Lacor Hospital has recognised the achievements and the challenges of the past and has used this experience to develop a strategy for the long term planning and sustainability. Routine analysis of trends of inputs, processes and outputs/outcomes will continue to provide the basis for projections on which strategic planning is based.

The Lacor Hospital’s strategic plan runs from year 2007 to the year 2012. The need to invest on Human resource development is certainly still high on the agenda. This is meant to develop competences so as to maintain and promote the culture and identity of Lacor Hospital that has so far been responsible for its existence amidst all odds.

There is a deliberate intent and effort towards sustainability, decentralisation of services nearer to the community through strengthening of services at the three Health Centres, capacity utilisation and quality control and less on expansionism. At the same time more participation and coordination from key stakeholders are considered an important factor (note the role of Lacor Hospital on research and educational services with the other universities including now Gulu University having a teaching site in the Hospital).

The Strategic Objectives

The overall objective of the strategic plan is to improve the health and welfare of the population of northern Uganda by being the driver of quality health care provision and socio-economic development in the region.

The strategic objective is divided into two main groups:

Service Delivery (SD) objectives

• SD 1: consolidate core areas of in-patient, out-patient and PHC service delivery;

• SD 2: bring services closer to the community by decentralizing service delivery to the Health Centres;

• SD 3: consolidate, expand or introduce a select number of specialized services;

• SD 4: reinforce the Hospital’s learning and teaching role;

Capacity Building (CB) objectives

• CB 1: re-orient Hospital activities across-the board towards quality of service and humanity of care;

• CB 2: secure and retain a sufficient numbers of qualified, satisfied, and committed personnel;

• CB 3: enhance the Hospital’s knowledge management and communications capacity;

• CB 4: secure Hospital funding at a sustainable level.