| dc.description.abstract | This paper provides an analysis of the sustainability of Haydom Lutheran Hospital (HLH) in
Tanzania. Moreover, it discusses the local community’s dependency on the hospital. A
smaller second part of the paper looks at Xstrata’s decision to use HLH as a corporate social
responsibility (CSR) objective. The thesis further explores what services can be seen as best
practices from HLH and therefore transferable to Xstrata’s possible mining site in Kabanga,
Tanzania.
HLH has since its inauguration by Norwegian missionaries in 1955 been highly funded by
public and private financial, human and technological resources from abroad, especially from
Norway. The open-system model, which consists of three main components—contextual,
activity level and organizational capacity—is identified as the best analytical framework with
which to assess the sustainability of health organizations. The empirical findings show that
HLH has become too dependent on the Royal Norwegian Embassy, and has wrongly seen it
as a secured long-term funding source. The activity level has been continuously increasing,
though the financial resources have been unclear. Even though quality of care is higher at
HLH than at most other mission hospital in Tanzania, a question arose within the paper about
the cost of adhering to such high quality. The organizational structure has moreover been
overly dependent on one person—the ardent soul—leaving a gap with him leaving this
position.
In the thesis’ second part the activity of reproductive, children health and maternity related
services is found to be what should be initiated by Xstrata in Kabanga. Yet, it is also
suggested that Xstrata has the possibility to adhere to strategic philanthropy CSR, instead of
add-on philanthropy, and that this could have a greater social and economic development
impact on its local community. | en_US |
