Executive Summary

Being healthy is an essential part of human lifestyle. Feeling good about oneself is important for
self-esteem and confidence. Aging is natural, and maintaining the ability to function optimally,
Page | 2
enjoy the good things of life, and live their best lives is why Hajiya Sadiya J Umar setup Kettering
Dynamics Specialist Services.

Kettering Dynamics is located in the serene environment of Ungwar Rimi, along Rimi Road, and
offers services that include comprehensive geriatric medical care, home care services, a medical
hospital, consultation and diagnosis, family health, and maternity care services.

The chief promoter, Hajiya Sadiya J Umar, a registered nurse, a certified caregiver, and public health
expert with over 30 years’ experience working at some of the best hospitals in the world including
Médecins sans frontiers International, has cultivated professional working relationships with some
of the most renowned medical consultants in oncology, cardiology, endocrine, endoscopy and
nutrition. Some of these experts include Dr Mohammed Azzam Kayasseh, of the Emirates Specialty
Hospital in Dubai, Dr Hadiah M. Azzam Kayasseh, of the Doctor Kayasseh Medical Clinic also in
Dubai and Dr Yao Kaledzi of the New York Presbyterian Columbia University Irving Medical Centre.
These experts will be invited to offer their expertise to the residents of Kaduna and its environs.
Also, the clinic is working assiduously to affiliate with Kettering Healthcare USA and be certified as
a homecare practice provider that inspires hope and improves the quality of life of patients
entrusted to the clinic’s care.

As part of efforts at successfully operating a commercially viable medical clinic, the chief promoter
and her team will enrol for business development courses at the Kaduna Business school.

The average life expectancy in Nigeria is 57 years, which is below that of other African countries.
This comparatively low average can be attributed to challenges such as poor funding, limited
infrastructure and economic migration of medical professionals to other countries. Despite these
challenges, there are opportunities for private sector investment in the health industry as it is
worth over $15 billion.

As part of promotional activities upon commencement of services, Hajiya Sadiya J Umar and her
management team will run community outreach services and organise charity events such as soup
kitchens, post publish health and lifestyle articles in the local newspapers, leverage on the reach
offered by social media and technology such as webinars to attract customers/patients.

So far, the chief promoter, Hajiya Sadiya J Umar, has invested the sum of twenty-four million naira
(N24,000,000) to commence Phase I of the clinic, and estimates that the sum of fifty million naira
(N50,000,000) would be required to launch Phase II within four years of launching.

As a new medical practice, it is projected that the clinic would operate at 30% capacity in its first
year and reach 60% capacity after 20 months of operation, with the goal of surviving of its own
cash flow.
Chapter I
The Business
Page | 2
1.1. Business Summary
Kettering Dynamics Specialist Services is a medical clinic that offers services such as:
 Home care for persons with impairments that are related to old age, disability, or an
underlying disease or special disorder
 Comprehensive geriatric care
 Medical hotel which offers patients an alternative to prolong hospitalisation, while
recuperating
 Consultation and referrals
 Maternity, antenatal and post-natal services
 Counselling for substance abuse and trauma
 Pharmacy and medication dispensing
 Laboratory and basic diagnostics

The clinic was founded and is being promoted by Hajiya Safiya J Umar, a registered nurse of
international repute and certified home care giver.

The clinic is registered with the Corporate Affairs Commission, Kaduna State Ministry of
Health and the Nigeria Medical Association. It is situated on Rimi Road Ungwa Rimi Kaduna.

The implementation of this project would be split into two Phases. Phase I would include
launching consultation, home care, maternity and pharmacy services. Phase II would
commence 3 years after project launch and will include the medical hotel, laboratory and
dental services.

1.2. Business Structure

Kettering Dynamics Specialist Services is registered as a limited liability company, with the
chief promoter, Hajiya Safiya J Umar as one of the directors.

1.1. Vision Statement

To be known as the leading provider of medical services in Northern Nigeria offering first
rate care to clients by employing proven, diligent, credible and professional medical staff,
dedicated to providing outstanding services and improving quality of clients’ lives.

1.2. Mission Statement

The clinic’s mission is to be the leading provider of quality health and wellness services by:

 Understanding clients’ needs, design services and treatment that meet those needs.
 Educate clients on managing their health challenges.
 Offering first-rate, professional care with respect, dignity, compassion, the highest
ethical standards and honor.
  Providing round-the-clock services in order to improve the lives clients.
 Recruiting staff with requisite qualification and experience.

1.3. Core Values

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 Accountability – we take responsibility for the actions we take that influence the lives of
clients and staff members.
 Commitment – we are committed to rolling out great services and initiatives that impacts
the internal and external environment throughout our organization.
 Diversity – we show respect for all cultures, religions, ethnicities, sexual orientations, ages,
genders, and disabilities within our target geography.
 Empowerment – we empower our staff to take initiative and promote a positive work envi-
ronment.
 Integrity – we adhere to the professional code of ethics of the home care & medical indus-
try.
 Passion – we develop and maintain positive relationships within the medical community
which includes local in-home care and other health care organizations.
 Purpose – we have an acute sense of responsibility and contribution to our society. This de-
fines our firm’s existence.
 Respect – we give value back to our staff by supporting, recognizing, and appreciating
them, for they are our greatest assets.
 Quality – we apply continuous quality improvement measures throughout the firm.
 Service Excellence – we recruit, train and retain competent staff. As a result, we give the
best and world-class services and progressively achieve excellence each passing day.

1.4. Keys to Success

 Our strategic location
 Our professional quality of services offered
 Our motivated staff
 Our reliability — being available through all the time with adequate staffing
 Our effective collaboration with other community professionals (physicians, hospitals,
and other medical organizations & agencies)
 Our affiliation with foreign medical professionals and non-governmental agencies
 Our empathy for clients
 Our highly innovative billing and collection system.
 Our medical/health insurance

1.5. Why Medical Care?

Most individuals take the ability to manage activities of daily living for granted, but not Hajiya
Safiya j Umar (the chief promoter). She is passionate about medical care and all-round wellness for
all and would like to take the opportunity to make life more manageable for clients of all ages.
Kettering Dynamics Specialist Services affords people with infirmities, impairments,
disorders, illness, trauma and anyone in need of medical care the opportunity to live meaningful
lives and manage their daily activities.

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1.6. Competitive Advantage
 We are the first clinic in north-western Nigeria to formally offer home care
services and personalised medical treatment.
 Our founder and chief promoter, Hajiya Safiya j Umar, is a registered nurse
with a 30-year practice experience in both Nigeria and USA. She is also a certified
home care practitioner and a public health expert. Her professional career has
afforded her with the requisite experience, acquaintances and networks to make
this enterprise a success.
 We have certified and courteous staff across all levels.

1.7. Business Objectives

 Purchase required equipment and hire staff with requisite experience and
qualification.
 Obtain affiliation and seek out partners.
 Maximise client volume with an effective marketing strategy.

1.8. Purpose of Business Plan

This strategy document is intended to serve as a 3-year road map for the business and as a guide
and marketing document to prospective investors.
Chapter II
Operational Plan
Page | 2
2.1. Services
As a new clinic, home care and social service agency in its start-up stages, Kettering Dynamics Spe-
cialist Services will offer the following services to residents of Kaduna and environs:

 Home Care
- Palliative and personal care (e.g. bathing & grooming)
- Skilled Nursing
- Nursing aide services
- Physiotherapy and rehabilitation
- Observation of patients with disorders, impairments and infirmities
- Nutrition and diet
- Trauma/injury recovery and management services
- Comprehensive geriatrics services
 Social Work (Corporate Social Responsibility)
- Counselling
- Soup kitchen
- Charity donation and events
 Consultation
- Patient education
- Diagnosis
- Referral
- General medical check up
- Procedures
- Pediatrics and family health
- Vaccination
 Maternity
- Antenatal
- Post-natal
- Delivery
- Caesarean Section
- Gynecology and reproductive health
 Medical Hotel
- Recuperation and observation
Page | 2
- Medication administration

 Lease of facilities and equipment to medical outreach teams and organisations

2.2. Facilities
The clinic is located in the serene environment of Rimi Road, Ungwar Rimi Kaduna and its facilities
for the clinic would be installed in two phases.

2.2.1. Phase I
 Consultation and examination booths
 Theatre – for simple procedures, deliveries (natural & caesarean sections)
 Counselling rooms
 Vaccination booth
 Rooms (wards) for recuperation, observation and monitoring of patients
 Pharmacy
 Doctor’s mess (on call rooms)
 Ambulance services
 Staff vehicles to convey home care givers to clients
 Laboratory to collect samples and forward to partner laboratories
 Hospital management and scheduling software
 Telemedicine. The clinic would invest resources in video conferencing, messaging and
remote monitoring tools to offer services to remote patients.

2.2.2. Phase II
 A medical hotel where patients can convalesce in a serene and quiet setting without
the feeling of being in a hospital
 Operating rooms to handle surgeries
 Emergency room
 CAT and MRI Scan
 PCR capable laboratory that will handle pathology, serology, histology, bacteriology
and molecular biology samples
 Gymnasium for fitness enthusiasts
 Live in facility to care for the elderly

2.3. Registration, Accreditation and Affiliations

The clinic has been accredited by the Nigerian Medical Association and Kaduna State Ministry of
Health. Furthermore, the chief promoter of the clinic is a member of Médecins Sans Frontières
(Doctors Without Borders) and has begun the process of affiliating with Kettering Health Network
in Dayton Ohio, USA.
While working as nurse and public health practitioner in the USA, Hajiya Safiya J Umar has
established cordial professional relationships with the following:
 Dr Mohammed Azzam Kayasseh a renowned endoscopy consultant at the Emirates
Specialty Hospital Dubai.
 Dr Hadiah M. Azzam Kayasseh a nutritionist at the Dr Kayasseh Medical Clinic Dubai. Page | 2
 Dr Yao Kaledzi an oncologist and cardiologist of the New York Presbyterian Columbia
University Irving Medical Centre.

2.4. Quality Control

By using the six-sigma standard, Kettering Dynamics Specialist Services will scaleup quality of
services offered such as short waiting times, quick responses, reduce medication & diagnosis
errors, prevent workplace injuries to staff and patients and increase turnaround times. The primary
six-sigma standard methodology to be utilised is the DMAIC method (Definition, Measure, Analyse,
Improve and Control):

 Definition – define possible problems and bottlenecks that maybe experienced during daily
operations, set business goals on how to mitigate problems, (e.g., short waiting times) and
develop a process map that details steps to attain business goals e.g., use of software
management tools to update records.
 Measure – measure processes implemented and gather data acquired and identify
bottlenecks and problems.
 Analyse – analyse data acquired, look for elements on how processes can be streamlined
and identify root causes of bottlenecks.
 Improve - develop and test solutions to improve processes such coordination between
doctors and nurses.
 Control – ensure that processes mapped out and improvements stay on course in sync with
business goals.

2.5. Operational Hours

The clinic would be open for telemedicine, consultations, counselling, home care and procedures
between the hours of 0800hrs and 2200hrs daily. Medical staff would be on standby for
emergencies round the clock.
Chapter III
Industry Analysis
Page | 2
3.1. Market Synopsis
According to statistics from the Nigerian Economic Recovery & Growth Plan 2017-2020, at 52
years, the average life expectancy in Nigeria is lower than that of its peer African countries, e.g.,
Ghana (61 years) and South Africa (57 years).
The national healthcare system in Nigeria is based on the three-tier system of primary, secondary
and tertiary care. The Federal Ministry of Health (FMH) has the responsibility to develop policies,
strategies, guidelines, plans and programmes that provide the overall direction for the National
Health Care Delivery System. Local Government Councils are responsible for primary care services
while the State Ministries of Health provide secondary levels of care. The Federal Government is
responsible for tertiary care services. As of 2014, healthcare services were delivered at over 34,000
health centres included on the FMH’s master facility list, two-thirds of which were publicly
administered; private firms ran the other third. Of the total, 88% were primary facilities, 11.6%
offered secondary services and 0.25% engaged in tertiary care, as indicated by research firm,
Oxford Business Group.

3.2. Challenges
3.2.1. Funding
Nigerian healthcare system has been hindered by several notable challenges, including limited pub-
lic funding, a high communicable diseases burden, rising incidence of non-communicable diseases,
elevated rates of infant and maternal mortality. Similarly, the World Health Organization (WHO)
highlights that there is high reliance on out-of-pocket (OOP) health payments as a means of financ-
ing health system in Nigeria and that this has continued for many years in spite of a consensus to
move closer to Universal Health Coverage (UHC) and sustain it when achieved.

3.2.2. Medical Tourism

The number of Nigerians leaving the country to seek medical treatment abroad is increasing and
having a significant impact in terms of lost revenue on the Nigerian economy. The authorities
have said that tens of thousands of Nigerians travel every year to the US, UK, India, Thailand, Tur-
key, France, Canada, Germany, Malaysia, Singapore, Saudi Arabia, and China, among other countries,
to seek treatment for medical issues ranging from kidney transplants, open heart or cardiac surg-
eries, neurosurgeries, cosmetic surgeries, orthopedic surgeries, eye surgeries and other health con-
ditions, and even delivering babies. According to global consultancy firm, Price Waterhouse Coop-
ers (PWC) report (2016), Nigerians spend US$ 1 billion annually on medical tourism with 60% of it
on four key specialties, namely: oncology, orthopedics, nephrology and cardiology. This is nearly
20% of the total government spending on public health sector for the year including salaries of all
public sector doctors, nurses and other healthcare workers as well as other health programmes like
malaria, tuberculosis, polio and HIV/AIDS prevention as total government expenditure on health
sector for the year 2015 which stood at $5.85 billion.
3.2.3. Brain Drain
As at March 2020, the number of registered doctors in Nigeria stood at seventy-four thousand, five
hundred and forty-three (74,543). This equates to a doctor to population ratio of one to over two Page | 2
thousand seven hundred (1:2,753) people. In the case of Nigeria as well as many developing coun-
tries, the international migration of medical doctors and other healthcare professionals has created
a great challenge for public health systems; it worsens already weak healthcare systems, which
widens the health inequalities gap. Nigeria loses tens of millions of dollars annually from training
medical professionals who soon migrate abroad.

It is estimated that over two thousand (2,000) doctors have left the country in the last three (3)
years. This ultimately means that eight out of ten Nigerians are presently receiving substandard or
no medical care at all.

The shortage of medical professionals contributes to unequal access to health care within the coun-
try. With its growing population, Nigeria will require a greater number of medical professionals to
cater for her health needs.

As the giant of Africa, Nigeria will need to greatly improve her healthcare sector by addressing both
supply (e.g., patient-physician ratio, equipment/technology, infrastructure) and demand needs
(e.g., wait time, service quality, treatment cost, salaries) as they are expected to become the third
largest population in the world by 2050 (United Nations, 2015b)

3.3. Private Sector Participation

Nigeria’s large and young population (estimated at 200 million in 2019), widening deficits in pri-
mary and specialty care, and the state’s encouragement of investment have created opportunities
for private sector investment and growth in healthcare and which has been steadily increasing, due
to rising levels of disposable income among some segments of society and the limited supply of
public hospitals that are overstretched and under-funded, there is greater demand for private cov-
erage.

3.4. Current Demands

The healthcare market in Nigeria was valued at over $15 billion in 2018. Demand for healthcare
services is expected to increase over the next five years with a value of over $18 billion in 2023.

3.5. Opportunities
The Kaduna State Government, under Governor Mallam Nasir El’rufai, mapped out policies and
strategies of financing healthcare and have come up with sustainable health financing mechanisms
that have gone beyond reliance on tax-based financing. This contributory scheme will mitigate the
financial burden to households in accessing quality health care and Kettering Dynamics Specialist
Services seeks to key into this initiative and offer premium healthcare and home care services.

3.6. Trends
The health industry is thriving and dynamic; with the aid of technology, it is becoming easier to
treat, manage, and cure some ailments that were not easy to handle. No doubt there are many ways
of providing services such as home healthcare in today’s world as the place of delivery may be in
the patient’s home, the community, the workplace, or in health facilities.
Page | 2
Before now, it is the practice for home healthcare service providers to restrict their services only to
face-to-face delivery, a practice where a home health care provider and patient see each other
physically, most especially in the patient's home. The trend has changed significantly with the
advent of improvised/modern telecommunications technology.

It is now easier for home healthcare service providers to leverage technology to take care of their
patients/clients. This can be achieved by communicating with patients over the phone, video
conferencing, the internet, email, text messages, and all other non-face-to-face communication
media.
Chapter IV
Marketing & Sales Plan
4.1. The Problem Page | 2
Most new business owners have the erroneous impression of “If you build it, they will come” to-
ward setting up a sustainable business. A business cannot sell itself without some marketing and
promotions. This is also true for medical practices, as patients would not line up at the healthcare
provider's doorstep without prior information about the spectacular services that are on offer.

4.2. Objectives
Kettering Dynamics Specialist Services marketing objectives will include the following:
 Effectively promote the clinic and its health and home care services
 Increase awareness about health promotion, illness prevention, handling and control.
 Increase affiliation with other professionals in the industry

4.3. Ideal Customer

4.3.1. Primary
Primary target audience are citizens aged 40 and above with the following characteristics:
 Have lived an accomplished in life
 Are exposed and enlightened
 Are in need of comfort, companionship, routine and physical activity
 Either have an economic means of livelihood or have working-class children
 Have underlying challenges such as diabetes, hypertension, heart related problems,
orthopedic and disorders that requires careful management and therapy.

4.3.2. Secondary
The secondary target audience is young families in the middle to upper-income bracket, are active
physically and socially.

Parents of such families are usually within the age bracket of 23 – 40 years, with either one or both
parents working and upwardly mobile. These parents face challenges with regards to childbearing,
child-rearing, children's health, and nutrition.

Services targeted at this audience include pediatrics, family health, vaccinations, and gynecology.
In addition to family health services, the clinic also intends to target youth with addiction problems
and trauma victims (e.g., rape, accident, etc.) counseling and therapy sessions.

4.3.3. Medical Outreach

These will be a series of medical practices, health-related non-governmental events, and affiliations
with international bodies. We will extend healthcare reach by seeking out local partners and leasing
of facilities and equipment.

4.4. Target Geography

 Kaduna metropolis, where the clinic is located, is both an administrative and industrial town. It has
an estimated population of one million and three thousand (1,300,000). 25% of households in
Kaduna metropolis are categorized as 'moderate-to-rich income.' 6.2% of the population is aged 60
years and above.
Page | 2
The metropolis is served by two airports and two train stations which can be used for medical
evacuation of patients and act as a junction between the northwest geopolitical zone and the North
Central and Southern parts of Nigeria. From Kaduna metropolis, the travel time to secondary target
locations is 30 minutes to Zaria, 2 hours to Abuja, and 3 hours to Kano and Jos.

4.5. Marketing Strategy

Strategy Activities Success Criteria
Community Outreach (I) - The clinic will partner - Educating the community on
with other medical health awareness and how to
affiliates and charity manage conditions while still
organisations to living active and fulfilling lives
organise medical
outreach programmes - Being able to render services to
and sensitisation target customers and getting
programmes to them to recognize the clinic
coincide with notable
international health
dates, such as World
Kidney Day, World
Heart Day, World
Hypertension Day etc.

- Activities, will include

walks, awareness
seminars.

Community Outreach (II)
Sponsor Medical Articles in the
Print Media
- Management of the
clinic would also be
active at events
organised and hosted
by other associations.
- Organise events such as - Educating the poor to invest in
charity ball, soup their health and enlighten
kitchen and donations about affordable medical
insurance
- The chief promoter of - Educating target audience on
the clinic would write ailments that come with aging
insightful tips on topics and poor lifestyle choices.
pertaining aging, public
health, disorders and
sponsor the
publications with wide
reach within the target

Social Media Campaign
Open House Events
Referrals
Red Carpet Reception
4.6. Marketing Metrics
A gap dashboard would be developed using the CRM software to evaluate marketing efforts
using the following metrics:
· Websites and Social Media Visits
· Shares of articles and publications on social media accounts and websites
geography such as
Daily Trust and Blue
Print Newspapers
- The chief promoter of - Establish an online presence
the business would and community Page | 2
conduct discussions on
LinkedIn, FaceBook,
and Medium
- Advertisement would
be placed on Facebook,
LinkedIn and Instagram
- Conduct webinars
periodically on Zoom
where
patients/customers can
interact with renowned
consultants
- Prospective customer - Build trust and confidence
can tour the clinic within the community
facilities and meet with
staff
- Getting satisfied - Word of mouth is by far the
patients to market on most cost effective form of
behalf of the clinic marketing and leads to
increased footfall.
- Send each new patient - Patients feel loved and special
a welcome letter
welcoming them to the
clinic
- Send out personalised
birthday, anniversary
felicitations to
patients/customers
- Remind them about
appointments and visits
- Express care, concern
and empathy to
patients and let them
know they are
appreciated and missed
· First time inquiries on communication channels
· Attendance of community events
These metrics will be accumulated every month in the clinic’s database system and
regularly viewed to compare against projected totals that correspond to the key business
goals. The Gap Dashboard will provide management with an overall understanding of Page | 2
marketing operations and whether goals are being attained, and if there are problems,
identifying and solving before impacting negatively on finances.

4.6. Competition
Competition can be classified into direct and indirect competition.

4.6.1. Direct Competition

Major competitors include Garkuwa Specialist Hospital and Multi-clinics. Both are located in
Ungwar Rimi Kaduna. They are established, known, and have built a reputation for expertise and
professionalism. They are general practice clinics that offer similar services to Kettering Dy-
namics Specialist Services, except for homecare and counseling services. Also, they lack web
presence and expertise in handling disorders and trauma.

4.6.2. Indirect Competition

This includes nannies, physiotherapists, and freelancers hired by families and senior citizens to
offer home care and medical services. This category also includes individuals that uploaded
contents on procedures, tips, and diagnosis on YouTube and Facebook. They are usually unlicensed
and unregulated, lacking a known physical presence.

4.7. Pricing Strategy

Upon commencement of services, pricing of services at Kettering Dynamics Specialist Ser-
vices would be par with what is obtainable within Kaduna Metropolis. As our reputation is cul-
tivated and patients/customers are acquired, we would use our pricing to differentiate and offer
value.

4.8. Positioning Message

The theme of all marketing efforts would be “to inspire hope and improve the quality of life”

4.9. S.W.O.T Analysis

4.9.1. Strength

 Experience and qualification of medical staff in public health, family health, homecare and
paeditrics
 Network of professional acquaintances of globally renowned medical consultants
 Comprehensive homecare and geriatrics services
 Long operational hours
 Membership of Medicins Sans Frontries (Doctors Without Borders)
 Affiliation with Kettering Healthcare USA
4.9.2. Weakness
 Lack of brand awareness
 Low marketing budget
Page | 2

4.9.3. Opportunities
 Growing population within target geography
 Health is a basic necessity
 Increased awareness for homecare services as the aging population grows
 Expandable business model, i.e., the clinic can offer more services as consumers and their
needs grows

4.9.4. Threats
 Local competition
 Unprofessional staff. Our staff are first point of contact between the clinic and patients.
Recruiting, hiring and retaining quality, professional staff pose substantial risks as they are
liable to damage our reputation with unprofessional behavior.
 Improper cash flow forecasting and management.
Chapter V
The Team
5.1. Management Page | 2
The management team would be led by the following:

5.1.1. Hajiya Sadiya J Umar

She is a registered nurse, midwife, and homecare giver with an MSc in Nursing and a Certificate in
public health. She has experience spanning thirty (30) years working with renowned consultants in
developing cutting-edge care models for hospitals in the USA that decrease waiting times and
increase customer satisfaction.

As the clinic's Chief Medical Director, she will oversee daily operations and embark on business
development courses at the Kaduna Business School to gain valuable insights and knowledge on
running a commercially successful clinic.

5.1.2. Adegoke Adetunde

He is a Data Analyst with a particular bias for the health and medical industry. He has over four
years experience in program performance management and reporting in public health for non-
governmental organizations such as CDC’s PEPFAR, IHVN ACHIEVE PROJECT, RISE UP for Girls GEO
Bill, and Women of Influence WAVA projects, where he coordinated and oversaw data collection,
strengthen data collection systems and ensure data quality.

He will act as the clinic administrator and be directly in charge of operations. He will report to the
chief medical director.

5.2. Medical Staff

The clinic would require the services of the following staff
 Nurse/Nurse Aids

- Responsible for managing patients both at the clinic and their various houses
- Handles personal injury case management
- Responsible for offering home medication management services

 Physiotherapists

- Working with patients with a variety of conditions

- Liaising with other healthcare professionals to encourage a holistic approach to treat-
ment
- Advising patients on leading a healthy lifestyle
- Keeping reports on patients and their progress

 Physicians

- Responsible for providing professional medical services to our patients

 - Responsible for offering occupational, physical, and speech therapy
- Responsible for handling medical emergencies

 Pharmacists
Page | 2
- Responsible for managing the daily activities in the company (dispensary store)
- Providing advice about health issues, symptoms and medications in response to cus-
tomer enquiries
- Responsible for processing prescriptions and dispensing medication
- Responsible for ordering, selling and controlling medicines and other stock

 IT Officer

- Responsible for installing and maintenance of computer software and hardware for the
clinic
- Manage hospital management, logistic & supply chain management software, web site,
social media accounts and POS (point of sale) systems
- Handles any other technological and IT related duties.

 Cleaners

- Responsible for cleaning the clinic facility at all times

- Ensure that toiletries and supplies don’t run out of stock
- Cleans both the interior and exterior of the facility
- Handle any other duty as assigned by the clinic administrator

 Human Resource Officer

- Hiring and recruiting staff

- Onboarding new staff
- Selecting and calculating compensation and benefits

 Accountant

- Receives payment on behalf of the clinic

- Issues receipts to customers
- Prepares periodic financial reports
- Handles financial transaction on behalf of the clinic
- Interfaces with bankers
- Responsible for payment of tax, levies and utility bills
- Handles any other duty as assigned by the administrator

 Medical Receptionist

- Greet and attend to patients in person and over the phone

 - Professionally assist doctors, staff, visitors, and patients.
- Schedule appointment between medical staff and patients

Page | 2

5.3. Emoluments and Benefits

Medical staff will be paid for the flexible hours worked, while administrative staff will be paid a fixed
monthly salary. Staff on a fixed income would participate in the contributory pension scheme, Nigerian
Social Insurance Trust Fund, Pay as You Earn (P.A.Y.E), and are entitled to annual and casual leave.

5.4. Organogram

CMD

Hajiya Sadiya J Umar

Administrator
Adegoke Ayotunde

Facility
Accounts Medical Receptionist IT Officer Management

Physicians, Nurses & Therapist Cleaners & Security

Chapter VI
Financials
Page | 2
6.1. Assumptions

This business plan was developed the following assumptions:

 Steady growth from good management, barring any unforeseen local or
national disasters such as unfavourable policy change on the part of Gov-
ernment.
 New clients gained through advertising.
 Service capacity will grow by over 15% annually.
 Cost of services is 60% of selling price.
 Inflation rate for February 2020 15.75%
 Central Bank of Nigeria MPR of 11.50%
 Current interest rate of 4.5%
 Global interest rate of 3.18%
 The clinic is operating at 30% capacity for the first year and 60% capacity in
the subsequent years
 The clinic will reinvest profits in training & equipment
 Non taxing of hospitals

6.2. Revenue Sources

6.2.1. Services
For the first phase of the business, the clinic will generate revenue from the following sources:
 Consultancy
 Non-Surgical procedures
 Physiotherapy sessions
 Nurse aide services
 Collection of laboratory samples
 Counselling session
 Home care services subscriptions
 Natural and caesarean birth
 Ante natal and post natal services
6.2.2. Service Pricing and Capacity

Below are prices of the clinic services and its capacity to offer them
Page | 2
S/N Service Cost (N) Installed Capacity 60% Capacity Monthly Sales
(Monthly) (Monthly) (N)
1 Delivery 50,000. 50 30 1,500,000.
00 00
2 Caesarean 250,000. 5 3 750,000.
00 00
3 Physiotherapy 15,000. 25 15 225,000.
00 00
4 Consultancy 5,000. 250 150 750,000.
00 00
5 Home Care Subscription 90,000. 15 9 810,000.
00 00
6 Lab Test 2,000. 70 42 84,000.
00 00
7 Non Surgical Procedures 80,000. 5 3 240,000.
00 00
8 Counselling Session 5,000. 5 3 15,000.
00 00
9 Ante Natal & Post Natal 15,000. 20 12 180,000.
00 00

Projected Monthly Rev- 4,554,000.

enue 00

6.3. Risks and Mitigation

6.3.1. Patient Care Related Risks
Some of the most common risks associated with patient care are falls, lack of communication
regarding assessing a patient’s condition, and issues that arise when providing specialized care.

An assessment of risk begins with the admission of each new patient. As staff begins care
management with the patient, they will document their impressions and communicate everything
to the entire team. This communication allows for a more open and clear understanding of the
patient’s condition, which creates a more comprehensive and consistent caregiving situation.

Staff will also face challenges when administering specialized treatments that are handled
infrequently, such as wound care, disorder, and trauma handling. Due to the nature of these
afflictions, policies related to these issues should be addressed during orientation and regularly as
part of skills competencies assessment.

6.3.2. Employee Associated Risks Page | 2

6.3.2.1. Recruitment
As the clinic offer homecare services, background check and verification process of staff are vi-
tal. It is not uncommon to have incidents or complaints of alleged theft or abuse lodged against
medical staff. Management will conduct a thorough background check on all new hires and be
sure to:
 Pair verification documents with prior work history, credentials, licenses, education, ref-
erences, and identity forms.
 Conduct psychometric tests, psychological and drug screenings.

6.3.2.2 Employee Theft and Fraud

Employee theft is a severe problem faced by every business in Nigeria, and medical & healthcare
clinics are not immune to the risks. Types of employee theft include but are not limited to the
following:
 Inventory theft – where staff pilfer products either for personal use or with the intent to
sale
 Data theft – stealing of trade secrets, patient information, contact list when leaving the
business
 Theft of services – misuse of business services
 Payroll theft - staff whose work involves financial tasks, steals money and writes ficti-
tious billing, invoices, and purchase orders.
 Theft of client – staff may ask to patronize them rather than the business.
To mitigate against these type of theft, the management of the clinic will be alert to indicators
such as:
- Sudden, apparent devotion to work and working late.
- Lifestyles well above salary levels.
- Strong objections to procedural changes related to financial, inventory or supply matters.
- Drugs and alcohol abuse.
- Moonlighting with materials available at the business.
 Supervise staff closely
 Use technology to manage inventory, generate and track purchase orders and receipts
 Install computer security checks
 Manage inventory
 Encourage clients (patients) to make payments via PoS, internet, and mobile banking
 Conduct informal audits periodically
 Provide avenues for staff to report theft or fraud by colleagues.

 
 6.4. Owner’s Investments
Hajiya Safiya J Umar has invested the sum of twenty-four million naira (N24,000,000) so far in
preparation for the launch of Phase 1 of the business.
She spent the sum on the following items Page | 2
· Lease of facility space
· Civil works and renovation
· Office Furniture
· Diesel generator
· Equipment such as stainless steel equipment, orthopedic beds, procedure tables, essential
diagnostic tools (blood pressure monitors, stethoscopes, colposcopy, blood draw), bodyweight
scales
· Refrigerators
· Specialised lighting
· Security systems
· Staff and utility vehicle
· Hospital management software
· Video conferencing software
It is estimated that the launch of Phase 2 would require a sum of fifty million naira, (N50,000,000).
The sum would be spent on the following items:
· Civil works required in setting up a medical hospital
· ECG equipment and accessories
· Setting up a functional surgical theatre
· Laboratory and scanning equipment
· Dental equipment