We anticipate a growth of approximately 200% in our revenue by October 2026 if we receive the money by October 2024. This will be majorly driven by the 3 pillars of growth earlier demonstrated in our purpose for Internal and External phasing of brand positioning, Increase of services offered and Upgrade of hospital equipment.The financial status and projections are attached on the business portfolio section.

The funding will be utilized in three primary spheres namely; Internal and external facelift, Increasing the scope of services and Upgrading hospital equipment predominantly the theatre to due to its immense potential in high value surgical procedures. The hospital will engage heavily in rebranding to improve the brand positioning and increase market penetration building on the infrastructure established over the last 20 years. The strategies will be specific to growth of cash, corporate, SHIF and private insurances clients. We will also target doctors and medical facilities for referral of both out and inpatients especially for radiology, special laboratory tests especially ... We will also employ various approaches to increase brand visibility. This will include but not limited to media engagement, advertising through various platforms, branding of the hospital ( internal and external phasing among others. The marketing plan will also involve direct engagements with existing clients to re-establish the brand post upgrading the facility. Read more

STRENGTH: Experience spanning over 20 years , Expansive team of resident and consultant doctors , SHIF accredited, Partnership with Insurances, Availability of quality equipment for treatment and diagnosis, Robust Population in Komarock and the wider Eastlands area, Positioning as a high value, low-cost hospital, Goodwill from the community due to the long-standing relationship with NHIF as a comprehensive facility, Availability of an ambulance for referrals in and out of the facility. WEAKNESS: Insufficient brand visibility , Budget constraints, Positioning as an NHIF facility hence minimal engagement with high value non- NHIF clients, Loss of some specialists due to unavailability of ... amenities/ equipment. OPPORTUNITY: Demand for quality medical care , Minimal competition in Komarock area, Revenue from high value insurance patients , Reduced referrals out hence business growth, Capacity to benefit from Primary Healthcare and Social Health Insurance carders of treatment, Referral centre for doctors with private clinics and outpatient health centers in the vicinity, More clientele from the NHIF to SHIF transition. THREAT: Competition from new entrants in our target market, Negative Economic shifts occasioned by policies around healthcare management Read more

The team that currently administrates the hospital is as demonstrated below as permanent staff. In the event more staff are required to cover sporadic business, locum staff are engaged, consequently allowing efficiency in the wage bill. The team consists of both medical and non- medical staff segregated to report medically to the medical director and functionally to the operations manager for efficiency and an optimal balance of quality and profitability of the hospital. The competence of the medical team is guided by the medical board (KMPDC) for the medical functions of the hospital. while the non medical and support staff ... interviewed competitively and selected based on qualifications and experience in handling the duties thereof. The expansion to a level 4 facility will necessitate a staff strength of at least 70 with the majority being medical staff. Read more