THE HOSPITAL.
MMC MEDICAL CENTER
WHY A HOSPITAL?
INTRODUCTION & BACKGROUND.
The intent of starting a hospital stems from the fact that health is a part of life. On the MMC ELITES Whatsapp platform, the gravest challenge faced has been the heath challenge, with members getting sick, their spouses and children or relatives, however, the medical fees in most hospitals is exorbitant and would drain one’s coffers.
Among the essential aspects of society in all countries around the world, health facilities remained open during the Covid 19 pandemic. This makes a hospital is imperative.
We do envisage a hospital that will not only offer financial benefits to the founders, but also health benefits. The hospital shall be located in an accessible area, with a need for health facilities of modern times.
We do hope we shall lobby partnership with different health organizations around the world. This is intended to foster health information and health personnel exchange. It is also one of the ways of getting to understand the challenges there are in the health world around the world.
The hospital shall be a general hospital because founder members and society at large have different health challenges. Because we do intend to offer services to the society at large, we think a general hospital is the best idea as we can, within the hospital, have different specialized departments.
The MMC ELITES fraternity, over the years, has faced grave challenges in health. Either a member is sick or any of the relatives is sick. We have often times collected money to help out each other.
As an alumni, we lack identity since the college we are so much proud of is no more. In a bid to give back to society, we think a general hospital would be of more importance as health services in Uganda are still a challenge.
PROJECT JUSTIFICATION.
Health status statistics
Cause of death among children under 5 years of age (%)
• Malaria 20.8%
• Prenatal conditions 20.2%
• Pneumonia 19%
• Injuries 4.4%
• Neonatal causes 24%
• Others 12.4%
•HIV/AIDS 7.7%
Top ten causes of death in all ages
• HIV/AIDS 20%
• Malaria 12%
• Lower respiratory infections 12%
• Diarrheal diseases 9%
• Perinatal conditions 4%
• Tuberculosis 4%
• Cerebrovascular diseases 3%
• Ischemic heart disease 3%
The ratio of health workers to population
The Ratio of health workers to Patients in Uganda
• Doctor is 1:24,000
• Nurse is 1: 1,700
• Midwives 1: 9,000
• Dentists 1: 77,000
• Lab technician 1: 16,000
• Occupational Therapist 1: 433,000
• Env’tal health officer 1: 27,OOO
Given the above statistics, a health facility would be viable, as it will not only offer health services, but affordable at that to citizens.
MISSION AND OBJECTIVES.
MISSION
Missions
1. To provide safe, secure, and high quality medical care.
2. To foster excellent health professionals who will lead into the future.
3. To support and develop community health and medical services.
4. To promote advanced medical care and disseminate it to the world.
Objectives
MEDICAL CARE
1. To provide high quality specialized medical care and promote collaboration with local healthcare institutions as a core medical institution.
2. To practice collaborative multidisciplinary health care involving a range of health professionals.
3. To practice and promote highly-advanced medical treatments.
4. To strengthen infection and viral countermeasures.
RESEARCH
1. 1. To develop advanced healthcare technology and novel diagnostic and therapeutic methods and disseminate the techniques globally.
2. 2. To develop and promote minimally invasive medical treatments.
3. 3. To enhance the functions of the Center for Clinical Research and promote clinical research, clinical trials, and the development of new drugs.
EDUCATION AND TRAINING.
1. To provide pre- and post-graduate education and clinical training from the philosophical standpoint of healthcare and medicine as a human science.
2. The key words of our medical and healthcare education and clinical training programs are: person-centered medicine, safe and high quality healthcare, team medicine, and health economics.
3. To enhance primary care education and continuing health education to secure and support healthcare personnel to engage in community health.
4. To enhance education and training systems to prepare health professionals and support the career development of all health personnel.
5.To engage the community as a means of social enlightenment, by holding education seminars and giving support for health service users, local residents, and medical institutions to gain medical and healthcare knowledge and access to health technology.
HOSPITAL STRATEGY/ACTIVITIES.
The hospital shall provide continuous services 24 hours during seven days in a week through the following departments:
• Emergency department with capacity of 12 beds.
• Gynecology and Obstetrics Department with capacity of 3 delivery beds and Obstetrics and Gynecology surgical dept. with a capacity of 26 beds.
• The surgical department (23 beds)
• Endoscope Unit with capacity of 2 Beds
• Reserve Emergency Department (5 beds)
• The Operating Department including 4 operation rooms with 5 beds in two recovery rooms
• Intensive Care Unit including 4 beds for adults and 6 incubators for newly borne babies.
Outpatient Clinics includes different specialties mainly:
- General Surgery.
- Ophthalmology.
- ENT. - Orthopedics.
- Internal medicine.
- Gynecology & Obestaric.
- Dental. - Urology.
- Vascular.
- Pediatric.
- Cardiology. 6
- Dermatology.
- Plastic surgery.
• Medical Laboratory
Diagnostic Center including:
- Basic x-ray.
- Fluoroscope.
- IVP – Barium
– Angiogram
– Hestrosalbengo gram (H.S.G).
- Panorama.
- Mammography.
- Ultrasound.
- ECHO
• Pharmacy
• Sterilization Unit
• Central Drug Store
• Laundry
• 4 Ambulances
INNOVATION.
1 Hospital Insurance Membership cards. These are hospital cards on which users can save money from which the hospital bills can be drawn when the user comes to the hospital.
2 Hospital Appointment Application. This will offer users a quick way of getting an appointment in time. This saves time at the hospital.
3 Toll free call center for which users can access information from the hospital.
4 Care Home. To provide vulnerable people with in-service home-care.
BUDGET.
Breakup of the expenditure on Main Hospital.
Subject/Title
Amount in dollars.
Architects fees
Land compensation
Site Development/Landscape
Civil Works
Sanitary Installations.
Electric installations.
Mechanical Works
Sewage treatment plant
Water treatment plant.
Fire alarm system.
Miscellaneous.
TOTAL.
Expenditure on Housing
Architects fees 220,030
b) Civilworks Nurses Hostel 5,240,358
Doctors Hostel 6,661,337
Married Doctors Quarters 7,252,451
Officers Quarters 234,545
Faculty Houses 3,690,130
c) Sanitary Installations 8,528,075
d) Electric Installations 24,782,873
e) Miscellaneous works 24,782,873
Total 59,046,584
Architects Fee
Civil works, Nurses hostels.
Doctor’s Hostel
Married Doctor’s quarters.
Officer’s quarters.
Faculty Houses.
Sanitary installation.
Electric installation.
Miscellaneous works.
TOTAL.
Breakup of equipment cost
SPECIALITY
AMOUNT IN DOLLARS.
Cardiotheracic & VascularSurgery
Neurosurgery
General surgery
Pediatric surgery
Plastic surgery
Gastronterology
Nephrology
Neonatology
Neurology
Urology
General Medicine
Cardiology
Physiotherapy
Blood Bank
Pharmacology
Pathology
Immunology
Biochemistry
Hematology
Microbiology
Radio diagnosis
Nuclear Medicine
Radio therapy
Med. Physics & Bio- engineering
Anesthesiology
Intensive care unit
Operation theaters
Inpatient areas (wards)
CSSD, Laundry & Dietetics
Total.
FUNDING
Funding of the hospital shall be through different sources.
1 Direct funding from MMC ELITES member savings.
2 Promotional sales of stuffs like T-Shirts, caps and any other customized stuff.
3 Government grants.
4 Sponsorship from individuals and organizations.
5 Equity capital through sale of shares.
Benefits
Aquisition of Don Medical Clinic
Don Medical Clinic: Strategic Acquisition & Expansion Plan
Dear Valued Members,
We excited to share a significant milestone in our healthcare initiative that marks the transformation of our vision into reality.
Strategic Acquisition Achieved
On April 22nd, 2025, we successfully acquired Don Medical Clinic, a fully operational healthcare facility strategically located in Bulenga, just off Nakuwade Road. This acquisition represents a pivotal moment in our mission to provide accessible, quality healthcare to our community.
Investment Details
Original asking price: 10 million UGX Negotiated acquisition cost: 5.5 million UGX (paid in full) Savings achieved: 4.5 million UGX through strategic negotiation
Why Don Medical Clinic Was the Right Choice
Our acquisition decision was based on comprehensive analysis across four critical factors:
1. Strategic Location Advantage Bulenga offers exceptional accessibility for both patients and our management team, with several members residing along this corridor, ensuring consistent oversight and community connection.
2. Verified Acquisition Rationale Through thorough due diligence, we confirmed the seller's genuine circumstances - a healthcare professional whose spouse preferred she focus on family rather than clinic operations. This presented an authentic opportunity rather than a distressed sale.
3. Expansion Potential The facility offers significant room for growth, allowing us to scale operations and introduce advanced medical equipment as our patient base expands.
4. Financial Optimization Given the available capital, this acquisition maximized our investment potential while maintaining financial prudence.
Immediate Operational Investments
To ensure seamless operations, we've completed essential upgrades:
✅ Enhanced patient seating with new waiting area furniture
✅ Restocked pharmaceutical inventory to full capacity
✅ Renewed Ministry of Health annual certification
✅ Secured continued medical officer coverage
✅ Secured nursing staff accommodation
✅ Secured facility lease through June
Detailed expenditure reports will be distributed to all members.
Strategic Equipment Upgrade Plan
To position Don Medical Clinic as a competitive healthcare provider, we've identified critical equipment upgrades that will enhance patient care and operational efficiency:
Phase 1 Priority Upgrades
Equipment Category Quantity Unit Cost (UGX) Total Investment
Premium Adjustable
Admission Bed 2 650,000 1,300,000
Professional Hospital
Drip Stands 2 100,000 200,000
Hospital-Grade
Bedsheets 8 35,000 280,000
Bedside Medical
Lockers 1 400,000 400,000
Patient Water
Dispenser System 1 400,000 400,000
Medical Reagent
Refrigeration Unit 1 350,000 350,000
Digital Infrared
Thermometer 1 150,000 150,000
Office Landline
Telephone System 1 200,000 200,000
Total Phase 1 Investment: 3,280,000 UGX
Essential Operational Equipment
These foundational items will enable us to:
Provide dignified patient accommodation with adjustable medical beds Ensure safe IV therapy administration with professional-grade equipment Maintain medical supply integrity through proper refrigeration Enhance patient comfort and clinic ambiance
Future Growth Strategy
Our phased approach ensures sustainable expansion. As we establish operational excellence and grow our patient base, we'll strategically introduce specialized medical equipment, enabling us to address increasingly complex healthcare needs and serve as a comprehensive medical facility for our community.
Moving Forward Together
This acquisition represents more than a business investment - it's our collective commitment to accessible healthcare. Your continued support and engagement will be instrumental in transforming Don Medical Clinic into a beacon of quality healthcare in our region.
We look forward to sharing operational updates and growth milestones as we embark on this exciting journey together.
We kindly request all members to update their subscription to enable us make upgrades and improvement at Don Medical Clinic.
Kameeza Mobile Money Depositing
0759797330
For detailed financial reports, inventory assessments, or operational questions, please don't hesitate to reach out directly.
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