Presentation on theme: "Korle Bu Optical Services: Can social entrepreneurship support community eye care development? Imran A. Khan, OD, MSc, MPH, FAAO International Programme."— Presentation transcript:
Korle Bu Optical Services: Can social entrepreneurship support community eye care development? Imran A. Khan, OD, MSc, MPH, FAAO International Programme Director Vision Aid Overseas Adjunct Professor, Faculty of Public Health, Salus University Consultant, Development & Education IAPB 9 th General Assembly Hyderabad, India Pavilion Presentation September 2012
Semantics Social entrepreneurship? Community eye care development? Sustainability?
What is the best model? leansixsigmasource.com
No one size fits all…… nists/cma/lowres/cman20l.jpg
P rogramme D evelopment Situational analysis InnovateEvaluateImplement 5
Background 2009 Moorfields Lions Korle- Bu Trust formed 2010 Vision Aid Overseas approached to collaborate 2011 Pilot Optical Unit opened within existing hospital 2012 Successful first year of trading & provision of services 2013 New Eye Centre with Optical unit to open
Purpose Partnership – Vision Aid Overseas – Moorfields Lions Korle Bu Trust (MLKBT) Purpose – Develop the Korle Bu Optical Service (KBOS) – Social entrepreneurial unit – Create surplus income Increased access to eye care for the poor Support training initiatives Funding – UK Department of Health, International Health Fund Links Scheme (IHFLS)
Community Outreach Patient Walk-in Referral Vision Centre Eye Examination Glazing Lab Optical Shop Spectacles Dispensed Vision Centres
Credit: M Balwin, Cartoon stock
Plan of Work 2010 – 2012 (pilot phase) Vision Centre Development Vision Centre set up in the existing Korle Bu hospital Vision Centre Manager and technical staff appointed Vision Aid Overseas’ operational support Training Plan Training for Vision Centre Technical staff Training to support Optometry staff Training to support Kwame Nkrumah University of Science and Technology university students undertaking community clinical practice Monitoring and Evaluation Reports March 2011 December 2011 March 2012
Pilot outputs achieved Operational figures April 2011 – March 2012 Turnover £34K Operating surplus £5k Training outcomes Developing community services with KNUST (40 students) Management, optometry and technical training at KBOS (6 specialists) Patient impact (KBOS) Patients eye tested: 5108 Spectacles dispensed: 1978
Financials: New Ghana CedisUSDProjected SALES, TURNOVER, REVENUES52,168.00$34,952.56$83, OPEX1: COST OF PRODUCTS SOLD17,043.00$11,418.81$27, GROSS MARGIN 0.33 OPEX2: MKTING COSTS0.00 OPEX2B: CENTERS350.00$234.50$ OPEX4: G&A15, $10, $25, TOTAL OPEX33, $22,367.28$53, EBITDA 18,784.00$12,585.28$30,204.67
Learning points The need for strong contractual engagement between partners. The need for a comprehensive business plan with operation targets and focus on generating financial surplus. Mechanisms to engage with multi-partners. Promotional activities to develop increased community awareness, working within a public health/private partnership. The need for clarity around patient impact. The importance of monitoring and evaluation and publication of results.
World Health Organisation – critical tasks for a well functioning health system
30,000 patients gaining access to eyecare from poor communities Surplus used to support programme Korle Bu Hospital as an examplar of a public/private health partnership Sustainable service developed to support poor communities Hub and community outreach roll out to support Vision 2020: The right to sight national strategy