Sabatia Eye Hospital 2008 Annual Report

Annual Report 2008 Friends Church Sabatia Eye Hospital

Friends Church Sabatia Eye Hospital P.O.Box 214, Wodanga 50311, Kenya

Tel: +254 20 2393883 / +254 733 731013 E-mail:[email protected]

Website: www.sabatiaeyehospital.org

Sabatia Eye Hospital Annual Report 2008 2

Table of Contents

1. Executive Summary .............................................................................................................. 3 2. Eye Care Services .................................................................................................................. 4

2.1 Clinical Services at the Base Hospital ............................................................................... 4 Clinic ...................................................................................................................................... 4

Ward and Theatre .................................................................................................................... 4

Laser Treatments ..................................................................................................................... 4

2.2 Mobile Clinics, Lions Camps and Surgical Outreach Services ........................................... 6

Paediatric Eye Care Services / Childhood blindness ................................................................ 6 Low Vision Therapy and Visual Rehabilitation ....................................................................... 7

2.3 Training Programs ............................................................................................................ 8 Registrars from the University of Nairobi (UoN) ..................................................................... 8 Cataract Surgery and Ophthalmic Nurse Trainees from Kenya Medical Training College ........ 8

Ophthalmic Skills Upgrading Training in Eye Care ................................................................. 8 2.4 Vision 2020:The Right to Sight” Program in Western Province ........................................ 9

3. Administration, Human Resource Development and Hospital Security ........................... 10

3.1 Computerization of the Hospital Systems / ICT ............................................................... 10 3.2 Security of the Hospital ................................................................................................... 11 3.3 Hospital 2006-2008 strategic plan Review ...................................................................... 11 3.4 Human Resource Development ....................................................................................... 12 3.5 Staff Development and Training Opportunities ............................................................... 12 3.6 Performance Appraisals and Evaluation .......................................................................... 13 3.7 Staff Welfare Initiative .................................................................................................... 13 3.8 Transport and Vehicle Management ................................................................................ 13

4. Finance and Supplies Management .................................................................................... 14

4.1 Cost Containment Measures ............................................................................................ 16 5. Public Relations and Outreach Program Coordination .................................................... 16 6. Partnership Development ................................................................................................... 16

International Partners ................................................................................................................ 16

National Partners ....................................................................................................................... 16

7. Challenges and Problems encountered ............................................................................... 17 8. Future Plans ........................................................................................................................ 17 9. Conclusion ........................................................................................................................... 17 10. The year 2008 in pictures .................................................................................................... 18


1. Executive Summary The year started with Kenya experiencing a post election violence which seriously affected the country mainly the western part and consequently had a negative impact on the overall hospital services. The number of patients coming to the Hospital significantly decreased due to difficulty of transport access and security. With low turnout of patients, revenue generation declined which was reflected in the reduction of income in all areas of hospital services, while total expenditure and mainly running cost remained very much unaltered or almost constant. The economic situation with raising inflation, higher food and fuel cost contributed in affecting the capacity of patients paying for and accessing services. The cost of medical and other supplies also increased. In 2008 sponsorship for congenital cataract for children by Standard Chartered Bank improved our support to poor needy children and families who are benefiting from the service. The sponsor-ship support for poor patients for cataract surgery by Oud in Afrika has continued to help a lot of needy poor patients during these economically trying times. We maintained our service quality con-trol through continuous cataract audit. We strengthened the low vision service through training of staff at the unit. The training component of our services has progressed well and even strengthened. We have trained two groups of eight and ten trainees respectively. Three of them were from South Sudan. We continued offering training in collaboration with the University of Nairobi and the Kenya Medical Training College A dreadful and very violent security incidence happened in July when our guests, the parents of Dr. Heiko Philippin were attacked and injured by a gang of thugs in the Hospital guest house at night. It was a shocking and unfortunate incident for all of us, specially the victims and their family. Fol-lowing this painful incident, the hospital has received significant and encouraging moral and finan-cial support from CBM RO, CBM HQ in Bensheim, the local community, the local administration, board members, the patron DPM Honorable Musalia Mudavadi, partners, friends and others. We are immensely grateful to all of you who directly or indirectly supported us during that difficult time. We have reviewed our security status and put major preventive measures in place within our pre-mises. The hospital supplies management and control system has been computerized. The hospital in partnership with a local software company is about to develop a comprehensive software which will combine the patient database with clinical activities, stores management, human resource informa-tion, financial and public relations activities and others. The hospital has continued pursuing its sustainability effort despite serious setbacks & difficulties encountered during the year. We countered the effect of these problems by stepping up our efforts and keeping up with the challenges. I am grateful to all of you who continue supporting us and in particular to all our staff who demonstrated determination and hard work making the hospital end the year with good service output, improved revenue and positive balance despite all the difficulties encountered during the year. Dr. Demissie Tadesse Hospital Director/CEO


2. Eye Care Services

1.1 Clinical Services at the Base Hospital Due to the difficulties encountered in 2008 the total number of cataract operations has decreased

from 3,335 to 2,728 and the total number of surgeries has decreased from 4,252 to 3,627 a decrease

of 15%. There was also a decrease in the total number of patients as it can be seen from the sum-

mary table below. A summary of eye care services data is given below. This reduction is mainly

because of the difficulties encountered by patients in accessing the hospital during the post election

violence and the economic hardship that followed then after.

Clinic This year the hospital experienced a decrease of

19% of outpatients in the base hospital as com-

pared to 2007. This decrease is also attributed to

the reasons indicated above.

Ward and Theatre According to our records, we did a total of 2,407

cataract operations and 3,048 total operations at

the base hospital. There were a significant num-

ber of patients admitted and treated for various

medical eye diseases apart from those for surgery. We had a 17% decrease of cataract surgeries at

base hospital and a 19% decrease of total surgeries; however the decrease was not as bad as we ex-

pected given the situation the country passed through.

Laser Treatments Our laser treatment services comprise of a Diode Laser for cyclophotocoagulation in (secondary) glau-

coma, grid, focal, and panretinal photocoagulation for diabetic retinopathy and other ischemic condi-

tions of the retina. We also offer YAG Laser-capsulotomy with the latest Visus III YAG -Laser ma-

chine from Zeiss. In 2008 we performed a total of 147 laser treatments, 109 with the YAG- and 38 with

the Diode-Laser. We are planning to further increase our laser treatments. Especially the treatment of

diabetic retinopathy needs to be extended towards more patients since it is an increasing condition. We

plan to network with other general hospitals in the area to enhance the referral of diabetic patients for

eye examination and eventual treatment.

Outpatients waiting bay


Table I: Patients Statistics Summary from 2005-2008 Base Hospital Services

Services Provided 2005 2006 2007 2008

Patients Seen 16,034 17,427 19,868 16,164

Cataract Operations 2,186 2,571 2,907 2,407

Total Operations 2,857 3,216 3,779 3195

Table II: Outreaches /Mobile Services


Patients Seen/ Visits 13,546 13,401 15,885 14,049

Cataract Operations 483 489 428 321

Total Operations 562 553 473 579

No. of Outreach Visits 72 76 84 70

Table III: Total Services (Mobile & Base Hospital)


Patients Seen/ Visits 29,580 30,828 35,753 30,213

Cataract Operations 2,669 3,060 3,335 2,728

Total Operations 32,249 33,888 39,088 32,941

Table IV: Reduction of Services in 2008 Compared to 2007

Service Provided 2007 2008 Reduction from 2007 Reduction %

Patients seen 35753 30213 - 5540 15%

Cataract Operations 3335 2728 - 607 18%

Total Operations 4252 3627 - 625 15%


Chart I: Cataract and Total Surgeries done from 2005 to 2008

Catarct and Total Surgeries done from 2005 to 2008

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

2005 2006 2007 2008

Years

Cataract Operations

Total Operations

1.2 Mobile Clinics, Lions Camps and Surgical Outrea ch Services

A total of 70 mobile clinics, eye camps, follow up visits

and surgical safari services were conducted. Among

these, we did 15 Surgical Outreaches where we performed

321 cataract operations. Overall we shifted from surgeries

outside the Hospital to more surgeries at base hospital.

We are evaluating our working relationship with some

partners who have demonstrated less commitment. We

plan to terminate partnerships with some of them and ini-

tiate new partnership in some underserved areas in the

coming years. We have started these efforts by going to Kerio Valley, Pokot and Marakwet in col-

laboration with Africa Inland Church (AIC) and World Vision Kenya program in Rift Valley Prov-

ince.

Paediatric Eye Care Services / Childhood blindness The hospital has continued to strengthen this service in western Kenya. We treat and operate many

children who come with various medical and surgical eye problems including significant numbers

of eye injuries/Traumas referred from all over western Kenya.

We did a total of 245 operations on children under 15 years of age. There was a decrease by 33% in

comparison to the previous year. The operations include a wide range of congenital, developmental

Patients during a surgical outreach


and other pathologies including Cataract, Glaucoma, and Trauma. We also provide free specta-

cles to children in blind and integrated schools in collaboration with Optica Ltd.

Our paediatric surgical service has received a big support of Kshs 1,664,000 in surgical sponsorship

for congenital cataract from Standard Chartered Bank with the coordinative effort of CBM Re-

gional Office. The support has continued for the year 2009, we are grateful to the Standard Char-

tered Bank for their support and commitment for this nobble cause.

Table V: Various Paediatric Operations performed from 2006 – 2008

2006 2007 2008

Cataract 132 155 127

Glaucoma 20 17 18

Traumas/Corneal Perforations 33 37 26

Various Others 134 146 74

Total 319 364 245

Low Vision Therapy and Visual Rehabilitation The Low Vision Unit expanded its services and manpower further in 2008. One additional staff was

added and received a one month training in orientation and mobility at CCBRT Tanzania.

The department head participated in a two months refraction course for low vision children in Ru-

haro Eye Centre Uganda.

A teacher’s seminar on low vision was held for 14 participants in August 2008. This also included

facilitators from Kikuyu Eye Unit who contributed a lot towards the seminar’s success.

The trainees of the skills upgrading course in eye care were also given lectures on low vision ex-

pecting that they will disseminate the same knowledge to the community and refer as appropriate.

In November Dr Ulrika from Sweden visited the low vision department and gave positive recom-

mendations. We highly appreciate her support. This year a total of 2061 patients were seen in the

Low Vision Unit as shown below.

The hospital is strengthening its Low Vision services. It has at present taken over serving the three

blind and integrated schools in western Kenya from Kikuyu Eye Unit. We feel it should further be

strengthened both with manpower, supplies and a vehicle if possible.


Table VI: Patients seen in Low Vision Unit & outside

Visual acuity of children below 6 years 1178

Low Vision assessments 382

Rehabilitation of adults with low vision 115

Early intervention 211

Squint and amblyopic therapy 40

Refractive errors 13

Low Vision assessments at outreach programmes 122

Total 2061

1.3 Training Programs

Registrars from the University of Nairobi (UoN) This year a total of five registrars from the University of Nairobi (UoN) were attached to the Hospi-

tal each staying for a period of eight weeks. They received training in cataract surgery and other

procedures. They were exposed to a large variety of pathologies in the clinic and outreach services.

We are in a process of developing a memorandum of understanding with the department of Oph-

thalmology of the University of Nairobi. We hope this will strengthen our working relationship and

collaborative effort.

Cataract Surgery and Ophthalmic Nurse Trainees from Kenya Medical Train-ing College The hospital does also host trainees from Kenya Medical Training College (KMTC) regularly for

the last many years. There were two cataract surgery trainees who did their training at our institu-

tion for eight months each last year which has extended to this year.

We also received Ophthalmic Nurse trainees from KMTC. They stayed for two months at our facil-

ity and had a practical exposure in clinical, surgical and outreach work.

Ophthalmic Skills Upgrading Training in Eye Care The Hospital conducted two 12 weeks ophthalmic skills upgrading courses in line with the Provin-

cial Vision 2020 Plan for Western Province. The training was initially launched in 2007. We had in

total 19 trainees. Some were from various districts in Western Kenya including:


1) Malava District

2) Emuhaya District

3) Mumias District

4) Bungoma North District,

5) Bungoma West District

6) Butere district,

7) Mt Elgon District,

8) Kapsabet District,

9) Kitale district,

10) Teso District,

11) Lugari district and Vihiga District.

We had trainees from other provinces sponsored by faith based organisations / non governmental

organisations from Lodwar, Migori, Kimilili, and South Sudan.

We appreciate the cooperation we get from all the stake holders in the programme. (SEH, CBM and

MoH, through District Health Offices), We think this partnership effort between the Ministry of

Health, CBM and Sabatia is the way forward in promoting “Vision 2020” implementation both at

the National and provincial, district and community level.

The training has empowered those involved, with basic and primary eye care knowledge and skills

which can help them contribute in the effort of eliminating avoidable blindness. Our plan is to con-

tinue training new applicants, provide continue medical education (CME) workshops and support

the trained nurses to improve the capacity to offer better services.

1.4 Vision 2020:The Right to Sight” Program in West ern Province After the initiation of a Vision 2020 program for western province in 2006, we continued with the

implementation of the plan in 2007. A memorandum of understanding was signed by the main

stakeholders, namely the Ministry of Health, Christian Blind Mission and Sabatia Eye Hospital. We

have so far trained 25 nurses from 11 districts in the province most of them have started eye care

service at the district hospitals.

Ongoing Skills Upgrading Course in Eye Care for Nur ses


2. Administration, Human Resource Development and H ospi-tal Security

The hospital has improved its image and

services by furnishing its offices, installing

computers in most areas, providing internet

access, establishing and managing units

through units heads. The hostel staff canteen

and guest house furnishing has uplifted the

status of the hospital. We have the newly

planted flowers and Cyprus which have

grown up providing a friendly, beautiful and

harmonious environment which creates a

pleasant, relaxing and welcoming environ-

ment to our patients, guests, staff and trainees.

2.1 Computerization of the Hospital Management Syst ems / ICT A lot of effort has been put in the imple-

mentation of a software by installing Clinic

gate to be utilized for clinical activities.

After some months of experience we con-

cluded that it did not serve us properly. We

are currently developing a new database

system to serve the entire hospital activities

i.e. clinical, finance, human resource and

supplies management. The database will

enhance hospital’s capacity in monitoring

and evaluating hospital performance. The hospital bought more computers which have been in-

stalled in each department being a process of bringing down to the departmental level data entry,

usage and analysis for better utilisation and control of supplies. Local Area Network (LAN) and

server installation will highly upgrade the computerization process. The introduction of more com-

puters has eased the process of periodical inventory system hence increasing checks and controls.

Now with unit heads making monthly reports via the computers, it is possible to analyze and reduce

wastage or poor utilization of consumables in all the units. The hospital is able to get its unit costs.

Oud in Afrika Guests Visiting the Hospital

Computerized dispensing of drugs in the pharmacy


We look forward within this year 2009 to fully network all the departments and come up with a

running Hospital Management and Information System (HMIS).

2.2 Security of the Hospital Sabatia eye hospital has been experiencing a good and stable security within and around its envi-

ronment without any lapses since its time of inception.

But it was in July 2008 when a serious security incidence happened. The hospital was attacked by

criminals from the area who broke into the compound at night and attacked two of our visitors who

are parents of one of our CBM co-worker’s Dr. Heiko Philippin. The guests sustained serious inju-

ries which left one guest disabled to date. This serious security incidence at the hospital created an

atmosphere of fear and insecurity.

After this dreadful and vicious incident the hospital has re-evaluated its security measures and im-

proved its security status with the ge-

nerous help of our main partner CBM.

The following major changes were

made:-

• The previous security company was

terminated and a better one was

contracted.

• Central and residential alarm sys-

tems were installed.

• Electric perimeter fence was constructed all around the compound.(Picture)

• Supplementary metallic doors were added to residential houses, guest house and the hostel.

Staff are adapting to the new security measures to reduce exposing the hospital to security threats.

Now with all this in place our hospital compound is a relatively safer place. The community and the

local administration have tried to put in more effort in curbing the security threats around the hos-

pital, which is an ongoing issue. The fact that some of the perpetrators of the incidence are still at

large and are being seen in the surrounding is a continuous threat and frustration to all of us. We

are continuously collaborating with the community and the local administration to bring these crim-

inals to justice.

2.3 Hospital 2006-2008 strategic plan Review The hospital management, board of governance members and other stakeholders reviewed the three

years strategic plan implementation, achievements, drawbacks and failures. A two days workshop


was organized at Rondo retreat in June and analized the hospital performance in line with the set

objectives and targets. The review document compiled was distributed to partners and stakeholders.

We feel that it has created a good base for future development a multi-year strategic plan.

2.4 Human Resource Development The hospital recruited several new staff members in the year 2008 in order to increase its efficiency

and effectiveness in delivering quality eye care services. It recruited a Public Relations and outreach

Co-coordinating officer to develop a Public Relations and marketing strategy, improve the coordi-

nation of mobile and outreach services and venture more into new underserved areas. A cataract

surgeon to enhance our clinical services and a cleaner were employed as well.

The search for a local ophthalmologist is still on; we also consider and utilize trainees who join us

for attachment basis. In the course of the year an accountant resigned for greener pastures.

The establishment of staff rotation within departments has greatly reduced the demand for new

skills, improved sense of responsibility, ownership and multitasking, reduced the training time for a

new employee. The widening bracket of benefits has also motivated staff. The hospital appreciates

promotion of current staff in order to increase and improve the efficiency and effectiveness of ser-

vice delivery.

2.5 Staff Development and Training Opportunities Sabatia Eye hospital has developed a training policy tailored to its staff needs in promoting staff

capacity development with special interest to motivate staff.

The hospital has supported more enrolled community nurses in upgrading. We have currently two

nurses upgrading being the last batch . In total we have supported all of the seven enrolled commu-

nity nurses in completing the upgrading course to Kenya registered

nurse. The hospital has further supported training in other depart-

ments like Low Vision staff, who have undergone training in orien-

tation and mobility, a course conducted in Tanzania, and refraction

course conducted in Uganda at Ruharo eye centre. In the clinical

area the hospital supported a staff to train in Guiding and Counseling

in HIV and related diseases. The hospital sponsored staff to train in

accounts and health care management, the picture shows our admin-

istrative Officer Mr. Sabwa who did his advanced diploma in health

care management.


2.6 Performance Appraisals and Evaluation Performance evaluation is being done routinely for all staff twice a year. Training opportunities,

Salary increment, incentives and other benefit packages are being offered based on proper perfor-

mance evaluation and appraisal. An end year party was organized and all staff were offered a bonus

of one month basic salary and a 7.5% basic salary increment 2.5% of the 7.5% was based on per-

formance. The hospital plans in future to base benefits and training opportunities on performance,

evaluation and merit.

2.7 Staff Welfare Initiative Active participation of staff in the

running of their social related matters

is encouraged through a recognized

staff welfare association. The associa-

tion takes care of staff social activi-

ties, assisting the bereaved staff fami-

lies, organizing staff retreats, staff

social activities and staff meetings.

The welfare is funded by donations

and staff monthly contribution. It has a well structured management committee, comprising of

Chairman, Secretary, Treasury and Overseer. The picture show Sabatia eye hospital staff during a

one day retreat at Rondo resort center in nearby Kakamega forest.

2.8 Transport and Vehicle Management The hospital purchased a new ambulance which has

greatly reduced the maintenance costs which we used

to incur on the old vehicles. The bus, a 29 seater has

reduced the cost of transport for those patients who

can not access the base hospital and has significantly

helped to strengthen the outreach service.

A one day staff retreat at Rondo Resort Center

The New Purchased Ambulance/Land Cruiser


4. Finance and Supplies Management The year 2008 begun with many challenges for the hospital. Due to post election violence, the hos-

pital was grounded for over three months without any meaningful work. The subsequent months

were peaceful but with less activity due to high cost of living. The higher inflation rate also affected

most patients as basic commodities prices went up including fuel which made traveling to the hos-

pital more expensive to patients.

Our partners like Lions clubs who sponsor some of our poor patients were also directly affected by

distraction of their business and properties in Kisumu hence spent most of their time trying to re-

build their business throughout the year.

The financial performance was therefore not as impressive as the management had projected. We

had targeted to reduce the deficit before CBM funds to less than Ksh 2 Million. Looking at the un-

audited report, income from traditional sources like admission, consultation, drugs and glass sales

etc. dropped by over Ksh 2.3 million which translates to over 12.73% drop in income. The only

income from the traditional sources that went up was sponsorship from Oud in Afrika as they

maintained and increased their commitment in sponsoring poor patients.

Summary of Income and Expenses from 2006-2008

15.35

18.74

21.81

10.8611.61

12.26

23.1824.15

28.52

0.00

5.00

10.00

15.00

20.00

25.00

30.00

2006 2007 2008

Ks

h '

00

0,0

00

Hos pital

Inc ome

C B M

R ec urrent

funds

Total

O perational

ex pens es

Our positive performance during the year was given a boost by a new set of income called the man-

agement income which included interest income areas from our Ksh 20 million fixed deposit, ex-


change gain from our Euro account, additional fees from students for training and other miscellane-

ous incomes areas. This raised a total of Ksh 3.8 million in income generation.

There was also the sponsorship of congenital cataract surgeries from the Standard Chartered Bank

for children which raised another Ksh 1.664 million.

Due to high inflation rates of around 30% during the year the hospital performed relatively poor in

areas of cost as this increased by over Ksh 3.6million representing a 15% increase. There were

some specific increments associated with security expenses, personnel costs and electricity among

others,

Our deficit before CBM funds therefore increased by Over Ksh 0.525million to Ksh 5.94million

Income from CBM in Ksh went up from Ksh 11.6m to Ksh 16.4million being a 41% increase, this

was due to capital grant for purchase of a land cruiser and security support which amounted to Ksh

3,855,046. The increase was also due to favorable exchange rate at the prevailing rates.

In general our deficit after CBM funds therefore increased by Over Ksh 0.165million to Ksh

6.68million.

Summary of Deficit before Donor Funds From 2006-2008

10.95

14.72 15.35

18.74

21.8122.67

25.11

23.1824.15

27.64

-14.66

-12.60

-7.82

-5.41 -5.83

-20.00

-15.00

-10.00

-5.00

0.00

5.00

10.00

15.00

20.00

25.00

30.00

2004 2005 2006 2007 2008

Ks

h '

00

0,0

00

H os pital

Inc ome

Total

O perational

ex pens es

D efit B efore

c bm funds

Although our sustainability index target was not achieved during the year we believe that this was

just an isolated year due to the post election violence and we shall be back on truck in the year 2009

as projected.


4.1 Cost Containment Measures Over the last three years we have put in place a wide range of cost containment measures in areas

like water usage, electricity, stationeries, medical supplies among others. Still, during the year 2008

there was some noticeable increase in expenses. The increase was mainly due to inflation of around

30%, general increase in salaries, electricity cost and recurrent security expenses. We hope that in

the year 2009 we shall be able to report better performance which might be difficult due to increas-

ing effects of the global economical crisis. Some of the measures we are putting in place include

reducing electricity consumption, installing energy saving bulbs, solar energy, continuous review of

prices with suppliers, monitoring of consumption through department reports and proper function-

ing of supplies management system.

5. Public Relations and Outreach Program Coordinati on There is now a Public relations and marketing section manned by our new employee. The hospital

will be formulating a Pr. and Marketing strategy that will help in increasing and improving the

coordination of outreach services, expand the hospital corporate clientele, expand our cooperation

base with other organizations and strengthen the existing partners as well as our eye care service

network.

6. Partnership Development

International Partners We are grateful for our strong and committed part-

nerships with CBM, Oud in Afrika and Lions In-

ternational (represented by several local Lions

Clubs). We were able to perform several sponsored

eye camps as well supporting needy blind patients.

CBM additionally supported us to put in place se-

curity measures following the attack on guests of

the hospital.

National Partners We work with a number of partners in organizing and coordinating mobile clinics, eye camps and

surgical safaris. We appreciate the continuous commitment and support of our local partners with-

out whose collaboration, it could haven not been possible to help all those who have benefited. The

CBM staff from different programmes including Sabatia Eye Hospital, participating in the Stan-dard Chartered Bank Marathon in Nairobi 2008.


sponsorship support of children with congenital cataract by standard chartered bank has assisted

many needy families.

The hospital holds eye camps sponsored e.g. by sugar companies at various sugar cane farm areas

which supply the company. This has benefited underserved low income areas to get eye care ser-

vices. We are also grateful to many lions clubs who work with us like Kisumu Milimani, Equator,

Kakamega, Host, Kitale and others for their commitment in serving the poor and blind people.

Last but not least we nurture and appreciate our partnership with several individuals, faith based,

private and Government institutions in our effort to provide eye care services to all. Our effort to

implement ‘‘vision 2020’’ provincial and District plans has obtained strong and committed support

from the Division of Ophthalmic Services (MoH), provincial and district health offices in western

province.

7. Challenges and Problems encountered

1. Security incident encountered and at least two perpetrators still at large.

2. Difficulty to get a local ophthalmologist who can take over in the future.

3. Low turn over of patients related to various difficulties.

4. Poor economic conditions prevailing in the country.

8. Future Plans 1. Developing a Strategic plan 2010-2012 in 2009.

2. Developing a Governance manual fo the Board of Governance.

3. Assist in the strengthening of security in the area.

4. Expanding eye care services both in quality and volume.

5. We plan to tar macking the drive way in the hospital compound in 2009.

6. Strengthening all cost containment and sustainability efforts.

7. Strengthening ICT area and local area network with the new software

8. To start solar energy usage from the hostel and develop it further.

9. Conclusion The year was a challenging one from the start for what happened in the country, the economic diffi-

culties and later with the dreadful security incident in the Hospital.

Despite all the difficulties with the collaboration and support of all our partners, strong goodwill

and commitment from our staff, we have done relatively well and ended the year with positive re-

sults. We are grateful to all who helped us through these difficult times.


3. The year 2008 in pictures

Documents

Sabatia Eye Hospital 2008 Annual Report