AN APPRAISAL OF BUSINESS POLICY MODELS IN THE MANAGEMENT OF MISSION HOSPITALS IN THE SOUTH EAST NIGERIA

ABSTRACT

The study on the appraisal of Business policy models in the management of mission hospitals in the South East was motivated by the need to proffer possible strategies and solutions by the use of open system and stakeholders’ business policy models in the management of mission hospitals in the South East Nigeria. The study was guided by six key objectives from which appropriate research questions and  hypotheses were  formulated. The study adopted survey design. The research instruments were questionnaire and oral interviews. The population of the study was 6000 staff of the 27 selected mission hospitals drawn from 57 registered mission hospitals in the five states comprising: Abia, Anambra, Ebonyi, Enugu, and Imo States of South East Nigeria. A sample size of 375 was determined from the population using Taro Yamane’s formula while Purposive sampling technique was used in selection of the mission hospitals.  Cronbach Alpha was used in testing the validity and the reliability of the research instrument. The result was 0.98 indicating a high degree of relationship. The hypotheses were tested using parametric and non parametric statistical techniques which included: Friedman Chi-square (X2), ANOVA (one-way) and Z-test. Findings reveal that the quality of service to patients in the mission hospitals to a large extent is contingent on having appropriate equipment, competent doctors and availability of drugs as contained in the open business policy model.  Stakeholders’ business policy model to a large  extent  also  contributed to  sustainability  of  operation  in  the  management  of  mission hospitals. The study also indicated that open system business policy model to a large extent promoted competitiveness in the management of mission hospitals. There was a significant relationship  between open  business  policy  model and  human  resource  management  in  the mission hospitals. Environmental turbulence and uncertainties such as ‘government policies on taxations and importation’ constituted the greatest challenges to the adoption of business policy models in mission hospitals. Stakeholders’ business policy model also impacted positively on the supply chain management through drug availability, quality drugs and good treatment in mission hospitals. Based on the results of the study, the following recommendations were made: hospitals Organizations should work toward greater relationship management institutionalize sustainability factors that can boost the confidence of staff, restructure the rules of management by adopting new strategies that encourages interactions and interdependence between the hospital and its environments. Hospital management should undertake continuous service innovation of activities and put in place in all the hospitals, boundary spanners who are expected to keep management informed about the environmental changes which could affect business policy adoption.  Private public partnership in the healthcare institutions should be fostered in the mission hospitals. The study concludes that adopting open system and stakeholders’ business policy models are vital and important for high performance management of the mission hospitals. With appropriate implementation of  business policy as was identified in this work the following outcomes will be inevitable: service quality will be assured, sustainability of operation will be improved, competitive advantage will be maximized, human resource management will be stable, effective and efficient, supply chain management will be optimized and environmental challenges will be predicted, adapted to and managed.

CHAPTER ONE

INTRODUCTION

1.1      BACKGROUND OF THE STUDY

Business is an organized approach to providing customers with the goods and services they want. The word business also refers to an organization that provides these goods and services. Most

businesses seek to make profit, where revenues exceed the costs of operating the business. However, some businesses seek to earn enough to cover their operating costs. These businesses are commonly called nonprofit organizations; they are primarily nongovernmental service providers. Examples of nonprofit businesses are social service agencies, foundations, advocacy groups, and mission hospitals (Redmond, 2009).

Every business organization is guided by laid-down rules, norms, principles, procedures and policies. Any business without policy operates in a vacuum and lacks direction.  Such a business is difficult to assess and in most cases cannot achieve its objectives. Policy is therefore a guide for making decisions (Massie, 1992). The above explanation notwithstanding, policy can also be defined from two perspectives: as a definite goal, course or method of action to guide and determine present and future decisions, or as a set of rules to administer, manage and control access to network resources (Johnson, 2003).

Business policies are the guidelines developed by an organization to govern its actions. They define the  limits within which decisions must  be  made and  also  deals with acquisition of resources with which organizational goals can be achieved (Hanson, Goodman and Mill, 2008). Business policy as regards hospital management provides the guidelines for mobilizing and deploying    resources for the efficient provision of effective health services (Olumide, 1997). This involves planning, organizing, controlling and directing/leading.

There are basically two business policies approaches, most organizations adopt in their effort towards realizing their organizational objectives. Some run their organization from a closed system perspective.  Traditional theories regarded organizations as closed systems—autonomous and isolated from the outside world. An organization was thus considered as system of managers, employees and resources and the role of external factors were underplayed (Bola, 2011).  In the

1960s, these mechanistic organization theories, such as scientific management, were spurned in favour of more holistic and humanistic ideologies. Recognizing that traditional theory had failed to take into account many environmental influences that affected the efficiency of organizations, most theorists and researchers embraced an open-systems view of organizations (Bola, 2011).

The term “open systems” reflected the new found belief that all organizations are unique and should therefore be structured to accommodate unique problems and opportunities. For example, research during the 1960s showed that traditional bureaucratic organizations generally failed to succeed in environments where technologies or markets were rapidly changing. They also failed to realize the importance of regional cultural influences in motivating workers (Kahn, 2010).

An open business policy model in hospital management stipulates the guideline that governs the hospital’s  interaction with  its  environment. A  hospital cannot  shut  itself  from its  patients, suppliers, competitors, political cum cultural and religious environment.   Many subsystems within the hospital as the laboratory department, nursing department, pharmaceutical department etc  need  to  be  highly  controlled  and  predicted,  possessing  a  considerable  degree  of  self regulation. However a truly open system needs to be able to cope with controllable and unexpected inputs and deal with these in predictable and contingent ways (Katz, 2004).

Open business policy is also linked with stakeholder’s business policy model as input, through put, and output sources of the organization. A corporate stakeholder is a party that can affect or be affected by the actions of the business as a whole. The stakeholder concept was first used in a 1963 internal memorandum at the Stanford Research institute. It defined stakeholders as those groups without whose support the organization would cease to exist (Freeman, 2004). A  Stakeholder  Approach,  tries to  build  a framework that  is responsive  to  the  concerns  of  managers  who  are being confronted with unprecedented levels of environmental turbulence and change. Freeman (1984) argues that “gone are the good old days of worrying only about taking products and services to market, and gone is the usefulness of management theories which concentrate on efficiency and effectiveness within this product-market framework”.

The persistently low quality and inadequacy of health services provided in public facilities has made the private sector an unavoidable choice for consumers of health care in Nigeria.   The problems with government owned hospitals start with the attitude of doctors and nurses who usually are egoistic (Tate and Taylor, 1983).   It is so terrible to see patients or their family members exchange words with nurses in public hospitals.  Hardly, would you walk into any of these hospitals and not find nurses quarreling with either patients or visitors. The attitude of

nurses at the various National Teaching and Orthopedic hospitals simply tells you that it is your fault for bringing your accident victim to them and that the authority lies with them on whether to receive your victim or have him/her rejected by referring him/her to other hospitals. Patients are simply treated like the rejected in the society.   It is for this reason that Nigerians regard government hospitals as mortuaries, forbidding going anywhere near these hospitals, a situation which sees chemists and pharmaceutical outlets being patronized more than our public hospitals (Olumide, 1997).

The current state of the Nigerian health system is quite worrisome; our health indicators and statistics are abyssal. The nation is yet to make any significant improvement in the area of maternal and child health, life expectancy of our men and women falls below 50 years; and doctor to population ratio is 3 per 10,000.  The scourge of malaria, tuberculosis and acquired immune deficiency syndrome (AIDS) is not abating. Access to safe, clean water in our cities and villages is to say the least poor. Top on this, is the man-made carnage from road traffic accidents which kills many people at the prime of their lives (Osemwota, 2001).

It is no  longer a secret that Nigeria is at  a significant risk of not meeting the Millennium Development Goals (MDGs) number four (4) and five (5) which call for reduction in mortality rate by  two-third, by the year  2015,of children under the age of five and  by three-quarter  in

2015,of the maternal mortality ratio, respectively. In fact, meeting the overall target of the MDGs in 2015 is still a mirage. Statistics has proved that every day in Nigeria; about 720 babies die (around 30 every hour).  This is the highest number of new born death in Africa and the second highest in the world (Chukwu, 2011).

The erosion of confidence in the public  health system, arising from mismanagement, poor development and implementation of business policies, had contributed to the growth of the private sector in general, and the rise in the informal private sector as a source of treatment in particular (Hanson, Goodman, Meek and Mills, 2008). Patients often resort to the unregulated private  healthcare  providers,  where  treatment  may  be  inappropriate  but  at  lower  cost (Onwujekwe, 2005).

It is against this background that many Christian churches in the south-east Nigeria sought to address these challenges in the public health sector.   The church is concerned about the physical health of man as she is about the soul.  For man to be saved means that man is fully alive, in his totality, body and soul.   Therefore, as the continuation of the saving and healing ministry of Jesus and as an active response to Jesus’ own mission: that the blind see, the lame walk, those suffering from sickness are healed (Mt. 11:4 – 5). Mission hospitals seek to bring consolation and hope to the sick, to give a new meaning to the suffering, while invoking the mercy of Jesus; the comforter and healer per excellence. The church has remained a leading stakeholder in the health sector in Nigeria. Mission hospitals provide well over 40% of the country total health services. Available statistics indicate that, there are about  320 mission hospitals in Nigeria (Chukwu, 2011).

In Anambra state alone, there are about 37 Catholic hospitals, maternity homes and primary health centers, spread across urban towns and rural communities of the state caring for the sick and giving comfort to the dying (Omutah, 2006). These hospitals were established to recognize the value of every person and are guided by their commitment to excellence and leadership. They are generally established on the following objectives: Providing exemplary physical, emotional and spiritual care for each patient and their families, balancing the continued commitment to the care of the poor and those mostly in need with the provision of highly specialized services to a broader community, building a work environment where each person’s value is respected and has opportunity for personal and professional growth and advancing excellence in health services education. That these aforementioned results are not realized in most of the mission hospital has giving impetus to this study.

1.2 STATEMENT OF PROBLEM

There is a growing concern about the poor management of health institutions by both private and public health care providers in Nigeria. The quality of services provided in these hospitals is so poor that most Nigerians who have the means prefer to be treated abroad and many other poor Nigerians resign to their fate. The Mission hospitals established generally to cover the shortfall or inadequacies in public health care sector are not able to perform to optimum level expected of them.

Experience has proved that this gap in performance is basically a management problem. This is sequel to the kind of business policy models that are operative in such health care institutions. Some of these mission hospitals adopt policies that do not improve all round interaction between the employees, management, government and other stakeholders. Some others adopt models that do  not  promote team spirit,  thereby not  taking  into  cognizance  that  hospital  is  composite organization made up different professionals from different fields. While other policy models are highly bureaucratic and do not involve workers or employees participation, nor do they empower the employees to take their initiative concerning some minor issues. In such health facilities, there exist gap in communication between the management and the employees. Communication only flows from top to bottom and never from bottom to top thus discouraging a two-way channel of communication both vertically and horizontally. Gap in communication often breeds misconceptions, distrust, rumours and low staff morale that can in turn lead to labour unrest and low work output.

The excessive rigidity by top management, often lead to bureaucratic bottleneck. For example, there are delays before supplies (drugs, x-ray materials, laboratory reagents, etc) are provided because requisition passes series of authorities for approval. Patients spend long period of time in the Out Patient Department before they can collect their drugs. Even patients who were brought in under emergency situation are often kept on wheel chairs and stretchers for hours due to routines that are fragmented and performed without element of flexibility. This often leads to patients’ prolonged suffering. Thus, the study focuses on an appraisal of business policy models in the management of mission hospitals in the South East Nigeria.

1.3 OBJECTIVES OF THE STUDY

The study has the main thrust of critically evaluating business policy models in the management of mission hospitals with a view to achieving the following specific objectives:

1.         To ascertain the extent to which the quality of service to patients in the mission hospitals is contingent on having appropriate open system business policy model.

2.         To determine the extent to which stakeholder business policy model can improve the sustainability of operations in the management of mission hospitals.

3.         To examine the extent to which open system business policy model can promote competitiveness in the management of mission hospitals.

4.         To examine the relationship between open system business policy model and the management of human resources in the mission hospitals.

5.         To  determine  the  greatest  challenge  of  adopting  business  policy  models  in mission hospitals.

6.         To examine the influence of stakeholder business policy model on the supply chain management of mission hospitals.

1.4 RESEARCH QUESTIONS

Given the objectives of the study, the following research questions guides the conduct of the study:

1.         To  what  extent  is the quality of service to  patients in the  mission hospitals contingent on having appropriate open system business policy model?

2.         To what extent can stakeholder business policy model improve the sustainability of operations in the management of mission hospitals?

3.         To what extent can open system business policy model promote competitiveness in the management of mission hospitals?

4.         What is the relationship between open system business policy model and the role of human resources management in mission hospitals?

5.         What is the greatest challenge of adopting business policy models in mission hospitals?

6.         How  does  stakeholder  business  policy  model  influence  the  supply  chain management of mission hospitals?

1.5 RESEARCH HYPOTHESES

The following research hypotheses served as aids in finding answers to the research questions and in fulfilling the objectives of the study.

1, Ho: The quality of service to patients in the mission hospitals is not significantly contingent on having appropriate open business policy model.

H1:  The quality of service to patients in the mission hospitals is significantly contingent on having appropriate open business policy model.

2, Ho: Stakeholders business policy model cannot significantly improve the sustainability of operations in the management of mission hospitals.

H1:   Stakeholders  business  policy  model  can  significantly  improve  the  sustainability  of operations in the management of mission hospitals.

3, Ho: Open system business policy model does not significantly promotes competitiveness in the management of mission hospitals.

H1:   Open  system  business  policy  model  significantly  promotes  competitiveness  in  the management of mission hospitals.

4, Ho:  There is no significant relationship between open business policy models and human resource management in the mission hospitals.

H1: There is significant relationship between open business policy models and human resource management in the mission hospitals.

5, Ho:  Environmental turbulence and uncertainties do not significant constitute challenge to the adoption of business policy models in mission hospitals.

H1 Environmental turbulence and uncertainties significant constitute challenge to the adoption of business policy models in mission hospitals.

6, Ho:      Stakeholders’ business policy model does not impact positively on the supply chain management of mission hospitals.

H1: Stakeholders’ business policy model does  impact positively on the supply chain management of mission hospitals.

1.6 SIGNIFICANCE OF THE STUDY

This study will be of immense significance to the stakeholders in the health sector such as the proprietors (legal owners), the government, the (patients), the workers, and scholars.

Proprietors (Legal Owners): Through the results of this study they will come to realize that for there to be effectiveness and efficiency in the running of these mission health care facilities, they are expected to be more actively involved in the formulation, implementation and execution of business policy models.

The Government: The findings of this study will  assist government at all levels in the area of formulating  policies  that will create an enabling environment for the country’s health sector, and also the study will lead the government into thinking of public- private partnership in the health sector.

The Hospital Employees: The outcome of this work will bring about synergism among the different department of the hospital, thus increasing team spirit in the work place.

The patients: The findings of this study will be of high benefit to the patients since the reason for the evaluation of the business policy models is to bring about improved quality of service to the patients.

The Scholar: The study will serve as reference point to any future researcher and in addition add credence to existing literature.

1.7 SCOPE OF THE STUDY

The study concentrates on evaluation of business policy models in the management of mission hospitals in the South East Nigeria. Open system and stakeholders business policies were used in evaluating  the  quality  of  service,  sustainability  of  operations,  competiveness,  the  human resource, the supply chain and the challenges of adopting these models in the management of mission  hospitals.  Twenty –seven (27)  mission  hospitals  in  the  southeast  of Nigeria  were selected for the study. The study recognizes the cultural and religious similarities in this region hence whatever applies to the mission hospitals in these two states will to large extent be applicable to the other states within the geo-political zone (Eze, 2000) .The study was therefore limited to Five (5) hospitals in Enugu, twenty (20) hospitals in Anambra, one (1) hospital in Imo state and One (1) hospital in Abia state.

The study was carried out within the period of three years from 2008-2011.

1.8 LIMITATIONS OF THE STUDY

In the process of conducting the research, the researcher was impeded by some constraints such as:

Finance- This was a major constraint as sourcing for some vital information from some mission hospitals requires a lot of money. The researcher has not got enough money to carry out an in- depth study.

Time Constraints– It was the original intention of the researcher to do a study of the mission hospitals in the whole states of the Southern Nigeria but  time constraint constituted a big challenge that necessitated the restriction of the study to South East geopolitical zone of Nigeria. Hence some of the places where data and relevant information could have been obtained were not visited.

Attitude of the Respondents – privacy of information and attitude of respondents were also big constraints. Most of the hospitals staff and management members were reluctant at releasing the required information as a result of prejudiced opinion conceived about the study.

1.9  PROFILE OF THE SELECTED MISSION HOSPITALS UNDER STUDY Annunciation Specialist Hospital Emene, Enugu State

Annunciation Specialist Hospital is a mission hospital, a project owned and managed by the Daughters of Divine Love (DDL) Congregation. Encouraged and supported by the Deutschorden Order in Germany, through their Hospital project – Deutschorden Hospital Work (DOH). It is the magnanimity and benefaction of this Religious Order that gave life to the idealism of Annunciation Specialist Hospital.

Annunciation  Specialist  Hospital  Emene-Enugu  was  officially  opened    on  the  9th   day  of

February, 1988, with a capacity of 100 beds, 2 theaters, modern analytic Laboratory, E. C. G.; Ultra/Sound, Gastroscopy and X – ray.

Mission

To share in the healing ministry of Jesus Christ through the provision of health services that are based on a holistic approach and that affirms the dignity of the people we serve.

Mother of Christ Specialist Hospital, Enugu State

The Mother of Christ Specialist Hospital, Ogui, Enugu, was founded in 1958 as a maternity home.   Then in 1971, after the Nigerian civil war, the health facility metamorphosed into a hospital, rendering various health services more especially with respect to some of the victims of the civil war, which was so devastating.   This hospital with a vision of reducing maternal mortality and morbidity was upgraded to a 102 bedded specialist hospital in 1995.  This widely acknowledged baby friendly health institution is under the management of Immaculate Heart Sisters (IHS) congregation.

St. Theresa’s Hospital and Maternity, Abakpa Nike, Enugu State

St. Theresa’s Hospital and Maternity, Abakpa Nike, Enugu, is a Catholic health institution for the prevention, care and treatment of ailments.   It is under the auspices of Enugu ‘Catholic Diocesan  Health  Management  Board  and  directly  overseen  by  a  six  man  management committee. The hospital/maternity which was registered as a maternity/hospital with fifteen (15) beds under section 19 of Enugu state health institutions Edict of 1988; with registration number

MH/M: PHI/814 on the 6th day of July, 1999, now has a capacity of thirty (30) beds of which

twenty-three (23) are present.

Ntasi Obi Ndi No N’Afufu Hospital, Trans-Ekulu, Enugu State

Ntasi Obi Ndi No N’Afufu hospital is a non-governmental health institution owned by the catholic Diocese of Enugu.  It provides health care services and assistance to the inhabitants of Enugu and its environs in particular, and the larger society in general.  The hospital which was officially opened and blessed on the 6th  day of January, 1995, by His Lordship Most Rev.Dr. Michael U. Eneja of blessed memory, the then Bishop of Catholic diocese of Enugu, however, commenced full operations on the 1st  day of March, 1995.   On 8th  May, 1996, the  health institution was registered as a one hundred (100) bedded hospital with the Enugu state Ministry of health.  The hospital is supervised by a management board appointed by the Local ordinary (the Catholic Bishop of Enugu Diocese).

Bishop Shanahan Hospital Nsukka, Enugu State

Bishop Shanahan Hospital Nsukka is a private Catholic mission hospital built by His Grace Most

Rev. Dr. Charles Heerey C.S.S.P of blessed memory.  It first operated as a maternity home from

1930 to 1948.  In 1949, it was upgraded to a full – fledged hospital by the then Eastern Region Ministry of Health. It was then called St. Theresa’s Maternity Hospital.   The Hospital was registered with 150 beds. In 1952, the School of Midwifery was opened for the training of Grade II midwives. The hospital continued growing in size and in service.   In 1962, the School of Nursing was opened for the training of Nigeria Registered Nurses.  With continued progress, the hospital was inspected again by the Midwifery Board of Nigeria and the School of Midwifery was upgraded to Grade I Midwifery School in 1964.  Unfortunately, facilities of both training schools and hospital were damaged during the civil war (1967-1970) but were rehabilitated in

1970.   The rehabilitation was carried out by the Diocese with the help of the Caritas and Misereor organization.  On February 23rd 1979, the school of Midwifery was inspected by the Midwifery council of Nigeria for suitability as an examination centre and was approved in April

1979 as an examination centre for the then Anambra State.

After the war, the hospital fell into the management of the Sisters of Immaculate Heart Congregation until 1983. A generation of Doctors, Seminarians and Administrators managed the hospital from 1983 to 1988.   The hospital has been under the management of Sisters of the Daughters of Divine Love Congregation from 1988 to 2000. From 2000, the management came

under the Rev. Fathers with Rev. Fr Bernard Eze as the present hospital administrator since

2003. In addition to the existing schools of the hospital, a third school – School of Medical Laboratory/Assistant Technicians was established in 2001 to train Medical Laboratory Technicians/ Assistants. Hospital Motto: Your health is our concern.

St. Charles Borromeo Hospital Onitsha, Anambra State

Archbishop Charles Heerey had always believed that the physical health of man must be pursued along the salvation of the soul.   He had a vision for a big healthcare facility for the protection and promotion of human health, relief for the suffering and improvement of the quality. Few years after he started the Holy Rosary Hospital Waterside, Onitsha the project for the major Archdiocesan Hospital, St. Charles Borromeo Hospital, where people can get the best treatment medical science and staff can give started. Rev. Fr. Godfrey Okoye led the negotiation for the site of the hospital.  The project was jointly financed by the catholic Archdiocese of Onitsha, Cardinal Montini (later Pope Paul VI) and Misereor Germany.

The construction of the hospital was completed in a record time and was blessed on the evening of June 5, 1964 and officially opened by January 1965. Chief B. C. Okwu, who was the then minister for Health, Commissioned the hospital.  The hospital is registered with the ministry of health and other relevant government authorities.  The administration of the hospital was then entrusted to the Holy Rosary Sisters.  The first matron to the Hospital was Sr. Auscillia. She worked from 1964 to 1967.  A few years after the opening of St. Charles Borromeo Hospital, the Civil War broke out.  The hospital buildings and infrastructures suffered severe war damages. Soon after the civil war, Archbishop Francis Arinze (now Cardinal) reconstructed the hospital to meet the dire need of the war turn and ravaged people of Igboland. He was able to get it reopened again in 1970.   The administration was then handed over to the Immaculate Heart Sisters.   The first post war matrons were: Sr. M. Chrysostom Okoye and Sr. M. Bide Njoku (1970-1983). The hospital was re-registered in 1984.

Mission: sympathy to the sick and the needy through Medicare and general health care delivery.

Immaculate Heart Hospital Nkpor, Anambra State

This hospital was established by the Immaculate Heart Sisters Congregation in 1989. It started as

8 bedded maternity home at Nkpor, Idemili North L.G.A. Anambra State. Presently it has grown to a 54 bedded hospital and offers 24hrs healthcare services. In 1990, it was officially approved by the Anambra State Ministry of health. Sr. Mary Emmanuel Ezeasor was the first matron and Sr. Dr. Virgie Onyeador was the first medical doctor to the hospital.

The  hospital is  housed  in  a  two  storey building which  is  the  main  block and  three  other bungalows.  The hospital blocks consist of the following sections: 2 theaters (main and minor theatres), labour ward, 4 private room wards, general ward, emergency room, 4 consulting rooms,  pharmacy department, 2  palpation rooms,  3  administrative offices and  a  school of medical laboratory technicians attached to the hospital. The hospital offer the following 24 hours services: Obstetrics/Gynecology, Surgery, Dental, Internal Medicine, Physiotherapy, X – Ray, Sonography, Child immunization Services, HIV/AIDS counseling and testing, etc.

Fatima Catholic Hospital Awka –Etiti, Anambra State

Fatima Catholic Hospital Awka-Etiti was the brain child of His Grace Francis Arinze (now cardinal); the idea to build this hospital came up after the catholic community has successfully completed the building of St. Joseph Catholic Church Awka-Etiti.  It was out of real necessity to provide healthcare to Awka-Etiti indigenes.

The construction of Fatima Catholic Hospital started in the year 1981 by the very enterprising and good people of Awka-Etiti Catholic community.   The goal was to provide health care delivery close to the Awka – Etiti people. In a period of three years, the gigantic edifice of the

122 beds hospital equipped with modern facilities was completed.   The Awka-Etiti Catholic Community thereafter handed over the property and its management completely to the Catholic Archdiocese of Onitsha.  This was done with a view to maintain quality healthcare services and efficient management for which the church is known. His Grace, Francis Arinze in December

1982, requested the Immaculate Heart Sisters to take over the administration of this hospital and Sr. M. Consolata Anyacho was its first matron.  The hospital was officially open in 1983 and Dr. George from Borromeo Hospital Onitsha conducted the first clinic.  In 1984, it was registered with the ministry of Health, Anambra State.

Holy Rosary Specialist Hospital and Maternity Waterside, Onitsha, Anambra State

The history of the Holy Rosary Specialist Hospital and Maternity started in the mid thirties, with Bishop Charles Heerey.  To this end, a small hut located behind the present hospital laundry was used as a dispensary for the sick within and around Onitsha metropolis. With the maternity dispensary established, pregnant mothers need not travel from Onitsha to Emekuku to deliver their babies to ensure their physical and spiritual safety. The Holy Rosary Maternity unit started in  1941  at  Amaobi  junction,  between  Emejulu  Street  and  Mission  Road,  Onitsha  at  Mr. Amaobi’s house.   The building used for the maternity was rented to the sisters.  The maternity was started with eight beds in the main ward, a private room of two beds and one room for the nurses.  The first matron of the hospital was one of the Holy Rosary Sisters, Sr. Mary Imelda. In

1942, the patients flow to the  maternity home  increased very rapidly and  immensely. The available accommodation was no longer enough to take the increasing patient flow and the staff. The health care provided was hampered by the insufficient available structures and space in which it was carried out.   Coincidentally, the Holy Rosary College then at the waterside was moved to Ihiala.  The maternity unit was quickly moved from the existing Amaobi junction to the present site-waterside. Sr. Mary continued to lead the management of the hospital with the assistance  of  the  first  indigenous  nurse,  Mrs.  Anastasia  Ebosie  (Nee  Iwegbu),  who  was transferred from Eke.

When the Nigeria civil war ended in 1970, the Holy Rosary Sisters who were the expatriate sisters were compelled by the Federal Government to leave the country-a very sad and tragic event in the Nigerian history indeed.  Consequently, the then Archbishop of Onitsha, His Grace, Most Rev. Dr. Francis Arinze (now Francis Cardinal Arinze) the proprietor of the hospital, appointed the Immaculate Heart Sisters (Indigenous Sisters) to manage the hospital.   He also established the Board of Governors for the hospital.   The hospital has continued to grow to maintain a pride of place in healthcare delivery especially in antenatal/maternal care and child welfare services in the state.  The hospital, which initially started as 8 bedded maternity home, is today 150 bedded specialist hospital.

Mission Clinic and Maternity Aguleri, Anambra State

The Archdiocese of Onitsha established this Mission Clinic and Maternity Home Aguleri about the 1950’s as an outreach of the Holy Rosary Hospital Waterside, Onitsha.  The Holy Rosary Sisters, who organize routine weekly clinics to the facility, then managed it.  The goal was to reach the rural communities of Aguleri and its environs with basic health care services. In about

1961, the Immaculate Heart Sisters took over the work.

Star of the Sea Maternity Home Umueze-Anam, Anambra State

The Star of the Sea Maternity Home, Umueze-Anam is a health institution built by the kind efforts of the people of Umueze-Anam Community, to serve the health needs of its people and its environs.

The  entire  Umueze-Anam Community including their  Igwe    then John Chukwuemeka and especially the Ojongo Age Grade and eight VIP signatories and elders of the town, for the betterment of health care deliver in their community, and for more effective administration, control and management of the health institution, as well as for sundry, other benefits for the town, and all persons therein, decided to handover completely to the Catholic Church Authority of Archdiocese of Onitsha the completed Health Centre Oda, Umueze-Anam on April 24, 1983, under the leadership of His Grace, Most Rev. Dr. Francis Arinze (now Cardinal), the then Archbishop of Onitsha through their Parish Priest (then), the Rev. Fr. Anastasius    Chikwendu Akpunonu.

Presentation Maternity Home Okpoko, Anambra State

The presentation Maternity Home, Okpoko is part of the Archdiocesan health services commitment to rural health care delivery.   It was established officially on October 29, 1981, under the Catholic Archdiocese of Onitsha, and managed by Rev. Sr. Vianney Okereke (IHM). The facility was commissioned by Dr. George C. Okafor- the then commissioner for Health in the Old Anambra State. It was registered as 8 bedded maternity home and was then the only reasonable health facility in the rural Okpoko slums of Onitsha metropolis, but in Ogbaru L.G.A. The management of Holy Rosary Specialist Hospital Onitsha administered the facility.  Although the maternity home has 2 resident nurses/midwives, 2 auxiliary nurses, 2 assistant pharmacists, and a security man, it is still served by doctors and nurses from the Holy Rosary Hospital who visits the maternity twice in a week for clinics and consultations.

St. Theresa’s Hospital Abatete, Anambra State

This clinic at Nsukwu Abatete came to be in 2003, through the effort of a Catholic Priest in the Onitsha Archdiocese Rev. Fr. Benedict Onwudinjo.  The health centre presently has no resident doctor  and  is  administered  from  Holy  Rosary  Specialist  Hospital and  Maternity,  Onitsha. Doctors and nurses from this hospital supply services and drugs to the centre on weekly basis.

Immaculate Heart Maternity Home Abor Umuoji, Anambra State

This Health facility was built in 1967 at Abor in Mgbago near St. Francis Catholic Church Umuoji.   The maternity home was built on a very large area of land given to the Catholic Archdiocese of Onitsha.   The management and services were supplied from the Holy Rosary Hospital and Maternity Waterside, Onitsha.   Its main objective is to help pregnant mothers deliver their babies safely and to provide children welfare and immunization to the new born babies. Immaculate Heart maternity home is a maternity ward of 12 beds; with consultation rooms, labour ward, delivery room and post natal facilities.

St. Martins Hospital Ugwuagba-Obosi, Anambra State

St. Martins Hospital started in 1998 in an 8 room’s bungalow on a piece of land donated to the Archdiocese of Onitsha by Mr. Martin Anubunwa through the effort of Rev. Fr. Theo Odukwe. The hospital is located at Ugwuagba Obosi, a suburb of Onitsha metropolis Anambra State. The Ugwuagba area is a thickly populated suburb of Onitsha city. St. Martins hospital is envisioned to serve the huge population in the area.  It is located in a very serene environment and is almost a midway in between, such that it is conveniently accessible both from the Northward and Southward of Ugwuagba area. Over 70% of the population living in the area are low-income earners and/or without regular income.  Because of the high cost and other difficulties of going to hospital, many pregnant women, and some other sick persons end up in healing houses and spiritual homes.

The establishment of the hospital was informed by high death rate, especially maternal and infant mortality and morbidity in the area.  The difficulty in transportation to city hospitals and inability of the rural dwellers to pay their hospital bills occasioned many deaths.  Given this background

and the church’s continued effort to continue the healing ministry of Christ by making health care accessible and affordable, St. Martins hospital was established.

Immaculate Heart Hospital Umudioka Dunukofia, Anambra State

The Roman Catholic  Mission, of the  Archdiocese of Onitsha in the  historic Dunukofia of Blessed Iwene Tansi, established the Umudioka Mission Hospital/Maternity.  The history of the hospital is unique in the sense that it had a close association with Blessed Iwene Tansi who was the Parish Priest of St. Anthony Church Dunukofia.   The hospital also had one of the old Immaculate Heart Sisters convents very close to it, thereby making the administration of the facility easier for the sisters of the congregation who are in charge of the management.

The hospital was registered and approved in 1939, as a four (4) bedded maternity home. Due to high patients, turnout in the late sixties, there was need for expansion.  Thus a new ward was erected, with a dispensary unit.  This was again approved as twenty-two (22) bedded maternity and was up graded to a maternity hospital. When the old structures were no longer satisfying the modern  and  technical  needs,  effort  were  made  to  meet  these  requirements.  Hence,  the Archdiocese  secretariat  approved  the  construction  of  a  new  Hospital  Block.     The  state

government gave a provisional approval on 22nd March 1983; the final registration and approval

took place after the completion of the building with 75 beds in 1989 by the state ministry of health.

Regina Caeli Hospital and Maternity Awka, Anambra State

The Regina Caeli Hospital and Maternity is reckoned as the first and major hospital within Awka Metropolis.  Its history dates back to 1981, when the then Bishop of Awka Catholic Diocese, Most Rev. Dr. A. K. Obiefuna (now Archbishop Emeritus of Onitsha) initiated the move to set up a mission hospital within Awka.  With the first physical structures put in place, the hospital

services were flagged off on the 7th of November, 1981, by the then commissioner of Health in

the Old Anambra State.  The management of the 70 beds Regina Caeli Hospital was entrusted to the Daughters of Divine Love (DDL) congregation. Sr. M. Chukwunonyelum Aguh was the first matron of the hospital, while the first Doctor employed to the hospital was an Indian Lady by name Dr. Miss Daphe D’Sousa. The hospital recorded 3 deliveries on the third day of its inception.

The joy of the deliveries ushered in some meaningful activities in the hospital and from then on the tree of life of the hospital began to grow, Dr. Ikegwuonu was the first Chief Medical Director of the hospital.  His skills especially in ultra-sound drew many patients from far and near to the hospital.  In 1996, the hospital mortuary was erected.

St. Joseph’s Hospital Adazi-Nnukwu, Anambra State

St. Joseph’s Hospital, Adazi-Nnukwu in Anaocha L.G.A.; was founded in 1938 by the then Archbishop of Onitsha Ecclesiastical province Most Rev. Charles Heerey.  The formal opening and blessing of the hospital took place on October 10, 1939.  It started with three mud block buildings with the maternity ward and out-patient department.  Today, the hospital has 188 beds. A school of basic midwifery and a retirement home for priests are attached to the facility.

The Holy Rosary Sisters Management of the hospital went through a lot of hardship especially in trying to create awareness for the use of orthodox Medicare, since traditional medical treatment was then in vogue.  They did a lot to encourage their clients to avail themselves of the healthcare services available to them in the hospital.  They combined health and religious education.  They even  went  to  the  extent  of  doing  house-to-house  campaign  and  their  efforts  were  richly rewarded.

After about 22 years of managing the hospital, the Holy Rosary Sisters then handed over to the Sisters of St. John of God.  This later group of sisters managed the hospital from 1960 through the Nigerian civil war period till 1970 when the war ended. The Immaculate Heart Sisters were then given the management of the hospital with Sr. Maria Goretti Nwalie as the matron assisted by Sr. Maria Cecilia Edelu as Deputy Matron and Sr. Maria Cyprian Uwakwe as hospital secretary.   These were the first indigenous sisters of the Immaculate Heart Congregation to manage the hospital.

St. Ann’s Maternity Abba, Anambra State

St. Ann’s Maternity Hospital was built and established as a maternity home, before the Nigerian civil war of 1967, by the kind efforts of the people of Abba Catholic community, to serve the health needs of her people and its environs.  This maternity suffered a lot of damages during the

civil war. After the war, they handed it over to His Grace, Archbishop Francis Arinze the then

Archbishop of Onitsha who reconstructed and elevated it to a maternity hospital.

The facility was blessed on the 27th of November, 1976 and registered as maternity Hospital with the old Anambra State Government. The hospital was under the management of the Sisters of Immaculate Heart of Mary, coming from Dunukofia, in Onitsha Archdiocese.   When Awka Diocese was created out of the Archdiocese of Onitsha in 1977; His Lordship, Most Rev. Dr. A. K. Obiefuna the first Bishop of the new diocese inherited the project.   He then entrusted its management to the Daughters of Divine Love Sisters. The hospital has been functioning till date.

Visitation Hospital Umuchu, Anambra State

The hospital started as an Annex to St. Joseph’s Hospital Adazi Nnukwu in 1947.  It was later used as a sick bay, Kwashiorkor centre and refugee camp during the Nigerian civil war.  In 1970, it was raised to a maternity Hospital and approved by the government in 1983 and registered with 92 beds.  The facility belongs to the Catholic Diocese of Awka but managed by the sisters of the Immaculate Heart of Mary congregation the location of the facility is strategic as it covers basically 4 towns i.e. Umuchu, Umuomaku, Ibughibu and Achalla, making health care accessible to the population of the area.

Immaculate Heart Hospital Umunze, Anambra State

Immaculate Heart Hospital Umunze started as a child of circumstance in 1968 by Immaculate Heart Sisters.   During the Nigerian Civil War, five Immaculate Heart Sisters left Onitsha in search of accommodation with the help of Rev. Dr. Simon Okafor (now Bishop of Awka).  The first set found lodging (accommodation) at Old P.T.C Blocks in Umunze. The sisters settled at the Old P.T.C. Umunze and were engaged in humanitarian works of distributing relief materials and food from the caritas International to the war ravaged people. In the process and for obvious serious needs to take care of the sick, and children suffering from the malnutrition sickness called kwashiorkor, they set up a sick bay.   Many people flocked to the centre for medical assistance.  The team of sisters at work there included: sisters Mary Aloysius, Mary Vianney, Mary Philip, Mary Concepta and Mary Francis Regis.

At the end of the civil war in 1970, the sisters were recalled back to Onitsha.   The Umunze people pleaded with the sisters to stay back.   The community sent delegates headed by S. I. Onyido to Archbishop Francis Arinze, the then Archbishop of Onitsha.  After due consultation with Rev. Mother Mary Joseph Uzoigwe, the then superior general of the Immaculate Heart congregation, the sisters were allowed to stay back at Umunze and continue with their work at the sick-bay.  This sick-bay later developed into eight (8) bedded maternity Home. In 1975, this eight bedded maternity Home was formally approved by the East Central State ministry of health with Rev. Sr. Mary Pascal as the first Matron.  On 10th June, 1985, the then old Anambra State Ministry of health approved and registered the maternity as a full flagged hospital with forty-five (45) beds. The hospital later raised it to sixty-four (64) beds.

Our Lady of Lourdes Hospital Ihiala, Anambra State

In 1927 when the first Catholic missionaries came to Ihiala, the communities were still under traditional healing and superstitious forms of treatment like sending the victims of small pox, tuberculosis, leprosy, into exile, twin babies were killed and their mothers sent into exile. So moved with compassion for the people in 1930’s, Bishop Joseph Ignatius Shanahan C.S.S.P and his successor Bishop Charles Heerey C. S.S.P both of blessed memories established dispensaries under the expert management of the Holy Rosary sisters.  One of such dispensary built at Ihiala was raised to the status of a maternity hospital in 1936.

Motivated by the people’s massive response to the health care services delivered, the need for more manpower supply became evident.   As a result, a training school was established and approved in 1942 for the training of Grade II midwives and was also recognized and approved as a full-fledged hospital.  It was at this point that the hospital was given the name “Our Lady of Lourdes Hospital Ihiala”.   In 1953, a school of Nursing was established to produce health workers.  Today, the local, state and international communities at large enjoy the services of the graduates from this school.  The school got its partial approval for the training of general nurses, and in 1991 it was given final approval by the nursing and midwifery council of Nigeria.  The hospital and the schools continued to operate with good results until the Nigeria civil war from

1967 to 1970. During the civil war, it served as a military hospital for soldiers.

When the expatriate missionaries left in 1970 after the war, His Eminence, Francis Cardinal Arinze, the then Archbishop of Onitsha handed over the management of the hospital to the indigenous congregation (Immaculate Heart Sisters) who are still managing it till date.  Under the care of these sisters the hospital continued to function effectively.  In 1978, the hospital was granted full recognition.   To ensure holistic care of health consumers the school of medical laboratory,  assistants  was  established  and  in  1986  it  was  inspected  and  given  approval. Presently, the hospital has been recognized for the training of the following: General nursing, midwives, medical laboratory technicians.

Joint Hospital Ozubulu, Anambra State

Joint Hospital is located at Ugwuolie Ozubulu, in the centre of the town along old Onitsha- Owerri Road. The hospital was started in 1955 as a four (4) bedded maternity home managed by the Rev. Sisters from Our Lady of Lourdes Hospital, Ihiala, under Rev. Sr. M. Mark, an Irish Holy Rosary Sister sent by the Late Archbishop Charles Heerey C.S.S.P. By the end of 1963, the four bedded maternity home was expanded to a 36 bed hospital through the efforts of Ozubulu Youths organization, the Ozubulu Community and the Government of the then eastern Nigeria. The official opening of the hospital was performed on February 15, 1964 by Chief B. C. Okwu, the then Hon. Minister for Health, Eastern region.   It is pertinent to note that the name joint Hospital was derived from the decision of the Elites in Ozubulu to make the hospital a joint venture  between the  community and  the  government  but  managed  by  a  voluntary agency represented by the catholic mission.

In 1965, the number of beds was increased to 65 and two doctors visited the hospital on a regular basis from our Lady of Lourdes Hospital, Ihiala. With the exit of the Holy Rosary Missionary Sisters at  the end of the civil war, the Immaculate Heart Sisters took over the management of the Hospital under the leadership of Rev. Mother Mary Pauline.  As a result of damages to the hospital because of the civil war, the hospital could not, for several years, meet up with the salaries of the staff as government grant in aid, was then discontinued

In 1971, on appeal to, a German Catholic Philanthropic Organization, the German Misereor undertook the reconstruction of the hospital to the tune of 4,000 pounds. His Eminence, Francis Cardinal Arinze, then the Archbishop of Onitsha, gave the hospital the sum of N97, 000 with which to settle the debts owed to the staff. Since the inception of the hospital, many individuals, social clubs and organizations have  helped the hospital by donating generously towards its expansion.  Presently, the Joint Hospital Ozubulu has grown from a 36 bed hospital to a 123 bed hospital.

Immaculate Hospital Okwuani Nnewi, Anambra State

The hospital which is at the heart of the town Okwuani Nnewi very close to Maria Regina Model comprehensive  secondary  school,   Immaculate   Nursery/Primary  School  and   Assumption Cathedral Nnewi,  was registered in 1963 as a maternity home with 16 beds in the Eastern region of Nigeria law No. 13 of 1955.   It was later registered as a hospital and maternity under the provision of section 19 of Anambra state Health Institutions.

Facilities within the hospital premises are six buildings that house: the postnatal ward, outpatient department, doctor’s consulting room, the pharmacy, labour ward, laboratory and administrative office other buildings include the doctors building, the nurses residence, male ward, the female war, post operative ward and theatre.

St. Mary’s Hospital and Maternity Orsumoghu, Anambra State

The St. Mary’s maternity home was established in the year 1985 as a maternity to help the poor women in the rural area of Orsumoghu and neighbouring communities have access to safe deliveries. Then as it continued to grow, it was approved, recognized and registered with the state government in 1989 as a mission maternity home/ hospital.

In 1989, a mortuary was constructed for the hospital and a small laboratory was started in 2001 for routine tests. In 2006, a Volvo Wagon Ambulance was purchased for the facility.

Holy Rosary Hospital, Emekuku, Imo State

The Holy Rosary Hospital, Emekuku was established in 1932 as the first mission Hospital to be established by the early missionaries east  of the Niger,  in what  was then the  old  Onitsha Ecclesiastical Province.   The hospital was registered as a two hundred (200) bedded hospital

with male and female wards respectively, in 1938.   With the continued growth in size and service, the following three (3) training schools were opened in the hospital as follows: School of Nursing (1943), School of Midwifery (1956) and School of Laboratory Technicians/Assistants (1973). By 1967 the Hospital’s bed capacity had increased to three hundred and twenty (320). Although, the Nigerian civil war of 1967 affected the hospital’s equipments and infrastructures, the hospital was upgraded to a housemanship status for the training of Doctors in 1975.

Seventh Day Adventist Hospital and Motherless Babies Home, Aba, Abia State

Seventh Day Adventist Hospital and Motherless Babies Home was established in 1984, as Adventist Health Centre Aba at the north eastern suburb of the city (Ogborhill) as an affiliate/extension of the  Adventist Health International with its headquarters in Lomalinda, United States of America.  By 1991, the eighty (80) bedded hospital attained full health facility status, while rendering health services such as general medical services including lboratory services, ECG,  HIV/AIDS testing,  reproductive and  family  health services, etc.  as well as motherless babies home and mortuary services.

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