This statistic depicts the percentage of hospitals in non-profit hospital systems in the United States from 1995 to 2016. According to the data, in 1995, 29 percent of hospitals were in non-profit systems. As of 2016, 51 percent of hospitals were in non-profit systems.

In 2023, there were ***** community hospitals (general acute care) in the United States. The largest portion of these hospitals were non-profit, while only around ** percent were for-profit. In recent years, there has been a decrease in the number of hospitals in the U.S. It is difficult to compare data from before 2017 due to methodology differences. However, the general trend is downwards, except for for-profit hospitals. There has been an increase in for-profit community hospitals in the last two decades.

The number of hospitals in the United States has steadily declined over the past five decades, dropping from ***** in 1975 to ***** in 2022. This significant reduction reflects broader changes in the healthcare landscape, including consolidation, technological advancements, and shifts in patient care delivery models. Hospital types and ownership As of 2023, the U.S. healthcare system comprises ***** community hospitals, which are primarily non-profit institutions. For-profit hospitals make up about ** percent of these facilities, and their numbers have increased over the past two decades. The healthcare landscape also includes *** federal hospitals and ***** nonfederal hospitals. This diversity in ownership and management structures reflects the complex nature of the U.S. healthcare system and its various funding sources. Hospital capacity and utilization The decline in hospital numbers has been accompanied by a reduction in available hospital beds, decreasing from about *** million in 1975 to ******* in 2023. Despite this reduction, hospital admissions have remained relatively stable, with over **** million admissions recorded in 2023. Interestingly, hospital occupancy rates have generally decreased compared to 1975, although recent figures are showing signs of increase again.

Hospitals play a critical role in healthcare, offering specialized treatments and emergency services essential for public health, regardless of economic fluctuations or individuals' financial situations. Rising incomes and broader access to insurance have fueled demand for care in recent years, supporting hospitals' post-pandemic recovery initiated by federal policies and funding. The recovery for many hospitals was also promoted by mergers that lessened financial strains, especially in rural hospitals. This trend toward consolidation has resulted in fewer enterprises relative to establishments, enhancing hospitals' bargaining power regarding input costs and insurance reimbursements. With this improved position, hospitals are expected to see revenue climb at a CAGR of 2.0%, reaching $1.5 trillion by 2025, with a 3.2% increase in 2025 alone. Competition, economic conditions and regulatory changes will impact hospitals based on size and location. Smaller hospitals, particularly rural ones, may encounter more significant obstacles as the industry transitions from fee-based to value-based care. Independent hospitals face wage inflation, staffing shortages and drug supply costs. Although state and federal policies aim to support small rural hospitals in addressing hospital deserts, uncertainties linger over federal Medicare funding and Medicaid reimbursements, which account for nearly half of hospital care spending. Even so, increasing per capita disposable income and increasing the number of individuals with private insurance will boost revenues from private insurers and out-of-pocket payments for all hospitals, big and small. Hospitals will continue incorporating technological advancements in AI, telemedicine and wearables to enhance their services and reduce cost. These technologies aid hospital systems in strategically expanding outpatient services, mitigating the increasing competitive pressures from Ambulatory Surgery Centers (ASCs) and capitalizing on the increased needs of an aging adult population and shifts in healthcare delivery preferences. As the consolidation trend advances and technology adoption further leverages economies of scale, industry revenue is expected to strengthen at a CAGR of 2.4%, reaching $1.7 trillion by 2030, with steady profit over the period.

Global Number of For-Profit Privately Owned Hospitals Share by Country (Units (Establishments)), 2023 Discover more data with ReportLinker!

The dataset contains income statement information for all licensed, comparable hospitals in the state of California. Kaiser hospitals, state mental hospitals, psychiatric health facilities, and hospitals with mainly long-term care patients are excluded. Deductions from Revenue, Net Patient Revenue, Net from Operations (Operating Revenue less Operating Expense), and Net Income for public hospitals has been adjusted for Disproportionate Share intergovernmental transfers for funding the Disproportionate Share Hospital Program. The program gets federal matching funds to pay supplemental payments to hospitals with a disproportionate share of uninsured, underinsured, and Medi-Cal patients. To link the OSHPD IDs with those from other Departments, like CDPH, please reference the "Licensed Facility Cross-Walk" Open Data table at https://data.chhs.ca.gov/dataset/licensed-facility-crosswalk.

This statistic shows the results of a survey conducted in the United States in March 2017, by age. U.S. adults were asked if they would prefer to go to a for-profit or a non-profit hospital for treatments. In total a larger percentage of those aged 30 to 45 years preferred a for-profit hospital than those aged 61 and older.

Industry revenue fell by an average of 1.5% per year between 2020 and 2025. The inflation-related cost increases, which are not fully reflected in the prices that hospitals are allowed to charge the health insurance funds, are offset by legally capped revenue increases. The earnings situation has deteriorated for a large majority of hospitals following the coronavirus pandemic. In addition to a lack of inflation compensation, many hospitals have been affected by investment subsidies from the federal states that have been too low for years and various tariff increases.A tariff increase is also due in 2025, which is unlikely to be fully refinanced by the state and will hardly be offset by reserves or efficiency improvements. The persistent underfunding of operating costs due to the current statutory regulations poses an existential threat to hospitals. Hospitals are using up their reserves and falling into debt. In addition to going out of business, many hospitals are reducing important care services for financial reasons and implementing cost-cutting programmes such as staff reductions, site or department closures and bed closures. However, a slight increase in turnover of 1.8% to 162.7 billion euros is expected for 2025 compared to the previous year.For the period from 2025 to 2030, IBISWorld expects average annual sales growth of 1.9%. Turnover is therefore expected to reach 178.7 billion euros in 2030. Important prerequisites for growth are climate-friendly restructuring, digitalisation and process optimisation of treatment procedures. There is particular growth potential in the increasing outpatientisation of hospitals, which will be a key part of the structural change in healthcare. Demographic change poses a major challenge. A large proportion of employees will retire in the coming years and the vacant positions are only likely to be partially filled. At the same time, an ageing population and advances in medicine with new diagnostic and treatment methods will lead to an increase in demand for healthcare services, while the number of facilities is likely to fall due to high cost pressure as well as mergers and acquisitions. Smaller hospital operators in particular are increasingly joining together to form alliances in order to remain competitive against large hospital groups.

This statistic shows the results of a survey conducted in the United States in March 2017, by age. U.S. adults were asked if they think that treatment in a for-profit hospital is better than in a non-profit hospital. According to the results, 18 percent of respondents aged 18 to 29 said that there was no difference in quality of treatment, while 35 percent of those aged 61 years and older said that there was no difference.

After several turbulent years, hospital construction activity is bouncing back, with contractors experiencing a much-needed rebound after the disruption brought on by the pandemic. The industry hit a low point between 2020 and 2023, when project activity stalled because of strict capital budgets, labor and material shortages and uncertainty about hospital demand. Contractors who saw a dwindling backlog during this time have enjoyed a resurgence in bidding and a ramping up of both new construction and remodeling jobs, spurred in part by rising hospital occupancy and the lure of federal tax incentives for energy-efficient upgrades. Climbing occupancy at hospitals has also boosted remodeling work, benefiting contractors. Overall, industry revenue has been increasing at a CAGR of 2.1% to total an estimated $34.6 billion in 2025, including an estimated 3.4% increase in 2025. Hospital construction contractors had to navigate persistent cost pressures and tough competition, all while handling shifts in hospital funding. Profitability took a hit as material prices and wages soared through 2022, with heightened material costs and labor shortages complicating job pricing and scheduling. Contractors were forced to accept slimmer profit just to keep projects moving when private hospitals delayed or downsized capital investments and nonprofit community hospitals struggled under tighter Medicaid reimbursements and operational losses. Only as pandemic-era constraints eased did capital flows begin to strengthen, allowing contractors to rebuild lost ground and pass on more costs to end customers from 2023 to 2025. Still, tariffs have led to climbing construction material costs, putting additional pressure on profit. Looking ahead, the outlook is a mix of opportunity and risk. Federal policy changes, including the One Big Beautiful Bill Act and the expiration of 179D tax credits, will shake up funding streams, pushing rural hospitals in particular to reshape their construction plans as they work through shrinking Medicaid reimbursements and temporary relief programs. On the other hand, rising occupancy rates and looming seismic retrofit mandates in states like California are expected to drive a wave of new projects, especially modernization and expansion work. Industry revenue is forecast to increase at a CAGR of 3.5% to total an estimated $41.1 billion through the end of 2030.

Revenue growth for the Psychiatric Hospitals industry has been sluggish in recent years, constrained by changing government mental health care policies, which are favouring community-based preventative treatments designed to reduce the need for more costly treatment in psychiatric hospitals. These changing policy priorities are reflected in a downwards trend in the number of mental health beds available in public psychiatric hospitals. In some instances, these beds have been replaced by additional beds in specialised psychiatric units or wards within public acute hospitals, although these are not included within the scope of this report. National mental health strategies have focused on prevention, decreasing hospitalisation and increasing the population's general wellbeing. The growing prevalence of community-based treatments and the availability of telehealth services has expanded access to mental health services, with the hope that this will reduce the need for admission to psychiatric hospitals. Community prevention strategies include education and awareness for young people, with such strategies likely to limit demand for psychiatric hospitals, particularly over the long term. Simultaneously, the private sector has assumed a relatively greater role, with mental health bed numbers in private psychiatric hospitals on the rise. This has contributed to a corresponding upwards trend in the number of hospitalisations and patient days, although the COVID-19 outbreak constrained growth. In some instances, potential private patients were reluctant to enter a hospital setting during the pandemic, contributing to lower private hospital admissions. In view of its changing operating environment, growth in industrywide revenue has been negligible at an expected annualised 0.1% over the five years through 2023-24 to total $1.6 billion, including a 2.7% rise anticipated in 2023-24. In the coming years, demand for psychiatric services will continue to shift away from public psychiatric hospitals and towards private psychiatric hospitals, community-based treatments and psychiatric units co-located in general hospitals. Industry revenue is forecast to grow at an annualised 2.7% over the five years through 2028-29 to $1.9 billion. Profit margins will remain constrained by the industry's not-for-profit component.

Context

Health care in the United States is provided by many distinct organizations. Health care facilities are largely owned and operated by private sector businesses. 58% of US community hospitals are non-profit, 21% are government owned, and 21% are for-profit. According to the World Health Organization (WHO), the United States spent more on healthcare per capita ($9,403), and more on health care as percentage of its GDP (17.1%), than any other nation in 2014. Many different datasets are needed to portray different aspects of healthcare in US like disease prevalences, pharmaceuticals and drugs, Nutritional data of different food products available in US. Such data is collected by surveys (or otherwise) conducted by Centre of Disease Control and Prevention (CDC), Foods and Drugs Administration, Center of Medicare and Medicaid Services and Agency for Healthcare Research and Quality (AHRQ). These datasets can be used to properly review demographics and diseases, determining start ratings of healthcare providers, different drugs and their compositions as well as package informations for different diseases and for food quality. We often want such information and finding and scraping such data can be a huge hurdle. So, Here an attempt is made to make available all US healthcare data at one place to download from in csv files.

Content

• Nhanes Survey (National Health and Nutrition Examination Survey) - The National Health and Nutrition Examination Survey (NHANES) is a program of studies designed to assess the health and nutritional status of adults and children in the United States. The survey is unique in that it combines interviews and physical examinations. NHANES is a major program of the National Center for Health Statistics (NCHS). NCHS is part of the Centers for Disease Control and Prevention (CDC) and has the responsibility for producing vital and health statistics for the Nation. The NHANES interview includes demographic, socioeconomic, dietary, and health-related questions. The examination component consists of medical, dental, and physiological measurements, as well as laboratory tests administered by highly trained medical personnel. The diseases, medical conditions, and health indicators to be studied include: Anemia, Cardiovascular disease, Diabetes, Environmental exposures, Eye diseases, Hearing loss, Infectious diseases, Kidney disease, Nutrition, Obesity, Oral health, Osteoporosis, Physical fitness and physical functioning, Reproductive history and sexual behavior, Respiratory disease (asthma, chronic bronchitis, emphysema), Sexually transmitted diseases, Vision. 10000 individuals are surveyed to represent US statistics. Five files in this datasets represent current recent Nhanes data -
  Nhanes_2005_2006.csv
  Nhanes_2007_2008.csv
  Nhanes_2009_2010.csv
  Nhanes_2011_2012.csv
  Nhanes_2013_2014.csv
  
  • Data fields' description -
    • Nhanes_2005_2006.csv - Demographic, Dietary, Examinations, Laboratory
    • Nhanes_2007_2008.csv - Demographic, Dietary, Examinations, Laboratory
    • Nhanes_2009_2010.csv - Demographic, Dietary, Examinations, Laboratory
    • Nhanes_2011_2012.csv - Demographic, Dietary, [Examinations](http://https://wwwn.cdc.gov/nchs/nhanes/search/variab...

Source: DREES , Studies and results No 859

Authors: Eric THUAUD (Drees)

In 2011, the net profitability of private for-profit clinics is estimated at 2.6% of their turnover, an increase of 0.6 percentage points compared to 2010 (2%).

Intravenous (IV) solution manufacturers have a critical role in healthcare delivery, supplying essential fluids like saline and dextrose used in virtually every care setting, from hospitals and surgical centers to outpatient infusion clinics. Historically, demand has remained stable and predictable, linked closely to procedure volumes and inpatient utilization. However, over the past five years, demand has accelerated because of a shift toward outpatient care, the rise of home infusions and growth in chronic disease management. The expansion of ambulatory surgery centers (ASCs) and non-hospital care sites has also created new, decentralized demand for IV fluids, increasing the number of delivery points. Despite being a commoditized product, IV solutions are volume-driven and critical to day-to-day patient care, which places pressure on manufacturers to deliver a consistent supply at a low price. The rising purchasing power of group purchasing organizations (GPOs) has intensified price competition among manufacturers, pushing prices lower and making it challenging for suppliers to invest in new capacity or product innovation. In all, revenue has risen at a CAGR of 0.2% to an estimated $3.4 billion over the past five years, including expected growth of 3.2% in 2025. In 2024, the industry’s vulnerability was exposed when Hurricane Helene severely disrupted Baxter’s North Cove facility in North Carolina, the single largest US producer, with this single facility accounting for roughly 60% of the national IV fluid supply. The flooding led to an immediate nationwide shortage, forcing hospitals to ration fluids and scramble for backup suppliers. The event highlighted the pitfalls of a highly concentrated industry where a handful of facilities produce nearly all the domestic supply. While competitors like B. Braun ramped up output and FEMA authorized emergency imports, the shortage underscored how disruptions have system-wide effects. The disruption at Baxter’s North Cove facility caused its market share to drop as hospitals and GPOs shifted orders to competitors like B. Braun and imports. This event pushed health systems and buyers to diversify their supplier base, weakening reliance on any single manufacturer and potentially prompting a long-term shift in market dynamics. IV solution manufacturing is expected to grow moderately, driven by outpatient expansion, aging demographics and increased chronic care treatment. However, growth will be uneven across settings: while hospitals remain the largest customers, infusion clinics and home care are driving new demand that requires more nimble packaging and distribution models. Manufacturers will be under pressure to modernize facilities, diversify geographic production and improve risk management capabilities. Long-term, demand will continue rising, but aggressive GPO pricing, high regulatory costs and the commoditized nature of the product will constrain profit. New competitors, including a Saudi-based IV production facility (announced in May 2025 in Trump’s Saudi-US economic partnership), could introduce headwinds too. Investments in automation and efficiency will be essential for manufacturers to remain competitive, control costs and maintain reliability. Revenue will expand moving forward, increasing at a CAGR of 2.3% to an estimated $3.9 billion over the next five years.

Outcome indicators, proportion and estimated quantity of stakeholders achieved indicators and adjusted present values.

As a crucial component of hierarchical diagnosis and treatment systems, medical alliances in China are responsible for promoting the downward allocation of high-quality medical resources. Remote consultation, as an essential means to achieve this goal, is of practical importance in the realization of resource sharing between hospitals within medical alliances in China. The existing research on the construction of remote consultations within medical alliances has achieved fruitful results in both theory and practice. However, the establishment of remote consultation involves many factors, and the current research mainly focuses on the influence of traditional economic profit and loss on the construction of remote consultation. In view of the practical problems existing in the operation of medical and health services in China, such as the need to improve the capacity of primary medical and health services and the poor sinking effect of high-quality medical resources, it is of great importance to systematically study the promotion strategy of the construction of remote consultation within the medical alliance to build a reasonable order of medical treatment. Therefore, by determining the logical path formed by the remote consultation channel and on the basis of traditional profit and loss parameters, this paper fully considers the relevant influence of the resource sinking utility caused by the remote consultation channel. The stability of the evolutionary system is analyzed, and a numerical simulation is used to explore the impact of key parameters on system evolution. The research results indicate that the establishment of a remote consultation system between hospitals at different levels is primarily influenced by factors such as the initial proportion of the establishment strategy chosen by both parties, the establishment cost, the distribution proportion of the government subsidy, the distribution proportion of the economic benefit, and the effectiveness proportion in the utility derived from the downward allocation of resources and reputational damage. The findings suggest that moderate to high levels of reputation loss do not significantly influence the final decision-making process for either party. Government subsidies can have an impact on hospital decision-making in the early stages, and in the long term, the resource sinking utility is more appealing than the economic benefits. To a certain extent, this study enriches the related research on remote consultation and the sinking of high-quality medical resources, provides reliable theoretical and method support for the sinking of high-quality medical resources, promotes the construction of remote consultation in medical alliances in China, and provides a decision-making reference and basis for the government and health administrative departments to formulate relevant policies.

The performance of dialysis centers in the US remains steady, driven by the essential nature of their services and persistent demand from an aging population. Over the past years, patient volumes have held firm, with long wait times for kidney transplants keeping most patients reliant on regular treatment sessions. Major healthcare coverage, such as Medicare and Medicaid, has maintained consistent access for most patients, minimizing the usual volatility experienced in other industries. Two leading national dialysis centers dominate the market, setting the tone for care standards, cost management and adoption of new technologies, while the remainder of providers look for niches through specialized offerings or local partnerships. This environment positions the market for dialysis centers relatively stable, though persistent regulatory and operational changes continue to pose challenges. Revenue has dipped at a CAGR of 2.3% to an estimated $31.3 billion over the five years to 2025, including 0.3% growth in 2025 alone. Clinics have faced tight profit because of shifting reimbursement policies and supply chain disruptions. Medicare’s static payment rates and insurance mix changes have pressured profit, prompting centers to focus on disciplined cost controls. Labor costs now occupy a higher portion of expenses, as facilities compete for skilled nephrology staff in an environment of workforce shortages and expanded job roles. Meanwhile, supply purchases have stabilized, allowing for smarter negotiating and investment in advanced treatment technologies. Some clinics have reduced physical footprints as patient preferences evolve, which has moderated rent expenses. The leading national providers have responded by integrating support services, pursuing operational excellence and investing in at-home care programs to maintain their financial advantages. Dialysis centers are expected to sustain demand because of swelling rates of diabetes, hypertension and an expanding older adult population. While new technology improves patient comfort and treatment efficiency—fueling competition and innovation—regulatory shifts will likely squeeze profit. Advances in diagnostic tools and patient education may lengthen treatment durations and foster earlier care engagement, while the push toward home-based modalities will alter facility operating models and real estate strategies. Major facilities will likely expand telehealth and at-home service lines, potentially accelerating consolidation as smaller outfits struggle to invest in necessary upgrades. Strategic investment in multidisciplinary care teams, preventive health initiatives and care coordination will be critical for providers seeking to sustain growth, adapt to evolving patient demands and ensure ongoing quality in the changing competitive and regulatory climate. Revenue is expected to expand at a CAGR of 1.8% to total an estimated $34.3 billion over the five years to 2030.

This statistic displays the distribution of selected key hospital demographics in the United States as of 2017. During this year, almost ** percent of acute care hospitals were not-for-profit hospitals. U.S. hospital key demographicsThere has been an increase in the number of patients as well as the medical costs at hospitals. In 1997, the rate of stays per 1,000 people was *****. In 2009, the rate increased to ***** stays per 1,000 people. The average cost per stay had also increased from ***** U.S. dollars in 1997 to ***** U.S. dollars in 2009. Overall hospital revenues in the United States has increased from ***** billion U.S. dollars in 2009 to *** billion U.S. dollars in 2014. Specialty hospitals have also managed to increase their revenues from ***** billion U.S. dollars in 2009 to ** billion U.S. dollars in 2014. Small specialized hospitals focusing on cardiac, orthopedic, or surgical services have increased in the United States but tend to aggregate in only some states. These hospitals may be able to provide cost efficient work, allow for more patient choice, and increase quality of health care services. However, specialty hospitals have also been criticized for providing patients with services that encourage overutilization and also unfairly focusing on the wealthiest patients.

Proportion of weight categories to different variables among pregnant women on ANC follow up in West Show Hospital, 2024.

Abstract

Statistical information on Family Planning expenditures within a country is critical for evidence-based policy and decision making in resource allocation in the Health sector. The information is also critical for monitoring progress in achievement of Government commitments to FP service provision in Uganda. The Uganda Bureau of Statistics (UBOS) has been conducting the Resource Flows Survey (RFS) in Uganda since 2011. The 2018 RFS covered all institutions undertaking Family Planning (FP) activities namely; Government Ministries, Department and Agencies (MDA), Non-Government Organisations (NGO), Importers of Contraceptives and Private Health facilities in 30 of the 128 districts in Uganda. Field data collection was spread over a 2-month period from November 2018 to December 2018. A total of 471 institutions were covered including 371 private health facilities scientifically selected countrywide. The Survey focused on income received and domestic expenditures on Family Planning activities in the country in Calendar year 2016-2017 and Financial year 2016/17-2017/18.

Income received and spent on Family Planning activities in Uganda The 2018 Resource Flows Survey on Family Planning in Uganda revealed that about UGX 106Billion was received for Family Planning (FP) activities in 2017; reflecting a 34 percent increment from about UGX 79Billion that was received in 2016. Financial Year (FY) findings showed that there was an increase in income received for FP from UGX 71Billion in 2016/17 to UGX 80Billion in 2017/18. International organisations remained the main source of income for Family Planning activities in Uganda in 2017 accounting for 73 percent (UGX 76 Billion) of the total income received in 2017. FP funds absorption was reportedly high at about 92 percent in 2017/18 and 96 percent in 2017. Internal service staff cost took the greatest share of the total FP expenditures in 2017 at about 28 percent. Purchase of Contraceptives, medicine & other consumables constituted the largest proportion (42%) of Family Planning expenditure in FY 2017/18. Condoms were the most purchased contraceptive accounting for 30 percent of the expenditure towards Contraceptives medicine & other consumables in 2017 and 29 percent in 2017/18.

Income received and spent on Family Planning activities among Government Ministries, Departments and Agencies (MDAs) A total of UGX 16Billion was received for Family planning in 2017/18; an increment from UGX 10Billion in 2016/17. Purchase and distribution of Contraceptives, medicine, and other consumables took the greatest share of the FP funds at about 93 percent in 2017/18. Of the FP income spent on Contraceptives, medicine & other consumables in 2016/17 and 2017/18, more than a third was spent on purchase of IUDs followed by condoms.

Findings from the national budget showed that UGX 1.70 Billion was spent by Government of Uganda on FP activities in 2017/18. This was a decrease from UGX 1.74 Billion in FY 2016/17. About UGX 1Billion was spent on Human Resource in both years.

Income received and spent on Family Planning activities in the Private Sector

There was an increase in income received from FP services in the private sector from UGX 78Billion in 2016 to UGX 105Billion in 2017. Of the income received, almost all was spent (99% in 2016 and 96% in 2017).

Non-Government Organisations (NGOs) reported receipt of UGX 101Billion in 2017; an increment from UGX 73Billion in 2016. Most of the FP income in 2017 (28%) was spent on internal service staff cost for direct FP service provision. A reduction in the percentage spent on long term FP methods namely injectables (15% to 12%), implants (17% to 12%) and IUDs (22% to 14%) was realized between 2016 and 2017.

Private Health Facilities on the other hand reported a decrease in income received for FP activities from UGX 4.9Billion in 2016 to UGX 3.9Billion in 2017. Most of the expenditures towards FP services (38%) in public health facilities were on purchase and provision of Contraceptives, medicine & other FP consumables in 2017. The most purchased contraceptives were injectables at 19 percent in 2017 and 27 percent in FY 2017/18.

Importers of FP commodities. There was an increase in expenditure towards importation of FP contraceptives from UGX 46Billion in 2016 to UGX 58Billion in 2017.

Geographic coverage

National Coverage

Kind of data

Sample survey data [ssd]

Sampling procedure

Sampling Design: From a list of FP impllementing partners in the counrty a total of 12 Government MDAs, 80 NGOs and 12 importers of FP contraceptives were identified. All 104 FP implementing partners in Uganda, were visited with the exception of private health facilities where sampling was done.

The frame for Private Health Care Facilities (HFs) that provided Family Planning services as of December 2017 in 125 districts was obtained from the District Health Management Information System (DHMIS) at Ministry of Health, comprising of 1,444 Private Health Facilities. All facilities with less than 10 FP users (0.04% of total FP users) in 2017 were dropped from the frame (8% of the private HFs were excluded).

Given that the data from the sampling frame (DHMIS) was incomplete without data on expenditures towards FP among the private health facilities, the available variable number of FP users was used as a proxy measure for FP financial expenditure. Hence the sample selection at all stages was done using Probability Proportional to Size (PPS), the size being the number of Family Planning users.

Sample Size determination: A number of factors were taken into consideration during the determination of a sample size that is nationally representative and these included; 1. Contraceptive Prevalence Rate among married women (39%) and sexually active unmarried women (51%) in the reproductive age group (15-49 years) from the 2016 UDHS 2. Non-response among health facilities (1.3%) based on other health facility based studies and 3. The overall cost of the survey among others. A sample size of 450 private Health Facilities were then selected. Based on findings from the pre-test, clinics were excluded in the sampling due to inadequate data and duplication in FP methods provision.

Sample Selection: The sample selection followed a two-stage stratified sampling design. In the first stage, all districts were grouped into 15 sub regions of similar socio-economic characteristics prior to sampling. These included; North Buganda, South Buganda, Kampala, Ankole, Bukedi, Busoga, Acholi, Lango, West Nile, Bunyoro, Kigezi, Tooro, Teso, Elgon and Karamoja. A total of 30 districts with regional representation were then selected using Probability Proportional to Size (PPS), the size being the number of Family Planning users in each district.

In the second stage, the number of Private Health facilities to be included in the sample from each district was also determined using PPS including (41 Hospitals, 10 Health Centre IVs, and 156 HC IIIs) in the selected districts, all of which were included in the sample. The 243 HC IIs were then selected using PPS in each district.

Finally, a total of 554 organisations including 12 Government MDAs, 80 NGOs, 12 Pharmacies and agencies that import contraceptives, and 450 private health facilities were identified and visited.

Mode of data collection

Face-to-face [f2f]

Research instrument

The 2018 RFS on FP used a set of four (4) questionnaires each with an accompanying manual of instructions. These were developed by NIDI and localised by UBOS in consultation with stakeholders. The questionnaires collected information on income received by source, funds absorption by type (recurrent expenses and capital investment), specific FP programme expenditure details, expenditure on contraceptives by commodity, and future expected expenditures.

The survey questionnaires included: 1) National Consultant questionnaire which was filled in by the survey coordinator from UBOS-lead implementing agency. This provided information on average price of contraceptives from administrative sources. 2) Government questionnaire for the public sector which was filled in by accountants in consultation with the technical officers from Government MDAs providing information on the income received and spent on FP activities. 3) Private Sector questionnaires that included; i. Non-Government Organisations (Non-Profit Institutions) questionnaire which was administered to NGOs, Universities, Foundations among others and filled in accountants in consultation with the technical officers. ii. Corporations' questionnaire providing information on the income received and spent on FP activities by Private for Profit agencies like private hospitals and Pharmacies. Corporations in this survey refer to the private providers of Family Planning services and methods.

The Government and NGO questionnaires were sent to respondents (accountants who worked with the technical officers) via email or hand delivered by the data collector. Where possible, face to face interviews were conducted with the respondent. Computer Assisted Personal Interviews (CAPI) were conducted at the selected Private Health Facilities.

Cleaning operations

Two data editors were identified among the data collectors whose main tasks included making the relevant edits to ensure that: a) The dates most especially for the financial year dates and the project period time are correct. b) The totals on income in section B equals to the summation of breakdowns on income received from domestic, international and own incomes in section c c) The expenditure distribution of all individual projects in section D is equaled to the given / indicated total expenditure in section