Concept Note. Repurposing current business assets into new products and services to construct and equip MODSTONE Medical Center Limited (MMC, and Startup Offices for MOD Public Health Foundation (NGO).
|
MOD
Public Health Foundation (NGO) Reg.
No. 5533 (INDR155354614NB) Plot
79 Bukoba Road Toles Jowhetta House P.O
Box 211, Masaka City, Uganda Office: +256485660637 Mobile
+256772675563 |
|
|
Authorized
and Contact
Person
|
Samuel
Waliggo, MPH Executive Director Mobile: +256706472457 |
|
Reference
Person |
1) Rev. Pastor Sam Mukabi Zema Patron MOD Public Health
Foundation Mobile: +256 772 473816 E-mail: mukabisam@gmail.com 2) Hon. Dr. Abedi Bwanika Member of
Parliament Kimaanya-Kabonera,
Masaka City, Uganda Tel: +256 757 675558 |
|
Repurposing current business assets into new
products and services to construct and equip MODSTONE Medical Center Limited
(MMC, and Startup Offices for MOD Public Health
Foundation (NGO). |
|
|
MOD Post Covid-19 Recovery, Resilience & Sustainability
(RRS) Project. |
|
|
Kantungamwe, Kingo, Kimaanya Kabonera Sub-County |
|
|
Direct: 5755
Patients Per Year (480 Patients Per Month) Indirect: 17,265 People |
|
|
|
|
|
$163,748 (UGX 627,250,000) |
Table of Contents
1.0 ABOUT
MOD PUBLIC HEALTH FOUNDATION
2.0 SOCIO-DEMOGRAPHIC
CHARACTERISTICS OF KINGO SUB-COUNTY
2.1 General Uganda Health System
2.2 MOD’s Contribution to Social Impact in
Kingo Sub-County, Masaka District
2.3 DESCRIPTION OF THE BUSINESS DEVELOPMENT SERVICE (BDS)
IN 2.2 ABOVE TO SUPPORT YOUR ORGANISATION.
2.3.2 Objectives of MODSTONE Medical Center
3.0 ESTIMATED
BUDGET TO IMPLEMENT THE REQUIRED BUSINESS DEVELOPMENT SERVICE*
4.0 PROJECT OUTCOME AND IMPACT
4.2.2 Target Market Segment Strategy
4.2.3 Competition and Buying Patterns
4.2.5 Strategy and Implementation Summary
5.0 INFORMATION MANAGEMENT AND TECHNOLOGY
5.3 EMR (Electronic Medical
Records)
6.0 LESSONS LEARNT FROM THE
COVID-19 SITUATION FOR YOUR BUSINESS SURVIVAL*
7.0 COMPANY'S MEDIUM-TERM PLANNING
Appendix 1: 5 MOD
Post Covid-19 RRS Project-5 Year Financial Projections 2022/23-2026/27
Appendix 2: Project Implementation
Schedule
ACRONYMS
AGYW Adolescent Girls and Young Women
CBC Complete Blood Count
CBO Community-Based
Organisation
COVID-19 Coronavirus
Disease
EMR Electronic Medical Records
HA Hematology Analyzer
HC Health Center
HMIS Health
Management Information System
HW Health Worker
KNOTSA Knowledge Synthesis
Translation and Application
MEL Monitoring
Evaluation and Learning
MMC MODSTONE Medical
Center Limited
MOD CHIS MOD Community-Based Health Insurance
Scheme
MOD MOD Public Health
Foundation (NGO).
MOH Ministry
of Health
NGO Non-Government
Organisation
NPHC National
Population and Housing Census
PSS Psychosocial
Support
RRS Recovery,
Resilience & Sustainability
Executive Summary
Introduction: The MOD Post Covid-19 Recovery,
Resilience, and Sustainability Project is an innovation strategy for the survival
of MOD Public Health Foundation (NGO) in the rapidly emerging public health market.
The emergence of Coronavirus (COVID-19) severely affected funding for MOD’s
strategic goals and services. Recovery from these negative economic effects is
challenging and yet funding for NGOs is continuing to shrink. Therefore, this project
aims to repurpose some of the organisation's business assets (Human resources, Land, computers, networking system, and furniture) into new products and services. Specifically,
we need financial support to construct and establish MODSTONE Medical Center (MMC)
in Kingo Sub-County, Masaka. The project will also establish start-up office space for MOD Public Health Foundation to shift
from its rented office premises. MMC will be built on a culture of providing low-cost,
specialized, high-quality, and customer-oriented medical care services. MMC will leverage the existing organizational internal
systems and health promotion experience to provide services.
Social Problem: Kingo is a borderline sub-county between Kimaanya-Kabonera, Masaka City,
and Lwengo District with a total population of approximately 36,300 people
(17,800 Males, 18,500 Females). Access to quality laboratory and medical care services
particularly maternal and child health services is a big challenge in this area.
Currently, the sub-county is served by health center IIs namely; Kisansala
HCII, Kagganda HCII, Kasaana HCII, and Nkoni Health Center III. Although this
sub-county is close to Masaka city, our interaction with the natives indicated
that only 1 in 20 people have ever had a chance to interact with a medical
doctor for proper medical screening, diagnosis, and treatment. With the increasing human activities; night
bars, discos, boda-boda, and expanding housing estates in all trading centers. Many
young people between 15-24 years are dropping
out of school and engaging in HIV risky sexual behavior; prostitution, drug,
and substance abuse (Marijuana and alcohol). Already, access
to quality healthcare in Uganda is a critical problem. In the context of the increasing public health challenges,
“the poor person in rural areas is meant to die” in Uganda’s failing
health system. The biggest challenge is the inadequate human resource for
health. 70% of doctors are practicing in urban areas, where only 20% of the population
lives, and one doctor is expected to serve 22,000 people in such rural areas.
Our Business
Development Service (BDS), innovation, and Budget: The construction and establishment of MMC will help people in underserved
rural communities of Kingo and Kimanya-Kabonera to access high-quality medical care
services. MMC will integrate health promotion experience
to promote a healthy lifestyle and behavior change among targeted beneficiaries. The project will be implemented in eight (8) phases at a total cost of $163,748 (UGX 627,250,000) for one year (2022/2023.
Phase 1: Registration
with URSB and Allied Medical Council: $1,488 (UGX 5,700,000)
Phase 2: Resource Mobilisation activities: $1,436 (UGX 5,500,000)
Phase 3: Construction of
MODSTONE Medical Center at Kingo Sub-County: $49,599 (UGX 190,000,000)
Phase 4: Procurement of Essential
Medical Equipment and Supplies: $40,593 (UGX 155,500,000)
Phase 5: Establishing a
Patient Health Management Information Systems:$4,699 (UGX 18,000,000)
Phase
6:
Product Development, Branding, and service marketing: $3,798 (UGX14,550,000)
Phase 7: Capacity
Building and Launching Business Development Service (BDS): $4,699 (UGX 18,000,000)
Phase 8: Procurement of
Ambulance referral System and Startup: $57,430 (UGX 220,000,000).
The investment will allow MMC to
provide high-quality medical care, medical camps, and health promotion services
to 5,755 patients annually. Enhance public health research, knowledge
synthesis, and translation through public health workforce development and
placements while building MOD’s resilience and sustainability of her strategic
goal, objectives, product, services, and social impact.
Return
on Investment: Upon implementation of MOD Post Covid-19 Recovery,
Resilience & Sustainability (RRS) Project in the first year (2022/2023),
the established MODSTONE Medical Centre (MMC) will serve an average of 5755
patients annually. During the first five years MMC will get sales/income from;
Doctors' Consultation
fees, Medical Care Services, Laboratory Services Ambulance Services, Dispensed Medicines
(pharmacy), and Health Promotion Services. MMC’s starting
annual sales turnover is projected to start at UGX 431,625,000 in the second year (2023/24), and thereafter grow annually
by 5% to UGX 464,487,500 in the third
year (2024/25); UGX 497,350,000 in the
fourth year (2025/26); and UGX 530,212,500 in the fifth
year (2026/27) of trading[1]. The
return on investment (Net profit) will be UGX 79,475,863 in the second year; UGX 96,288,259 in the third year; UGX 103,100,655 in the fourth year; and UGX 109,913,051in the fifth year
of operation respectively[2]. The
RRS project will make MOD public Health Foundation more stable and resilient in
addition to donor funding. This will give capacity to the organisation to
strengthen its internal systems and process to implement its strategic goals
and objectives.
1.0 ABOUT MOD PUBLIC HEALTH FOUNDATION
MOD Public Health Foundation is a non-profit public
health organization (NGO) registered in Uganda (INDR155354614NB), with
headquarters offices based in Uganda on Plot 79, Bukoba Road, Johwetta house,
Masaka City, 135km, South-Central of Kampala. MOD was founded by a team
of experienced public health professionals as a Community-Based
Organisation (CBO) in August 2018, is and now registered as an NGO with
a five-year (5) permit and mandate to operate countrywide. MOD is positioned as
a local, low-cost but efficient implementing partner with 25 years of combined
experience in designing and implementing innovative public health programs in
the field of HIV/AIDS, Maternal and Child Health, Psychosocial
Support (PSS), and socio-economic
development programs.
1.1 Our Vision
We envision healthier communities accessing low-cost emerging
public health innovations and solutions.
1.2 Our Mission
To achieve universal health care coverage in under-served
communities and sub-populations through accelerating optimal translation,
uptake, and impact of new public health knowledge and practices.
1.3 Our Organisation Culture
Our Business
Approach is built on the PIFT culture of;
1.
Passion and Innovation
2.
Flawless Execution and
3.
Team Building to sustain our
innovation and impact.
1.4 ORGANISATION’S FINAL PRODUCTS/SERVICES
MOD's products
and services are designed in accordance with Organisation's Second Strategic
Business Plan II (SBP) 2020/21-2024/25 and are aligned with Uganda's National
Development Plan (UNDPIII) 2020/21-2024/25. Our strategic social goal is to contribute
towards the realization of universal health care coverage among 750,000 people
from under-served communities and sub-populations in Uganda by 2024. MOD’s
products and services include;
1. Community Engagement for Health Promotion
and Behavior Change/Social impact programming
2.
Knowledge Thesis, Research, and
Translation
3. Community-Based Health Insurance Scheme (MOD-CHIS)
4.
Health and Organizational Systems
Strengthening
5. Public Health Workforce and Leadership Development
To effectively implement our strategic goal and objectives, MOD
cultivates a balanced public health and research ecosystem and builds
partnerships with Government, Private and Public health institutions,
professionals, and researchers to source, translate, synthesize, and deliver
emerging public health promotion and medical innovations. MOD uses a Knowledge Translation
Synthesis and Application (KNOTSA) model to close the do-know gap in the
emerging public health sector. Our work is defined by asking and answering two
fundamental questions:
a) What
is the newest, most promising public health evidence and solution?
b) How
can we accelerate the translation of this knowledge to practice within
communities and sub-populations where new solutions are needed most?
This project aims to repurpose current business assets into new
products and services through the construction and establishment of MODSTONE
Medical Center Limited (MMC) and startup offices for MOD Public Health
Foundation (NGO). The innovation is a post-Covid-19 recovery, resilience, and
sustainability strategy for MOD Public Health Foundation to scale up and
sustain social impact. Therefore, the short name of the project is "MOD Post Covid-19 Recovery,
Resilience and Sustainability (RRS) Project”.
2.0 SOCIO-DEMOGRAPHIC CHARACTERISTICS OF KINGO SUB-COUNTY[3]
Kingo is a borderline sub-county between
Masaka City and Lwengo District. The sub-county has six(6) parishes namely;
Kagganda, Kasaana, Kisansala, Kiteredde/Kingo, Nkoni, and Ssenya. There are 76
villages with a total population of approximately 36,300 people (17,800 Males,
18,500 Females). Access to quality medical services particularly maternal and
child health services is a big challenge. Currently, the sub-county is majorly
served by health center IIs namely; Kisansala HCII, Kagganda HCII, Kasaana
HCII, and one Health Center III (Nkoni) which is private and owned by the Catholic
Church of Masaka Diocese. Subsequently,
access to quality laboratory services is also rare and most patients are
treated by symptomatic presentations. Although this sub-county is close to Masaka
city, our interaction with the natives indicated that 1 in 20 people have ever
had a chance to interact with a medical doctor for proper medical screening,
diagnosis, and treatment. Most people are engaged in self-medication mostly
with pain control drugs (paracetamol) and antibiotics. Such practices increase
their risk of liver disease and antibiotic drug resistance respectively. The
Uganda National Population and Housing Census 2014 further indicated that 25.8%
of the households in Kingo are 5 Km and above from the nearest Public Health Facility. 32.1% of
the households are without access to safe water, 1.9% have no toilet facility
and 14.4% of the population are still eating less than two(2) meals a day.
Additionally, Kingo sub-county also has other
unique demographics; It is the closest area to Masaka City from the west. Recently,
the Government has enhanced efforts to install night streetlights in most of
the trading centers around Masaka city. This has brought vibrancy to the
trading centers and has increased human activities such as night bars and discos,
boda-boda stages, expanding housing estates, and construction in trading
centers. The risk here is that these activities come with various risky sexual
behaviors. For example, many young people mostly those 15-24 years have dropped
out of school and are engaged in construction activities, prostitution, drug,
and substance abuse (Marijuana and alcohol) which are key risk factors for
diseases such as HIV/AIDS, Accidents and Emergency and other related
non-communicable diseases. The sub-county also experiences extended dry seasons
which makes access to clean water and food very challenging. The number of
neglected old people in households without access to basic social and medical
services is also increasing.
2.1 General Uganda Health System
It is known that access to
quality healthcare in Uganda is a critical problem[4]. In the context of the
socio-economic impact of the COVID-19 pandemic and the increasing public health
emergencies like Ebola, “the poor person in such areas is likely to
die" in Uganda's failing health system. People living in rural Uganda have
poor access to basic and quality healthcare services. The biggest challenge for
Uganda is the inadequate human resource for health services. One doctor is meant
to serve approximately 8,300 Ugandans. With 70% of the doctors practicing in
urban areas, where only 20% of the population lives, the coverage in rural
areas is much worse: one doctor in a rural area is expected to serve about 22,000 people[5].
Therefore, many people don't have a chance to see a doctor for a correct
diagnosis. Patients are faced with long waiting times at health facilities,
poor attitudes of health workers, lack of drugs and medical equipment, and
uncoordinated referral system. This uneven service discourages patients from
seeking professional care, especially those who are coming from deeper rural
areas with longer travel times. The continuous
emergency of public health emergencies such as the Ebola, and COVID-19 pandemic
has further constrained Uganda's health system as most resources are diverted
to fight the pandemic in a very corrupt situation. The double effect of public
health emergencies and poverty is also increasing cases of mental health
problems. The need for psycho-social support (PSS) including spiritual
counseling in rural communities is evident.
2.2 MOD’s Contribution to Social Impact in Kingo Sub-County, Masaka
District
MOD Public health Foundation established
an underground pipe water source in Kantungamwe village, Kingo Subcounty. The water
source has enabled over 500 households to have access to clean tap water at a
maintenance cost of UGX300 per 20-liter Jerrican. Over 80 farmers pick water
from this source to irrigate their crops during the dry season. Before this water source was established
families from Kantungamwe and Kitambuza used to buy the same quantity of water fetched
from unprotected sources located almost 10 meters in a valley and shared with
animals at UGX500-1000.
In collaboration with Rakai Health Sciences Program (RHSP)
and PEPFA small Grants, MOD is implementing
·
Focused demand creation project for Voluntary
Male Medical Circumcision (VMMV) among 2400
Males and Young Men aged 15 years and above in Masaka
Region.
This is one of the combination
prevention strategies for HIV epidemic control.
629 men were circumcised in Kimanya-Kabonera
Sub-County, Masaka District by
September 2022.
In Addition, MOD has successfully implemented
complex projects such as DREAMS[6]
programming for 35,000 Adolescent Girls and Young Women (AGYW) in Seven districts
in the Mubende region. DREAMS project was a 5-year community-engaging project funded
by the Center for Disease Control and Prevention (CDC) through Mildmay Uganda at
a total cost of $834,715. The technical and management skills that were
required for the implementation of these projects provided MOD with credible
experience to deliver this urgently needed RRS project.
2.3 DESCRIPTION OF THE BUSINESS DEVELOPMENT
SERVICE (BDS) IN 2.2 ABOVE TO SUPPORT YOUR ORGANISATION.
2.3.1 Construction and Establishment of MODSTONE Medical Center
Limited (MMC)
The construction and
establishment of MODSTONE Medical Center (MMC) will help Ugandans in rural
underserved communities at Kantungamwe, Kingo, and Kimanya-Kabonera to access specialized
and quality medical and surgical care with customer care-focused service. The
facility will give a chance to many patients in Kingo the to see a medical
doctor for the first time for consultation, correct diagnosis, treatment, and
referral for specialized services when needed. MMC will brand her service with
health promotion activities to engage communities in healthy living and
behavioral change practices to sustain social and health outcomes. Already MOD is a Ugandan local and grassroots organization,
with an outstanding reputation in Program design, health promotion, efficient
service delivery, quality care, and patient satisfaction. Our result is a very
cost-effective model. MMC will also form part of our Organisation's recovery
and resilience plan from the effects of COVID-19 to sustain our social impact.
2.3.2 Objectives of MODSTONE Medical Center
The objectives for MODSTONE Medical Center will include:
·
To create a medical practice in Kingo
that will exceed patients' expectations.
·
To integrate public health experience
in patients’ care and practice for health promotion and behavior changes.
·
To provide high-quality health care
to residents of the area.
·
To create a medical practice that
helps serve the community's needs.
·
To form a healthcare practice that
can survive off its cash flow in 12 months or less.
·
To increase the number of patients by
20% per year through superior performance and word-of-mouth referrals
·
To develop a comprehensive website
that includes online booking capability, as well as additional information
about the practice, hours, demographic information, health information, and
much more
2.3.3 Our Keys to Success
a) Patients
·
Focus on patient care
·
Integration of health promotion education
to patients on the importance of preventative care and yearly check-ups.
·
Implement an aggressive and
accurate recall system in which to remind patients to have regular checkups.
b) Staff and Office Organization
- Recognize that the office staff is crucial to the success of
the business.
- Create incentives to motivate staff to deliver quality
patient care.
- Create a streamlined office system to minimize patients'
waiting time
c) Finances
- Keep a low overhead
- Optimize the number of patients we can see in an hour while
providing quality medical care
- Use the latest method in electronic billing for all income
and expenses.
- Use this medical clinic business plan to review and guide
management decisions
d) Marketing and Sales
- Aggressively market and create a presence in the community by
giving high school talks, ER calls, hospital talks and doing volunteer
work, business society meetings
- Network to obtain referrals from other government and private
health facilities, professionals, such as doctors, Gynae Specialists,
Hospital Admissions
- Have an office front on a busy street with accessible parking
- Locate in an area with a high patient-to-doctor ratio
- Located close to the Medical Surgery Centre, a regional
referral hospital with easy access to specialty care.
2.3.4 BDS Project
Implementation Approach
As part of its post-COVID business recovery plan and building long-term
resilience, MOD is repurposing its current
business assets (Plot of Land Kingo, computers, networking system, and
furniture) and leveraging on existing
organizational internal systems (Finance Management, Monitoring Evaluation, and
learning-MEL) into establishment medical facility i.e., MODSTONE Medical Center
(MMC). Because of MOD's strategic location in Masaka city and positioning in
the public health market, MMC is designed to provide high-quality,
customer-oriented specialized medical and surgical services. This BDS support
will enable MOD to accelerate the Organisation’s core business recovery plan.
Specifically, the BDS is needed to;
a) Construct MMC at Kantungamwe, Kingo Sub-County.
b) Procure and Equip MMC with basic medical equipment and supplies.
c) Establish a Patient Health Information Management System HIMS. The HMIS will inter-link MMC departments (Reception, Pharmacy,
Laboratory, doctor's Rooms, Dispensary, Admission Rooms, and Inventory) for
quality and proper patient flow, care, and management.
d) Establish patient ambulance systems
e) Support product development, digital marketing, and client engagement platform.
f)
Support launching, startup,
and development of management policies and
protocols.
g) Improve management
technical capacity to adapt to systems change, product development, promotion,
and branding.
h) Provide start-up office space for MOD Public
Health Foundation (NGO) to shift from its current rented office premises. This
will increase value for money and organizational resilience for sustainability
development.
2.3.4.1 Project Implementation Phases
The MOD Post Covid-19 Resilience and Sustainability Project will be
implemented in Eight (8) phases namely.
|
Implementation
Phase |
Key Activities |
|
Phase
1: Registration with URSB and Allied Medical Council |
· Name Reservation · Developing memorandum and articles of association (MEMARTS) · Registration of MODSTONE Medical Center with URBS
and Allied Medical Council |
|
Phase 2: Resource Mobilisation strategies |
·
Developing
proposal and Business Plan ·
Donor or
Investor Mapping ·
Design and approval of
architecture plan |
|
Phase
3: Construction of MODSTONE Medical Center at Kantungamwe, Kingo
Sub-County. |
·
Construction of
medical facility and Startup Offices for MOD Public Health Foundation (NGO). ·
Plumbing, Wiring, and Networking ·
Furnishing |
|
Phase
4: Procuring Essential Medical Equipment and Supplies. |
·
Ultrasound Scan ·
Hematology Analyzer ·
Chemistry Analyzer ·
Centrifuge ·
Microscope ·
Medicines and
logistical supplies. |
|
Phase
5: Establishing a Patient Health Management Information System
(HMIS) |
·
Designing or procuring
and Installation of patient HMIS |
|
Phase
6: Product Development, Branding, and service marketing |
·
Design key products
and services ·
Develop marketing materials
(Brochures etc. ·
Develop an online app
and website |
|
Phase
7: Launching Business Development Service (BDS) |
·
Recruitment of staff ·
Training of staff on customer
care and patient HMIS ·
Organize launch
ceremony. ·
Procuring an ambulance
vehicle for the referral. |
|
Phase
8: Procurement of Ambulance System and Startup Capital |
·
Procurement of
Equipped Vehicle for Ambulance Services & Referral. ·
Human
Resource-Salaries and Benefits-6 Months ·
General Administrative
-Utilities and Supplies-3 Months. |
MMC's philosophy is that optimal
health and performance can be attained through the proper balance of exercise,
nutrition, and education. Our goal is to educate our patients as well as treat
them. Therefore, our services will also provide group classes and teaching sessions
for our patients. Subjects could include nutrition, diabetes, hypertension, and
much more. Through collaboration with other development partners and
Universities, MMC will integrate both behavior and clinical research for
evidence-based practice and patients care.
The medical center will focus on each
case. After each procedure and where appropriate, each patient will be offered
education in rehabilitation, nutrition, and exercise as it relates to each
particular case. Our goal is to create the most well-rounded experience for
each patient to optimize their health. MMC will maintain privacy according to
Ministry of Health rules. All patients will be welcome, including the ones with
no insurance. No one will be turned down for medical care. Our clinic will hold
no prejudice to race, creed, color, or socioeconomic status. Everyone will be
welcome for a great medical care experience. The medical center will provide
the following services, among others:
a)
Adult Medicine
·
Preventative
and Routine Medical Services
·
Orthopedics and physiotherapy
·
Ocular Conditions
·
Hypertension-specialized cases.
·
Diabetic
Teaching
·
Nutritional/
Dietician Services
·
Exercise
and Obesity Counseling
·
Cardiology
·
Palliative
care
·
Home
Based Care medical services
·
Emergency Ambulance Referral System
·
Comprehensive
HIV/AIDS care services
b)
Maternal and
Child health services and Gynecology
- Reproductive Health such as family Planning Services and PAP
Tests.
- Acute Gyn Problems
- Newborn and Infant Care
- Immunizations services
c)
Dermatology:
- Removal of minor lesions, skin tags, moles, and warts
- Biopsies of suspicious dermatological lesions and/or referral
- Tetanus
- Immunizations
d)
Minor Surgery:
- Laceration Repair
- Lesion Removals
3.0 ESTIMATED
BUDGET TO IMPLEMENT THE REQUIRED BUSINESS DEVELOPMENT SERVICE*
|
Ref. |
BUDGET ITEM |
COST (UGX) |
COST (USD) |
|
1.1 |
Phase 1:
Registration with URSB and Allied Medical Council |
||
|
1.1.1 |
Name
Reservation with URSB/URA |
200,000.00 |
$52 |
|
1.1.2 |
Developing
memorandum and articles of association (MEMARTS) |
2,000,000.00 |
$522 |
|
1.1.3 |
Registration of
MODSTONE Medical Center with URBS and Allied Medical Council |
3,500,000.00 |
$914 |
|
Sub-Total |
5,700,000.00 |
$1,488 |
|
|
1.2 |
Phase 2:
Resource Mobilisation Strategies |
||
|
1.2.1 |
Business
Planning and Development |
1,500,000.00 |
$392 |
|
1.2.2 |
Transport and
Fuel to potential Donors or Investors |
1,000,000.00 |
$261 |
|
1.2.3 |
Designing and
approval of Architectural plan |
3,000,000.00 |
$783 |
|
Sub-Total |
5,500,000.00 |
$1,436 |
|
|
1.3 |
Phase 3:
Construction of MODSTONE Medical Center at Kantungamwe, Kingo Sub-County. |
||
|
1.3.1 |
Construction of
medical facility and Startup Offices for MOD Public Health Foundation (NGO). |
150,000,000.00 |
$39,157 |
|
1.3.2 |
Plumbing,
Electricity, and Networking |
10,000,000.00 |
$2,610 |
|
1.3.3 |
Furnishing
(Theater, Maternity & Examination Beds, etc.) |
30,000,000.00 |
$7,831 |
|
Sub-Total |
190,000,000.00 |
$49,599 |
|
|
1.4 |
Phase 4:
Procuring Essential Medical Equipment and Supplies |
||
|
1.4.1 |
Ultrasound
Scan |
19,000,000.00 |
$4,960 |
|
1.4.2 |
Hematology
Analyzer (CBC) |
15,000,000.00 |
$3,916 |
|
1.4.3 |
Chemistry
Analyzer-Capacity: 5-10 Test |
80,000,000.00 |
$20,884 |
|
1.4.3 |
Centrifuge |
5,000,000 |
$1,305 |
|
1.4.4 |
Microscope |
6,500,000 |
$1,697 |
|
1.4.5 |
Medicines
and other Supplies |
30,000,000 |
$7,831 |
|
Sub-Total |
155,500,000.00 |
$40,593 |
|
|
1.5 |
Phase 5:
Establishing a Patient Health Management Information System (HMIS) |
||
|
1.5.1 |
Designing or
procuring and Installation of patient HMIS |
15,500,000.00 |
$4,046 |
|
1.5.2 |
Management
costs in year one. |
2,500,000.00 |
$653 |
|
Sub-Total |
18,000,000.00 |
$4,699 |
|
|
1.6 |
Phase 6:
Product Development, Branding, and service marketing |
||
|
1.6.1 |
Design key
products and services |
5,000,000.00 |
$1,305 |
|
1.6.2 |
Develop
marketing materials (Brochures etc. |
3,000,000.00 |
$783 |
|
1.6.3 |
Develop an online
app and website |
6,550,000.00 |
$1,710 |
|
Sub-Total |
14,550,000.00 |
$3,798 |
|
|
1.7 |
Phase 7:
Launching Business Development Service (BDS) |
||
|
1.7.1 |
Staff
Recruitment Costs |
3,000,000.00 |
$783 |
|
1.7.2 |
Training of
staff customer care and patient HMIS |
5,000,000.00 |
$1,305 |
|
1.7.3 |
Organize launch
ceremony with Medical Camp |
10,000,000.00 |
$2,610 |
|
Sub-Total |
18,000,000.00 |
$4,699 |
|
|
1.8 |
Phase 8:
procumbent of Ambulance System and Startup Capital |
||
|
1.8.1 |
Procurement of
Equipped Vehicle for Ambulance Services & Referral. |
150,000,000.00 |
$39,157 |
|
1.8.2 |
Human
Resource-Salaries and Benefits-6 Months |
60,000,000.00 |
$15,663 |
|
1.8.3 |
General
Administrative -Utilities and Supplies-3 Months |
10,000,000.00 |
$2,610 |
|
Sub-Total |
220,000,000.00 |
$57,430 |
|
|
Grand Project
Total |
627,250,000.00 |
$163,748 |
Return on Investment: Upon implementation of MOD Post Covid-19 Recovery, Resilience & Sustainability (RRS) Project
in the first year (2022/2023), the established MODSTONE Medical Centre (MMC) will serve an average of 5755 patients
annually. During the first five years MMC will get sales/income from; Doctors' Consultation
fees, Medical Care Services, Laboratory Services Ambulance Services, Dispensed Medicines
(pharmacy), and Health Promotion Services. MMC’s starting annual sales turnover is projected to start
at UGX 431,625,000 in the
second year (2023/24), and thereafter grow annually by 5% to UGX 464,487,500 in the third year (2024/25); UGX 497,350,000 in the fourth year (2025/26); and UGX 530,212,500 in the fifth year (2026/27) of trading[7]. The return on investment (Net profit) will be UGX 79,475,863 in the second year; UGX 96,288,259 in the third year; UGX 103,100,655 in the fourth year; and UGX 109,913,051in the fifth year
of operation respectively[8]. The RRS project will make MOD public Health
Foundation more stable and resilient in addition to donor funding. This will
give capacity to the organisation to strengthen its internal systems and
process to implement its strategic goals and objectives.
4.0
PROJECT OUTCOME AND IMPACT
4.1 Management
Summary
Additional
employees the BDS is likely to hire as a result of this support *
The BDS
support will add ten (10) multidisciplinary staff to MOD namely; 1 Medical
Doctor, 2 Clinical Officers, 2 Nurses, 1 Laboratory Technician, 1 ICT
Specialist, 1 MEL Expert, and 2 Causal personnel.
MMC will
initially have five employees: A medical doctor (Parttime), a Medical assistant
(Clinical Officer) (full-time), a Registered Nurse, Laboratory Assistant, and a
receptionist. They will be paid hourly wages and have health and dental
benefits. As the facilities grow, we will add additional personnel to help with
referrals and additional responsibilities that will be needed at that time.
During the first year, MOD Public Health Foundation will hire
a part-time physician, paid hourly and
per patient seen, and will be paid directly including all of his benefits and
payroll taxes by MOD. Starting in the second year, the physician/owner
will draw his salary directly from MMC. We will create a policy and
procedures manual that will act as a guide and reference to sick pay, leave,
vacation, hourly wages, payment, etc. The philosophies and guidelines in this
manual will help maintain proper organizational structure. There will be a
mandatory staff meeting on Wednesdays at 06:00 pm. There will be a pre-written
list of items that will address ways to improve the practice. Everyone is
expected to attend. All employees, including the doctor, will be expected to
continue to better themselves regarding both skills and knowledge. The staff of
the clinic will have specific duties that they will perform daily. They will be
responsible for their duties and must complete them in a systematic
time-efficient manner.
4.2 Market
Analysis Summary
There is an increasing demand for cost-effective health care in
the nation and in the greater Masaka region especially after declaring Masaka
Municipality as a city. Specifically, the local population (within 30 Km) is
predicted to grow approximately 3% per year and has a population of roughly
around 36,300 people as per the National Population and Housing
Census (NPHC) 2014.
4.2.1 Market Segmentation
According to the National Population and
Housing Census (NPHC) 2014, the largest age group in Kingo area was between 10-39, with
17,787 people (49%), followed by children aged 0-9 with 13,068 people (36%).
Residents over 40 make up 16% (5,808) percentage of the population here than
the regional average. Since we will be open to patients of all ages, our market
segmentation breaks potential patients out into local population (within 30 Km)
and patients from the surrounding region (within 60 km).
There are
currently 1-2 medical practitioners in rural areas for 22,000 people living
within 30 km. These are favorable statistics that offer an excellent
patient-to-doctor ratio, in addition to the limited number of surrounding
family medical practitioners.
Table: Market Analysis
|
Market
Analysis |
|
|
|
|
|
|
|
|
|
Year 2023 |
Year 2024 |
Year 2025 |
Year 2026 |
Year 2027 |
|
A: Potential Customers |
Growth
Rate |
|
|
|
|
|
|
B: Local Population |
3% |
36,300 |
37,389 |
38,511 |
39,666 |
40,856 |
|
C: Surrounding Region Population |
3% |
72,100 |
74,263 |
76,491 |
78,786 |
81,149 |
|
D: Total |
3.0% |
108,400 |
111,652 |
115,002 |
118,452 |
122,005 |
|
E: MMC
Annual Target (5% of D) |
|
5,420 |
5,583 |
5,750 |
5,923 |
6,100 |
|
MMC
Monthly Target (E/12) |
|
465 |
479 |
494 |
508 |
524 |
The investment will allow MMC to
provide high-quality medical care and health promotion services to an average
of 5,755 patients annually and 494 patients monthly from the local areas
surrounding Kingo Sub-County in Masaka Region.
4.2.2 Target Market Segment Strategy
MMC will locate and focus its efforts
on the entire local population (within 30 Km). Our segmentation strategy is
geographic for several reasons:
- The rural
and semi-rural patients of this area will not, and often
cannot, travel more than 25Km to see a doctor. They would rather
"wait it out" on all but urgent matters.
- Our clinic
is a general family practice and will treat patients of all ages, incomes,
physical abilities, races, and ethnicities. As a family clinic, there is
no need to create marketing materials targeted at only one or two of these
groups, but we can appeal to all with a similar message.
- The
expected growth of the local population, at 3% a year, makes this an ideal
location for a broadly geographic marketing approach.
- The
existing uncoordinated patient referral system makes the need for an
ambulance system evident to enhance timely emergency referrals to regional
referral hospitals.
4.2.3 Competition
and Buying Patterns
4.2.5 Strategy
and Implementation Summary
Our strategy for a successful start
is based on quickly creating a high profile and name recognition within the
community through community engagement, medical camps, public speaking,
networking, promotional events, and print advertising. These marketing tools
will be followed up with a sales strategy that relies on a pleasant and
accessible location, well-trained, highly motivated employees, and a commitment
to provide the best care and patient experience possible in every interaction.
The advantage of this strategy is that every element of it is within our
control.
With few local doctors for this
community, competition will be less of a concern than will education of
potential patients about the benefits of seeing any doctor at all and
encouraging preventive health care.
4.2.6 Competitive Edge
In general,
competition among fellow medical centers in our town and the
surrounding Kingo area is small. The growing population base and the limited
number of doctors create a strong opportunity.
4.2.7 Marketing Strategy
We feel that the most important way to become established is to
create a presence in the community. The best way to create this is through a
combination of the strategies outlined below, to accomplish greater visibility
to prospective patients and institutions.
4.2.8 Marketing Materials
All written materials used to promote the medical office will
share a professional and polished look and feel. Our office will carry our
leaflets, to be made available to all patients, containing factual information
about the services provided. This leaflet will also contain some biographical
information, location, photos, and other promotional material. This leaflet
will be used to help promote MMC both as
handouts for patients within the clinic, as well as potential patients outside
the clinic.
4.2.9 Accessibility and Flexible Hours
MMC will adopt several strategies to ensure
patient satisfaction and word-of-mouth advertising. First, our hours will
include after-hours care and allow patients to come into the clinic after they
get off work. We will also be open on Saturdays. This means there will be
several weekdays that we will be open till 7:00 P.M. and that we will be open
on Saturdays. We will also take walk-ins to provide the best possible
convenience for the patient.
4.2.10 Environment, Appearance, Etiquette,
and Overall Patient Experience
The building
will have a bright and cheerful appearance with flowers and plants to decorate
the outside and inside of the office. There will be colorful and informative
signs that will help them find the clinic. Upon arriving and entering the
clinic, the patient will be greeted with a smile.
Patients' needs and concerns will be addressed, and they will be
asked politely to have a seat in the waiting room. Upon arrival to the waiting room,
they will experience comfortable seating, good lighting, soft music, or T.V,
reading material and the general comforts appreciated by any patient. The walls
will have beautiful art and there may even be a fish tank. The clinic rooms
will be professional, clean, and organized and the walls will be decorated with
medical posters that will help explain the most common conditions. During the
consultation, the doctor will have a white coat and tie and will conduct
himself professionally and courteously. After the consultation, the doctor or
the nurse will escort the patient to the front where all further arrangements
will be made. A courtesy reminder card will be filled out for patients'
convenience.
Pricing
Strategy:
The pricing for
consultations and visits, as well as any procedures, will be billed according
to industry standards. We will be consistent with our competitors and the
national averages. Most pricing will be dependent upon agreements with the five
largest insurers in the area.
4.3 Building business resilience*
The impact of
COVID-19 on our business has helped MOD to rethink its business model.
Specifically, while our business is in the healthcare sector, we learned that
playing at the periphery of the healthcare and medical services value chain
made our business extremely vulnerable in the face of strict lockdowns compared
to companies that were at the core of the value chain, say, providing medical services.
The decision to launch a medical services business, a service core to human
survival regardless of the nature of the disaster, is an effort to improve the
company's resilience to similar or related shocks in the future.
Secondly, our
commitment to investing in the digitization of core functions of the business
will also build long-term resilience. Besides increasing efficiency, quality of
service, and reducing costs, digitization will help MODSTONE Medical Centre be
future-ready to provide virtual or online services in the face of a
similar/related disaster. During the next 12 months we shall
be piloting how we can take core functions of the business online (marketing,
client appointment, basic screening/triage, drug dispensing, and payments). We
believe that digitization will make our business adaptable to online services
in case of any future disaster.
5.0 INFORMATION MANAGEMENT AND TECHNOLOGY
5.1 Hardware
5.2 Billing
5.3 EMR
(Electronic Medical Records)
MMS is strongly considering EMR, to secure the success and
efficiency of the office. Below are a few of the benefits and features we may
expect to gain from utilizing the EMR system. This technology is expected to
increase the systematic approach for each patient, while at the same time decreasing
risk while maximizing profits. We feel that all of these technological
enhancements will increase our chances of success.
5.3.1 BENEFITS
Increases Revenue by allowing
more patients to be seen without working harder or longer, improves collections
through management of referral and eligibility data, tracks managed care
contracts, and managed care payments/bonuses, provides valuable tools to
generate research income, and provides for coding optimization.
Reduces Expenses by reducing
transcription costs, data analysis costs, paper storage and access costs, staff
costs, and paper/forms costs.
Reduces Risks by improving the quality of
documentation, maintaining security and integrity of data, checking for drug
interactions, helping to analyze payer relationships, and helping keep
documentation and coding in compliance with laws.
Improves Quality by improving
documentation, presenting, and managing protocols, tracking, and summarizing
indicators, alerting providers, and helping to track recalls. The general features
of electronic Medical Records include;
- Document
Generation
- Workflow
Management
- Image
Management
- Electronic
Superbill and Billing System Interface
- Coding
Optimization
- Referral
Management
- Eligibility
Verification
- Contract
Management
- Outcomes
Analysis
- Lab Order
Entry/ Lab Result Reporting
- Follow-up/Recall
Tracking
- Patient
Instructions
- Fax
Capability
- Prescription
Generation
- Graphing
- Voice
Recognition Option
- Advanced
Security
- Electronic
Data Interchange (EDI)
- Mobile
Solutions
- Scheduling
Option
6.0 LESSONS LEARNT FROM THE COVID-19 SITUATION
FOR YOUR BUSINESS SURVIVAL*
The COVID-19 pandemic and the associated
economic shock brought many hard lessons for business survival. At MOD we
urgently needed to;
·
Re-think how to
position ourselves in the rapidly emerging public health market and challenging
economy. Consequently, the repurposing to establish a medical center within
office premises came along. However, we delayed understanding the potential
business opportunities that would come along with COVID-19. MOD's Think Tank
has to be up to speed to generate timely evidence-based business innovations.
·
Re-think the
relevance of our 5-year business strategic plan, products, and services. We
identified key strategies for business creation and survival.
·
Intensify
technology application and adaption for business competitive advantage,
marketing, and networking by increasing company space online platforms.
·
Strengthen risk
profiling and management to guide company investment.
·
Appreciate the
need to balance capital investment and availability of cash at the bank for
daily business operations.
·
Create flexible
internal systems and processes that acetates innovation and adaptation.
·
Create
opportunities for managerial skills in business development.
·
We are now much
aware of the need to strengthen research for evidence-based business solutions.
·
COVID-19
demonstrated the need for strong company culture and flexible internal systems
to survive the disaster.
7.0 COMPANY'S MEDIUM-TERM PLANNING
- (a-f). How will the
support affect Organisation’s plans with respect to the following?
7.1 Product(s) *
The DBS Support will enhance technology
assessment, development, and adaption at MOD and MODSTONE Medical Center. For instance,
when health management information systems are developed, they will improve product
costing, patients flow, medical diagnosis, and provision of quality medical
services. MOD mobile app technology and promoting our products and service on social
media platforms will enhance last-mile distribution of health commodities to
underserved communities.
7.2 Customers *
Support to set up
digital marketing and customer engagement channels will help us to reach the middle-income
market segments faster than we had planned. Without this kind of support, the
business was planning to rely heavily on walk-in customers and word of mouth. Your
support would positively disrupt that.
7.3 Competition *
The support will enable MMS to
quickly catch up with the competition in Masaka city by offering comparable
services and in the case of digital customer engagement, superior to the
competitors.
7.4 Market
strategies *
This BDS will boost the
company’s marketing and sales activity and help MMS to gain market traction,
and 5000 clients within 12 months, thanks to improved branding and digital
marketing, and client engagement.
7.5 Management *
The support will help MOD to
establish better hospital and healthcare management systems and practices than
would have been immediately possible. The patient management information
system, health care policies and protocols, and customer care training for
medical center staff are all good things we had planned for but would be
implemented over time in line with the business' evolving financial position.
Appendix 1: 5 MOD
Post Covid-19 RRS Project-5 Year Financial Projections 2022/23-2026/27
See Attached Excel sheet for detailed Annual Projections
|
|
ITEM |
% of Sales |
FY-1: 2022/23 |
FY-2: 2023/24 |
FY-3: 2024/25 |
FY-4: 2025/26 |
FY-5: 2026/27 |
Justification, Remarks & Assumptions |
|
1.0 |
Required
Investment |
|
|
|
|
|
|
5755 (Average patients to be Seen Annually at
MMC) |
|
1.1 |
Project Support Grant
FY-1 |
95.4% |
627,250,000 |
|
|
_ |
_ |
3,830.58 |
|
1.2 |
Members Contribution: FY-1 |
4.56% |
30,000,000 |
|
|
_ |
_ |
|
|
|
Total Investment Capital |
100% |
657,250,000 |
|
5% |
5% |
5% |
|
|
2.0 |
Total Sales (Medical care, Products &
Equipment/Technologies) |
65.7% |
0 |
431,625,000 |
464,487,500 |
497,350,000 |
530,212,500 |
Sales include income from the sale of Medical
Care Services, Consultancy, Laboratory, Ambulance, Pharmacy, Health Promotion
Services. |
|
2.1 |
Doctor's Consultancy Fees |
6.7% |
0 |
28,775,000 |
30,965,833 |
33,156,667 |
35,347,500 |
Average 5755 Patients Seen at MMC Annually X Consultancy
fees (UGX 5000) |
|
2.2 |
Medical
Care Services |
33.3% |
0 |
143,875,000 |
154,829,167 |
165,783,333 |
176,737,500 |
Average 5755 Patients Seen at MMC Annually X
Medical Care Fees (UGX 25000) |
|
2.3 |
Laboratory
Services |
20.0% |
0 |
86,325,000 |
92,897,500 |
99,470,000 |
106,042,500 |
Average 5755 Patients Seen at MMC Annually X
Laboratory fees (UGX 15000) |
|
2.4 |
Ambulance
Services |
6.7% |
0 |
28,775,000 |
30,965,833 |
33,156,667 |
35,347,500 |
Average 5755 Patients Seen at MMC X Ambulance
Services cost(UGX 5000) |
|
2.5 |
Pharmacy/Drugs |
30.7% |
0 |
132,365,000 |
142,442,833 |
152,520,667 |
162,598,500 |
Average 5755 Patients Seen at MMC Annually X
Cost for Medicine Dispensed (UGX 23000) |
|
2.6 |
Health Promotion Services and Projects |
2.7% |
0 |
11,510,000 |
12,386,333 |
13,262,667 |
14,139,000 |
Average 5755 Patients Seen at MMC Annually X
Health Promotion fees (UGX 2000) |
|
2.7 |
Direct Cost of Sales |
50.0% |
0 |
215,812,500 |
232,243,750 |
248,675,000 |
265,106,250 |
Indicates direct expenses on purchase of shop
drugs and cosmetics |
|
2.8 |
Gross Margin |
50.0% |
0 |
215,812,500 |
232,243,750 |
248,675,000 |
265,106,250 |
|
|
3.0 |
Expenses |
|
|
|
|
|
|
|
|
3.1 |
Staff Payroll |
15.0% |
0 |
64,743,750 |
69,673,125 |
74,602,500 |
79,531,875 |
|
|
3.2 |
Selling, General & Administrative Expense (SG&A) |
10.0% |
0 |
43,162,500 |
46,448,750 |
49,735,000 |
53,021,250 |
Includes sales and marketing expenses |
|
3.3 |
Depreciation (Depex) |
2.89% |
0 |
12,473,963 |
13,423,689 |
14,373,415 |
15,323,141 |
|
|
3.4 |
Electricity |
0.33% |
0 |
1,424,363 |
1,532,809 |
1,641,255 |
1,749,701 |
|
|
3.5 |
Insurance |
0.50% |
0 |
2,158,125 |
2,322,438 |
2,486,750 |
2,651,063 |
|
|
3.6 |
Legal Expenses |
0.55% |
0 |
2,373,938 |
2,554,681 |
2,735,425 |
2,916,169 |
|
|
3.7 |
Expensed Equipment |
1.32% |
0 |
10,000,000 |
0 |
0 |
0 |
|
|
|
Sub-Total Expenses |
30.6% |
0 |
136,336,638 |
135,955,491 |
145,574,345 |
155,193,199 |
|
|
4.0 |
Net Profit |
19.5% |
0 |
79,475,863 |
96,288,259 |
103,100,655 |
109,913,051 |
|
|
4.1 |
Income Tax |
30.0% |
0 |
23,842,759 |
28,886,478 |
30,930,197 |
32,973,915 |
|
|
4.2 |
Net Profit after Tax |
|
0 |
55,633,104 |
67,401,781 |
72,170,459 |
76,939,136 |
|
Appendix 2: Project Implementation
Schedule
|
Ref. |
2.2.4.1 Description Of
Activity |
|
|
|
T
A R G
E T |
Person
responsible |
External
Partner/ Supplier |
||||||||||||||||
|
OCT-2022 |
NOV-2022 |
DEC-2022 |
1Q |
JAN-2023 |
FEB-2023 |
MAR-2023 |
2Q |
ARP-2023 |
MAY-2023 |
JUN-2023 |
3Q |
JUL-2023 |
AUG-2023 |
SEP-2023 |
4Q |
OCT-2023 |
NOV-2023 |
DEC-2023 |
Annual |
||||
|
1.1 |
Phase 1: Registration
with URSB and Allied Medical Council. |
|
X |
X |
|
X |
X |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
CEO |
|
|
1.2 |
Phase 2: Resource Mobilisation strategies. |
X |
X |
X |
|
X |
X |
X |
|
X |
X |
X |
|
X |
X |
X |
|
|
|
|
|
CEO |
Board of Directors |
|
1.3 |
Phase 3: Construction
of MODSTONE Medical Center & Startup MOD offices at Kingo Sub-County. |
|
|
|
X |
X |
X |
X |
X |
X |
X |
X |
X |
X |
|
|
CEO |
Board of Directors |
|||||
|
1.4 |
Phase 4: Procurement of
Essential Medical Equipment and Supplies. |
|
|
|
X |
X |
X |
X |
X |
|
|
CEO |
|
||||||||||
|
1.5 |
Phase 5: Establishing a
Patient Health Management Information System (HMIS) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
X |
X |
X |
|
CEO |
Board of Directors |
|
1.6 |
Phase 6: Product
Development, Branding, and service marketing. |
|
|
|
|
|
|
|
|
|
|
|
|
X |
X |
X |
X |
X |
X |
|
|
CEO |
Board of Directors |
|
1.7 |
Phase 7: Launching
Business Development Service (BDS). |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
X |
|
CEO |
|
|
1.8 |
Phase 8: Ambulance
referral System and Startup |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
X |
X |
|
CEO |
Board of Directors |
[1] Appendix 1: 5 MOD Post Covid-19 RRS Project-5 Year Financial Projections
2022/23-2026/27
[2] MODSTONE Medical Center- Detailed Excel 5 Years-Forecasted Financial
Projections 2022/23-2026/27
[3] Uganda Bureau
of Statistics 2017, The National Population and Housing Census 2014 – Area
Specific Profile Series, Kampala, Uganda.
[4] Primary health care systems: A case
study from Uganda, abridged version. Geneva: World Health Organization; 2017.
License: CC BY-NC-SA 3.0 IGO
[5] Kalibala, S., L. Vu, S. Waliggo,
“Retrospective review of task-shifting community-based programs supporting ARV
treatment and retention in Uganda,” HIV Core Final Report. Washington, DC:
USAID | Project Search: HIV Core.
[6]
Determined, Resilience, Empowered, AIDS-free, Mentored, and Safe Girl
[7] Appendix 1: 5 MOD Post Covid-19 RRS Project-5 Year Financial Projections
2022/23-2026/27
[8] MODSTONE Medical Center- Detailed Excel 5 Years-Forecasted Financial
Projections 2022/23-2026/27
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