Republic of Uganda Moyo District

MOYO DISTRICT LOCAL GOVERNMENT

EREMI HC III INTEGRATED ANNUAL HEALTH WORK PLAN

FINANCIAL YEAR 2021/22

JULY 2021

1
Submitted by: (Facility In Charge) Name …………... Signature………… Date: …………

Endorsed by: (HUMC Chair) Name ……….... Signature………… Date: ………………..

Forwarded by: (DHO) Name: ……………... Signature……………... Date: ……………..

Approved by: (CAO) Name: ………………... Signature………………. Date: ………...

2
1.0 Background Information:
Introduction:
This section provides background information about Eremi HC III in terms of its
establishment, location, governance, leadership and management structure, strategic
direction, health service package, among others.

1.1 Location:
Established in 2005, Eremi HC III is found in West Moyo Constituency (Health Sub District),
Otce subcounty, Eremi parish, Palerua Village. The health facility is 23.5 km away from the
District Health Office. It is boarded in the north by Aya parish in the East by Abeso parish, in
south by Ori parish, and west by Metu Sub county.

Administratively, the Metu sub county which supervises Otce Sub county. Otce sub county
consist of the following vilages: Paleure Pamuru, Aringa East, Aringa West, Pabolo, Agugwe,
Paecua Logo. Eremi Health Center III supervises Aya HC III, Aya HC II & ORI HC II.

The Sub county chief is the technical head of the sub county, while the parish chiefs
administratively head the parishes. Politically, the LC III chairperson, LC II and LC I head
the Sub County Council, parishes and viallaegs respectively.

1.2 Strategic direction:

1.2.1 Vision:
To be the best health care center by exceeding patient expectations by provision of quality
medical services to all her population for better economic transformation and productivity.
1.2.2 Mission Statement:
To be the best provider of high-quality patient focused health care that is readily accessible,
effective and meets the needs of the community we serve.
. Goals:
 Quality- Provide health care excellence through patient centered care
 People- Sub county health care provider and employer of choice
 Finance- Transparency and evidence based proper accountability.

1.2.3 Core Values:

Our Core Values

Quality- We strive to exceed the expectations of all our customers by committing to deliver
quality and value in every aspect of our work

Team Work- We foster an atmosphere of trust, collaboration, openness and cooperation

3
 Responsibility- We accept personal accountability for the work we do

Enthusiasm- We remember that the true meaning of this value is “to be inspired “and we do

our jobs with the same spirit and commitment that first inspired us to work in health care

Innovation- W are committed to a supportive environment that encourages new ideas and

creativity.

1.3 Governance, Leadership and Management Structure:

Figure xxx: Besia HC III Organogram:

HUMC

SCO

ANO CO Lab/Tech

H/Asst

E/midwiv
E/Nurses Lab/Asst HIA
E/Midwives
S/Staff

1.4 Health service package provided:

Eremi HC III is served by 12 VHTs that mobilize & educate individuals, households and
communities for improved health, promote health, hygiene and sanitation, nutrition and child
growth monitoring, collecting data, establish model homes and communicate village alerts.
In addition, Eremi HC III supervises/provides Aya HC III, Abeso and Ori HC IIs that
provides immunization (both fixed and mobile), Antenatal Care, Health Education, Sanitation
and Disease Prevention, Screening for Health risks/diseases, Family Planning (methods such

4
as orals/DMPA), Basic first aid, Monitoring health service delivery, General outpatient
services, Emergency deliveries plus all functions of the HC I for the target population.
Eremi HC III provides minor surgery (non-operating room), Maternity services, Inpatient
services, Sanitation, Treatment of common diseases and illnesses, Static immunization point,
Minor dental treatment (mobile), SRH services (including long-term family planning
methods), Basic laboratory services plus all functions of the HC II for the target population
where it exists.

2.0 Demographic characteristics:

Table xxx: Demographic data.
Demographic variables Key Family Care Practice Number (A) Proportions (%)
1. Total population Essential Health Service 4434 A 100
2. Children below 18 years Essential Health Service 55.1% x (A) 55.1%
3. Adolescent & young people (young Essential Health Service 34.8% x (A) 34.8%
people, 10 – 24 years )
4. Orphans (below 18 years) Essential Health Service 8.04% x (A)
5. 0 – 11 months (live births) Immunization (at birth) 4.85% x (A)
6. 0 - 11 months (surviving infants) Immunization (from 6 weeks) 4.3% x (A)
7. 6 – 11 months Vitamin A (100,000 I.U) 1.93% x (A)
8. 0 – 59 months Polio Campaign 20.5% x (A)
9. 6 – 59 months Vitamin A (200,000 I.U) 18.13% x (A)
Measles campaign
10. Children below 5 years IMCI 17.7 x (A)
11. 12 – 59 months Vitamin A (200,000 I.U) 16.2% x (A)
Deworming
12. – 14 Years Deworming 41.7% x (A)
13. Girls 10 Years Immunization (HPV) 1.5% x (A)
14. Women of Reproductive Age - Immunization (Td) 20.2% x (A)
(WRA) (15 – 49 years) - Post Natal Care
15. Non Pregnant Women Family Planning 18% x (A)
Immunization (Td)
16. Expected pregnancy - Immunization (Td) 5% x (A)
- Antenatal Care
- Institutional deliveries
17. Expected TB cases

5
3.0 SITUATION ANALYSIS:
3.1 Burden of Diseases:
The top 10 diseases and their contribution to morbidity and mortality in Besia HC III by age
categories and gender are listed below. The information was extracted from the HMIS
database of FY 2020/21.
Table xxx: Top ten causes of morbidity for all age groups during previous FY 2020/21
S/N Disease Male Female Number (%)
1
2
3
4
5
6
7
8
9
10
Total

Table xxx: Top ten causes of morbidity for under-fives during previous FY 2020/21
S/N Disease Male Female Number (%)
1
2
3
4
5
6
7
8
9
10
Total

6
Table xxx: Top ten causes of morbidity for adults during previous FY 2020/21
S/N Disease Male Female Number (%)
1
2
3
4
5
6
7
8
9
10
Total

Table xxx: Top ten causes of mortality for all age groups during previous FY 2020/21
S/N
1
2
3
4
5
6
7
8
9
10
Total

Table xxx: Top ten causes of mortality for under-fives during previous FY 2020/21.
S/N Disease Male Female Number (%)
1
2
3
4
5

7
6
7
8
9
10
Total

Table xxx: Top ten causes of mortality for adults during previous FY 2020/21
S/N Disease Male Female Number (%)
1
2
3
4
5
6
7
8
9
10
Total

8
3.2 Performance Against Key Health Sub Program Indicators in 2020/21 FY:

S/# Indicator Target Achievement Comment

1. 0 Maternal, Newborn, Child & Adolescent Health:
1.1 Contraceptive uptake rate 45%
1.2 1st ANC coverage within 1st trimester 45%
1.3 % pregnant women received obstetric-ultra 50%
sound scan during any ANC visit
1.4 IPT3 coverage 95%
1.5 4th ANC coverage 60%
1.6 8th ANC coverage 50%
1.7 % institutional delivery 65%
1.8 % babies born with birth asphyxia 5%
1.9 % live babies successfully resuscitated 100%
1.10 % initiated on breastfeeding within the 1st hour 100%
after delivery
1.11 # macerated still birth 0
1.12 # fresh still birth 0
1.13 # early neonatal death 0
1.14 # maternal death 0
1.15 6 day postnatal attendance coverage 60%
1.16 6 week postnatal attendance coverage 60%
1.17 % mothers screened for cancer of the cervix in 60%
PNC
EPI
1.18 OPV 3 coverage 95%
1.19 DPT 3 coverage 95%
1.20 PCV 3 coverage 95%
1.21 Measles coverage 95%
1.22 HPV 2 coverage 95%
2.0 AIDS Control:
2.1 % pregnant women tested for HIV in 1st ANC 95%
2.2 % pregnant women who re-tested later in 95%
pregnancy
2.3 % pregnant women given self-testing kits for 45%
their male partners
2.4 % pregnant HIV+ women initiated on ART 95%
2.5 HIV+ baseline CD4 testing rate 100%
2.6 % general HIV+ clients initiated on ART 95%
2.7 3 months retention rate for all PLHIV in care 95%
9
S/# Indicator Target Achievement Comment
2.8 6 months retention rate for all PLHIV in care 95%
2.9 12 months retention rate for all PLHIV in care 95%
2.10 % PLHIV screened for TB 95%
2.11 Viral load coverage 95%
2.12 Viral load suppression rate 95%
2.13 % HIV Exposed infants given ARVs 100%
prophylaxis
2.13 1st PCR uptake rate within 4 – 6 weeks 100%
2.14 2nd PCR uptake rate at 9 months 100%
2.15 3rd PCR uptake rate 6 weeks after cessation BF 100%
2.16 Rapid testing rate at 18 month 100%
2.17 eMTCT transmission rate < 5%
3.0 TB Control:
3.1 Case notification rate 234/10
0,000
3.2 Case detection rate 95%
3.3 Treatment success rate 95%
3.4 Cure rate 95%
4.0 Malaria Control:
4.1 Testing rate 95%
4.2 Positivity rate < 40%
4.3 % patient confirm with laboratory 100%
4.4 Cases per 1,000 person per year 198
4.5 % 1st ANC that received LLIN 100%
5.0 Nutrition:
5.1 Under 5 screened with MUAC 90%
5.2 Iron Folic Acid (IFA) supplementation rates 95%
among pregnant women
5.3 Under five Vit A 2nd dose coverage 66%
5.4 Deworming 2nd dose coverage 66%
5.5 Defaulter rate 15%
5.6 Death rate < 5%
5.7 % pregnant women tested for Anaemia using 75%
Hb Test at ANC 1st Contact
5.8 % of pregnant women dewormed or receiving 100%
mebendazole
5.9 Cure rate 75%
6.0 WASH & Health Promotion
6.1 Latrine coverage 95%
6.2 Hand Washing with soap and water 70%
6.3 VHT reporting rate 75%
7.0 EMHS
7.1 Stock out rate of the six tracer medicines 75%
(ACT, DMPA, CTX, SP, ORS/Zn, Measles

10
 S/# Indicator Target Achievement Comment
vaccines)

3.3 Status of health infrastructure:

In depth understanding of the existing health infrastructure is critical in planning for health
services. The table xxx below shows all the basic infrastructure requirements and status in
Besia HC III.

Table xxx: Health Infrastructure Status:

Level Basic Infrastructure Requirements Comment on Status, Adequacy
Besia HC III A. Medical
Outpatient Department Block
Maternity Ward (4 Beds)
General Ward (4 Children Beds, 4 Female
Beds and 2 Males Beds)
Medical Waste (latrine, placenta pit,
incinerator…)
Lighting system (National grid, Solar
panels, batteries and inverters)
Water and Sewerage (tap water within
compound, hand pump bore hole within
compound, piped water running within
building)
B. Staff
Housing Units (10)

3.4 Transport Equipment:

Table xxxx below summaries vehicle/motorcycle/bicycle availability, indicating their
condition in Besia HC III.
Table xxx: Status of vehicle/motorcycle/bicycle:
Facility Level Type of vehicle/motorcycle/bicycle Status (Good or Poor)

Besia HC III Eremi HC III: M/C Yamaha AG - UG 5717 M Good

3.5 Capacity building:

Table xxx below shows the in-service training for health care workers in Besia HC III by
position, training type, duration, venue, period of the training and funding implementing
partner.
Table xxx: Monitoring staff on in-service training

11
 Person Position Training Duration Venue Period of Implementin
Training g Partner
Kojoki Enrolled Maternal Infant 5 days Catholic 3rd – 7th AVSI
Maureen Midwife Young Child Centre May 2021
Adolescent Cafeteria,
Nutrition Arua City
(MIYCAN)
Basic 5 Days UNICEF
Emergency
Obstetric and
Essential
Newborn Care
(BEmONC)

3.6 Partner mapping:

In this section, we provided information on health implementing partners by name, key
intervention area and coverage, implementation arrangement (budget support or technical
assistance or kind) and estimated budget to Besia HC III.
Table xxx: Implementing partners and respective interventions
Name of Intervention area Coverage Implementation mode Estimated
partner (tick all applicable) annual
Direct Technica In kind budget
fundin l (in ‘000s)
g assistanc
e
UNICEF MNCH, HIV/AIDS, Nutrition and   
WASH
IDI Comprehensive HIV/AIDS   
UNHCR Infrastructure and coordination   
UNFPA Sexual Reproductive Health   
GLOBAL HIV, TB and Malaria 
FUND
AVSI RMNCH, Nutrition and   
HIV/AIDS
TBS/VON Communication for Health 
MAHA Care and support for PLHIV 
JHPIEGO Sexual Reproductive Health 

12
The Carter Onchocerciasis/River blindness  
Centre Elimination
MSU Sexual Reproductive Health 
BRAC TB  
AFOD Adolescent Sexual Reproductive  
Health
Save the Adolescent Sexual Reproductive  
Children Health
GAVI Immunization MTC   500,000

3.7 Partnership and collaboration:

Health status within the catchment area of Besia HC III is determined by a number of factors,
some of which lie outside the health sub program. To this end, we conducted an analysis on
the key determinants of health contributed to by other sub programs or program for purposes
of arriving at the health sub program contribution to the respective interventions that have
been included in the work plan or inform the resource allocation in other Sub Programs. For
example, safe water coverage and education sub programs contribute significantly to-Health
Promotion, Disease Prevention and Community Health Initiatives.

13
3.8 Health work force:
Human resource is a key factor in health service delivery at Besia HC III. The table xxx below summaries health work force staffing, positions
filled and vacant including annual budgets in post and vacant.
Table xxx: Status of health work force
S/# Position

Approved

Filled

Vacant

Salary Scale

Name

Sex

Date of birth

Computer

Basic Salary

Incremental

1st

Last

Status

Qualification

Remarks
number

No.

date

Appointment

Appointment
1 Senior Clinical
Officer

2 Clinical Officer

3 Assistant Nursing
Officer (Nursing)

4 Enrolled Midwife

5 Enrolled Nurse

6 Health Assistant

7 Health
Information Asst.

8 Nursing Assistant

9 Lab Assistant

10 Lab Technician

12 Watchman

13 Porter

14
3.9 Strength Weaknesses Opportunities and Threats (SWOT) Analysis:

Strengths (Positive, internal, what are we Weakness (Negative, internal, what we are
doing well? What are our advantages?) doing poorly? What can we improve? What
should we avoid? )

Opportunities (External, Where are the Threat (External, What obstacles do we

favourable opportunities?, What are the face? could any of our weaknesses threaten
positive trends?, Where can we do the our plans?, What are our stakeholders
difference?) doing?)

15
4.0 Bottleneck Analysis:
4.1 Analysis of the root causes of under performances:
In this section, all performance indicators which are performing sub optimally i.e. below set
target were analyzed further using Bottle Neck Analysis (BNA) model. In Besia HC III, we
constituted a team around the table with the right knowledge and expertise on the subject
matter to establish and determine the real cause which led to the under-performance.
E.g….
Low Bottleneck Why 1 Why 2 Why 3 Management
performing
identified Immediate Underlying Structured Weaknesses
Indicator
causes causes causes

6 day PNC Lack of Nurses not Absenteeism of Lack of Inadequate

visit availability of trained to do midwives supervision of finances
midwives (%) them midwives

Poor attitudes Lack of Lack of

of midwives motivation support from
district
leaders

1st ANC with Low effective Ignorance of Too much Lack of health Inadequate
1st trimester coverage (%) mothers workload of education staffing
mothers

4.2 Identification of solutions and prioritization

Following the root causes, we came up with following solutions and priority activities per
performance indicators area:
4.2.1 Antenatal Care:
…………………
………………………
…………………
………………………
…………………
4.2.2 Institutional Deliveries:
…………………
………………………
…………………

16
4.2.3 Immunization:
………………………
…………………
…………………
4.2.4 Nutrition:
………………………
…………………
………………………
…………………
4.2.5 HIV and AIDS:
………………………
…………………
………………………
4.2.6 TB:
………………………
…………………
………………………
4.2.7 WASH:
………………………
…………………
………………………

17
4.3 Planning for an intervention:
4.3.2 Objectives:
E.g….
1. To increase PCV3 coverage from 52% to 75% by June 2022.

18
 5.0 BESIA HC III FY 2021/22 DETAILED WORK PLAN:
S/# Activity Measurable Target Frequency Expected Means of Responsibility Annual Quarterly
Indicator Results Verification Budget Budget

Objective 1: To increase PCV3 coverage from 52% to 75% by June 2022.

1.1 Conduct immunization # children Infants 5*12 100% Tally Sheets EPI FP 1,296,000= 324,000=
outreaches immunized immunized HMIS 105
1.2 Conduct home visits to # children Infants 4*12 100% Tally Sheets MCH FP
trace defaulters of immunized immunized
immunization
1.3 Conduct school health # schools School 6*3 100% Report MCH FP 612,000= 153,000=
visits visited children schools School
reached visitors
with Book signed
services
1.4 Conduct CB DOTS visits # TB TB 1*12 100% Payment HA/FP ART 408,000= 102,000=
patients patients supervised voucher clinic
visited
2.0 Reporting:
2.1 Submit accurate & timely Timeliness (LAB 1*6 No stock Order forms Health Unit 324,000= 81,000=
pull orders & reports to the of orders supplies, outs submitted Manager
district stores assistant submitted ARVS,
TB, HIV
test kit…)
2.2 Submit complete & timely Timeliness HMIS 1*12 complete & HMIS reports Health Unit 324000= 81,000=
HMIS reports of reports 101, 102e, timely Manager/HIA
submitted 105, 108, reports
106a, 107.
2.0 Mobilization:
2.1 Motivate VHTs to conduct # of VHTs VHTs 2*12 # VHT Attendance HA/HF 640,000 160,000=
community mobilizations motivated motivated sheets Manager
Payment
voucher
19
S/# Activity Measurable Target Frequency Expected Means of Responsibility Annual Quarterly
Indicator Results Verification Budget Budget

3.0 Support Supervision:

3.1 Conduct management/ # HC II 12 # HC IIs Report Health Unit 1,296,000= 324,000=
HMIS/clinical support supervisions supervised Visitors book Manager
supervisions conducted signed
3.2 Conduct RMNCAH # HC II 4 # HC IIs Report Health Unit 216,000= 54,000=
support supervision supervisions supervised Manager
conducted
4.0 Meetings:
4.1 Conduct health unit staff # of staff 12 12 staff -Attendance Health Unit 200,000= 50,000=
performance improvement meetings meetings sheets Manager
meetings conducted conducted -Minutes of
meetings
4.2 Conduct HUMC meeting # of HUMC 4 4 HUMC -Attendance Health Unit 360,000= 90,000=
meetings members meetings sheets Manager
conducted conducted -Minutes of
meetings
4.3 Attend and participate in # of Health 4 4 HSD Payment Health Unit 144,000= 36,000=
HSD meetings meetings Unit meetings vouchers. Manager
attended Manager attended
4.4 Conduct Quality No. staff 4 4QI Refreshment HF manager 160,000= 40,000=
Improvement meetings Meetings meetings soda receipts
conducted attended
4.5 Reward the best 6 staff at ONCE HF manager 120,000= 30,000=
PHCIII
5.0 Secretarial services:
5.1 Purchase stationary, print & # purchased Reports 4 4 reports Headed Health Unit 1,400,000= 350,000=
photocopy forms & reports and pages submitted receipts Manager
printed &
photocopied
6.0 Bank:
6.1 Request for bank # times PHC Non 4 4 bank Bank Health Unit 144,000= 36,000=
statements/charge Wage statement statement Manager
20
S/# Activity Measurable Target Frequency Expected Means of Responsibility Annual Quarterly
Indicator Results Verification Budget Budget

funds print outs

7.0 Coordination:
7.1 Communication Airtime MTN/ 4 4 quarterly Headed Health Unit 80,000= 20,000=
cards CELTEL airtime receipts Manager
bought
8.0 Utility & property expenses:
8.1 Conduct minor repairs & Type of Buildings, 4 4 quarterly Headed Health Unit 800,000= 200,000=
fittings repairs & equipment repairs & receipts Manager
fittings , linen & fittings
transport
9.0 Infection prevention control supplies:
9.1 Purchase detergents Quantity Soap, 4 IPCl Headed Health Unit 800,000= 200,000=
&disinfectant Omo, supplies receipts Manager
brushes, procured
moppers
10.0 Travel & Transport:
10.1 Public transport Frequency Reason 12 12 monthly Payment Health Unit 400,000= 100,000=
of travels for travel travels voucher Manager
11.0 Fuel:
-Purchase charcoal, Quantity of Type of 4 4 quarterly -Headed Health Unit 860,000= 25,000=
-petrol & fuel fuel receipts Manager 30,000=
-paraffin purchased -Stamped 160,000=
agreement 215,000=
letters
12.0 Maintenance:
-Conduct motorcycle Frequency Type of 4 12 monthly -Headed Health Unit 800,000= 200,000=
maintenance/repairs of maintenan receipts Manager 72,000=
-Engine oil maintenance ce -Stamped
agreement 272,000=
letter
GRAND TOTAL 11,384,000= 3,552,000=

21
6.0 BESIA HCIII FY 2021/22 DETAILED BUDGET:

No. Activity Timing

Unit of No. of No. of No. of
measure Units Unit cost days times Amount
Q1 Q2 Q3 Q4
1.1 Objective 1:
1. Conduct community immunization x x x x Persons 03 27,000 3 4 200,000=
2. Conduct school health program x x x x Persons 03 17,000 3 3 305,000=
3. Conduct CB-DOTS visits in community Persons 02 17,000 3 3 150,000=
4. HIV/EMTCT/EID client follow up x x x x persons 04 37,500 3 3 150,000=
5. RMNCAH follow up x x x x persons 02 17,000 2 2 34,000=
Sub Total: 726,500=
1.2 Reporting
1.To submit accurate & timely report Persons SDA & 17,000 3 3 41,000=
To DHOs office- Transport 10,000 3 3 10,000=
2.submit accurate +timely drug order at DHO Person SDA & 17,000 3 3 41,000=
office Transport 10,000 3 3 10,000=
Sub total 102,000=
1.3 Mobilization
1. Facilitate VHTs Person 08 20,000 1 1 90,000=
2. Provide staff incentives (RBF 25% of Quarterly All staff 1,790,000=
release)
Sub total 1,880,000=
1.4 Supervision and monitoring
1. Daily internal support supervision Person 04 5,000 3 3 60,000=
2. Quarterly H CII level support supervision visit Persons 04 27,000 3 3 220,000=
to:
- xxx HC II
- xxx HC II
- xxx HCII
Sub total 280,000=
1.5 Management and administration

22
No. Activity Timing Unit of No. of No. of
measure No. of Unit cost days times Amount
Q1 Q2 Q3 Q4 Units
- Safari Day Allowance person 02 50,000 5 5 250,000=
- Fuel petrol Ltres 30 5,000 150,000=
- Staff welfare (break tea sugar)
- Tea leaves 00
Sub total 150,000=
1.6 Travel & transport
1.Use of public means for official duties L/S 100,000=
Sub total 100,000=
1.7 Meetings
Performance review meetings
HUMC meetings Persons 15 15,000 1 1 300,000=
QI meetings Persons 3 20000 1 1 60,000=
General staff meetings
MPDSR meetings 40,000=
VHT-facility coordination meetings
Sub total 580,000=
1.8 Secretarial services
- purchase of stationary
- printing & type setting
- photocopying report forms
- ball pens
- marker pens
- masking tape
- calculator L/S 100,000=
- 30cm rulers
- Flip charts
- Punching machines
- Stapler machine
- Stapling pins
- Cartage ink
Sub Total 100,000=
1.9 Coordination & communication
23
No. Activity Timing Unit of No. of No. of
measure No. of Unit cost days times Amount
Q1 Q2 Q3 Q4 Units
1.Air time (for 2 Askaris,2 H/u Heads) L/S 90,000=
Sub total
90,000=

1.10 Utility & property expenses

1.minor repairs/fittings/locks/furniture repair L/S 100,000=
2.Gap filling in OPD block floor L/S 100,000=
3.Welding of 3Door Hinges in staff Qtrs. L/S 150,000=
Sub total 350,000=
1.11 Infection prevention & control supplies

- Omo L/S 160,000=

- brushes
- brooms
- mooppers
- Racks
- Jik
- Cobweb removers
- Match boxes
- wheel burrow
Sub total 160,000=
1.12 Fuel, Charcoal, Paraffin L/S 20 3000 30,000=
Litres 60,000=

Sub total 90,000=

1.12 Maintenance of equipment
1.motor cycle repair L/S 200,000=
2.engine oil
Sub total 200,000=
1.13 Bank charges
1.statements 00

24
No. Activity Timing Unit of No. of No. of
measure No. of Unit cost days times Amount
Q1 Q2 Q3 Q4 Units
2.monthly charges Ugx 25,000 3 3 3 86,190=
Subtotal 86,190=
Sub total 885,000=

1.15 Development projects

Replacement of solar batteries, invertors, panels
Construction of outpatient block
Renovation of outpatient block
Construction of staff house
Construction placenta pit

1.15 Essential Commodities and Medicines supply L/S 5,801,000=

GRAND TOTAL 12,376,190=

25
7.0 Total Income and Expenditure Financial Projection
Table xxx: Financial Revenues & Expenditure Projection
Revenues Past Year Projected Projected
Revenues (FY Revenues Expenditure
2019/20) (FY2020/21) (FY2020/21)
User fee charges 0 0 0
PHC NWR funds 6,000,000 6,960,000 6,960,000
Salaries from government & other sources 147,774,852 147,774,852 147,774,852
RBF subsidies from fund holder 0 18,916,800 18,916,800
Contribution from other sources ...
Credit line 8,412,218 8,633,388 8,633,388
UNICEF 0 60,000 60,000
GAVI 0
Cash 0 0 0
Bank balance at the end of last year 0 531,772 0
31/12/2020
TOTAL 162,187,070 182,876,762 182,345,040

26