korle bu optical services: can social entrepreneurship support community eye care development? imran...
TRANSCRIPT
Korle Bu Optical Services: Can social entrepreneurship support community eye care development?
Imran A. Khan, OD, MSc, MPH, FAAOInternational Programme Director Vision Aid Overseas
Adjunct Professor, Faculty of Public Health, Salus UniversityConsultant, Development & Education
IAPB 9th General Assembly
Hyderabad, IndiaPavilion Presentation September 2012
Semantics
• Social entrepreneurship?
• Community eye care development?
• Sustainability?
What is the best model?
leansixsigmasource.com
No one size fits all……
http://www.cartoonstock.com/newscartoons/cartoonists/cma/lowres/cman20l.jpg
Programme Development
Situational analysis
Innovate
Evaluate
Implement
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
ReferralVision 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
Results
9th Ja
n
23rd Ja
n
6th Fe
b
20th Fe
b
5th M
ar
19th M
ar
2nd April
16thApril
30thApril
14th M
ay
28th M
ay
11th Ju
n
25th Ju
n
9th Ju
ly
23rd Ju
ly
6th Aug
20th Aug
0
20
40
60
80
100
120
Number of Refractions and Number of Spectacles Dispensed
Total No. of Glasses dispensedNumber of refractions done
Results
3rd Ja
n
9th Jan
16th Jan
23rd Ja
n
30th Jan
6th Feb
13th Feb
20th Feb
27th Feb
5th Mar
12th Mar
19th Mar
26th Mar
2nd April
9th April
16thApril
23rdApril
30thApril
7th May
14th May
21st May
28th May
4th June
11th Jun
18th Jun
25th Jun
2nd July
9th July
16th July
23rd Ju
ly
30th July
6th Aug
13th Aug
20th Aug
27th Aug0
1000
2000
3000
4000
5000
6000Total sales at Korle Bu
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: 2012-13
New Ghana Cedis USD ProjectedSALES,
TURNOVER, REVENUES 52,168.00 $34,952.56 $83,886.14
OPEX1: COST OF PRODUCTS
SOLD 17,043.00 $11,418.81 $27,405.14GROSS
MARGIN 0.33 OPEX2:
MKTING COSTS 0.00
OPEX2B: CENTERS 350.00 $234.50 $562.80
OPEX4: G&A 15,991.00 $10,713.97 $25,713.53TOTAL OPEX 33,384.00 $22,367.28 $53,681.47
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
Change Choices
Courage Consistency
