The presentation explores the CSR initiatives of Aravind Eye Hospitals. The efforts to create a holistic approach to providing eye care to the underprivileged section of the society and end to end integration of product and services to generate a low cost, strategic competitive model.

1. ARAVIND EYE-CARE SYSTEMS
REPORT BY:
HETANG DESAI
NINAD SATAM
ARAVIND EYE CARE
BOTTOM OF PYRAMID
REPORT BY:
HETANG DESAI
NINAD SATAM

2. TABLE OF CONTENT
• INTRODUCTION
• STRUCTURE
• OPERATIONAL EFFICIENCY
• REVENUE MODEL
• REFERENCES

3. INTRODUCTION

4. • Aravind Eye Hospital is internationally recognized
as an institution best suited to make not just a
dent, but a grand canyon in the world of
blindness.
• There are nearly 39 million blind in the world. And
nearly one-third of them are unnecessarily blind,
which means that they don’t have to stay blind; a
medical intervention can treat them.
• But the intervention in many cases requires
surgery. And there just aren’t enough doctors to
go around.
• In a world that is being increasingly
commercialized, ARAVIND is breaking down the
dichotomy between making money and doing
good.

5. • Dr. Govindappa Venkataswamy or “Dr. V” as he was
fondly called, wanted to eradicate needless blindness in
India.
• In order to do this, Dr. V emulated the service efficiency
of McDonald's fast food and sought to adapt it to the
eye care system to cope with increasing the numbers of
patients treated.
• Aravind eye hospitals today, are acting as an ethical
symbol for the society by giving sight to millions of
blind people in India.
• The problem of cataract related blindness was major in
India with at least 4.8 million cases every year.
• Cataract related blindness can be avoided by timely
intervention and surgery.
• A small non profit hospital with eleven beds was
started but due to the ethical practices followed by this
hospital it became the number one hospital to perform
the highest number of eye surgeries in the world.
Dr. Govindappa
Venkataswamy
(1918- 2006)

6. • With 7.8 million blind
people, India account
for 20 per cent of the
39 million blind
population across the
globe.
Eye error % of Total
Cataract 62%
Refractive error 19.7%
Glaucoma 5.8%
Corneal Blindness 1%

7. ARAVIND BUSINESS MODEL
There are 3 key elements that define the Aravind
Business Model
Economies of scale
• With excellent management and high patient
volume, Aravind keeps productivity high, with
surgeons performing 25–40 procedures daily;
unit costs are maintained at the very low level
of about $10 per cataract operation
Cross-subsidies
• Aravind provides free or very low-priced care
to two thirds of its patients with the revenue
derived from the one third of patients who
are able to pay moderate prices. The only
difference in the treatment of those who do
and don’t pay is in the amenities, such as the
air conditioning in the recovery room.

8. Vertical integration
• Recognizing that the imported intraocular lenses
constituted a major component of the total surgical
costs, Aravind obtained a transfer of technology
through the US-based Seva Foundation, and
additional support from the Combat Blindness
Foundation, to permit it to manufacture these
lenses at a fraction of the cost.
• The manufacturing activity scaled up quickly, from
35,000 in 1992–1993 to nearly 600,000 lenses
today. Now, at the Aurolab subsidiary established
for this purpose, a workforce of about 200 young
women from rural backgrounds produces lenses to
a global standard of quality that are used at
Aravind, as well as at facilities throughout India
• The system of eye hospitals also is considered one
of India’s premier ophthalmic training institutions,
providing a steady flow of well-prepared
professionals and support staff.

9. MILESTONES
YEAR MILESTONE
1976 ARVIND EYE HOSPITAL- MADURAI
1985 ARVIND EYE HOSPITAL- THENI
1988 ARVIND EYE HOSPITAL- TIRUNELVELI
1992 AUROLAB
1996 LAICO
1997 ARVIND EYE HOSPITAL- COIMBATORE
1998 ROTARY ARVIND EYE BANK- MADURAI
2001 FIRST AMECS HOSPITAL
2003
ROTARY ARVIND EYE BANK-
PONDICHERRY
YEAR MILESTONE
2004
FIRST PRIMARY EYE EXAMINATION CENTRE-
AMBASAMUDRUM
FIRST COMMUNITY EYE CLINIC- MELLUR
2007
AUROLAB'S NEW FACILITY
CHAMPALIMAUD AWARD
2008
DR. G. VENKATASWAMY EYE RESEARCH
INSTITUTE
GATES AWARD
2010
HILTON HUMANITARIAN PRIZE
ARVIND EYE HOSPITAL- DINDIGUL, TIRUPUR
COMMUNITY EYE CLINIC- SANKARANKOVIL
2011
ARVIND EYE HOSPITAL- SALEM
COMMUNITY EYE CLINIC- PONDICHERRY
2012
ARAVIND EYE HOSPITAL- TURTICORIN,
UDUMALPET
2014
ARAVIND EYE HOSPITAL- COIMBATORE
(SECONDARY EYE CARE FACILITY)
2017 ARAVIND EYE HOSPITAL- CHENNAI

10. STRUCTURE

11. HOSPITALS
AUROLAB
EYE BANK
OUTREACH
IT
TRAINING
RESEARCH
ARAVIND EYE CARE
SYSTEMS

13. HOSPITALS
• Following his retirement at age 58 in 1976, Dr. V established the
GOVEL Trust under which Aravind Eye Hospitals were founded.
• The GOVEL Trust was created as a non-profit trust, with Dr V as
Chairman and his two brother, two sisters and their spouses and
an ex officio member, the Madurai Main Rotary President as trust
members.
• Dr V started with a modest 11-bed hospital, in Dr V brother's
home at Madurai, after most banks refused to lend him money
because of his age and eccentric model.
• In this hospital six beds were reserved for people who could not
afford to pay while the remaining five were for paying patients.
• He had to mortgage all the jewellery of his family members to
raise funds to start the first hospital.
• The hospitals were named after Sri Aurobindo, one of the 20th
century's most revered spiritual leaders.
• Dr. V wanted to emulate the service efficiency of McDonald's fast
food and sought to adapt it to the eye care system to cope with
increasing the numbers of patients treated.
• 40 years later, this resulted in a further 12 hospitals and a
complete eco system for Eye Care in India
Sri Aurobindo Ghosh
(1872-1950)

15. AUROLAB
• The cost of surgery was always a central concern at AEH. As noted earlier, AEH had decided on the IOL technique
as the standard technique to be adopted in all cases (except in those where this could not be done).
• But in the eighties, the cost of IOL lenses (all of which were imported) was very high, about $80-100, and this
made the cost of surgery quite high.
• Hence in 1991, AEH set up a facility to manufacture lenses Named Aurolab,
• This was set up as a separate no-profit trust with the mission of achieving “local production at an appropriate
cost”.
• The technology was obtained from “IOL International”, Florida, USA., with a one-time fee paid to the company for
technology transfer along with a buy back arrangement. This helped in maintaining quality using the feed back
given.
• This venture was also supported by Seva Foundation, Sight Savers International, the Combat Blindness Foundation
USA, Canadian International Development Agency (CIDA) through Seva Service Society
• Raw material for the lenses was imported from US/UK. The rigid IOL were sold for less than US $5 at Aurolab.
• In 2002, Aurolab produced about one sixth of the total number of low end lenses produced in the world. However,
it also produced rigid and foldable lenses as well as superior categories such as acrylic lenses. Aurolab had been
able to get the CE Mark (a mark of quality) and ISO 9002 certification.
• As on 2003, Aurolab produced about 600,000 lenses per year (with single shift working).
• Large nongovernmental organizations such as CBM, Lions and Rotary also bought IOL lenses from Aurolab and
supplied it to various eye hospitals all over the world.
• This increased sales worldwide and 33 percent of the IOL’s produced were exported. Of the remaining 67 percent
of the lenses produced, 20-25 per cent was consumed by AEH and the rest were sold in open markets in India.
• Since inception Aurolab had supplied more than 2 million lenses to non-profit organizations in India and 160
countries.

17. • Lions Aravind Institute of Community Ophthalmology (LAICO) was established in 1992 with the
support of the Lions Club International Sight First Programme and Seva Sight Programme.
• It is Asia's first international training facility for blindness prevention.
• It contributes to improving the quality of eye care services through teaching, training, research and
consultancy.
• The objective of LAICO is to improve the planning, efficiency, and effectiveness of eye hospital
• LAICO also offers long term courses in hospital management as well as short duration skill
development courses in the area of community outreach and social marketing and instruments
maintenance.
• These courses are offered at very reasonable prices.
• LAICO has already worked with 149 eye hospitals in India, Africa, and South East Asia.
• LAICO has made interventions in UP, West Bengal, Orissa, Delhi, and a few other states in India.
• It has also made interventions abroad in different countries among which are Malawi, Kenya,
Zimbabwe and Zambia.
• LAICO in collaboration with International Agency for Prevention of Blindness (IAPB) had committed
to achieving the “Vision 2020”
LAICO

18. ARAVIND MEDICAL RESEARCH
FOUNDATAION
• A number of clinical, population based studies and social and health systems research are
conducted using the data readily available in the hospitals and the community outreach
programs.
• The Aravind Medical Research Foundation(AMRF) coordinates the research needs. Many of
these research projects are supported by different agencies and some by AEH itself.
• The combination of high clinical load, extensive community participation, and access to a
large network of eye hospitals provides ideal opportunities for conducting clinical, laboratory,
population-based studies and social and health systems research.
• Dr. P. Namperumalsamy, provides leadership to the research efforts of Aravind Medical
Research Foundation
Major Research Areas for the Institute are:
• Molecular Genetics
• Stem Cell Biology
• Proteomics
• Ocular Pharmacology
• Bioinformatics
• Ocular Microbiology

19. EyesTalk
Leveraging Technology:
• Information Technology offers a great opportunity to reach the population, rich and poor, rural &
urban, with facilities for good eye care at appropriate cost
• Recent advancements in tele-medicine break through barriers of distance and time and in the field
of eye care they present a whole new array of exciting possibilities! Riding the wave of this new
revolution is eyesTalk, free software that enables ophthalmologists anywhere in India and the rest
of the world to receive second opinions/expert diagnoses from medical professionals of the Aravind
Eye Care System.
• EyesTalk is a dynamic software that makes it safe and simple to send complete patient consultation
records along with images from ophthalmic diagnostic equipment like slit lamps, fundus imaging,
ultrasound etc. to specialists at Aravind for diagnosis/second opinion.
• The software allows you to maintain complete confidentiality of patient information and creates a
database for these consultations that automatically updates itself in your system. To use eyesTalk all
you need is a regular telephone line and a computer with a dial up modem:
• Uses conventional Internet Protocol (IP) for data transmission
• Ensures privacy and security of patient data through appropriate encrytion
• Allows comprehensive patient data entry through specialty-specific templates (separate entry
sheets for retina, uvea, glaucoma, cornea etc)
• Does not require system to be constantly online
• Provides automated uploading and downloading of data when connected to the Internet

20. EYE BANK
• In India, the need for corneas for sight restoring surgeries is one
lakh per year.
• Started in 1998 at Madurai with just a collection of 253 eyes, now
the eye banks across the Aravind Hospitals procure more than 5000
eyes and perform about 1700 corneal transplants annually.
• Eye balls which cannot be used for transplants are effectively used
for various research and development programmes
Centre Eyes Collected Eyes Utilized
Madurai 2,469 1,148
Coimbatore 1,570 701
Pondicherry 1,136 403
Tirunelveli 711 260
Total 5,886 2,512

21. EDUCATATION & TRAINING
• Aravind Eye Care System is a collaborating centre for
the World Health Organization (WHO) with a mandate
to design and offer training programmes to eye care
personnel at different professional levels, from around
the world, in the development and implementation of
efficient and sustainable eye care programs
• Aravind’s training programmes cater to all levels of
ophthalmic personnel – these are intended not only for
ophthalmologists but also for ophthalmic technicians,
opticians, clinical assistants, outreach coordinators and
health care managers. Aravind offers several structured
training programmes

22. CANDIDATES TRAINING(2017-18)
POSTGRADUATE COURSES Course Duration Intake
Diploma in Ophthalmology 2 years 8
Master of Surgery in Ophthalmology 3 years 11
Diplomate of the National Board 3 years 19
Post DO DNB 2 years 13
LONG-TERM OPHTHALMOLOGY FELLOWSHIP
Ant. Segment / Intraocular Lens Microsurgery 2 years 14
Orbit & Oculoplasty 18 months 7
Paediatric Ophthalmology & Strabismus 18 months 17
Glaucoma 2 years 14
Retina Vitreous 2 years 22
Cornea 18 months 18
Comprehensive Ophthalmology 2 years 1
Fellowship in General Ophthalmology 27
SHORT-TERM FELLOWSHIP (FOR INTERNATIONAL CANDIDATES)
Orbit & Oculoplasty 6 months 1
Orbit & Oculoplasty 1 year 1
Cornea 1 year 2
Glaucoma 1 year 2
Paediatric Ophthalmology 1 year 2
Retina 1 year 3
SHORT-TERM CLINICAL COURSES FOR OPHTHALMOLOGISTS
Small Incision Cataract Surgery 1 month 31
Clinical Observership Programme in Diagnosis
and Management of Glaucoma
1 month 21
Lasers in Diabetic Retinopathy Management 2 months 47
Vitrectomy (Virtual) 2 weeks 1
Management of Retinopathy of Prematurity & Paedia.
Retinal Disorders
1 month 14
Neuro-Ophthalmology 3 months 4
Phacoemulsification 1 month 35
SHORT-TERM PARAMEDICAL COURSES
Optical Dispensing 3 months 4
OT Techniques 2 months 4
Refraction Techniques 2 months 8
Orthoptist 6 months 3
Ocularist 3 weeks 7
Fundus Fluorescein Angiography and Ultrasonography 2 months 7
Vision technicians 2 months 2
MANAGEMENT COURSES
Management Priorities in Eye Care Delivery 1 week 21
Management Training and Systems Development for
Hospital Administrators / Managers
4 weeks 28
Project Management training for Eye Care 4 weeks 10
Eyexcel - Expanding Global Eye Care Workforce
through Excellence in Training
4 days 32
Research Methodology 5 days 50
Medical Records Management 2 weeks 10
Management Training for Eye Care Programme
Managers
2 weeks 22
Community Outreach and Social Marketing of Eye
Care Services
3 weeks 15
Instrument Maintenance - for Technicians 4 weeks 31
Instrument Maintenance - for Ophthalmologists 5 days 3
Training in Eye Bank Techniques 1 month 5

23. OPERATIONS

24. OPERATION FLOWCHART
Registration
Vision test, Preliminary Examination &
Refraction by Vision Technician
Dilation, Tension, Duct, BP & Urine Sugar
(Mandatory for all ≥ 40
Cataract
Tele Consultation with
Ophthalmologist
Advice for Cataract surgery by
Ophthalmologist
Counciling for cataract
surgery by coordinator
Referred to base hospital
Admission for Surgery (paying or free):
patient will be charged accordingly
Surgery
Post operative medication
Discharge
Councilling for follow up
Patients with
speciality eye
problems & other
complications
Final consultation with medical
officer through tele conference
Medicines/Glasses
Final consultation with
medical officer through tele
conference
Referred to speciality clinics
at base hospital
Registration at the base
hospital
Diagnosis of the specialty
problem at the base hospital
Necessary treatment
Exit
Yes
No
No
Yes

25. • Aravind began performing surgeries on a large scale with treatment being free or
heavily subsidized for the poor cross subsidized by the paying patients.
• Aravind established an outreach program wherein doctors reach out to remote
villages to conduct eye camps, some times, in association with various
organizations.
• The organizations take care of the costs of the camp, transporting the patients to
surgery and their rehabilitation while Aravind does the surgery free of cost.
• Aravind started performing 5 times the number of cataract surgeries that were
performed in the entire country and 16 times more than that of the entire U.S.
• Aravind focused on rotating doctors between free and paid wards, concentrating
on efficiency and hygiene thus eliminating differences between the surgeries done
for paid and non-paid patients.
• The rate of infection in Aravind was about four per thousand surgeries which was
significantly lower than the international norm of six per thousand surgeries.

26. OUTPATIENT PROCEDURES
Eye Examination Procedures
• There are many different eye conditions; you will need to have a detailed eye examination which could take upto hours, depending on
the complexity of tests required. The durations indicated below are an average.
Registration (5 minutes):
• On arrival you will be asked to fill in a registration card. Please give your complete permanent address with telephone number. You will
be asked to take a seat until our receptionist accompanies you to your vision test. If the patient is below 15 years, you will be taken
directly to the Paediatric ophthalmology.
Vision test (10 minutes):
• Every patient has a simple test to check your level of vision from an eye chart.
Refraction (10 minutes):
• A refractionist will place a series of lens in front of your eyes and will ask which looks clearer. This test determines your exact eye power
and determines your level of sight.
Preliminary examination (20 minutes) :
• An eye doctor will carry out an initial examination of your eyes, please advise the doctor of any previous medical history.
Blood pressure / Eye tension / Sugar test ( 30 minutes)
• This is only for patients aged 40+, we will check your blood pressure, intraocular pressure and a urine test for diabetes. Stages 3 – 5
may happen in any order depending on the patient load.
Dilation (30 minutes) :
• The doctor in some cases may ask the refractionist to instil eye drops in the eye. This is to make the pupils bigger in order to get a better
view of the inside of the eye. It may take 30 minutes for dilation, you will be asked to wait in the waiting room during this time. You will
experience blurred vision for 2 – 3 hours following dilation.
Final examination and diagnosis (5 minutes):
• After all the tests have been carried out the doctor will carry out a final examination and depending on the results you will be guided to
the speciality clinics

27. INPATIENT PROCEDURES
• Patients who require surgery or monitoring will be asked to get admitted in the
hospital. Patients can choose from the different types of rooms based on the
availability. At the time of counseling, the counselors assist in selecting the room,
surgical techniques and implants available. Based on convenience, one can choose
the package of choice. Cashless facilities and reimbursement certificates can be
availed as applicable.
• Many of the surgeries are being done as day care procedures. Patients undergoing
day care procedures need not stay in the hospital after the surgery. The package
charges vary based on the type of accommodation selected for procedures other
than the day care.
• Following are the different types of accommodation facilities available:
• Suite
• A Special A/C
• A Class(Non A/C)
• B Class
• C Class
• General Ward

29. PAYMENT
• On admission, a deposit equivalent to or approximate to the treatment or surgery charges will be
collected. The balance if any, will be collected / refunded at the time of discharge based on the
surgery / treatment and the type of accommodation chosen. Billsare payable by cash, with
insurance claims, if any. Credit cards are accepted, a 2.3% service charge will be collected.
Discharge Procedure
• Patients are requested to vacate the room before 10.00 am on the day of discharge. Instructions
regarding post operative care, medication, discharge summary will be explained by the ophthalmic
assistants at the time of discharge.
Room Reservation Facility
• Aravind offers a facility for advance room reservation following the doctor's advice to get admitted
for surgery or treatment at a later date.
Support Services
Catering services
• Restaurant is located on the ground floor and is open from 6.30 am – 9.00 pm.
• Breakfast, lunch and dinner are available there.
Medical shop and Optical shop
• The medical shop is located on the ground floor, which functions from 7.30 am – 8.00 pm on all
working days (Monday to Saturday) and on Sundays from 9.00 am – 1.00 pm and 3-30 – 5.00pm.

30. EFFICIENCY INDICATOR
Performance 2017 - 2018 Total Madurai Theni Tirunelveli Coimbatore Pondicherry Tirupur Dindigul Salem Tuticorin Udumalpet CBE CC Chennai
OUT-PATIENT VISITS
HOSPITALS
Paying (New+Review) 2,225,418 664,199 100,239 327,815 397,033 303,440 51,023 75,951 135,421 58,636 39,554 36,144 35,963
Free (New+Review) 612,099 202,015 25,148 83,436 125,816 104,092 11,365 - 21,981 9,611 16,766 - 11,869
VISION CENTRES 586,418 245,310 66,704 128,958 50,085 68,502 12,493 - - - 14,366 - -
COMMUNITY EYE CLINICS/CITY CENTRES 196,446 109,169 23,177 32,046 - 32,054 - - - - - - -
OUTREACH
Comprehensive camps 349,620 103,408 17,053 47,250 89,933 75,360 - - 11,242 4,272 802 - 300
Diabetic Retinopathy screening camps 85,349 12,256 3,308 3,214 60,548 5,146 627 - - - 250
Workplace refraction camps 62,349 15,083 4,071 11,515 12,606 12,412 4,447 - - - 2,215 -
School children examined by Aravind staff* 50,160 13,326 1,840 6,193 5,110 21,198 25 - 1,919 - 435 - 114
Paediatric eye screening 7,060 - 1,644 1,469 1,627 2,320 - - - - - - -
Mobile van refraction camps 8,315 - - - 7,484 - 831 - 831 - - - -
Total Out-patients through Outreach* 562,853 144,073 27,916 69,641 177,308 116,436 4,472 - 14,619 4,272 3,452 - 664
TOTAL OUT-PATIENT VISITS 4,183,234 1,364,766 243,184 641,896 750,242 624,524 79,353 75,951 172,021 72,519 74,138 36,144 48,496
SURGERIES
Paying 244,629 86,108 8,654 35,004 48,749 35,120 2,806 4,580 13,041 2,712 2,752 1,986 3,117
Free walk-ins 138,446 52,555 4,400 16,214 29,473 22,064 2,163 1,192 4,132 1,442 3,596 - 1,215
Outreach 94,953 33,009 2,731 11,011 22,830 20,611 679 - 2,839 485 736 - 22
TOTAL SURGERIES 478,028 171,672 15,785 62,229 101,052 77,795 5,648 5,772 20,012 4,639 7,084 1,986 4,354

31. HOSPITAL WISE- SURGERY DETAILS

32. PATIENT VOLUMES
• Large patient volumes are critical to spreading fixed costs and
gaining bargaining leverage with equipment suppliers.
Beyond its hospitals, Aravind uses a three-pronged approach:
• community clinics
• tele-medicine centers
• eye camps
This is to increase access to:
• preventive eye-care,
• to increase awareness about surgical eye-care
• to direct willing patients to Aravind hospitals.
The community benefits by gaining access to basic eye-care at their
doorstep and the hospital is able to increase its volume of patients.

33. REVENUE MODEL

34. • As indicated previously, differential pricing is an important
feature of Aravind’s model. The full price paid by one well-
off patient funds the treatment for several poor patients.
• The quality of treatment however remains the same across
patients ensuring that complication rates match global
standards.
• The only difference is in the type of lens used and the
quality of post-surgery amenities provided.
• While a subsidised patient is provided a basic hard lens and
room on a sharing basis, patients paying the full price can
choose from an array of options.
• Cross subsidisation is only sustainable if the costs of the
hospital are low.

35. LOWERING FIXED COST
The main driver of costs for any health care system are:
• Infrastructure
• Equipment
• Salaries
It has perfected an assembly-line technique of surgery that increases this productivity by a factor of ten.
Revenues are generated from a small percentage of paying patients.
• Aravind is focused on maximizing the utilization of its infrastructure and equipment and increasing the
productivity of its workforce.
• Instead of increasing the number of surgeons to cope with the problem of unnecessary blindness, Aravind
decided to find ways to increase a surgeon’s productivity.
• It ensures that doctors are focused only on the critical tasks of diagnosis and surgery.
• It provides high-quality training and standardizing procedures to equips nurses to take care of several non-
surgical tasks.
• An of-cited example is the use of the just-in-time approach to increase the utilization of its operating
rooms.
• A typical room at Aravind has two operating tables and several other equipment to perform non-surgical
tasks.
• When a doctor is operating on one patient, the nurse performs non-surgical tasks on the other patient.
• As soon as the doctor finishes with the first patient he/she can move the surgical set up to the other
patient and start the next procedure.

36. Main Hospital Free Hospital
Independent functioning Completely free
ICCE surgery cost – Rs 500 to Rs 1000 Mostly ICCE surgeries
ECCE surgery cost – Rs 1500 to Rs 2500 ECCE if medically recommended
Expenses include surgery, stay, medicines etc Dealt with more patients
Patients guided at each step by several support
staff
Doctors and staff experienced and
compassionate
Experienced doctors and support staff Complications, if any, monitored carefully
Hassle free check ups diagnosis and surgery
People from same communities placed
together

37. • Fee for service: 35% of patient care
• Free/Subsidized service: 65% of patient care
• Separate facilities for the paying and free patients
• High Volume – High Quality eye care
• The patient chooses where to get his/her care.
• The care provided is of the same quality but the
facilities provided are different based on the
pricing.

38. Consulting fee
• Poor Patients : Rs 0 Paying Patients : Rs 50
Cataract Surgery with IOL
• Poor Patients : 0 (*250 Rs)
• Subsidized rate : RS 750
• Regular rate : Rs 3,500 - 6,000
• Phaco surgery : Rs 6,500 - 12,000
Includes cost for 3 days stay and medicine.

39. PAYING PATIENT- RATE CARD
Room/Surgery Type
(Rs.)
Surgery
Two Day
Room Rent
Medicines Total Cost
Cataract with IOL
Suite AC 5,500 2,000 700 8,200
Deluxe AC 4,500 1,200 700 6,400
A Special 4,500 600 700 5,800
A 4,000 300 700 5,000
B 3,250 200 700 4,150
C 2,750 60 700 3,510
Phaco with IOL
Suite AC 6,500 ,500 700 8,700
Deluxe AC 6,000 800 700 7,500
A Special 6,000 400 700 7,100
A 5,500 240 700 6,440
B 5,000 160 700 5,860
C 4,750 60 700 5,510
Phaco with Foldable IOL
Suite AC 9,500 ,500 700 11,700
Deluxe AC 8,500 800 700 10,000
A Special 8,500 400 700 9,600
Room/Surgery Type (Rs.) Surgery
Two Day
Room Rent
Medicines Total Cost
Phaco with Foldable IOL
A 8,500 240 700 9,440
B 8,500 160 700 9,360
C 8,500 60 700 9,260
Phaco with Acrylic 3 Piece IOL
Suite AC 12,500 1,500 700 4,700
Deluxe AC 11,500 800 700 13,000
A Special 11,500 400 700 12,600
A 11,500 240 700 12,440
B 11,500 160 700 12,360
C 11,500 60 700 12,260
Cataract without IOL
Suite AC 3,500 1,500 700 5,700
Deluxe AC 2,000 800 700 3,500
A Special 2,000 400 700 3,100
A 1,500 240 700 2,440
B 1,250 160 700 2,110
C 1,100 60 700 1,860

40. WHY TRANSPORT?
Economic
Impact for each
patient to the
hospital (In Rs)
No Transport
Other
Expens
es
Lost
Wages
Total
Patient 1
25 50 100 175
Patient
Attendant
1
25 50 100 175
Total to the
vision centre 50 100 200 350
Patient 1
20 20 50 90
Patient
Attendant
0.5
5 10 25 40
Total to the
vision centre 25 30 75 130
Rupees Saved
(Rs)
220
Roughly
50 lakhs
for 25,000
patients
Impact in service
delivery in the first 12
months of existence
No.
Per
50,000
%
Accept
ance
Ratio
No of Vision Centres
6 1
Population Covered
399,924 50,000
20% may have eye care
needs 79,985 10,000
New patients seen
23,213 2,902
29%
Patients referred for
surgery 1,686 211
7% 59%
Other Patients referred
to the Hospital 2,080 260
9% 84%
Refractive Error
prescriptions 4,931 616
21% 92%

41. THANK
YOU!