A social enterprise approach for medical oxygen production and distribution led to median increases in procurement of oxygen ranging from 112%-220% at customer hospitals, at an estimated cost of US$7.34 per patient treated.
nA key challenge faced by this model has been inconsistencies in cash flow, resulting from irregular purchasing patterns from hospital customers and infrequent schedules of reimbursement from the government. This was further exacerbated by national insurance schemes that do not sufficiently cover hospital costs.