxes” rather than “health taxes”, the Minister has proposed excise duties of 6.75% on most products for 2025/26. This is 2% above consumer inflation, which stands at 4.75%.

Raising alcohol prices through higher excise taxes is globally recognised as an effective way to address alcohol-related harms. National Treasury is to be commended for adjusting alcohol excise tax rates above CPI in the 2025/26 Budget. This is a move in the right direction, but it does not address the current anomalies in tax rates across different products. This failure to address shortcomings in the excise tax regime is expected, given the release of a discussion document on alcohol excise taxes in December 2024 with a February 2025 response date. The earliest we can expect substantial changes in excise tax rates is in February 2026.

From a public-health perspective, it makes sense to link alcohol excise taxes to the absolute alcohol content of the product to standardise across products. Ethanol is ethanol. The current differential in excise tax rates on different alcohol products is indefensible. Specifically, it makes no sense to tax wine and beer so much less than spirits in terms of absolute alcohol content. Wine, especially bag-in-box wine, is the cheapest product on the market in South Africa, and its affordability increases consumption, leading to more societal harm.

Beer is the most consumed product in the country and is increasingly sold in larger, non-resealable containers. A 2015 SAMRC study in Gauteng found the highest level of heavy episodic drinking with beer products, largely due to their affordability, especially in larger, non-resealable containers. Heavy episodic drinking is a major public-health concern in South Africa, with 43.0% of current drinkers engaging in heavy episodic drinking at least monthly, 50.9% of male and 30.3% of female drinkers. Increasing the excise tax on beer is a powerful tool that the state can use to reduce the level of such behaviour.

Additionally, it makes sense to have lower taxes on alcohol products with lower alcohol content, as this could shift consumption to less harmful products. The current excise tax regimen does not account for this within a single product type like beer or wine, as all products are taxed at the same rate regardless of their alcohol content.

During the COVID-19 pandemic, we saw the benefits of decreased access to alcohol: fewer injuries, fewer unnatural deaths, and communities less disrupted by patrons visiting liquor outlets. While no one advocates for total liquor sales bans, increasing excise taxes on wine and beer would decrease alcohol consumption and reduce harms on drinkers, on others around them, and on society more broadly.

Acute risk to lives with knock on effects due to US federal funding cuts

We believe the South African government has a responsibility to step into the gap left by the sudden US federal funding freeze on HIV and TB services. The US President’s Emergency Plan for AIDS Relief (PEPFAR) funds 17% of HIV and TB services in South Africa and covers salaries for thousands of health workers, including the vital services of community health workers.

The implications for people living with HIV and TB and affected by the externally funded services will be devastating. It will also have ripple effects on the health system as we see inevitable increases in demand for health services to address advancing illness, effects on families caring for ill relatives or losing income.

This area needs to be addressed and clear communication from the National Department of Health is urgently awaited. The US funding cuts clearly impact on essential research funding available to institutions like the SAMRC and no indication has been given in the budget of any plans to augment or replace such funding.

National Health Insurance for South Africa’s public sector

The Minister addressed budget allocations for NHI implementation, specifically, the mid-term indirect and direct conditional grants for NHI were R8.5 billion and R1.4 billion respectively. Although these amounts in themselves are minor compared to other health-budget allocations, allocations for infrastructure (R37.4 billion over the mid-term economic framework period) and additionally allocations for digital patient health information systems, chronic medicine dispensing and distribution systems, and medicine stock surveillance systems are vital for healthcare efficiency and improved outcomes.

Least said not soonest mended: climate change – ‘no comment’?

From a climate-crisis perspective, although the budget speech did not explicitly mention climate change or its related health challenges, there seems to be positive steps being taken to address these issues. Initiatives such as clean energy projects and efforts to improve water management have the potential to benefit all sectors of society, while helping to mitigate the health risks associated with climate change.

Promising spend on health, but who will measure the impact?

Ultimately, increasing health spend is a promising step to increase access to quality health services for South Africa’s population. However, this is not enough, government must seize the opportunity to translate the budget increase into improved health outcomes. The effectiveness of the additional funds must be maximised through efficiency, transparency, and sound governance. The government can reinforce the integrity of public-health services by aligning these increases with robust accountability measures.

Government-academic partnerships represent an opportunity to share knowledge, technical skills and resources to support evidence-informed decision-making for national health decision-making and strengthen monitoring and evaluation mechanisms. There are many examples of this working well, and we trust that the SAMRC, along with the network of higher education institutions are well placed to provide the necessary support.

*Parry, Bango, Kredo, Zembe, Galloway, Street and Wright are researchers with the SAMRC.

Note: Spotlight aims to deepen public understanding of important health issues by publishing a variety of views on its opinion pages. The views expressed in this article are not necessarily shared by the Spotlight editors.

Republished from Spotlight under a Creative Commons licence.

Read the original article.

The Future of Healthcare Interoperability: Building a Stronger Foundation for Data Integration

Henry Adams, Country Manager South Africa, InterSystems

Healthcare data is one of the most complex and valuable assets in the modern world. Yet, despite the wealth of digital health information being generated daily, many organisations still struggle to access, integrate, and use it effectively. The promise of data-driven healthcare – where patient records, research insights, and operational efficiencies seamlessly come together – remains just that: a promise. The challenge lies in interoperability.

For years, healthcare institutions have grappled with fragmented systems, disparate data formats, and evolving regulatory requirements. The question is no longer whether to integrate but how best to do it. Should healthcare providers build, rent, or buy their data integration solutions? Each approach has advantages and trade-offs, but long-term success depends on choosing a solution that balances control, flexibility, and cost-effectiveness.

Why Interoperability Remains a Challenge

Despite significant advancements in standardisation, interoperability remains a persistent challenge in healthcare. A common saying in the industry – “If you’ve seen one HL7 interface, you’ve seen one HL7 interface” – illustrates the lack of uniformity across systems. Even FHIR, the latest interoperability standard, comes with many extensions and custom implementations, leading to inconsistency.

Henry Adams, Country Manager South Africa, InterSystems

Adding to this complexity, healthcare data must meet strict security, privacy, and compliance requirements. The need for real-time data exchange, analytics, and artificial intelligence (AI) further increases the pressure on organisations to implement robust, scalable, and future-proof integration solutions.

The Build, Rent, or Buy Dilemma

When organisations decide how to approach interoperability, they typically weigh three options:

  • Building a solution from scratch offers full control but comes with high development costs, lengthy implementation timelines, and ongoing maintenance challenges. Ensuring compliance with HL7, FHIR, and other regulatory standards requires significant resources and expertise.
  • Renting an integration solution provides quick deployment at a lower initial cost but can lead to vendor lock-in, limited flexibility, and escalating costs as data volumes grow. Additionally, outsourced solutions may not prioritise healthcare-specific requirements, creating potential risks for compliance, security, and scalability.
  • Buying a purpose-built integration platform strikes a balance between control and flexibility. Solutions like InterSystems Health Connect and InterSystems IRIS for Health offer pre-built interoperability features while allowing organisations to customise and scale their integration as needed.

The Smart Choice: Owning Your Integration Future

To remain agile in an evolving healthcare landscape, organisations must consider the long-term impact of their integration choices. A well-designed interoperability strategy should allow for:

  • Customisation without complexity – Organisations should be able to tailor their integration capabilities without having to build from the ground up. This ensures they can adapt to new regulatory requirements and technological advancements.
  • Scalability without skyrocketing costs – A robust data platform should enable growth without the exponential cost increases often associated with rented solutions.
  • Security and compliance by design – Healthcare providers cannot afford to compromise on data privacy and security. A trusted interoperability partner should offer built-in compliance with international standards.

Some healthcare providers opt for platforms that combine pre-built interoperability with the flexibility to scale and customise as needed. For example, solutions designed to support seamless integration with electronic health records (EHRs), medical devices, and other healthcare systems can offer both operational efficiency and advanced analytics capabilities. The key is selecting an approach that aligns with both current and future needs, ensuring data remains accessible, secure, and actionable.

Preparing for the Future of Healthcare IT

As healthcare systems become more digital, the need for efficient, secure, and adaptable interoperability solutions will only intensify. The right integration strategy can determine whether an organisation thrives or struggles with inefficiencies, rising costs, and regulatory risks.

By choosing an approach that prioritises flexibility, control, and future-readiness, healthcare providers can unlock the full potential of their data – improving patient outcomes, driving operational efficiencies, and enabling innovation at scale.

The question isn’t just whether to build, rent, or buy – but how to create a foundation that ensures long-term success in healthcare interoperability.

The Intersection of Innovation and Stability in Pharmacy Technology

Photo by National Cancer Institute on Unsplash


By Mthobisi Kgathi, Business Development Manager – Health & Retail Solutions, BCX

South Africa’s pharmacy sector is at a crossroads, navigating regulatory pressures, patient expectations, and the rapid shift to digital healthcare. While innovation promises efficiency and improved patient outcomes, stability remains critical—without it, even the most advanced technologies can fail.

Pharmacies are a cornerstone of South Africa’s healthcare system, providing essential medicines and bridging the gap between doctors and patients. As the industry embraces digitalisation, it must balance progress with reliability, accuracy, and compliance.

Challenges Facing Community Pharmacies

Community pharmacies operate in a competitive environment where operational reliability and strict regulatory adherence are non-negotiable. Key challenges include:

  • Regulatory Compliance: The South African Pharmacy Council (SAPC) enforces stringent rules on record-keeping, patient confidentiality, and dispensing protocols. Non-compliance risks fines, reputational damage, or closure.
  • Workforce Strain: Pharmacists face mounting workloads, managing high prescription volumes while maintaining care standards. Digital tools must ease their burden, not add to it.
  • Cybersecurity Risks: With sensitive patient data stored digitally, pharmacies are prime targets for cyberattacks. Breaches can lead to legal and financial repercussions.
  • Evolving Patient Expectations: Patients now demand more than just medication—they want advisory services, chronic disease management, and digital conveniences like e-prescriptions and tele-pharmacy.

These factors underscore the need for cutting-edge yet resilient technology that enhances operations without disrupting care.

A Day in the Life of a Pharmacist

Maria, a pharmacist in Cape Town, exemplifies the balancing act required in modern pharmacies. Her day begins early, managing prescriptions and patient queries. Her pharmacy recently adopted an AI-powered system to streamline stock management, predict patient needs, and track prescriptions.

While the technology improves efficiency, Maria feels the pressure of ensuring it doesn’t compromise accuracy. A system alert about a potential drug interaction highlights how technology can be a vital ally in safeguarding patient health. Yet, Maria knows her community values her expertise and judgement above all.

For pharmacies like Maria’s, successful digitalisation means integrating technology seamlessly into daily operations—enhancing efficiency, improving patient care, and maintaining trust.

Why Stability is Crucial in Digital Transformation

Digital transformation is essential but must be approached cautiously. Unstable or poorly integrated systems can lead to errors, downtime, and non-compliance. Stability ensures that innovation supports, rather than disrupts, core pharmacy functions.

For South African pharmacies, stability means:

  • Consistent Performance: Systems must function reliably to avoid disruptions in dispensing and patient care.
  • Regulatory Alignment: Digital solutions must keep pace with compliance requirements to prevent legal issues.
  • Interoperability: Pharmacy systems should integrate smoothly with healthcare providers, insurers, and supply chains.
  • Data Security: Protecting sensitive patient information is paramount, requiring robust cybersecurity measures.

The Role of Technology Providers

Technology providers must prioritise stability alongside innovation. Their goal should be to create scalable, compliant solutions that enhance pharmacy operations without compromising reliability.

Pharmacy management systems have already improved stock control, reporting, and dispensing accuracy. The next phase involves incorporating predictive analytics, AI-driven efficiencies, and cloud-based solutions—all while ensuring uninterrupted service.

Take Unisolv, a widely used software in South African pharmacies. Known for its reliability, its upcoming modernisation aims to maintain operational continuity while introducing new functionalities. This approach balances innovation with the familiarity and dependability pharmacy staff rely on.

Beyond Unisolv, BCX is expanding its pharmacy solutions portfolio, focusing on workflow automation, data security, and patient engagement. From AI-driven prescription analysis to cloud-based compliance tracking, BCX is shaping the future of pharmacy technology with stability at its core.

Strategic Considerations for the Future

To ensure sustainable digital transformation, South African pharmacies must adopt a long-term, strategic approach:

  • Phased Rollouts: Gradual implementation minimises disruption and allows teams to adapt.
  • Comprehensive Training: Staff must be equipped to maximise the potential of new systems.
  • Vendor Partnerships: Technology providers should act as long-term partners, not just suppliers.
  • Data-Driven Insights: Analytics can optimise stock levels, predict demand, and personalise patient care.

The Way Forward

As community pharmacies play a vital role in accessible healthcare, technological advancements must empower rather than disrupt their services. Stability is the foundation of this evolution, ensuring that innovations are seamlessly integrated without jeopardising reliability.

Technology providers must focus on creating solutions that are secure, practical, and sustainable. Success will not only be defined by what is new but also by what remains trusted and indispensable.

By embedding resilience into digital strategies, South African pharmacies can confidently embrace the future—leveraging technology to enhance care while safeguarding the principles of trust, accuracy, and compliance. Stability ensures that pharmacies can continue serving their communities effectively, even as they adopt new tools to meet evolving demands.

In the end, the balance between innovation and stability will determine the success of digital transformation in South Africa’s pharmacy sector.

Continuation of Opioids for Chronic Pain: Experts Divided

Photo by Usman Yousaf on Unsplash

Chronic pain is complex and difficult to treat. Prescribing opioid pain medications has become controversial but may help some patients.

With the goal of informing clinician practice, a new study explores the harms and benefits of continuing and of discontinuing the long-term prescription of opioid medicines to adults with chronic pain. The authors analysed the opinions of 28 experts on the harms versus benefits of maintaining, tapering or terminating opioid pain medication prescriptions for chronic pain, a common condition worldwide that is typically quite difficult to treat.

The study authors found a lack of consensus among the experts on how to treat chronic (lasting three or more months) non-cancer pain. Slightly more than a third of the experts (36%) believed that long-term opioid therapy is beneficial, while an equal percentage indicated that it should be discontinued.

More than half of the experts believed that patients can experience harm from overly rapid tapering and discontinuation, while some recommended attempting a slow taper (even with a prior unsuccessful taper), possibly with addition of medications to manage withdrawal) in order not to maintain opioid therapy.

Some of the experts advocated for switching patients to buprenorphine, which diminishes the effects of physical dependency to opioids, such as withdrawal symptoms and cravings, and is used to treat pain. Some considered adding non-opioid pain therapies (including re-trying these therapies even if they were unhelpful in the past) as well as engaging in shared decision-making with the patient, although there was little consensus on how to accomplish these options.

Some, but not all of the experts, noted the benefit of addressing co-occurring conditions related to patient safety, such as alcohol use, mental health symptoms and opioid side effects.

Few of the experts brought up assessing or addressing opioid use disorder or overdose risk.

“The potential harms of opioid pain medication are well known, nevertheless patients can become habituated to them and want their physicians to continue prescribing them. Taking patients off opiates may result in return or worsening of chronic pain, mental health issues, drug seeking and potentially overdose and death. Additionally, these drugs could be used by someone else, possibly winding up on the street,” said study co-author Kurt Kroenke, MD of the Regenstrief Institute and the Indiana University School of Medicine. “On the benefit side, these drugs may be helping relieve the patient’s often debilitating pain which can impact the ability to interact with family, to hold a job, participate in social activities and many other aspects of life.”

A substantial number of people who are prescribed opioid pain medications continue to experience chronic pain. Dr Kroenke notes that these individuals may be good candidates for tapering to a lower dose, prescription discontinuation and moving on to effective, safer treatments for pain.

The authors conclude their analysis of the experts’ opinions, “Guidelines on whether to continue or taper opioids prescribed long- term may be difficult to utilize given professional liability concerns, changing regulations and health system initiatives, differing provider-patient perspectives on long-term opioid benefits and harms, and some providers’ beliefs that opioid dependence interferes with patients’ objectivity. In the meantime, individual care decisions that involve weighing relative harms should draw on longstanding norms of ethical medical care that call for informed consent and patient-provider conversations grounded in mutual respect.”

The study is published in the peer-reviewed journal Pain Practice.

Source: EurekAlert

#InsideTheBox with Dr Andy Gray | Essential Medicines – Essential to Whom?

#InsideTheBox is a column by Dr Andy Gray, a pharmaceutical sciences expert at the University of KwaZulu-Natal and Co-Director of the WHO Collaborating Centre on Pharmaceutical Policy and Evidence Based Practice. (Photo: Supplied)

By Andy Gray

In the first of a new series of monthly columns for Spotlight, Dr Andy Gray considers what we mean when we refer to medicines as “essential” – something that is routinely done by the WHO and health authorities in many countries.

That every health system needs medicines, including vaccines, to treat and prevent and at times to cure diseases is obvious. However, that immediately begs a series of questions – which medicines, where, and for whom?

For nearly 50 years, the World Health Organization (WHO) has provided guidance in the form of the Model List of Essential Medicines. For almost 20 years, WHO has also provided a Model List of Essential Medicines for Children. The most recent version, issued in 2023 and due to be revised in 2025, lists over 500 medicines, including 361 specifically for children.

Those figures draw attention to a core principle that not all medicines approved by national medicines regulatory authorities, and therefore legally marketed, are considered necessary.

The WHO defines essential medicines as “those that effectively and safely treat the priority healthcare needs of the population”. It adds that the primary drivers for selecting a limited list of medicines are efficiency and effectiveness: “The use of a limited number of carefully selected medicines can lead to improved supply, better prescribing practices and lower costs.”

The initial essential medicines definition contains a highly contested component – how does one determine the “priority healthcare needs of the population”?

One element should surely be the prevalence of the condition for which the medicine is indicated. However, that alone is insufficient. The common cold is, as the name implies, ubiquitous. Should that mean that cough mixtures are essential? If the evidence of a clinically relevant health benefit from the use of cough mixtures is lacking, that should surely rule them out. The common cold is also self-limiting, without long-term consequences.

By contrast, infection with hepatitis C virus can result in serious illness and death, but also spread to others, and in some patients become a chronic disease associated with increased risk of liver cancer or cirrhosis. In that case, treating the condition not only benefits the patient, but also prevents others from being infected with the same virus. For many years, the available treatments for hepatitis C were not very effective and associated with severe adverse effects. Once new, highly effective and safer treatments became available around a decade ago, the pressure was on to consider them as essential.

That is where another part of the WHO definition comes into play: “Essential medicines should always be available within functioning health systems, in sufficient quantities to meet patient needs. They should be available in appropriate dosage forms for the intended uses and patients, be of assured quality, and be affordable for both individuals and the health system.”

But how can affordability be measured?

One approach is to consider whether the added benefits are worth the extra cost, compared to existing medicines. That approach, based on a technique called incremental cost-effectiveness analysis, does not consider the possible impact of a new medicine on the total pharmaceutical or health budget. A stunningly effective new medicine may simply be unaffordable if needed by a large number of patients, unless additional resources can be secured for the health system. In an era of fiscal restraint and shifting donor priorities, “new money” is increasingly unlikely to be found.

An even more pressing problem is posed when a new medicine becomes available that makes a significant difference to clinical outcomes, for example changing a previously fatal condition into a manageable chronic condition. The new medicine may only be needed by a few patients, but if it is very expensive it may pose a threat to available budgets and be unaffordable to individual patients and their families. Rare diseases, and the medicines to treat them, ask uncomfortable questions about how public health priorities are decided, how affordability is assessed, and how society as a whole values access to medicines. The population level perspective runs headlong into the individual.

How it works in SA

South Africa, like more than 150 other countries, has established medicines selection structures and procedures and developed a national essential medicines list (EML). The medicines selected for the EML inform the state tender system, allowing the state to use its buying power to exert downward pressure on medicine prices. Medicines procured in that way are used almost exclusively in the public sector, in health facilities operated by provincial and local government.

However, the separation between public and private sectors is not that simple. Medical schemes use similar considerations of cost effectiveness and budget impact to determine the reimbursement rules and formularies for each of their benefit options. In some cases, there are nationally-determined algorithms for specific conditions – the Chronic Disease List – that have to be covered as prescribed minimum benefits. Those algorithms have not been updated as frequently as might be desired, and certainly not as frequently as the standard treatment guidelines and EML applied in the public sector. As a result, when challenged regarding denial of coverage, the medical schemes regulator has tended to look to the state’s position as defining a standard of care. However, the reduced prices available to the state may not be accessible to the private sector.

In other words, and even before National Health Insurance is implemented, the questions of which medicines, where, and for whom remain vexing. They have to be faced, however, if any health system is to ensure the progressive realisation of the right of access to healthcare services, responsibly and effectively using the available resources.

*Gray is a Senior Lecturer at the University of KwaZulu-Natal and Co-Director of the WHO Collaborating Centre on Pharmaceutical Policy and Evidence Based Practice. This is the first of a new series of #InsideTheBox columns he is writing for Spotlight.

Note: Spotlight aims to deepen public understanding of important health issues by publishing a variety of views on its opinion pages. The views expressed in this article are not necessarily shared by the Spotlight editors.

Republished from Spotlight under a Creative Commons licence.

Read the original article.

Unpacking the State of Our Nation’s Health

Harnessing the power of preventative care and incentivised wellness to lessen the burden and cost of disease in South Africa.

By Damian McHugh, Chief Marketing Officer, Momentum Health.

South Africa is at a critical juncture in its healthcare landscape. The burden of disease -primarily driven by non-communicable diseases (NCDs) such as diabetes, hypertension, and mental health disorders – has escalated alarmingly. Over the past two years, NCDs have increased from 51% in 2022 to 55% in 2024, with diabetes rising by 12% and hypertension increasing from 8% to 10%1. Not only straining our healthcare system but also substantially hampering economic productivity and growth.

Current State of our Nation’s Health

It’s estimated that poor health-related absenteeism costs the South African economy up to R19.1 billion annually2. Beyond these direct financial implications, this hidden drain stifles business growth, reduces workforce efficiency, and hinders overall economic progress. Lifestyle-related diseases contribute significantly to rising healthcare costs – with an estimated R270 billion in healthcare claims projected to be linked to preventable conditions in 20253.

However, we have an opportunity to reverse this trend by embracing preventative care and incentivised wellness- two powerful levers that can help shift our healthcare paradigm from sick care to proactive disease prevention.

Why Prevention Is the Key to a Healthier, Wealthier Nation

I’ve always believed in the notion that your health is your wealth. Preventative healthcare is no doubt one of the most effective ways to reduce the burden and cost of disease. Simple lifestyle changes, such as regular exercise, balanced nutrition, deeper connections with loved ones, routine screenings to know one’s numbers, and effective stress management – have all been proven to dramatically lower the risk of chronic conditions. Yet, despite these clear benefits, many South Africans struggle to prioritise their health due to financial constraints, limited access to wellness education, and the ever-evolving demands of daily life.

This is where the private healthcare sector, in collaboration with policymakers and employers, can make a significant impact. By incentivising wellness behaviours, we can empower citizens to take control of their health while alleviating the financial burden on our healthcare system.

The Power of Incentivised Wellness

At Momentum Health, we have witnessed firsthand the positive outcomes driven by wellness rewards programmes. By rewarding members for engaging in preventative health activities—such as completing health screenings, maintaining an active lifestyle, or adopting healthier eating habits, we foster sustainable behaviour change through our wellness rewards programme, Momentum Multiply.

When effectively designed, these programmes offer tangible benefits such as lower healthcare costs through a rewards system and encourage healthier lives that rely less on medical intervention in the first place. There is sound evidence that ahealthier population results in fewer medical claims and lower insurance premiums, benefiting both individuals and employers.

It can also be linked to increased productivity as healthy bodies host healthy minds. We have seen that employees who proactively manage their health take fewer sick days, leading to enhanced workplace performance and reduced absenteeism. As a result, these factors contribute immensely to stronger economic growth asa healthier workforce contributes to improved business efficiency and a more resilient economy. However, to fully realise the potential of preventative care and incentivised wellness, we cannot do it alone. It’s pivotal that we adopt a multi-stakeholder approach.

Stronger and healthier together

A collaborative approach where healthcare insurers & providers expand access to preventative screenings, personalised health coaching, and digital health solutions that track and reward healthy habits and behaviour. Where employers adopt and implement workplace wellness programs that encourage employees to prioritise their health through corporate wellness incentives and adequate mental health support.

Where we, the private sector, work alongside Government & Policymakers strengthen the current system, build capacity for future skills andimplement national awareness campaigns to showcase the importance of preventative care.

As it stands, in 2024 the Gauteng Department of Health (GDoH) set aside R38.1 million in 2024/25 financial year and R119.7 million over the MTEF allocated for health and wellness campaigns, as well as physical activity programmes in prioritised areas such as Townships, Informal Settlement and Hostels and more recently, the GDoH announced a budget of R474.6 million in 2024/25 and R1.4 billion over the MTEF allocated for strengthening mental healthcare services. But ever more importantly, we also need every day South Africans to take proactive steps to manage their health by making better choices in the lives they live.

A Shared Responsibility for a Healthier Future

The numbers are clear. If we don’t act now, the cost of preventable diseases will only continue to rise – jeopardising both the sustainability of our healthcare system and economic stability. By harnessing the power of preventative care and incentivised wellness, we can significantly reduce the burden of disease, improve quality of life, and foster a healthier, more productive South Africa.

We remain committed to leading this change by innovating healthcare solutions that empower South Africans to take charge of their health and provide more health to more South Africans for less when they need it. Together, through collective action and a preventative mindset, we can and must build a healthier nation – one choice at a time.

Navigating the Road to Universal Health Coverage in South Africa

By Dr Reno Morar, Director: Medical School, Faculty of Health Sciences, Nelson Mandela University

Dr Reno Morar

Johannesburg, 20 November: As Director of the newly established Medical School in the Faculty of Health Sciences at Nelson Mandela University, I am honoured to lead South Africa’s tenth and youngest medical school. Our medical students exude an infectious spirit of hope and enthusiasm as we progress toward graduating our first cohort of Mandela Doctors in 2026.

As we navigate our journey at the medical school and within the Faculty, our goal is to successfully graduate composite health professionals who are equipped to serve our communities.

This journey is inextricably linked to a larger national goal: achieving Universal Health Coverage (UHC) for South Africa.

With the signing of the National Health Insurance (NHI) Act into law, South Africa stands at a pivotal moment in its healthcare journey. Achieving UHC promises equitable access to quality healthcare for all South Africans, regardless of income or location. But transforming this vision of UHC into reality requires much more than policy reflected in the NHI, it calls for robust planning, thoughtful resource allocation, and, above all, collaboration across sectors.

Our nation’s medical schools and higher education and training institutions are essential to the UHC journey in their support of South African’s human resources for health strategy. This strategy provides a foundation for advancing universal health coverage by ensuring healthcare professionals are appropriately trained to meet the demands of a redefined healthcare system.

These institutions play an instrumental role in building a workforce ready to support the NHI system. Lessons from our response to the recent COVID-19 pandemic have already shown us the power of unity; as we move forward, this spirit of collaboration between the public and private sectors will be crucial in shaping a resilient and inclusive healthcare system that can achieve UHC.

The NHI Act sets out to provide universal access to quality healthcare services, bridging disparities and delivering equitable access to essential services for all South Africans. However, the path to UHC is about more than access, it requires quality, efficiency, and sustainability across a restructured healthcare landscape.

Photo by Hush Naidoo Jade Photography on Unsplash

The government’s role here is pivotal – responsible leadership, resource allocation, and effective oversight are critical to building public confidence. This transition poses complex governance and constitutional challenges.

Implementing the NHI Act requires establishing new accountability mechanisms, redefining roles, and reassessing funding streams. Addressing these structural challenges – especially in under-resourced and underserved regions – demands both strategic mindset and practical capacity to adapt quickly to evolving needs.

Many of South Africa’s rural and township communities face significant shortages in healthcare resources and access to quality services. For NHI to succeed in these settings, dedicated efforts in providing adequate healthcare infrastructure and equipment, staffing, and strong governance and leadership are essential.

Achieving the ambitious goals of NHI without a solid foundation in governance and accountability would be a costly misstep. The success of NHI demands careful, evidence-based planning with clear goals and accountability.

This approach will require decades of commitment, with the understanding that universal healthcare frameworks often take generations to mature fully. NHI will not be a quick fix, but with meticulous preparation, it has the potential to become a sustainable, far-reaching health system intervention.  

Government planning must also account for the rapidly changing landscape of healthcare needs and technology. South Africa’s healthcare system must prepare not only for current demands but also for future challenges, including digital healthcare infrastructure and data security.

Protecting patient information and ensuring uninterrupted services is paramount in a digital age where data breaches are a constant risk. Recent experiences with cybersecurity issues in the National Health Laboratory Services underscore the importance of proactive measures in this domain.

The pandemic has taught us the power of unity in times of crisis. During COVID-19, South Africa’s public and private healthcare sectors demonstrated resilience, adaptability, and a shared commitment to public health. This partnership was instrumental in resource-sharing, patient care, and vaccine distribution.

It serves as a powerful reminder that as the NHI system is implemented over the next 10 to15 years, the system will benefit from a collaborative model where the expertise and resources of the private and public sectors complement each other in the public interest and wider community access.  

Collaboration between the public and private sectors must focus on expanding healthcare infrastructure, enhancing service delivery in underserved areas, and integrating innovative technologies for more efficient patient care. By working together, public and private sectors can foster a healthcare environment that maximises strengths and mitigates gaps in service. 

To sustain the implementation of the NHI system, South Africa needs healthcare professionals equipped to handle both the scope and scale of this vision. Medical and health professions education must adapt and evolve to meet these challenges, training future healthcare providers not only in clinical skills but also in adaptability, empathy, and resilience.

At Nelson Mandela University’s Faculty of Health Sciences, we prioritise these qualities, embedding community-based learning and problem-solving into our curriculum to prepare graduates for a diverse and demanding healthcare landscape.

Students experience firsthand the disparities within South Africa’s healthcare system, and this allows our students to develop the necessary understanding of the realities their future patients face.

Our programme equips them to work in a wide array of settings – from rural clinics with limited resources to state-of-the-art urban facilities. This holistic training ensures our graduates are capable of addressing the multifaceted healthcare challenges with the empathy and innovation necessary to serve our communities across South Africa.

The journey toward UHC and the implementation of NHI system is both inspiring and challenging. It is a bold declaration of South Africa’s commitment to affordable universal access to quality health care services, healthcare equity – and must be approached with open eyes and a steady hand.

Our success will depend on a combination of strategic planning, effective governance, and a commitment to collaboration across sectors.

South Africa has a unique opportunity to build a healthcare system that is equitable and resilient. By prioritising these foundational steps, we can pave the way for a healthcare system that genuinely serves all South Africans, one that fulfils the promise of our constitution and reflects the spirit of our democracy. The future of our healthcare system is within our hands, but only if we approach it with responsibility, collaboration, and a deep commitment to the well-being of all our people.

It will be an intensely proud South African moment when we graduate our first 45 Mandela Doctors from our medical school in 2026! As South Africans, we also want to be proudly South African about the health system we build for and with our people. 

Navigating Medical Aid Changes – Why Gap Cover is Essential in 2025 and Beyond

By James White, Director of Sales and Marketing at Turnberry Management Risk Solutions

Photo by Alex Green on Unsplash

As South Africans prepare to review their medical aid plans ahead of the window for change leading up to December, many are grappling with the difficult decision of whether to downgrade their cover. Rising costs and ongoing economic pressures have led an increasing number of individuals and families to seek more affordable medical aid options. However, while downgrading may be an immediate cost-saving measure, it is crucial to understand how this decision impacts overall coverage and why adding gap cover should be a vital part of your strategy.

The consequences of downgrading medical aid plans

In 2025, medical aid contributions are expected to rise significantly, with many schemes projecting increases in the 10-15% range, far outstripping the Consumer Price Index (CPI) and most people’s salary increases. These hikes pose a major financial challenge, especially for the average family whose income growth may not keep pace with the rising costs of healthcare. As a result, many are choosing to downgrade from comprehensive plans to more affordable options, often focusing on hospital cover while choosing to manage day-to-day medical expenses out-of-pocket.

However, downgrading often comes with hidden costs. Lower-tier medical aid plans may only cover 100-200% of the scheme rate, while medical specialists and healthcare providers frequently charge significantly more than this. This leaves you vulnerable to substantial out-of-pocket expenses, particularly for specialist care or hospital procedures. As a result, gap cover, which is designed to cover the shortfall between what medical schemes pay and what healthcare providers charge, becomes increasingly essential when downgrading your medical aid.

The vital role of gap cover

When you downgrade your medical aid plan, you may face more co-payments, reduced benefits, and sub-limits on procedures that previously had unlimited coverage. Gap cover serves as a critical financial buffer, protecting you from these unexpected medical expense shortfalls. However, it is important to note that many medical aids are making changes to existing plans for 2025, with increased co-payments and reduced benefits, and potential sub-limits on procedures that previously had full coverage. This means you need to be more informed than ever, not only if you are thinking of downgrading, because changes may affect your existing plan as well.

By incorporating gap cover, you can safeguard against these potential shortfalls and ensure that you are not caught off-guard by additional expenses. This safety net can help you navigate the complex and evolving healthcare landscape in South Africa, ensuring that you remain adequately covered, even in challenging economic times, particularly as medical schemes change the way their cover operates.

Evaluating your medical aid and gap cover options

When reviewing your medical aid policy, it is essential to assess how well it meets your current and future needs, including factors such as affordability and coverage limits. Navigating the complexity of this often requires expert advice, which is why your broker is an invaluable resource. Brokers have an in-depth understanding of the medical aid landscape and can guide you in making the most informed decision for your unique needs, whether you are downgrading your plan or considering other options.

Your broker can help you understand the potential shortfalls that come with a downgrade and ensure you have the right gap cover to supplement your plan. They will also assist you in reviewing your policy schedule, interpreting medical aid terminology, and comparing plans to ensure that you are fully aware of the benefits and changes heading into 2025. The right broker will work with you to find a medical aid plan and gap cover that align with your life stage, financial situation, and healthcare needs.

Ultimately, working with your broker to ensure you have the right medical aid plan and gap cover will provide peace of mind and protect your financial wellbeing in an ever-changing healthcare environment. With the right guidance from a knowledgeable broker, you can make informed decisions that safeguard both your healthcare and your financial future.

About Turnberry Management Risk Solutions

Founded in 2001, Turnberry is a registered financial services provider (FSP no. 36571) that specialises in Accident and Health Insurance, Travel Insurance, and Funeral Cover.

With extensive experience across healthcare and insurance industries in South Africa, Turnberry offers unsurpassed service to Brokers and clients. Turnberry’s gap cover products are available to clients on all medical aid schemes, as they are independently provided and are therefore transferable in the event of a change in the client’s medical aid scheme.

Turnberry is well represented nationally, with its Head Office based in Bedfordview, Johannesburg with Business Development Managers in Cape Town and Durban. The Turnberry Team’s focus on outstanding client service comes from having extensive knowledge and experience in the financial services sector and is underwritten by Lombard Insurance Company Limited. Lombard Insurance Company Limited is an Authorised Financial Services Provider (FSP 1596) and Insurer conducting non-life insurance business.

Dr Jessica Voerman Highlights Key Healthcare Trends to Watch for in 2025 

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The healthcare landscape is rapidly evolving, and 2025 is poised to bring significant changes driven by technological advancements and shifting patient needs. As the sector faces ongoing challenges such as rising costs, limited access, and increasing demand for mental health services, innovative solutions will be key to addressing these issues. From the rise of virtual healthcare and wearable technologies to the growing influence of artificial intelligence, these trends are reshaping how care is delivered and experienced.

“The healthcare sector must embrace innovation to address challenges like affordability and accessibility while leveraging technologies such as AI, virtual healthcare, and wearables to reshape how we deliver care,” said Dr Jessica Voerman, Chief Clinical Officer at SH Inc. Healthcare.

KEY TRENDS POISED TO DEFINE HEALTHCARE IN 2025

  1. RISING HEALTHCARE COSTS AND ACCESS CHALLENGES
    As we approach 2025, the escalation of healthcare costs is expected to persist, with medical aid contributions outpacing inflation and the general expense of healthcare services becoming increasingly burdensome. This growing financial pressure is placing significant strain not only on patients, but also on healthcare providers and the broader healthcare system. In response, identifying and implementing innovative solutions to alleviate this looming financial crisis remains a critical priority for healthcare businesses nationwide. For many South Africans, the rising cost of healthcare is exacerbating issues of accessibility and affordability, with an increasing number of individuals unable to access necessary medical care. In light of this, we anticipate a strong focus on policy reform aimed at addressing these inequalities. As such, addressing healthcare disparities will continue to be a central theme in the ongoing development of healthcare policies and initiatives in the coming years. 
  2. INCREASING DEMAND FOR MENTAL HEALTHCARE SERVICES
    One of the most prominent shifts anticipated in the healthcare landscape by 2025 is the significant rise in demand for mental healthcare services. The recognition that mental health is integral to overall well-being has led to a growing push to integrate mental health services into primary healthcare systems. Such integration is proving to be both preventative and curative, as early intervention can improve long-term outcomes. Furthermore, mental healthcare is particularly well-suited for the adoption of digital health tools, such as virtual consultations, which can enhance access to care, particularly in underserved or rural areas. The increased focus on mental health will likely continue to drive growth in this sector, as more individuals seek professional support to manage mental health challenges. 
  3. EXPANSION OF VIRTUAL HEALTHCARE
    The trend towards virtual healthcare is expected to continue its upward trajectory in 2025, as more patients turn to telemedicine as either a primary or supplementary means of accessing healthcare services. According to a McKinsey report, telemedicine is projected to account for more than 20% of outpatient consultations by 2025. This shift is expected to be particularly pronounced in areas such as primary healthcare, chronic disease management, dermatology, and mental healthcare. Virtual consultations offer patients the convenience of receiving care remotely, which can help to reduce barriers related to distance, time, and accessibility. For healthcare providers, virtual healthcare offers opportunities to streamline services, increase operational efficiency, and reach a broader patient population. 
  4. THE ROLE OF WEARABLES AND HEALTH DATA COLLECTION
    Wearable health technologies, including biosensors capable of monitoring, transmitting, and analysing vital signs, represent another exciting frontier in digital health. These devices have the potential to revolutionise the management of both acute and chronic conditions by providing continuous, real-time data that can inform clinical decision-making. With their ability to track everything from heart rate and blood glucose levels to oxygen saturation and sleep patterns, wearables offer unprecedented insights into an individual’s health status. This wealth of data has the potential to improve patient outcomes, empower individuals to take a more proactive role in managing their health, and help healthcare providers tailor interventions more precisely. As these technologies evolve, they will become an increasingly important tool in both disease prevention and management. 
  5. THE GROWING IMPACT OF ARTIFICIAL INTELLIGENCE (AI)
    Artificial intelligence (AI) continues to make significant strides in healthcare, particularly in areas such as clinical decision-making, diagnostics, and operational efficiency. AI algorithms have demonstrated their ability to improve the speed, accuracy, and reliability of diagnoses, enabling healthcare professionals to make more informed decisions. Furthermore, AI-driven tools are improving clinical workflows, optimizing resource allocation, and enhancing the overall patient experience. In the realm of surgery, robotic-assisted technologies are increasingly being used to improve the precision of procedures, reduce the risk of human error, and shorten recovery times for patients. Additionally, the use of virtual and augmented reality technologies in medical training and physical rehabilitation is gaining traction, offering immersive, interactive experiences that improve learning outcomes and accelerate recovery for patients.

Looking ahead to 2025, healthcare is set to evolve rapidly, driven by technological advancements and growing demand for accessible, affordable care. Key trends such as rising costs, expanded mental health access, virtual healthcare, wearable technologies, and artificial intelligence are reshaping the sector.

For businesses and policymakers, staying ahead of these changes is crucial to ensuring sustainable, equitable, and effective care. By embracing digital tools, AI, and data-driven solutions, the healthcare system can improve both patient outcomes and overall efficiency. Collaboration and innovation across all sectors will be essential to meeting the evolving needs of patients and society.

Opinion Piece: Business Continuity and Data Management – a Life-or-death Situation in Healthcare

Photo by Nahel Abdul on Unsplash

By Hemant Harie, Group CTO at DMP SA / Gabsten Technologies

Ransomware attacks are a growing concern for healthcare facilities worldwide, with attacks wreaking havoc, including encrypting complex patient records, cancelling appointments, delaying life-saving surgeries, and even rerouting ambulances. The critical nature of healthcare services, combined with the sensitive personal and medical data they handle, makes hospitals and healthcare providers a prime target for cybercriminals.

When these systems are compromised, the impact is severe, jeopardising patient safety, disrupting service delivery and causing financial strain. It has become imperative for healthcare facilities to adopt more robust cybersecurity measures, including effective data management strategies as part of an overall business continuity approach. Partnering with an expert third-party service provider can assist healthcare facilities in ensuring continuity of care and business operations even in the face of cyberattacks.

Attractive targets with unique vulnerabilities

Digital transformation within the healthcare space, while vital for improving patient care,  can also introduce significant cybersecurity risks. Many hospitals and healthcare facilities are at different stages in their digital transformation , and legacy infrastructure is a common challenge, alongside immature cybersecurity posture and processes, making them more susceptible to attacks.

Cybercriminals often target these systems because they handle vast amounts of sensitive data, including Personal Health Information (PHI), which is highly valuable on the black market. In addition, these facilities often lack the dedicated IT and cybersecurity specialists they need to adequately defend against or recover from ransomware incidents.

The nature of information housed within healthcare and the consequences of a breach mean the stakes are high. This, combined with the fact that healthcare facilities are legally bound by regulations such as the Protection of Personal Information Act (PoPIA), Health Insurance Portability and Accountability Act (HIPAA) and General Data Protection Regulation (GDPR) to protect this information, means potential breaches could have catastrophic consequences.

The impact of ransomware on healthcare

Ransomware attacks can have devastating effects on healthcare organisations, leading to significant downtime that directly threatens patient care. Operations may be postponed or cancelled, disrupting treatment schedules and putting patients’ lives at risk. Additionally, the exposure of PHI can result in severe legal and ethical repercussions, including costly regulatory fines and lawsuits. Financial losses also extend to ransom payments, the cost of recovery, and reputational damage, all of which can linger long after the attack is resolved.

Moreover, a ransomware attack on one healthcare facility can damage the reputation of the entire network, as trust is critical in healthcare. Patients may be less likely to seek care from a hospital they perceive as insecure, leading to long-term financial and operational challenges.

Data management mitigates ransomware risks

To effectively combat ransomware, healthcare organisations must prioritise data management and cyber resilience. This starts with classifying and understanding the types of data being processed and stored , such as medical records, surgical files, and other critical patient information. Once this data is properly categorised, healthcare facilities can implement security controls that ensure the integrity and availability of the data.

Regular, automated backups stored offline are essential for mitigating ransomware risks. These backups allow facilities to restore their systems quickly without paying a ransom, minimising downtime and ensuring continuity of care. In addition to regular backups, hospitals should adopt advanced security measures such as multi-factor authentication, firewalls, and intrusion detection systems to safeguard against unauthorised access.

An expert partner enhances data management and security

Third-party service providers offer critical expertise and comprehensive solutions that healthcare organisations may lack in-house. These providers specialise in data management, backup, and disaster recovery, ensuring that hospitals have access to the latest technologies and best practices for defending against cyber threats. These experts bring valuable experience from handling multiple cyber incidents across various sectors, which can inform and improve the healthcare facility’s own data management practices. In addition to providing technical expertise, third-party providers can offer ongoing education, helping healthcare staff stay informed about the latest cybersecurity threats and recovery processes.

One of the key services offered by third-party providers is automated backup and disaster recovery solutions. These services typically include offsite storage, secure cloud options, and regular backups, all of which are vital for restoring data and reducing downtime during a ransomware attack. Offsite storage and cloud solutions also protect data from physical threats like floods or fires, adding an extra layer of security. In addition to traditional backup services, advanced tools can enhance data protection by providing early warning systems and simulating real-time production environments, which allow healthcare facilities to detect and respond to potential threats before they can cause damage. For example, scanning tools can identify which versions of data are clean and free from malware, enabling faster and more effective recovery.

Partnering with a third-party provider ensures that healthcare organisations have access to continuous support and the latest innovations in data protection. These providers not only help mitigate ransomware risks but also assist in compliance with industry regulations and offer scalable solutions to meet the growing needs of healthcare facilities.

As ransomware threats continue to rise, healthcare organisations must take proactive steps to safeguard their systems and protect patient data. Effective data management, including regular backups and disaster recovery plans, is essential for mitigating these risks. By partnering with third-party service providers, healthcare facilities can leverage specialised expertise and advanced technologies to enhance their cybersecurity defences and maintain continuity of care, even in the face of growing cyber threats.