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

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23rd Ja

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6th Fe

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20th Fe

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5th M

ar

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ar

2nd April

16thApril

30thApril

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6th Aug

20th Aug

0

20

40

60

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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

Thank you

• Imran.Khan@visionaidoverseas.org• IKhan@salus.edu