Hospitalito Atitlan

Non profit organization
(+503) 7721-7683

Hospitalito Atitlán is a small, non-profit, non-governmental hospital that serves 75,000 Mayans who live on the southern shore of the beautiful Lake Atitlán in the highlands of Guatemala.

Women, Men, Girls, Boys, Indigenous peoples, Elderly
Education, Health
Sololá (Santiago Atitlan)

Organizational contacts & locations

Manuel Gonzalez Hi
Medical Director
Jacinto García Chipir
Executive Director
Lyn Dickey
Director, Office of Development
(+502) 7721-7683
Canton Chut-Chaaj, 
Santiago Atitlán, 

Mission, vision & values


We are a non-profit health institution that offers curative and preventive health services accessible to the population, without making any distinction, with a focus on the mother-child group and with continuous medical education among national and international professionals, to contribute to improving their quality of life.


To be a reference hospital in the southern region of Lake Atitlán, with adequate and specialized personnel, functional physical structure, and efficient and effective administrative system, providing 24-hour medical care services, with sustainability programs and in alliances with related organizations.

We value loyalty, integrity, a service attitude, commitment, and teamwork.

Products, services, and programs


We offer consultations for:

  • General medicine
  • Gynecology and Obstetrician
  • Traumatology
  • Odontology
  • Pediatrics
  • Psychology
  • Internal Medicine

We have a diabetes clubs, and nutrition classes for mothers of children with malnutrition.

Organizational detail

Number of employees: 
Private donations, Private grants
Primary issue(s) / need(s) addressed

We focus on maternal and child mortality. We started with a community forum with the Ministry of Health. At that time, there was no 24-hour maternal health care.

Impact, adaptations & objectives

Impact to date

We provide an option of care to those living in and visiting the Santiago Atitlan.

  • Patients to date: 45,797
  • Surgeries: 5,428
  • Emergencies: 33,210
Impact measuring

We measure our impact through medical records, community programs, indicator framework, and evaluations.

Organizational adaptations: 
Size and/or structure, Key offerings, Location, Funding model, Way in which you collaborate or work with others
Organizational adaptation details

Size and/or structure

We started with about 7 employees, pre pandemic we were 65. Now have just under 50.

Key offerings

Expanded pediatrics around 2012 (residency collaboration with Hospital Juan Pablo II), dental, ambulance, community programs.


We started in Panabaj, had to move locations due to a mudslide.

Funding model

Due to the pandemic we now have more private donors rather than patients.

Way in which you collaborate or work with others

We have moved to less dependence on volunteer physicians, and are partnering with local health clinics in community programs.

Short term objectives


Regain volunteer base and specialty services


Obtain digital x-ray, continuing medical education of hospital staff, hospital wide implement electronic medical record.


Recover confidence of community in health care services to pre pandemic levels.

Long term objectives


Expand access to specialties with routine days, return to pre COVID-19 services.


Start a blood bank.


Expand coverage area and population of diabetes program, return to pre COVID-19 services.