We are a private not- for- profit community hospital. Most of the running costs of the Hospital come from donations, grants, and gifts from individuals, organisations and Foundations. Currently, 42% of BCH US$ 1.2 million annual operating budget is raised from the community local collections (user fees and insurance), and subsidy from the Ugandan government. This has been because of the hospital’s deliberate efforts to reduce donor dependence from 95% seven-years ago to 58% today. Our goal is to increase local collections to at least 60%.
All our services are greatly subsidized to enable the poorest of the poor access health care irrespective of their financial or geographic means.
The Hospital welcomes visitors and works with tour camps, tour operators & drivers, the Ugandan Wildlife Authority and community walk guides to encourage visitors who are interested to learn about what we do.
Visitors who want to give something back to the community after their visit have funded most of the buildings in the Hospital.
What we need most is support that will help us to reduce our donor dependency rate as we continue the journey to a sustainable status.
We ensure transparency and accountability to the community and our donors. The Hospital accounts are externally audited every year and the auditors’ reports published.
It is with great pleasure that we share highlights of our operations with you. We are equally delighted that you have spared your valuable time to read through our annual report.
We have so far graduated 36 nurses and midwives and hope to graduate another 67 in the coming year to contribute to the health work force critical to the much desired socio economic transformation of the country. Our graduates, from Uganda Nursing School Bwindi- UCU affiliate, are skilled beyond ordinary nurses with high competences in the areas of family planning and sonography.
Our volume of services generally grew by 20% especially in the maternal and child health and outpatient clinic attendance. Institutional deliveries increased by 43% effectively reducing home births and without skilled attendant to only 6% compared to 65% seven years ago.
Child mortality, as measured last year, stands at 51/1000 live births and we are on track of hitting our target of 30/1000 live births by 2020. We hope this will be accelerated by the mobile Community Health Information System (mCHIS), a platform we are launching next year to promote maternal and child health at the community level. This innovation is supported by Grand Challenges Canada’s Stars in Reproductive, Maternal, Newborn and Child Health (RMNCH), Stars in Global Health Round 8 award to our hospital. Regarding financial self-reliance, we were able to generate 42% of the USD 1.23 million that we spent for operations compared to 29% the previous year, again re-assuring that we may hit our target of reducing donor dependency to 40% by 2020.
Over the coming year, our goals are to upgrade our laboratory microbiology section to do culture, improve care for the newborn, begin providing minimal access surgeries, and improve care for trauma patients and those with chronic diseases, particularly high blood pressure, diabetes and HIV/AIDS. We also hope to foster more collaboration with institutions and individuals to do research and innovation. The total projected running cost for the coming year is USD 1.26 million.
Over all, we are on our path to become a regional center of excellence, offering tertiary health care, training top-notch nurses, and leading in innovation and research.
Each year we conduct a Household Survey, measuring things like the percentage of people we serve sleeping under mosquito nets and whether or not children in our catchment area have been immunised. We collect this information in order to guide our future work, so that we know which areas we are succeeding in, and which areas we need to work harder.
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