An innovative multi-stakeholder partnership between Orbis, the International Eye Foundation (IEF), and Divino Nino Jesus (DNJ) conducted a capacity building intervention at the Instituto Regional de Oftalmologia (IRO) in Peru. The intervention improved IRO's clinical operations, administration, and finances. Patient volume and the number of surgeries increased. Patient flow and scheduling were optimized, reducing waiting times. Revenue also increased. The partnership strengthened IRO's ability to serve as a model for other eye hospitals in Peru by focusing each organization's strengths and collaborating rather than competing.

1. RESEARCH POSTER PRESENTATION DESIGN © 2015
www.PosterPresentations.com
• A case study approach was used.
• Interviews were conducted with
IRO ophthalmologists and staff,
Peruvian health officials, Orbis
and IEF staff, and local
ophthalmologists.
INTRODUCTION OBJECTIVES
• Orbis, the International Eye
Foundation (IEF), and Divino Nino
Jesus (DNJ) collaborated on a multi-
year management and sustainability
capacity intervention at IRO in Peru.
• This partnership intervention has
dramatically impacted IRO’s clinical,
administrative, and financial
operations.
• Patient volume and surgeries
increased, patient flow and
scheduling improved, waiting time
decreased and revenue increased
• (See Poster #165 for more
information)
• IRO is now seen as a model for
other eye care hospitals in Peru.
The program is being replicated in
Latin America and Africa.
METHODS
• Leadership buy-in and inclusivity of
all professionals at IRO was critical
to systemic change.
• Staff became more confident in
their abilities, and took control of
monitoring process changes.
• As IRO staff became more
comfortable with change,
consultants served more as
advisors.
• DNJ’s involvement strengthened
the engagement, because of their
knowledge of Peru’s health
systems, and ability to adapt
change processes to meet local
norms.
• Orbis’ long-term partnership was
instrumental in IRO’s acceptance
to work with IEF and DNJ.
• IRO has evolved into a ‘learning
organization,’ where physicians
and staff use change processes to
reach their goals.
RESULTS CONCLUSIONS
• By engaging in mutually reinforcing
activities, collaborating instead of
competing, each partner focusing
on its strengths, this innovative
partnership collectively impacted
change at IRO.
• Frequent follow-up with staff,
analysis of statistical data, in-house
monitoring, and fostering strong
leadership are essential to sustain
change.
• INGOs such as Orbis and IEF will
continue to have a major role in
organizing and catalyzing capacity
building activities in eye care.
• Local institutions and experts, such
as DNJ, must be included and
empowered in organizing and
sustaining capacity building
activities.
CONTACT
Scott Burg: scottburg07@comcast.net
Joan McLeod Omawale:
jmcleodo@cfl.rr.com
• To provide insight into a capacity
building’s intervention impacting
IRO’s operational procedures, and
strategic objectives
• To explore the innovative elements
of the capacity building model, and
assess impact on participating
organizations and individuals
• To suggest how elements of this
capacity building collaboration
might be adapted to other public
sector eye hospitals
• To document how this multi-
stakeholder team approach
performed in a consultancy
capacity
RESULTS
Scott Burg, Joan McLeod-Omawale, Dr. Jaime Huaman
Orbis, Instituto Regional de Oftalmologia (IRO)
An innovative multi-stakeholder capacity building intervention to improve eye care delivery at a public sector eye institution in Peru
Increased
cataract
surgeries
Weekly
meetings with
staff
Service
Delivery
Leadership
Reducing
barriers for
serving SIS
patients
Monitoring of
performance
indicators
Financial
stability
Increased
patient
volume
Capacity
building
Reorganized
patient
flow in OR
and OPD
Reduced
waiting
time
and back
logs
Standardized
patient care
protocols
Change Process Model
ORBIS
Initiate relationship,
fund, provide
oversight/technical
support
DNJ
Provide local
perspective
IEF
Design/lead
intervention
Collectively Impacting
Change at IRO
IRO