Golden Star Hospital (GoSH)
Published on June 16, 2014 um 18:04
Summary of your idea
In Rwanda, existing hospitals are overwhelmed by enormous number of patients, long waiting time,and stretched hold-up duration appointments which make difficult healthcare access in these public institutions. Golden Star Hospital (GoSH) mission is to promote the health and well-being of Muhanga population by providing accessible, high-quality medical care for people of all ages. The GoSH as a first non-profit hospital in the country is committed to providing services that will exceed the expectations of its patients, resulting in a successful business. Its main objectives include: 1. To reduce diseases morbidity and mortality in Muhanga district 2. To increase accessibility to high quality medical care on affordable price 3. To improve utilization of quality health services of Muhanga population 4. To improve health providers capacity and performances 5. To improve tracking and reporting on patients health services 6. To educate Muhanga community about health services and practicing healthier behaviors 7. To develop a mobile phone-based technology that includes online booking capability, additional information about the practice, hours, demographic information, as well as protected patients health information technology. The golden Star Hospital will focus on diagnosing and treating conditions of all ages while emphasizing preventative medicine and the overall health and wellness of its patients. The hospital will also carry out minor and major basic procedures, but only after both risks and benefits have been explained and understood and written consent has been obtained from the patient. The Hospital will refer patients, when appropriate, to specialists and/or to referral hospitals for tests, further treatment and therapy. At first, the hospital will be dependent upon the support received from donors and bank loans. It is expected to incur operating losses in the first three years, but have planned for a strong cash balance to keep the business running.
Expected impact of your idea on sustainable development
The expected results will be monitored in part by the following key progress indicators: Expected Result 1: Decreased diseases morbidity and mortality in the hospital catchment area % of patients received per age group, successful management, diseases, location % of patients educated on preventative measures of their clinical conditions % of deaths per diseases and locations Expected Result 2: Increased accessibility to high quality medical care on affordable price % of diseases managed successful % of time needed to confirm a diagnosis and treat inpatients Expected Result 3: Improved utilization of health services % of patients seeking medical care with uncomplicated diseases % of deliveries with skilled birth attendants % # of IEC/BCC materials disseminated Expected Result 4: Improved health providers capacity and performances # of experience sharing events organized # of peoples trained by each domain # of In-services training sessions organized Expected Result 5: Improved tracking and reporting on patients health services All indicators adequately reported in HMIS Data on patients death reviews # of DQA sessions performed in each domain Expected Result 6: Communities better informed about health services % people with knowledge of at least 5 health related danger signs
Plans for implementation and sustainability
As far as the project sustainability is concerned, the GoSH has developed the sustainability strategy plan with focus on establishing a strong fundraising system and skills. The strategy includes having a mixed revenue stream, partnership building, user fees, grants opportunities, and hiring an expert advisor. This strategy consider 3 categories namely community, financial and organization sustainability. During the project activities community members will be provided healthy life skills for preventative measures keeping their living conditions health even without continuous support from the GoSH by building a sense of ownership among them and promoting healthier behaviors. Second, the hospital will continue to increase skills for its manpower particularly in financial, transparency, public engagement, creative visioning, monitoring and evaluation as key for financial and organizational sustainability. Furthermore, strong stakeholder relationships are ones of the organization top priorities.
Jean Luc Ugirashebuja-30 Years Old Male Jean Luc grew up in Kigali-Rwanda and studied Biochemistry in Secondary School. He served as a Secondary School Teacher of Biology, Chemistry and Physics at Mulindi Secondary School. Then, he went to the National University of Rwanda where he studied General Medicine. During the University Stay, he volunteered and worked within in local NGOs and received comprehensive management trainings. December 2007, he received a 4 year-grant from MTV Staying Alive Foundation for Mobile VCT Project. 2008, he received another 6months-grant from Global Youth Coalition for the project extension. 2009, he conducted a month-long Community Medicine and Public Health program at Child Family Health International in India. 2010, he received a 6 months-grant from Red-Nike and King Baudouin Foundation for Girls Football against AIDS Project. 2011-2012, he served as Central Africa Regional Focal Point for the Global Youth Coalition on AIDS. January 2012, he was graduated with a bachelors degree in Medicine and Surgery and was appointed in Obstetrics and Gynecology Department at Gihundwe Hospital. After 6 months he switched to Kigeme Hospital where he worked as a General Practitioner before joining the Global Health Corps. Now Jean Luc is completing the Global Health Corps Fellowship at Health Builders-The Access Project where he holds the position of Maternal and Child Health Fellow. Some of his accomplishments during this fellowship year are: -Critical role in designing training and data management tools for RapidSMS maternal health system that has been implemented nationwide -Team orchestrated RapidSMS use trainings for over 20,000 CHWs in 15 of the nations 30 districts -he was appointed to support RapidSMS Activities in Rusizi District where CHWs reporting rate improved from 3.48% (Dec.01,2013) to 76% (Jan.28,2014). -Maternal and Child Health needs assessment data compiled and reported
Stage of Idea
Your idea has a positive impact on
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