Infant health

Here's a story about how members of the Changemakers community are using an innovative recipe to keep children alive and well in Haiti:

In the United States, the thought of peanut butter conjures images of lunchtime sandwiches, midday snacks, and the occasional sweet treat, but for children in underserved populations around the world, peanut butter means survival.

In Haiti, a super-fortified peanut butter called Medika Mamba, or “peanut butter medicine” in Haitian Creole, is helping severely malnourished children restore their health within three to five days.

Read more about this solution, or discuss this topic below.
 

*Y.C.* Alert and Action for MSG 5

ADVOCACY FOR THE REDUCTION OF MATERNAL AND NEONATAL MORTALITY IN CAMEROON, THE PLACE OF THE PARTOGRAPH
 
Introduction
The Cameroon Road Map for Reduction on Maternal and Neonatal Mortality gives a global vision and national perspective on issues relating to the reduction of maternal and neonatal mortality.
A maternal death is “the death of a woman while pregnant or within 42 days of
termination of pregnancy, irrespective of the duration or site of the pregnancy,
from any cause related to or aggravated by the pregnancy or its management,
but not from accidental causes” (WHO).

About You

Organization: Mankon sub divisional hospital more ↓↑ hide↑ hide

Section 1: About You

First Name

Munoh kenne

Last Name

Foma

Website

Organization

Mankon sub divisional hospital

Country

Cameroon, NOT

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

Yes

Section 2: About Your Organization

Organization Name

Mankon sub divisional hospital

Organization Website

Organization Phone

23777483828

Organization Address

BP 87 bamenda Cameroon

Organization Country

Cameroon

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

*Y.C.* Alert and Action for MSG 5

Country your work focuses on

Cameroon, NOT

Describe Your Idea

ADVOCACY FOR THE REDUCTION OF MATERNAL AND NEONATAL MORTALITY IN CAMEROON, THE PLACE OF THE PARTOGRAPH
 
Introduction
The Cameroon Road Map for Reduction on Maternal and Neonatal Mortality gives a global vision and national perspective on issues relating to the reduction of maternal and neonatal mortality.
A maternal death is “the death of a woman while pregnant or within 42 days of
termination of pregnancy, irrespective of the duration or site of the pregnancy,
from any cause related to or aggravated by the pregnancy or its management,
but not from accidental causes” (WHO).
Neonatal death is “death of a live‐born infant within the first 28 days of life”.
 
The Magnitude of the Problem
Every minute worldwide,
- 380 women become pregnant
- Amongst these, 190 are unplanned
- 110 have a pregnancy‐related complication
- 40 have an unsafe abortion
- 1 woman dies from a pregnancy‐related complication
Every two hours in Cameroon,
- 1 woman dies from a complication related to pregnancy, childbirth or postpartum          
  period.
- 6 newborns die.
 
In Cameroon, maternal mortality has increased from 430 in 1998 to 669 deaths per 100 000 live births in 2004 (DHS II and III). Similarly, neonatal mortality is on the up rise and the ratio stands at 42 deaths per 1000 live births.
 
Objectives of the Road Map
The objective of the road map is to foster the achievement of the International Conference on Population and Development (ICPD) Agenda and the Millennium Development Goals (MDGs) 4 and 5 by 2015:
 MDG 4: Reduce by two thirds, between 1990 and 2015, the under-five mortality rate
 MDG 5: Reduce by three quarters the maternal mortality ratio
 
If the fight against maternal and neonatal mortality is not intensified through new strategies, the MDGs will not be achieved come 2015.
 
 
The situation in Cameroon
On the economic sphere, the Gross national Income (GNI) per inhabitant increased between 2000 and 2006 from 437 000 FCFA to 482 000 FCFA respectively. Despite this growth, a significant proportion of the population remains poor and women are mostly affected.
 
 Social and Health situation
– Concerning emergency obstetrical care, few health facilities respond to the norms and criteria recommended by WHO: the target of 1 hospital practicing complete emergency obstetrical care and 4 health facilities practicing basic emergency obstetrical care per 500.000 inhabitants, cannot be achieved.
– Too early pregnancies, too many births, births too close together and too late in life births
– Low contraceptive prevalence (13%)
– Unmet family planning needs
– Births which occurred in the presence of unqualified personnel (38 %)
– Very low ratio of Caesarean sections (2%)
 
 Causes of maternal mortality
• Direct obstetrical causes: the five main complications which result in 75% of maternal deaths are hemorrhage, eclampsia and complications from risky abortions, prolonged labour and infections.
• Indirect medical causes: more and more recurrent medical cases include HIV and AIDS, Malaria, tuberculosis etc …
• Root causes: such as poverty, isolation, women´s status, ignorance, cultural constraints , inadequate services, absence of social security.
 

 
 Causes of neonatal mortality
The main causes of newborn deaths are: suffocations at birth (25%), infections (28%) such as tetanus, meningitis, respiratory track infections, diarrhea, prebirth and low weight at birth (30%), malformations (8%), and others (9%).
 
 Why do these women die?
They die because of obstetrical complications which could be treated. Most obstetrical complications are sudden and if women do not receive treatment in time, they develop complications which could result in disabilities or death.
 
The three delay model highlights factors that lead to death.
1st Delay: the delay in decision to attend a health center
This can be explained by:
- A lack of awareness of danger signs;
- The low status of women;
- Insufficient resources;
- Weak decision making power and inhibitions which prevent women from
consulting at health centers (cultures and belief)
 
2nd Delay: the delay in arriving at health services.
This is due to:
- Problem of distance,
- Poor state of roads
- Absence of rapid means of transportation and cost of transportation
 
3rd Delay: the delay between arrival at hospital and receiving adequate treatment.
This can be blamed on:
- The attitude of health care personnel;
- Limited number of qualified personnel;
- Poor service organization;
- Lack of adequate medical equipment;
- Lack of medicines and others medical supplies ;
- Health care costs.
 
 What are the main strategies to fight maternal and neonatal mortality
The reduction of maternal and neonatal mortality is based on four pillars:
(1) the repositioning of family planning
(2) prenatal consultations which client focused
(3) delivery by qualified staff,
(4) strengthening of obstetrical and neonatal emergency care.
THE PLACE OF THE PARTOGRAPH IN THE REDUCTION OF MATERNAL AND NEONATAL MORTALITY AND MORBIDITY
 

INTRODUCTION

The Partogram is widely used in under-resourced settings as a simple and affordable tool to monitor labour. Continuous monitoring of labour and provision of rapid care to deal with problems are most crucial for preventing adverse obstetric outcomes related to childbirth. The current WHO partogram is designed to monitor not only the progress of labour, but also the condition of the mother and the fetus during labour. It includes different variables (fetal heart rate, dilation of the cervix, contractions, and pulse rate of the mother) plotted on a pre-printed paper. The plotted data allow the attending health-care practitioner to identify early deviations in the plotted parameters from the normal and make decisions regarding direct intervention or referral.

The partogram has been heralded as one of the most important advances in modern obstetric care. WHO advocates its use as a necessary tool in the management of labour and recommends its universal use during labour. It has transformed the subjective management of labour into a more objective exercise. The partograph identifies women in need of an obstetric intervention (Bosse et al. 2002) and can accelerate referrals to appropriate centers and decision making.
 
In under-resourced settings, prolonged labour and delay in decision-making are important causes of adverse obstetric outcomes. Owing to resource constraints in such settings, it is usually not possible to monitor each woman continuously throughout the duration of labour. In such settings, the partogram serves a simple and inexpensive tool to monitor labour in a cost-effective way. One case–control study from Pakistan found the partogram to reduce the frequency of prolonged labour, augmented labour, postpartum hemorrhage, ruptured uterus, puerperal sepsis perinatal and maternal morbidity and mortality.

THE USE OF THE PARTOGRAM IN CAMEROON
Many surveys have reported the utilization rate of the partogram to be very low in Cameroon, even in Big Towns. Reasons sited for this low use include;
• Inability to correctly use the partogram
• Few personnel
• Partographs not available
• Ignorance about the partogram
• Not seen to be important
• Late arrivals of parturients
• Others
•  
A recent survey in the Santa Health District, in the North West Region of Cameroon in February 2010showed that none of the Health institutions were using the Partogram.
 
Health Area

Population

Health Unit

Use of partogram

 

AKUM

 

8299

Akum Health Centre

Never been used

 

 

Holy Family Medical centre

Used occasionally

 

AWING

 

33458

Awing  Health Centre I

Never been used

 

 

Awing Health Centre II

Never been used

 

 

Awing Medicalized Health Centre

Never been used

BALIGHAM

9893

Baligham Health Centre

Never been used

 

MBU

 

4450

Mbu Health Centre

Never been used

 

 

Baba Health Centre

Never been used

PINYIN

8681

Pinyin Medicalized Health Centre

Never been used

BUCHI

9114

Buchi Health Centre

Never been used

MENKA

8884

Menka Health Centre

Never been used

 

 

NDAPANG

 

 

7383

Ndapang Health Centre

Never been used

 

 

Alan H S Health Centre

Never been used

 

 

PHC Kongfune Health Centre

Never been used

 

 

SANTA Urban

 

 

18460

Santa Urban Health Centre

Never been used

 

 

Saff –Hillhaven Health Centre

Never been used

 

 

Santa District Hospital

Never been used

What has to be done?
 
 
1) KAP STUDY OF THE LABOUR PARTOGRAPH
 
Main Objective
To evaluate the Knowledge, Attitude and Practice of the labour partograph among birth attendants of the Health Centers and District Hospitals in the North West region of Cameroon
Specific Objectives
1. Evaluate the birth attendants’ knowledge about the labour partograph
2. Estimate the proportion of those with positive attitude towards the use of the partograph
3. Calculate the reported rate of use of the partograph
4. Evaluate the availability of the partograph
5. Evaluate the level of experience of the participants (years of work)
6. Assess the factors limiting the implementation of the partograph
 
Materials and methods
1. Study Design:This is a survey study
2. Study Population:Midwives and doctors attending to women in labour in the Health Centers and District Hospitals in the North west region of Cameroon
3. Inclusion criteria:
–Every midwife or doctor attending to labour cases in the selected centers
–Acceptance to participate in the study
4. Exclusion criteria:
–Refusal to participate in the study
–Students
 
Study procedure
10 Health institutions shall be randomly selected from any 5 health districts of the North West Region. We shall visit each institution physically and organize short meetings in collaboration with the heads of services to explain the study and how the questionnaires will be filled. Each participant will be requested to complete and drop the form in a box that will be kept in the office of the Head of Unit. The questionnaire will be bilingual, French and English. We shall then pass after a month to collect the forms
High response rates will be ensured by regular weekly visits to remind and motivate the participants
 
Outcome measures
–Knowledge of the partograph
–Correct use
–When to refer
–The level of acceptance of the partograph
–The rate of use of the partograph
–The response rate will be calculated with the number of questionnaires given out as the denominator
 
2) TEACH BIRTH ATTENDANTS HOW TO USE THE PARTOGRAM AND GOOD OBSTRTRICS CARE
 
- Seminars to train at least 2 birth attendants from each health unit
- Physical visits to health units to evaluate and correct obstetric care
 

Website URL

Innovation

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What makes your idea unique?

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Do you have a patent for this idea?

Yes

Impact

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What impact have you had?

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Problem

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Actions

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Results

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What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

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What would prevent your project from being a success?

Approximately 250 words left (2000 characters).

How many people will your project serve annually?

More than 10,000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your project seek to have an impact on public policy?

Yes

Sustainability

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What stage is your project in?

Operating for less than a year

Is your organization a

Government

Is your initiative connected to an established organization?

Yes

If yes, provide organization name.

Mankon sub divisional hospital

How long has this organization been operating?

More than 5 years

Does your organization have a Board of Directors or an Advisory Board?

Does your organization have a non-monetary partnerships with NGOs?

Yes

Does your organization have a non-monetary partnerships with businesses?

Yes

Does your organization have a non-monetary partnerships with government?

Yes

Please tell us more about how these partnerships are critical to the success of your innovation.

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What are the three most important actions needed to grow your initiative or organization?

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The Story

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What was the defining moment that you led to this innovation?

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Tell us about the social innovator behind this idea.

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How did you first hear about Changemakers?

Web Search (e.g., Google or Yahoo)

If through another, please provide the name of the organization or company

*Y.C.* Cash transfer for spacing births

A second pregnancy that follows too soon after the first is detrimental to the mother as well as the child. It is the poorest who are usually affected often due to a lack of tangible incentives and support for birth spacing.

About You

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Section 1: About You

First Name

Diwakar

Last Name

Mohan

Website

Organization

Country

United States, PA

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

Yes

Section 2: About Your Organization

Organization Name

Organization Website

Organization Phone

Organization Address

Organization Country

n/a

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

*Y.C.* Cash transfer for spacing births

Country your work focuses on

India, XX

Describe Your Idea

A second pregnancy that follows too soon after the first is detrimental to the mother as well as the child. It is the poorest who are usually affected often due to a lack of tangible incentives and support for birth spacing.
I propose to provide monetary incentives to women who have recently delivered to postpone their next pregnancy. Participants would be required to attend a monthly social gathering (a support group) where they will receive Rs.100 or two dollars (this can be decided based on focus groups) for every month that they remain free of pregnancy. The emphasis should be laid on the fact that women should attend the session if they want to receive the money. The session should not be a learning / coaching / instruction session. Contraception and other post natal advice should be available but not given unless they are sought for. They should be free to bring in their children and discuss whatever they want.

Website URL

Innovation

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What makes your idea unique?

It gives women they peer support they need to mainstream birth spacing. The monetary award is only a tangible symbol that keeps up morale. The important aspect of the program is the support group that women have created.

Do you have a patent for this idea?

Impact

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What impact have you had?

Not tried yet

Problem

Decreased spacing between pregnancies in the poor of developing countries

Actions

Approximately 150 words left (1200 characters).

Results

Increase the interval between pregnancies resulting in better maternal and infant health

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

The next three years are crucial since the effectiveness and impact of the measure is not known.
Transparent and fair implementation of the program is the key to success.

What would prevent your project from being a success?

Poor buy in by the community. Paucity of funds.

How many people will your project serve annually?

1001‐10,000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your project seek to have an impact on public policy?

Yes

Sustainability

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What stage is your project in?

Idea phase

Is your organization a

Please select

Is your initiative connected to an established organization?

If yes, provide organization name.

How long has this organization been operating?

Please select

Does your organization have a Board of Directors or an Advisory Board?

Does your organization have a non-monetary partnerships with NGOs?

Does your organization have a non-monetary partnerships with businesses?

Does your organization have a non-monetary partnerships with government?

Please tell us more about how these partnerships are critical to the success of your innovation.

NGOs - Operational component at the ground level

What are the three most important actions needed to grow your initiative or organization?

Funds - initially to test the idea (25 $ per woman year of pregnancy averted + 5$ administrative )
Community support
Good monitoring to rule out misuse / abuse

The Story

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What was the defining moment that you led to this innovation?

I realized that for any behavioral change to succeed the inner motivations of all the stakeholders concerned must be addressed/satisfied. Women in India are not independent of their families and any potential intervention had to incentivize the husband/family.

Tell us about the social innovator behind this idea.

A similar measure to prevent pregnancies in poor latin girls was implemented by Planned Parenthood in Denver, Colorado.

How did you first hear about Changemakers?

Web Search (e.g., Google or Yahoo)

If through another, please provide the name of the organization or company

Pakistan: Establishing Birthing Centers for Internally Displaced Women and Children

Location

Boston
United States
42° 21' 30.3516" N, 71° 3' 35.1828" W

The Pakistan Initiative for Mothers and Newborns (PAIMAN) has needed to immediately respond to half a million internally displaced persons (IDPs) now living in camps and the many more living with host families in the two major PAIMAN intervention districts of Charsadda and Mardan. To best serve the needs of displaced women and children, PAIMAN established birthing centers in the IDP camps. PAIMAN is working with four local NGOs in the two districts to provide this care. Four birthing centers have been established in Charsadda and Mardan.

Focused Antenatal Care and Malaria in Pregnancy in Kenya

Location

Nairobi
Kenya
1° 16' 59.9988" S, 36° 49' 0.0012" E

Malaria i pregnancy contributes to severe anemia in women & low birth weight in newborns. Jhpiego worked closely with the Division of Reproductive Health & Division of Malaria Control of the Kenya Ministry of Health to improve focused antenatal care services targeting the prevention & control of MIP. These targeted efforts have contributed to strengthening the capacity of trainers, providers & supervisors to deliver focused ANC services, & have led to improved quality and utilization of focused ANC services in 22 malaria-endemic districts.

Action Against Malnutrition through Agriculture (AAMA) in Nepal

Location

Kathmandu
Nepal

Helen Keller International (HKI), its national partner Nepali Technical Assistance Group (NTAG) and local NGO partners are collaborating on an innovation to improve food security and child growth in Nepal's neglected far western region. The project uses HKI's homestead food production program and the Essential Nutrition Actions framework, a combination that will ensure enhanced household food production contributes to the improved growth of children under two years as well as household income. The model is being tested for national scale-up.

Feminist Health Center

Location

Concord
United States

CFHC is a nonprofit women’s health center specializing in well-woman gynecological care and abortion. They seek to to empower their clients and community through provision of reproductive health services, advocacy and educational outreach.

The Prison Birth Project

Location

North Hampton
United States

The Prison Birth Project is an organization focused on reproductive justice, working to provide education, support, and advocacy to women at the intersection of the criminal justice system and motherhood.

Our goal is to provide tools to help incarcerated and previously incarcerated women make empowering birth choices, and to provide continuous care through the transition into parenting.

Save babies with the warmth of an Embrace

Embrace is a startup nonprofit organization with a mission to save millions of babies through an innovative, low cost infant incubator. Embrace costs 1% of the cost of traditional incubators, which can cost up to $20,000 USD. The device requires no electricity, has no moving parts, is portable and is safe and intuitive to use.

About You

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Section 1: About You

First Name

Christina

Last Name

Chao

Country

United States, CA

Section 2: About Your Organization

Is your initiative connected to an established organization?

Yes

Organization Name

Embrace

Organization Website

Organization Phone

510.326.7981

Organization Address

1902 Divisadero Street, San Francisco, CA 94115

Organization Country

United States, CA

Is your organization a

Non‐profit/NGO/citizen sector organization

How long has this organization been operating?

1‐5 years

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

Save babies with the warmth of an Embrace

Describe Your Idea

Embrace is a startup nonprofit organization with a mission to save millions of babies through an innovative, low cost infant incubator. Embrace costs 1% of the cost of traditional incubators, which can cost up to $20,000 USD. The device requires no electricity, has no moving parts, is portable and is safe and intuitive to use.

Country your work focuses on

India, XX

Innovation

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What makes your idea unique?

Embrace’s product represents a breakthrough technology in neonatal care. There is no other device that actively regulates a newborn baby’s body temperature, without the use of electricity. It is designed to work at the lowest rungs of the healthcare infrastructure – rural healthcare centers and homes. Most importantly, there are no other devices in this space in the same price range.

Overall, Embrace is an organization with a clear vision and a passion for finding solutions to health challenges in the developing world. We seek to improve the lives of women, infants, and families by empowering them with affordable, highly innovative, socially relevant health technologies.

Unlike traditional incubators that cost up to $20,000, the Embrace Infant Warmer costs as little as $25. The product uses an innovative wax incorporated in a sleeping bag design to regulate a baby’s temperature at 37oC, critical for an infant’s survival. The device requires no electricity, has no moving parts, is portable and is safe and intuitive to use.

Embrace has been making tremendous progress, and the media is starting to notice. Most recently, Jane Chen, our CEO was selected to be a TED 2009 Fellow. Her TED Talk is here: http://www.ted.com/talks/jane_chen_a_warm_embrace_that_saves_lives.html. We also have been featured in Time Magazine , Wall Street Journal, Boing Boing, London Times, and numerous other media.

Do you have a patent for this idea?

Yes

Impact

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Tell us about the social impact of your innovation. Please include both numbers and stories as evidence of this impact

Embrace is a social business whose vision is to democratize access to healthcare in India and other developing countries by developing affordable, highly innovative, socially relevant health technologies. Every year, 20 million low‐birth‐weight (LBW) babies are born; 4 million of them die, and many of those that survive often grow up to have low IQ, early onset of diabetes, and heart disease. 1.2 million of these deaths occur in India alone. A large number of these problems could be avoided by providing thermal regulation to these babies, which is the primary function of an incubator.

One of the U.N. millennium development goals is the reduction of infant mortality by two‐thirds by 2015. The Embrace Infant Warmer will help families save their children and governments work towards this development goal, by bridging the gap in quality of healthcare available to a rural‐born and an urban‐born baby.

Decreasing infant mortality and ensuring that premature infant deaths do not occur will thus empower women to be able to choose how many children her family wants. She will not feel the need to have a larger family in hopes that half of her children will survive, she will know that ALL of her children will survive. This also means that she will be able to better plan and control her family's income/spending and economic well being. Having healthy children frees up money families would have spent for healthcare, and can eventually lead to additional income from their children.

We have also personally received dozens of emails from over 20 countries requesting aide and our product, indicating a great need around the world for enhanced neonatal care. Here is an example:

Dear Embrace,

I am a Haitian Native living in Florida. I found your information on your website and was very impressed with your work. I would like to ask for aide for the Haitian children who are victims of the January 12th earthquake. As a mother, I am deeply impacted by the increasing rate of infant mortality. Just the other day, three babies died within one hour under the same tent serving as a makeshift hospital. While the resources were already scarce in Haiti, the situation has become more dire. I am very impressed with your product and the intuitive technology it uses. I am part of the Haiti Relief Task Force in Broward County Florida and they are very excited about the impact it can have on survival for these children. We are ready to seek funding to acquire the Embrace incubator.

Sincerely, Regin

Problem: Describe the primary problem(s) that your innovation is addressing

Due to a lack of resources, 4 million low birth weight babies die each year, and those that do survive grow up with severe health problems. Most of these deaths are avoidable, and can be prevented with an incubator that regulates a baby’s body temperature. Embrace strives to correct the injustice that many parents face in developing countries – their inability to save their babies because they are unable to access the right medical devices. There are countless stories of parents taking sick babies to local village clinics only to be told that they need to take the baby to an urban hospital to be placed in an incubator. However, many babies die because parents are not able to reach these hospitals.

As mentioned previously, the problem is that traditional incubators are often available only in major urban hospitals and clinics. Even when hospitals do have these devices, they are largely in disrepair. Furthermore, a large portion of the population of developing countries live in rural areas, where incubators are simply not available, given their high price point and the fact that they require electricity. Rural parents often do not have the resources to travel to urban hospitals to access an incubator.

In light of these constraints, current solutions are in‐home remedies. Popular methods to take care of premature and LBW babies include wrapping hot water bottles around their bodies, placing them over hot coals, or placing them under light bulbs. These solutions are unsafe, causing many infants to die who would have had a high chance of survival given proper medical devices.

Actions: Describe the steps that you are taking to make your innovation a success. What might prevent that success?

To provide parents with a means to save their babies, we have developed a unique solution called the Embrace Infant Warmer. The product is an extremely cost‐effective infant technology that provides heat to an infant at a constant temperature, the key factor needed for survival. We plan on launching this product first in India where the greatest need exists. The entire Embrace team relocated to India in May 2009 to launch this product. Embrace will be conducting a series of pilot tests in preparation to launch the product in Q3 2010.

Embrace is conducting pilot testing on 100 units of our device with various doctors and small clinics in rural and semi-urban areas across Karnataka state. We will be working with government hospitals, including St John’s Medical Hospital, and private hospitals, such as the Cradle, to test the device for safety and efficacy on a larger scale. This will allow us to both reiterate the product, and collect data that can be presented to the government and to institutional funders. This pilot test will also allow us to begin marketing the device to doctors and key opinion leaders. Embrace’s goal is to first gain traction in the medical community before rolling the product out into more rural areas.

Setbacks might include: Unexpected findings or feedback from medical professionals, delays in pilot testing due to hospital or product reiterations, collection of a sufficient amount of data, and/or lengthy wait periods pending hospital approvals.

Results: Describe the expected results of these actions over the next three years. Please address each year separately, if possible

After pilot tests are complete, Embrace plans to launch our transport warmer in Q3 of 2010. We will partner with national NGOs and medical organizations to help purchase and distribute our product. Over the next 5 years, we plan to scale throughout India, and eventually expand to China, southeast Asia, and Africa.

2010: Complete pilot and clinical tests, select manufacture and distributors, begin initial sales in Karnataka, India
2011: Expand sales to other regions of India, expand sales to southeast Asia
2012: Begin to develop other affordable products

Embrace will measure the following indicators of impact to measure outputs:

1. Number of Embrace incubators distributed to clinics and and community health programs that previously did not have incubators
2. Reduction in incidence of neonatal hypothermia compared to baseline data from populations without access to Embrace product
3. Successful training of healthcare workers to use product effectively
4. Increased awareness of product and buy-in from medical community for full product launch

How many people will your project serve annually?

More than 10,000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your innovation seek to have an impact on public policy?

No

If your innovation seeks to impact public policy, how?

Approximately 150 words left (1200 characters).

Sustainability

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What stage is your project in?

Operating for 1‐5 years

Does your organization have a board of directors or an advisory board?

Yes

Does your organization have a non monetary partnerships with NGOs?

Yes

Does your organization have a non monetary partnerships with businesses?

Yes

Does your organization have a non monetary partnerships with government?

No

Please tell us more about how partnerships could be critical to the success of your innovation

Partnerships are critical for the distribution of our Embrace Infant Warmers. We need to find quality partners with sustainable arms into clinical, transport, and rural areas of India to help with distribution. In addition, partners have been helping us in the US with fundraising and awareness efforts.

We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model

Embrace is a sustainable non-profit, as we will be selling this product to private clinics, NGOs, and government for both clinic and community usage. Initially, our Infant Warmer will sell for $25-$60 USD. While we currently rely on donor and foundation funding, we expect to break even by 2013. Total funding required to fund the next 3 years of operation is estimated between $3-5 million.

The Story

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What was the defining moment that led you to this innovation?

In 2007, Embrace’s founding team of 4 met in a graduate school course at Stanford University called Entrepreneurial Design for Extreme Affordability. Our challenge was to design an infant incubator that costs less than 1% of the cost of a traditional incubator. In conducting our field research in Nepal, we learned that the majority of premature infants are born in rural areas where there is no access to clinics, or even to electricity. We realized that what was needed was an innovative solution that could work without electricity, and would be easy enough for a mother or midwife to use, given that the majority of births in developing countries still take place in homes. This led to the development of the Embrace Infant Warmer.

Tell us about the person—the social innovator—behind this idea.

Bios of the founders are as follows:

Jane Chen - Co-Founder, Chief Executive Officer - Jane has a MBA from Stanford University and a Masters in Public Administration from Harvard University. She spent several years as the Program Director of a startup HIV/AIDS nonprofit in China, and worked for the Clinton Foundation’s HIV/AIDS Initiative, Tanzania. She also worked at Monitor Group as a management consultant, advising Fortune 500 companies in Asia Pacific in strategy development, marketing, and acquisitions.

Rahul Panicker - Co-Founder, President of Rural Products – Rahul holds a PhD in electrical engineering from Stanford University, and a B.Tech from IIT Madras, India. He previously worked for Infinera, a pioneer in optical telecommunications technologies. Rahul brings deep expertise in engineering and product design. As an undergraduate at IITMadras, he worked with the TeNet group on communication technologies for rural India. From India originally, he brings a cultural understanding of the populations we plan to engage with.

Naganand Murty - Co-founder, President of Urban Products - Nag holds an M.S. in Management Science & Engineering from Stanford University. Nag brings a solid blend of engineering skills and life science business experience to the team. Nag has work experience in strategy consulting and venture financing, including marketing, pricing, value messaging, and product positioning strategies for biotech and medical device products. He has a keen interest in developing innovative health technology solutions for the developing world.

Linus Liang - Co-founder, Chief Operations Officer - Linus graduated from Stanford with a M.S. in computer science, focusing on Human Computer Interaction. He previously started two other technology companies, the last one resulting in a successful multi‐million dollar acquisition. Linus holds a B.A. in Computer Science from UC Berkeley where he also published several papers on information security.

How did you first hear about Changemakers?

Friend or family member

If through another source, please provide the information

ICRW

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Does your project address any of the following barriers to women’s technology access and use?

If you checked any of the boxes above, please explain how.

Approximately 250 words left (2000 characters).

Does your project involve women in one or more of the following stages of the technology lifecycle? Identification of the problem the technology will solve:

If you checked any of the boxes above, please explain how you will ensure women’s involvement in each relevant phase of the technology lifecycle.

Approximately 250 words left (2000 characters).

If women are a focus of your project, how did this focus evolve?

The project focused on women from its conception..

Which type of women will your project reach directly?

Rural, Peri-urban, Urban, Low income, Middle income.

In what ways does your project team/leadership involve women?

It is led by a woman/women., The core project team includes women..

Has your organization formed any new partnerships in response to this challenge? If so, with what type/s of organization/s?

None.

Has your project leadership had prior experience with the following?

Working with women, Working with technologies, Working on innovation.

*Y.C.* Mobile Mothers

Many organizations exist in helping new mothers care for newborns. However, prenatal care and education is often forgotten. This is more so in areas where illegal Hispanic immigrant populations are more dense. Reasons vary from immigrants having governmental fear to lack of accessibility in why these populations have lacked in prenatal care. Having vans that are able to reach these populations will help thousands of mothers and children live a strong, healthy life. These mobile vans would specialize in prenatal care. Things that would be preformed in the van include but are not limited to:

About You

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Section 1: About You

First Name

Hoda

Last Name

Sana

Website

Organization

Country

United States, DC

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

Yes

Section 2: About Your Organization

Organization Name

Organization Website

Organization Phone

Organization Address

Organization Country

n/a

Your idea

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Name Your Project

*Y.C.* Mobile Mothers

Country your work focuses on

United States, DC

Describe Your Idea

Many organizations exist in helping new mothers care for newborns. However, prenatal care and education is often forgotten. This is more so in areas where illegal Hispanic immigrant populations are more dense. Reasons vary from immigrants having governmental fear to lack of accessibility in why these populations have lacked in prenatal care. Having vans that are able to reach these populations will help thousands of mothers and children live a strong, healthy life. These mobile vans would specialize in prenatal care. Things that would be preformed in the van include but are not limited to:

History and physical exam for the mother
Labs: Blood type/antibody screen, CBC, Rubella, RPR, Hep B panel, Thyroid function tests, HIV testing.
Urinalysis – important to treat even asymptomatic bacteruria
Cervical Cytology and Chlamydia/Gonorrhea cultures.
Ultrasound – not always performed especially if LMP (last menstrual period) is not in doubt, but does provide better estimation of gestational age.
Genetics Testing/Counseling – Cystic Fibrosis, serum phenylalanine, red cell indices, fragile X, etc.
And most importantly, educational pamphlets/vitamin pill packets.

Some General Education Points:

Multivitamin use is strongly recommended, especially with folate and iron supplements. Avoidance of certain foods with antigens is recommended such as caffeine, excess vitamin A, and even some fish
Substance use is strongly prohibited as it can cause fetal damage. If a patient has addiction problems, then they should be recommended to cessation programs.
Infections- avoid exposure to sick contacts, pets, and get appropriate immunizations.
Work and exercise are ok in uncomplicated pregnancies as long as patient is not exposed to any potential hazards. Patient should not overexert themselves.
Although theoretically there may be an increased risk of preterm labor with sexual relations, studies/evidence has not showed this. As long as there is no vaginal bleeding or rupture of membranes, sexual intercourse is not prohibited.
Any medication use should be discussed with physician before use.
Airline travel is safe for women with uncomplicated pregnancies.

Though some of these facts may seem logical, Hispanic immigrant populations may be unaware.

These are all examples of things that would be covered with the expecting mother by the trained personnel in the mobile van. The trained personnel could be a nurse or PA as opposed to an actual physician because no actual procedures would be done at the mobile site. This would decrease the cost of the personnel.

This model can be changed to meet the needs of expecting mothers globally.

These mobile units will help under-served populations with health resources by bringing care directly to populations. This idea is focused on providing information and prenatal care to pregnant women and not as a transport system. However, other transport innovations can be integrated into this idea. At minimum, even giving general information about proper transport to receive professional care could be provided during the visits would be helpful. This makes this idea unique because it can integrate other ideas into it as well. By focusing on prenatal care, one can prevent later complications after pregnancy for both the mother and child. The idea presented is focused on providing prenatal care and education to mothers who otherwise would not receive anything.

Website URL

Innovation

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What makes your idea unique?

This idea is unique because it can be integrated into various existing mobile healthcare systems. It can also be utilized globally instead of the U.S. based approach exemplified in the previous section. It is also unique because it focuses on healthy children from a prenatal aspect. Simply providing maternal education or prenatal pills will give mothers and children in undeserved populations a better start than what they currently endure.

Do you have a patent for this idea?

Impact

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What impact have you had?

I hope to have an impact on the integration of this idea globally.

Problem

Monetary problems in order to get the program started. Also, I would like to have the impact researched so a benefit-cost-analysis can be done to improve the program.

Actions

Applying for grants to get the funds needed in order to begin the program. After researching and finding that the program is successful, including that data in our grant proposals.

Results

Obtaining funding.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

The first year will need a lot of funding and close observation. However, following the mothers helped with the program for three years and comparing health outcomes to those that did not use the program would yield good results. Personnel that is willing to be devoted to the project is needed. However, after the first couple years the project should be able to be obtain more funding and expand upon being successful.

What would prevent your project from being a success?

Money, personnel to work in the van and to closely monitor the program

How many people will your project serve annually?

1001‐10,000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your project seek to have an impact on public policy?

Yes

Sustainability

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What stage is your project in?

Idea phase

Is your organization a

Not registered

Is your initiative connected to an established organization?

If yes, provide organization name.

How long has this organization been operating?

Please select

Does your organization have a Board of Directors or an Advisory Board?

Does your organization have a non-monetary partnerships with NGOs?

Does your organization have a non-monetary partnerships with businesses?

Does your organization have a non-monetary partnerships with government?

Please tell us more about how these partnerships are critical to the success of your innovation.

Partnerships need to be made with this innovation in order for it to be sustainable. This also creates a checks and balances system between the innovation and the partnerships. Both will keep account for the other while promoting a agreed upon objective of health promotion.

What are the three most important actions needed to grow your initiative or organization?

Partnering with established organizations, hiring personnel, and writing grant proposals.

The Story

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What was the defining moment that you led to this innovation?

After moving to DC a couple months ago from a rural area in Iowa, I began thinking about the neighborhood I grew up in. I realized that I used to live in an undeserved Hispanic neighborhood in rural Iowa that lacked the benefits that I saw in urban DC. This dichotomy made me think about the maternal mortality rates between rural and urban areas and accessibility. Thus, came my idea of Mobile Mothers.

Tell us about the social innovator behind this idea.

I am a product of the American welfare system and have lived an under-privileged childhood. Growing up in the mostly Hispanic populated district I realized I was at a social disadvantage. Not having access to the "good" clinics in my city made me think about accessibility and has fostered my idea of Mobile Mothers.

How did you first hear about Changemakers?

College or university

If through another, please provide the name of the organization or company

International MotherBaby Childbirth Initiative

Location

United States
37° 5' 24.864" N, 95° 42' 46.4076" W

The International MotherBaby Childbirth Organization (IMBCO) is a non-profit, non-governmental organization created to develop, regularly update, and promote the International MotherBaby Childbirth Initiative (IMBCI): 10 Steps to Optimal Maternity Services worldwide.

Step 1 Treat every woman with respect and dignity.
Step 2 Possess and routinely apply midwifery knowledge
and skills that optimize the normal physiology of birth and
breastfeeding.

No Woman Behind

Location

Lima
Peru

It aims to strengthen the capacities of local civil society networks to implement effective strategies and mechanisms for improving maternal health. The project attempts to strengthen the accountability of duty-bearers by increasing knowledge and understanding of women’s health rights, specifically those of poor, rural women. Finally, the project seeks to implement culturally-adapted social communication strategies in order to raise awareness among and inform rural women of their rights.

Maternova: empowering & connecting midwives and nurses

We believe that midwives & nurses, a largely female workforce are major economic engine whose livelihoods need to be supported and that the well-being of the next generation literally lies in their hands. Our idea is that the process of innovation for maternal/neonatal health be streamlined & organized in a single site covering all stages of R&D & prioritizing rapid deployment of these these tools

About You

Organization: Maternova Visit websitemore ↓↑ hide↑ hide

Section 1: About You

First Name

Meg

Last Name

Wirth

Country

n/a

Section 2: About Your Organization

Is your initiative connected to an established organization?

Yes

Organization Name

Maternova

Organization Website

Organization Phone

Organization Address

Organization Country

United States

Is your organization a

For‐profit

How long has this organization been operating?

Less than a year

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

Maternova: empowering & connecting midwives and nurses

Describe Your Idea

We believe that midwives & nurses, a largely female workforce are major economic engine whose livelihoods need to be supported and that the well-being of the next generation literally lies in their hands. Our idea is that the process of innovation for maternal/neonatal health be streamlined & organized in a single site covering all stages of R&D & prioritizing rapid deployment of these these tools

Country your work focuses on

n/a

Innovation

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What makes your idea unique?

We have launched a platform that can do the following:

1) connect frontline providers directly to one another, across agencies and countries without intermediaries
2) track simple but life-saving technologies (dozens of them) in one place
3) package and deploy these technologies in creative, efficient ways

This single portal takes the issues out of the academic and policy realms making them directly and entirely focused on supporting the livelihoods of midwives and nurses.

Do you have a patent for this idea?

Impact

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Tell us about the social impact of your innovation. Please include both numbers and stories as evidence of this impact

We are at an early stage but have been visited over 12,000 times by 2600 unique users from 75 countries.

Problem: Describe the primary problem(s) that your innovation is addressing

We are filling a niche, connecting people directly to health providers working on the frontlines of global health and focusing on the simple tools needed to improve their livelihoods and the survival chances of the mothers they serve. There are terrific groups working on advocacy, policy, research, direct service, training transfers and more, but we believe our portal is filling an important void and testimonials attest to this.

Actions: Describe the steps that you are taking to make your innovation a success. What might prevent that success?

We are listening to the people who are providing care and helping to train midwives and nurses around the world. We are bringing social media and Web 2.0 to this age-old problem and trying to amplify the needs and voices of the hundreds and thousands of nurses and midwives around the world. Our success may be hampered, like so many other efforts, by lack of scale-up funding.

Results: Describe the expected results of these actions over the next three years. Please address each year separately, if possible

We expect to triple our readership and membership this year. Next year we'd like to reach 150 innovations we track and begin to sell them in innovative bundles. And the year after that we'd like to be a fully sustainable social enterprise linking to 100 or more countries. We would also like to take a more active role in pointing to the areas that need greater innovation.

How many people will your project serve annually?

1001‐10,000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your innovation seek to have an impact on public policy?

Yes

If your innovation seeks to impact public policy, how?

Approximately 150 words left (1200 characters).

Sustainability

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What stage is your project in?

Operating for less than a year

Does your organization have a board of directors or an advisory board?

Yes

Does your organization have a non monetary partnerships with NGOs?

Yes

Does your organization have a non monetary partnerships with businesses?

Yes

Does your organization have a non monetary partnerships with government?

No

Please tell us more about how partnerships could be critical to the success of your innovation

We are interested in partnerships with academic/clinical groups who could further enhance the importance of our work to clinical practice. Partnerships with design and health care businesses will be important because of the their potential to advise on strategy and to broaden the creative approaches we are using.

We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model

We have funding from the Macarthur Foundation (in partnership with
We also received funding from the SEVEN Fund. We have one angel investor and a few other donations. We are seeking corporate sponsorship as well as an e-commerce strategy and subscriptions to specific services (our mapping service).

The Story

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What was the defining moment that led you to this innovation?

Approximately 250 words left (2000 characters).

Tell us about the person—the social innovator—behind this idea.

Approximately 250 words left (2000 characters).

How did you first hear about Changemakers?

Friend or family member

If through another source, please provide the information

ICRW

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Does your project address any of the following barriers to women’s technology access and use?

Women’s lack of involvement in the technology development process.

If you checked any of the boxes above, please explain how.

Approximately 250 words left (2000 characters).

Does your project involve women in one or more of the following stages of the technology lifecycle? Identification of the problem the technology will solve:

Technology design, Technology introduction, Technology training, Technology supply and distribution.

If you checked any of the boxes above, please explain how you will ensure women’s involvement in each relevant phase of the technology lifecycle.

Approximately 250 words left (2000 characters).

If women are a focus of your project, how did this focus evolve?

The project focused on women from its conception..

Which type of women will your project reach directly?

Rural.

In what ways does your project team/leadership involve women?

It is led by a woman/women..

Has your organization formed any new partnerships in response to this challenge? If so, with what type/s of organization/s?

Has your project leadership had prior experience with the following?

Working with women, Working with technologies, Working on innovation.

Integrating Active Case-Finding for TB with Prevention of Mother-to-Child Transmission of HIV Services in Antenatal Clinics

HIV and TB are the leading infectious causes of death among women of reproductive age worldwide. In South Africa is a significant cause of maternal and infant morbidity and mortality. The Perinatal HIV Research Unit (PHRU) provides counseling and testing for HIV and prevention of mother-to-child transmission (PMTCT) regimens through 13 government-run antenatal clinics in Soweto, South Africa. I hypothesized that integrating PMTCT services and active case-finding for TB among pregnant women would be a high yield intervention for detection of active pulmonary TB.

About You

Organization: Johns Hopkins University Center for TB Research more ↓↑ hide↑ hide

Section 1: About You

First Name

Celine

Last Name

Gounder

Website

Organization

Johns Hopkins University

Country

United States, MD

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

No

Section 2: About Your Organization

Organization Name

Johns Hopkins University Center for TB Research

Organization Website

Organization Phone

443-287-1035

Organization Address

CRB-2, Room M1.06, 1550 Orleans Street, Baltimore, MD 21231

Organization Country

United States

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

Integrating Active Case-Finding for TB with Prevention of Mother-to-Child Transmission of HIV Services in Antenatal Clinics

Country your work focuses on

South Africa, GT

Describe Your Idea

HIV and TB are the leading infectious causes of death among women of reproductive age worldwide. In South Africa is a significant cause of maternal and infant morbidity and mortality. The Perinatal HIV Research Unit (PHRU) provides counseling and testing for HIV and prevention of mother-to-child transmission (PMTCT) regimens through 13 government-run antenatal clinics in Soweto, South Africa. I hypothesized that integrating PMTCT services and active case-finding for TB among pregnant women would be a high yield intervention for detection of active pulmonary TB. In collaboration with the PHRU, I rolled out TB screening in 6 of 13 antenatal clinics in Soweto, including the antenatal clinic at Chris Hani Baragwanath Hospital. All pregnant women presenting to the antenatal clinics, regardless of their HIV status, were screened for symptoms of active pulmonary TB: cough for ≥2 weeks, sputum production, fevers, night sweats or weight loss. All women with any symptom of active TB were asked to cough up a single sputum specimen, which was then sent for sputum smear microscopy, mycobacterial culture and identification, and 1st line drug-susceptibility testing. Women with TB were referred for treatment at their nearest TB clinic.

Website URL

Innovation

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What makes your idea unique?

The WHO has recommended implementing the 3 I's -- intensified case-finding for tuberculosis, isoniazid preventive therapy and infection control -- to reduce the burden of TB among HIV-infected persons. However, this has largely been interpreted to mean implementation of the 3 I's in HIV clinics, not in other clinics with a high proportion of HIV-infected persons (e.g. voluntary counseling and testing clinics, antenatal clinics).

TB is under-diagnosed among women, as has been shown by various researchers in Pakistan, Vietnam and Peru. (References: Khan et al, Lancet, 2007;369:1955-60. Thorson et al, J Clin Epidemiol. 2004;57:398-402. Becerra et al, Public Health Rep. 2005;120:271-77.)

TB is leading cause of morbidity and mortality in women of reproductive age, as has been shown by researchers in Zimbabwe, Zambia, South Africa and India (References: Majoko et al, Cent Afr J Med, 2001;47:199-203. Ahmed et al, Int J Tuberc Lung Dis, 1999;3:675-80. Khan et al, AIDS, 2001;15:1857-63. Gupta et al, Clinical Infectious Diseases. 2007;45:241-9.)

TB is also a major cause of perinatal morbidity and mortality, as has been shown by investigators in South Africa, Mexico and India. Perinatal TB is a deadly disease. Maternal co-infection with TB and HIV increases the risk for perinatal transmission of HIV. (References: Adhikari et al, Pediatr Infect Dis J. 1997;16:1108-12. Pillay et al, Int J Tuberc Lung Dis. 2004;8:59-69. Pillay Arch Dis Child Fetal Neonatal Ed. 2004;89:F468-9. Figueroa-Damian and Arredondo-Garcia, Arch Med Res 2001; 32: 66-69. Gupta et al, Clinical Infectious Diseases. 2007;45:241-9.)

Antenatal services are a key point of contact between women with the health care system. Screening pregnant women who are at high risk for TB impacts not only on their health, but the health of their babies, their other children and their households.

Do you have a patent for this idea?

Impact

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What impact have you had?

3,970 pregnant women were screened for TB between December 2008 and July 2009. Their ages ranged from 18 to 49 years-old (median 26). 36% of women enrolled were HIV-infected. Among those with HIV, 2% had a CD4+ T-cell count of 0-50, 17% of 51-200, 30% of 201-350, 22% of 350-500, 19% of over 500, and 9% unknown. 5% of women had a prior history of TB disease, and 21% had a history of exposure to someone with active TB. The prevalence of active pulmonary TB was 696 per 100,000 among HIV-infected pregnant women (10 cases), and 200 per 100,000 among HIV-uninfected pregnant women (5 cases).

Since July 2009, TB screening has been rolled out to all 13 antenatal clinics in Soweto.

Through funding from the South African Department of Health, I am continuing to work with PHRU to expand TB screening in antenatal clinics to Klerksdorp in Northwest Province in South Africa. I am now starting to work with JHPIEGO and the Aurum Institute for Health Research to roll out active case-finding for TB in antenatal clinics in Kenneth Kaunda District in Northwest Province and Uthukela District in KwaZulu Natal Province in South Africa. I am also working with the Elizabeth Glaser Pediatric AIDS Foundation (EGPAF) to integrate TB screening in their antenatal clinics, starting first with EGPAF programs in Rwanda.

Problem

1) TB is under-diagnosed among women due to a number of barriers to care.

2) Women are now disproportionately affected by TB due to there being a high prevalence of HIV among women than men. TB is the most important risk factor for HIV, and is the most common cause of death among persons living with HIV/AIDS.

2) TB is a leading cause of morbidity and mortality in women of reproductive age, in part because this group has also been most affected by the HIV/AIDS epidemic.

3) TB is a major cause of perinatal morbidity and mortality.

4) TB has not historically been recognized by a maternal and child health issue, even though it is one of the most important infectious diseases impacting on maternal and child health today.

5) TB case detection rates are far below the WHO target of 70% of sputum smear positive cases, and innovative approaches to case detection are needed.

6) Much of the early mortality from HIV following initiation of antiretroviral therapy is due to TB. Diagnosis of treatment of TB is necessary for antiretroviral therapy roll outs to achieve their full impact.

Actions

We are now partnering with a broader range of NGOs, now including JHPIEGO, the Elizabeth Pediatric AIDS Foundation and the Aurum Institute for Health Research, to expand our reach and ability to roll out TB case-finding in antenatal clinics.

Results

By forming new partnerships with local NGOs, we also gain credibility with the governments with which they work, making it easier to develop programs in the areas served by these NGOs. These local NGOs also have infrastructure for rolling out programs, training staff and strengthening monitoring and evaluation. We can build and further strengthen the existing NGO and government infrastructures, enhancing the sustainability of our efforts.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

1) Funding to support my salary and travel expenses such that I can continue to provide free technical assistance to partner NGOs and governments.

2) Funding to support strengthening of monitoring and evaluation systems that would allow for analysis of patient-level as well as facility- and district-level inputs, processes and outcomes.

3) Funding to strengthen referral systems and linkages between PMTCT, HIV and TB services.

4) Guidelines that emphasize the need for reducing the burden of TB among HIV-infected individuals not just through initiatives targeted at HIV clinics, but also to other services serving populations with a high prevalence of HIV (e.g. community-based care, voluntary counseling and testing, antenatal clinics, sexually transmitted infection clinics, reproductive health clinics).

5) Recognition by the Obama Administration's Global Health Initiative that tuberculosis is an important women's health issue.

What would prevent your project from being a success?

1) Inadequate buy-in from local departments of health. It is essential that we have local buy-in to ensure sustainability once TB screening activities in the antenatal clinics have been scaled up.

2) Poor follow-up referral systems and linkages. PMTCT services have greater success in testing pregnant women for HIV and identifying who is a candidate for receiving PMTCT regimens. PMTCT services have been less successful in referring HIV-infected pregnant women for initiation of co-trimoxazole preventive therapy, isoniazid preventive therapy and antiretroviral therapy. It is essential that if we identify TB suspect or TB cases that we have systems in place to follow-up these patients to assess whether they receive adequate care and treatment, to assess their outcomes, and to conduct contact investigations where others, particularly children, have been exposed. Thus strong linkages much be fostered between PMTCT, HIV and TB services.

How many people will your project serve annually?

More than 10,000

What is the average monthly household income in your target community, in US Dollars?

$100 ‐ 1000

Does your project seek to have an impact on public policy?

Yes

Sustainability

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What stage is your project in?

Operating for 1‐5 years

Is your organization a

Non‐profit/NGO/citizen sector organization

Is your initiative connected to an established organization?

Yes

If yes, provide organization name.

Perinatal HIV Research Unit, JHPIEGO, Aurum Institute for Health Research, Elizabeth Glaser Pediatric AIDS Foundation

How long has this organization been operating?

More than 5 years

Does your organization have a Board of Directors or an Advisory Board?

Does your organization have a non-monetary partnerships with NGOs?

Yes

Does your organization have a non-monetary partnerships with businesses?

Does your organization have a non-monetary partnerships with government?

Yes

Please tell us more about how these partnerships are critical to the success of your innovation.

We have been collaborating with NGOs that work in public government clinics. It is essential to partner with the local government in order to get permission to work in public clinics, and to have the authority to train and provide technical assistance to health care workers in public clinics. It is also important that the work that we do feeds into government monitoring and evaluation systems.

A number of locally based NGOs already work in public clinics to strengthen capacity, provide technical assistance and roll out new initiatives (e.g. antiretroviral therapy and PMTCT services). By partnering with these local NGOs, we are making better use of existing infrastructure, strengthening local capacity to further expand on our work.

Thus it is essential to partner with both NGOs working locally, and to get buy-in from local government

What are the three most important actions needed to grow your initiative or organization?

1) Funding to support my salary and travel expenses such that I can continue to provide free technical assistance to partner NGOs and governments.

2) Funding to support strengthening of monitoring and evaluation systems that would allow for analysis of patient-level as well as facility- and district-level inputs, processes and outcomes.

3) Funding to strengthen referral systems and linkages between PMTCT, HIV and TB services.

The Story

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What was the defining moment that you led to this innovation?

There was no one defining moment that led me to this innovation. I have been pursuing research on TB and HIV in collaboration with researchers at the Perinatal HIV Research Unit in Soweto, South Africa and at the Aurum Institute for Health Research in Johannesburg, South Africa for the past decade. This innovation was a natural result of my work on TB and HIV, interest in women's health, and interest in delivery comprehensive primary care in resource-limited settings.

Tell us about the social innovator behind this idea.

I'm Celine Gounder, an infectious diseases specialist and epidemiologist at Johns Hopkins, and the Director for Delivery for CREATE. Prior to coming to Johns Hopkins for a post-doctoral fellowship in Infectious Diseases, I completed a residency in Internal Medicine at the Massachusetts General Hospital in Boston, medical school at the University of Washington in Seattle, and a Master of Science in Epidemiology at Johns Hopkins.

I worked for Ralph Nader and Gordon Douglas in the late 1990s on issues around global and U. S. TB policy and funding, during which time I also met and began to collaborate with Richard Chaisson. I have been working with Dr. Chaisson for more than a decade now, studying TB diagnostics and screening programs to reduce the burden of TB among HIV-infected persons, first in Rio de Janeiro, Brazil and later in Soweto, South Africa.

Between August 2008 and July 2009, I integrated active case-finding (ACF) for TB with prevention of mother-to-child transmission (PMTCT) of HIV services delivered at the antenatal clinics in Soweto, which serve ~30,000 pregnant women per year, a third of whom are HIV-infected. Initial findings were presented at the Conference on Retroviruses and Opportunistic Infections (CROI) in February 2010.

While in South Africa, I also worked closely with Gavin Churchyard on studies in Tembisa of intensified case-finding (ICF) incorporating the urine LAM, and provider-initiated TB screening in primary health clinics. I provided technical support to the South African Resource Mobilization Committee in preparing and writing South Africa's Round 9 application to The Global Fund to Fight AIDS, Tuberculosis and Malaria, and was also invited to provide feedback on the South African Department of Health's new isoniazid preventive therapy (IPT) guidelines.

As Director for Delivery, I am now developing collaborations for scale-up of ICF/ACF and IPT beyond CREATE, including in Ethiopia, Malawi, Rwanda, Botswana, Tanzania and South Africa. I am pursuing these collaborations through U. S. President's Emergency Plan for AIDS Relief, the U. S. Center for Disease Control and Prevention, national Ministries of Health, the Elizabeth Glaser Pediatric AIDS Foundation, JHPIEGO, the Pan American Health Organizaiton and various local implementers/NGOs.

How did you first hear about Changemakers?

Email from Changemakers

If through another, please provide the name of the organization or company

*Y.C.* Local Women's Health Collectives

Women often receive sparse reproductive healthcare options in developing countries. There are many reasons for this, such as lack of finances, cultural stigmas against many components of reproductive health, or a lack of medical professionals. In these circumstances, women are left with few options other than succumbing to the pressures many societies put on them reproductively. Patriarchal societies have often stripped women of their reproductive rights, and without comprehensive and plentiful sexual health education, women are often left helpless.

About You

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Section 1: About You

First Name

Abigail

Last Name

Eisley

Website

Organization

Country

United States, VA

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

Yes

Section 2: About Your Organization

Organization Name

Organization Website

Organization Phone

Organization Address

Organization Country

n/a

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

*Y.C.* Local Women's Health Collectives

Country your work focuses on

n/a

Describe Your Idea

Women often receive sparse reproductive healthcare options in developing countries. There are many reasons for this, such as lack of finances, cultural stigmas against many components of reproductive health, or a lack of medical professionals. In these circumstances, women are left with few options other than succumbing to the pressures many societies put on them reproductively. Patriarchal societies have often stripped women of their reproductive rights, and without comprehensive and plentiful sexual health education, women are often left helpless. According to the World Health Organization, less than 62% of women in developing countries receive assistance from a health care worker when giving birth, and 99% of maternal deaths occur in developing countries, where more than 85% of the world’s population lives. (1) A lack of maternal health education and resources results in these unnecessary deaths and complications every day. The first step towards change is increasing educational resources and access to healthcare. Maternal health education is most effectively absorbed at the local level, working upwards, and can be addressed directly and accompanied with sexual health education. Many organizations are already doing this, such as the WHO, Unicef, and the U.N. My idea differs slightly, as it focuses on training community members to continue teaching and gaining access to healthcare resources, once outside assistance is no longer available.

The goals of my idea are to 1. empower women on a local level so they can take charge of their own reproductive health 2. Lend important information to women about gender, health, and maternal health issues that they may not already know and 3. train local women to teach others in their community about maternal health. By organizing local women’s health collectives in areas lacking maternal health resources, hopefully these goals can be reached. This may entail creating groups from scratch, or collaborating with already formed women’ My idea is applicable to any area of the world, as long as women are willing to meet together to discuss maternal health.

1. In order to empower women on the local level, I propose that small groups of women are organized, as a source of community support and to provide a safe place to discuss various maternal and sexual health issues with health and educational professionals. By involving community members directly, getting their opinions and training them to teach others, women can take charge of their maternal health futures, and hopefully these organized group meetings will help give women a forum to address other potential issues in the community that they might want to change.

2. Working with local medical facilities, volunteers, or possibly paid individuals can come to the organized groups and lend important information concerning maternal health, and offer medical services. I hope to see midwives, doulas, nurses, doctors, and other various medical professionals come in and teach lessons, either from the community or through international health programs such as Doctors Without Borders. This would require volunteers committed to encouraging healthy sex education, offering many sides to issues such as contraception, gender roles, pregnancy, and abortion, while also teaching more practical lessons, such as hygiene, pregnancy signs, etc. This is obviously an important component of the groups, as medical services will make the biggest maternal health impact. However, the medical component will depend heavily on what is available nearby, and whether or not individuals are willing to come help.

3. The third goal is to encourage community members to eventually learn these health lessons themselves, in order to teach others and organize with other women. Also, not only can medical issues be addressed, but also discussions on healthy relationships, gender roles, etc. that still apply to maternal health as a broader issue, of course incorporating local cultural sensitivities. I would want to see these groups more as open forums, where women meet together, guest speakers could come in and provide training, educational lessons, and medical services. Women would be able to ask questions, offer suggestions, and confront fears and concerns amongst each other. Once organized, it may also be easier for medical facilities to locate those in need of help, and can work directly with group members.

Hopefully by providing a safe space for women to meet regularly, they can learn together, empower each other, create new meaningful relationships, and gain a stronger hold on their reproductive rights and health. If this is a popular idea that works well in the local community, it can expand easily. In my own personal experience, smaller groups of women work better, so that everyone can have an equal say in meetings. Out of this more small groups can be started. This can be assisted by, the initial group that will have hopefully learned from their meetings and will be able to break off and share their information with others. The only costs would be of securing a meeting place, potentially paying for outside health professionals to come speak, give out materials and medical services, and the initial informative materials. Starting out with a training packet that could be given to community members involved could include information about reproductive issues, including samples of contraception, posters or charts explaining pregnancy cycles, etc. This shouldn't be about outsiders coming in and teaching locals as much, but rather, locals working together to address broader issues, then turning to medical professionals for trained expertise.

Potential problems of course, will arise. First of all, understanding cultural norms and sensitivities is important. This can be addressed with already existing information, developed by organizations such as the WHO. They have developed a set of guidelines entitled the Integrated Management of Pregnancy and Childbirth (IMPAC), with the intention of giving culturally defined guidelines to address problems facing pregnant women and their newborns. (1) There are many other resources such as this available, and of course interacting with the actual community members will also help. Financial issues are always important to regard as well. Money will be needed to pay health professionals if volunteers cannot be found. This will require grant writing and developing other fundraising requirements. If money is not found, it will be difficult to implement these programs without any resources. Another option is to expand this idea into a micro-financing venture. After women are trained, they could apply for micro-financing loans in order to continue the educational groups, and to pay medical professionals. Lastly, community members may not actually want any help. It is very presumptuous for outsiders to come in and tell individuals how to do things differently. It will be very important to remember this, and hopefully lend help in a kind way, incorporating the needs and desires of the ones we are trying to help, without pushing anything uncomfortable.

In my experience, my close female friends have offered me a strong support system, where I have never been afraid to bring up any issue of importance I hope to build something similar, where women can have a safe space, if there is not one already. Not only will women come together and discuss and learn reproductive health, but they can also strengthen lasting connections in the community. This can also lead towards change in public policy, by giving disenfranchised women a larger voice, as they come together in search of the same things: access to maternal health and reproductive rights.

(1); Maternal Mortality in 2005: estimates developed by WHO, UNICEF, UNFPA, and the World Bank. Geneva, World Health Organization, 2007.

Website URL

Innovation

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What makes your idea unique?

This idea is unique because it focuses on the needs and desires of local, community members. It is based on mutual respect, community involvement, equality, and meeting any and all expressed needs. The beauty of this idea is that is completely sustainable. Once the information is presented in a clear way to community members, it can be passed on even further as the groups expand. The focus is on those who do not have access to maternal health education. By giving them access, they can then take these new ideas to other people, by forming new groups, expanding existing groups, and teaching youth the same lessons.

Forming these support groups is not necessarily a new idea, but by narrowing the focus down to maternal and reproductive health, starting out organized with up to date information, and involving outside volunteers, a more complete program is offered. Also, it will be very self-sustaining, in that women will teach others in their community, and have access to organizational strategies and educational materials. New ideas will form, women can take charge of themselves, and hopefully safer practices will be adopted with the information given.

Do you have a patent for this idea?

No

Impact

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What impact have you had?

Approximately 250 words left (2000 characters).

Problem

In the developing world, many women lack access to sexual health education. My idea attempts to alleviate this problem by giving women access to information, and then letting them teach others in their communities. This can empower, educate and enlighten.

Actions

Approximately 150 words left (1200 characters).

Results

Hopefully women will gain a better understanding of their bodies and how to have healthy pregancies, how to prevent unwanted preganancies, and gain insight into other women's health issues. Ideally, these programs will continue on after those who implement the programs leave.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Fundraising, developing educational material packets, locating women who are interested in participating, and locating volunteers to assist with teaching and preparing educational materials. I have looked into places where one can receive free educational information concerning maternal health, and these could contribute. In keeping with a low-cost attitude, volunteers are essential to giving effective information. To cover other costs, different fundraising efforts could be implemented such as applying for micro-loans, holding local fundraisers or setting up websites to sell handmade goods, and utilizing the internet for other methods of fundraising.

What would prevent your project from being a success?

If women are unwilling to participate, or if we cannot find any funding//educational materials to present to them. Also, finding volunteers to assist may be difficult depending on where these groups are implemented. In my own experience, it is also hard to keep things like this going, if members are not committed to meeting on a scheduled basis. Since my only experience has been with individuals similar to my own life situation, I am not sure how it will actually be applied to other cultures and types of people. However, I believe that it is a broad enough idea that it can be altered to satisfy any unseen needs.

How many people will your project serve annually?

Please select

What is the average monthly household income in your target community, in US Dollars?

Please select

Does your project seek to have an impact on public policy?

Yes

Sustainability

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What stage is your project in?

Idea phase

Is your organization a

Please select

Is your initiative connected to an established organization?

If yes, provide organization name.

How long has this organization been operating?

Please select

Does your organization have a Board of Directors or an Advisory Board?

Does your organization have a non-monetary partnerships with NGOs?

Does your organization have a non-monetary partnerships with businesses?

Does your organization have a non-monetary partnerships with government?

Please tell us more about how these partnerships are critical to the success of your innovation.

Approximately 150 words left (1200 characters).

What are the three most important actions needed to grow your initiative or organization?

Approximately 300 words left (2400 characters).

The Story

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What was the defining moment that you led to this innovation?

A few female friends of mine and I were all learning more about women's health via our college courses around the same time. We decided we did not have a good grasp on all the alternative's out there, and wanted to learn more about contraception, our bodies cycles, nutrition, maternal health, and other issues. It alarmed us how little we had actually learned in our sexual education classes in high school, and how little these issues were discussed in general college courses. Thus, we decided to form our women's health collective.

When I came across the idealist.org advertisement for this competition, I immediately wanted to know more information. I looked and decided I could not think of a good enough idea. The competition did not leave my train of thought, and the more I thought, the more I knew exactly what I wanted other women to experience in order to better their maternal health futures. I wanted them to have the same experience I did with my collective of friends, a safe place to discuss any and all issues. I really hope that this idea can be used for that and positively affect lives as much as my own women's health collective has positively influenced my own life.

Tell us about the social innovator behind this idea.

Approximately 300 words left (2400 characters).

How did you first hear about Changemakers?

Through another organization or company

If through another, please provide the name of the organization or company

idealist.org

Mchinji Birthing Project

In order to increase the number of women who deliver at the district clinic and to involve the Traditional Birth Attendants (TBAs)who are still conducting the majority of the deliveries, the Birthing Project will use the TBAs as "SisterFriends" to pregnant women with the intention of rewarding them for providing local, village centered guidance and support and referring the pregnant women to prenatal care and delivery. SisterFriends provide one on one support to pregnant and postpartum mothers.

About You

Organization: Birthing Project USA Visit websitemore ↓↑ hide↑ hide

Section 1: About You

First Name

Kathryn

Last Name

Hall-Trujillo

Organization

Birthing Project USA

Country

United States, NM

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

No

Section 2: About Your Organization

Organization Name

Birthing Project USA

Organization Phone

916-284-6330

Organization Address

2270-D Wyoming Blvd. NE #331, Albuquerque, NM 87112

Organization Country

United States, NM

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

Mchinji Birthing Project

Country your work focuses on

Malawi, MCH

Describe Your Idea

In order to increase the number of women who deliver at the district clinic and to involve the Traditional Birth Attendants (TBAs)who are still conducting the majority of the deliveries, the Birthing Project will use the TBAs as "SisterFriends" to pregnant women with the intention of rewarding them for providing local, village centered guidance and support and referring the pregnant women to prenatal care and delivery. SisterFriends provide one on one support to pregnant and postpartum mothers. This keeps the TBA involved in their work as birth caretakers while introducing and stresing the concept of prenatal care in the village and gives the pregnant woman a local support person. The women and stakeholders in the 7 villages served by the district clinic have been meeting, making plans and now beginning to implement this project for one year. This model began successfully in Honduras but has been interrupted by the military coup.

Innovation

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What makes your idea unique?

It creates an inclusive and culturally competent model for the limited number of physicians/midwives and TBAs to work together to assure that pregnant women are encouraged to attend prenatal care and to deliver when possible at the district clinic. It gives the TBA an active role, brings her out of the closet and rewards her for participating in the health care system as well as providing the pregnant women a trusted friend and advisor in her village.

Do you have a patent for this idea?

Impact

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What impact have you had?

To date, 12 TBAs are involved and are having historic meetings with the limited health care staff that exist in this remote area of Malawi. These meetings are historiacal because it is the first time the TBAs have been invited in to the clinic to see what happens there and they are introducing and practicing the concept of prenatal care rather than just providing birthing care. Most importantly, the women in there feel they are connected to alarger community of women who are addressing the same issues.

Problem

Malawi has one of the highest infant mortality/maternal morbidity rates in the world. It also has a 95% vacancy rates for physicians, three hspitals and a shortage of trained nurses. The majority of women are delivered by TBAs because of the long distance they have to walk to get to a clinic, the time it takes for them to be away from their families when they are at sucha place and their collective sense of not being treated well by the overworked staff at the clinic. There are not enough beds and the mothers often run out of food during the 3-4 weeks they may spend there before the birth of their child. The bigger problem is that the international maternal and child health community has decided that because every woman deserves a professional birth...TBAs will no longer be allowed to deliver except in an emergency...nor will they be offered skill building education, medicine or supplies, such as gloves. Since the majority of women do not deliver at the clinics, the TBAs are the primary birth attendants without the education or materials they need to properly deliver the women. In an effort to abolish the TBAs, their role has been redefined without any input from them.

Actions

A community meeting was held comprisedf of all the stakeholders: chief, district health officer, nursing staff, TBAs, pregnant women and those waiting to deliber to discuss what the mothers said they need to make a system of care that would work for them. As a result of the meeting, a local woman was chosen to manage the project and the professional sstaff and TBAs have agreed to work together with clearly defined roles. The US Birthing Project will provide training for the TBAs and side by side support to the nursing staff and medicine and supplies, eg beds, gloves, pitocin

Results

There is a sense of hope that while the world is working to assure that all women are delivered by what the international organizations define as the appropriate professional ...in the meantime...women in Mchinji will be provided support to access prenatal care and the safest delivery possible provided by a trained TBA or nurse. The measurable objectives are: the number of prenatal visits will increase and the number of women who deliver at the clinic will also increase and the TBAs will create/embrace a role for themselves that works in collaboration with the health care system and the pregnant women will have meet their stated need of having someone to provide social support.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Year 1: Planning, implementing the project and assessing/evaluating for improvement, meeting the program objectives.The project has identified money for travel, basic staff, medicine and supplies and limited documentation.

Year 2:Opportunity for the project participants to continue to meet and discuss the the project outcomes and to address the sytemic issues that prevent them from having healthy babies,, such as limited life options for girls/women and to use the project to determine what else needs to be integrated into their project design.

Year 3: The project will be ready to be replicated in other communities based on their success in establishing protocol for creating a conmprehensive system to address a global issue. Ata time when the world needs thousands of new health care providers, the Mchinji project is demonstrating how to integrate/educate/support TBAs who have the calling to be with women during their reproductive years as a friend/advisor and supporter to access whatever care is available.

What would prevent your project from being a success?

Nothing. These women are going to make this happen!

How many people will your project serve annually?

101‐1000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your project seek to have an impact on public policy?

Yes

Sustainability

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What stage is your project in?

Operating for less than a year

Is your organization a

Non‐profit/NGO/citizen sector organization

Is your initiative connected to an established organization?

Yes

If yes, provide organization name.

Birthing Project USA and Raising Malawi

How long has this organization been operating?

More than 5 years

Does your organization have a Board of Directors or an Advisory Board?

Yes

Does your organization have a non-monetary partnerships with NGOs?

Yes

Does your organization have a non-monetary partnerships with businesses?

Does your organization have a non-monetary partnerships with government?

Yes

Please tell us more about how these partnerships are critical to the success of your innovation.

The Malawi Ministry of Health is involved and supports the project because it has the potential to improve birth outcomes by encouraging women to access the government clinic. Raising Malawi is paying for the Malawi based expenses. An ethnic hair care company is funding the US costs. We are also partnering with Black Midwives and Healers toprovide Cerified/Mastered midwives to provide training and support.

What are the three most important actions needed to grow your initiative or organization?

Successful outcomes during the first year based on building trust between all the stakeholders and the courage for all of us to do what works for this community.

The Story

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What was the defining moment that you led to this innovation?

My defining moment occured when I visited an orphanage in Malawi and realized of the 36 babies there...all of whom had lost their mothers in childbirth...half had been during the care of a TBA and the other half had died at the government hospital. It was clear to me that both sectors have to be supported in order to save the lives of women. During the first health care meeting that included the TBAs, these womenmade it crystal clear that they cared about what happens to women during birth and that they consider these babies as theirs and that they were hurt that they had been dismissed and discounted. I also was aware that the professional staff put on their traditional wraps and were respectful to the TBAs in a way that is not their normal behavior in the hospital and clinic. I could see that the missing piece was a mechanism to bring them all together on one team.

Tell us about the social innovator behind this idea.

The social innovation is adding the concept of "sisterfreind". The pregnant/parenting women said they wanted/needed a trusted non-family member to confide in early on in pregnancy that they could trust for guidance/direction /support. The TBAs embraced this new role and the incentive to refer/accompany their mothers to government health services. Perhaps the biggest social innovation is the opportunity for Birthing Project USA, an organization of women of African descent to be of service to African women and the healing that comes from recognizing each other as sisters.

How did you first hear about Changemakers?

Newsletter from Changemakers

If through another, please provide the name of the organization or company

Healthy Babies Project

Location

Washington D.C.
United States
38° 53' 42.4032" N, 77° 2' 10.9176" W

Not only are we concerned over the attention given to an expectant mother and her developing baby - but all members of her family. To that end, we provide mothers and their families’ access to a multitude of free services to include:

Pregnancy Testing and Family Planning Counseling
Risk Assessment & Case Management
Home Visitation
Confidential Family Counseling
Crisis Intervention and Management
Emergency Services, Job Training, GED Classes & Education Services
Effective Black Parenting Classes
Health Education Classes and Special Events

Safe Motherhood Educational Programs

Location

Tamil Nadu
India

To promote women’s health and prevent maternal mortality rate, ISSI has carried out a safe motherhood program that focuses on health care education. The awareness training includes such topics as health, nutrition, and safe delivery training to the Traditional Birth Attendants (TBAs). The project also organizes immunization camps, provides guidance and counseling for family welfare, and refers expecting mothers to government hospitals if they face risks in delivery. There is also an emphasis on women’s reproductive rights. Thus far, 2000 women

Safe Motherhood

Location

Benin City
Nigeria

WHARC is implementing a project with funding support from the Venture Strategic for Health and Development (VHSD) California, USA in three LGS and four LGAs of Ondo state respectively to prevent and treat PPH in women in rural areas of Edo and Ondo state by building the capacity of local health care providers to properly dispense Misoprostol for the treatment and prevention of post-partum Hemorrhage and to ensure its availability in line with guidelines provided by the Federal Ministry of Health (FMOH) and World Health Organization (WHO).

Public Health Solutions (NYC)

Location

New York City
United States
40° 42' 51.3684" N, 74° 0' 21.5028" W

Public Health Solutions is a nonprofit organization that develops, implements and advocates dynamic solutions to prevent disease and improve community health. We conduct comprehensive research providing insight on public health issues, create and manage community health programs, and provide services to organizations to address public health challenges.

*Y.C.* Flying Midwife

About You

Organization: Flying Midwife more ↓↑ hide↑ hide

Section 1: About You

First Name

Ann

Last Name

Wowretzko

Website

Organization

Flying Midwife

Country

Germany, BE

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

Yes

Section 2: About Your Organization

Organization Name

Flying Midwife

Organization Website

Organization Phone

Organization Address

Organization Country

Germany, BE

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

*Y.C.* Flying Midwife

Country your work focuses on

n/a

Describe Your Idea

Website URL

Innovation

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What makes your idea unique?

I want to give midwifes from all over the world the opportunity to serve for a few months in a humanitarian crisis where women are dying because they don’t have skilled birth attendants. The organization will supply the organizational framework and logistics, but the midwifes will have to raise enough funds to cover their own expenses like the trip etc.

Especially after a war, or armed conflict, when many women are displaced or still in shock they need access to caring and skilled birth attendants. Many women were raped or otherwise traumatized and to provide them the means for having a safe birth seems to me like a goal that is important to reach. Especially in a situation like we just witnessed in Haiti, when Doctors are working on overload on amputating legs and arms maternal health might seem like an issue that can be addressed at a later time. But if you take the situation of women in Haiti as a recent example, the maternal death rate was shockingly high even before the disastrous earthquake.
This is where the Flying Midwifes come in. They will commit to spending a certain amount of their free time in the field where they will be placed by the Organization. We already have several requests from midwifes willing to serve and exchange their skills for getting to learn and gain new experiences. I also think that by placing individual midwifes these will form individual ties with the communities they are working with and they will work together again at a later date or try and develop ideas to work on further.

Do you have a patent for this idea?

Impact

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What impact have you had?

Approximately 250 words left (2000 characters).

Problem

Approximately 150 words left (1200 characters).

Actions

am planning to have midwifes commit a specific amount of time during the year. That way they can work out their details at home- like referring their patients to another midwife for that amount of time, or taking their vacation for that time. We can also ensure a continuity of care for the patients in the projects we work with this way. Besides that I am looking for volunteers who are willing (and for whom it will be possible) to leave very soon after a disaster or conflict broke out. After we become engaged in a new place or project the same "old" system will start taking place- which means we will provide volunteers for that project until we feel enough local staff can provide the care needed.
For the event a conflict or disaster will necessitate us to start a new enagement I would want to work with a larger organization to provide the necessary logistics (like supplies, intel and transport) and only provide the staff.
The organization will have a specific headquarter, but the volunteers will be from all over the world and we will try and communicate via our website mostly.

Results

Many regions have a great lack of skilled birth attendants and this is where Flying Midwifes wants to help. We want to transfer the skills and knowledge from one place to another. Many midwifes from countries like the US and Germany would like to experience a different culture and have the opportunity to work with women in crisis situations and help them with their skills. These midwifes will be able to teach local staff and build up a network of support.
We will transfer skill and help women have their babies safely and with dignity.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

For the organization to be a success it will need some basic finances (very little in the beginning). We will also need to find a larger organization to help us with logistics etc. As many midwifes have already pledged their support in terms of time and skills we will need to find means to buy supplies and find local partners. I want to design a website that will attract people to the organization and maybe also let us get in touch with projects that would need midwifes.

What would prevent your project from being a success?

Approximately 250 words left (2000 characters).

How many people will your project serve annually?

101‐1000

What is the average monthly household income in your target community, in US Dollars?

$50 - 100

Does your project seek to have an impact on public policy?

Sustainability

read more↑ hide↑ hide

What stage is your project in?

Idea phase

Is your organization a

Not registered

Is your initiative connected to an established organization?

If yes, provide organization name.

How long has this organization been operating?

Please select

Does your organization have a Board of Directors or an Advisory Board?

Does your organization have a non-monetary partnerships with NGOs?

Does your organization have a non-monetary partnerships with businesses?

Does your organization have a non-monetary partnerships with government?

Please tell us more about how these partnerships are critical to the success of your innovation.

Approximately 150 words left (1200 characters).

What are the three most important actions needed to grow your initiative or organization?

We need to publish the idea and strive to establish to clinics, birth centers etc. who might be in need of midwifes. We need to open up a website containing the idea and practical steps. Besides that we need to find volunteers and an advisory board and to get in touch with Midwifery Organizations and Publications.

The Story

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What was the defining moment that you led to this innovation?

The idea was born when I was able to serve and learn with midwifes from all over the world last summer in the Philippines.I saw what relatively little equipment and a lot of skilled hands can achieve for women delivering babies. I know there are a lot of midwifes who are willing to contribute to solving the problem of maternal health in a different country than their own. They just need the framework to organize their stay. I think we can learn so much from each other in this world and exchanging skills is a beautiful idea to draw us closer together.

Tell us about the social innovator behind this idea.

We want to exchange skill and help where the need is greatest. Both sides will profit and new friendships and links between the diverse communities across this world will be formed.

How did you first hear about Changemakers?

Through another organization or company

If through another, please provide the name of the organization or company

Mothers at Risk

Nipple shield to prevent HIV transmission

Location

United States

The HIV nipple shield is being designed for use during breastfeeding to instantaneously inactivate the HIV in breastmilk while an infant nurses. 30-35% of HIV transmission from mother to child occurs during breastfeeding. The invention is a breast milk ‘filter’ formed into a textile disk impregnated with sodium dodecyl sulfate & incorporated in a modified nipple shield. With this device a mother can protect her infant from getting infected with HIV without the difficulty of expressing & treating her milk and without the worry of social stigmas.

Asociación de las Mujeres Parteras Kichwas del Alto Napo (AMUPAKIN, the Association of Kichwa Midwives of High Napo, Ecuador)

Location

Archidona, Napo province
Ecuador
0° 54' 35.0064" S, 77° 48' 24.1452" W

For over 12 years, AMUPAKIN has provided maternal health (MH) services to rural and urban indigenous women in the Ecuadorian Amazon where they face inequalities of care & where the maternal mortality ratio is unacceptably high. AMUPAKIN is a group of midwives and midwife assistants who are experts in traditional Kichwa midwifery and are certified in the country. By providing women with culturally appropriate and quality care for normal births, and referral for complications, they aim to improve maternal health in the region of Alto Napo.

Community-Generated Video Sharing for Spreading Health-Related Knowledge

Our organization works in the northern Indian state of Uttar Pradesh, one of the poorest states in India. The area is predominantly rural and has for centuries been plagued by abject poverty. High birth rates (5-8 children per household) and high infant mortality rates are the norm. There's a severe lack of basic knowledge of maternal health.

About You

Organization: Digital StudyHall Visit websitemore ↓↑ hide↑ hide

Section 1: About You

First Name

Randolph

Last Name

Wang

Organization

Digital StudyHall

Country

India, UP

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

No

Section 2: About Your Organization

Organization Name

Digital StudyHall

Organization Website

Organization Phone

+91 0522 4027694

Organization Address

C-3/67 Vipul Khand 3, Gomti Nagar, Lucknow 226010, UP, India

Organization Country

India, UP

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

Community-Generated Video Sharing for Spreading Health-Related Knowledge

Country your work focuses on

India, UP

Describe Your Idea

Our organization works in the northern Indian state of Uttar Pradesh, one of the poorest states in India. The area is predominantly rural and has for centuries been plagued by abject poverty. High birth rates (5-8 children per household) and high infant mortality rates are the norm. There's a severe lack of basic knowledge of maternal health. For example, one of the local traditions is to smear cow dung on a recently cut umbilical cord; another example is the custom of reserving the job of cutting the umbilical cord exclusively to low-caste helpers, and when such helpers need to be fetched from afar, the umbilical cord remains attached for as long as 24 to 48 hours, worsening infection rates. Many of these customs and misconceptions are not widely known or practiced elsewhere so one-size-fits-all "expert" pamphlets or radio broadcasts rarely adequately address such misconceptions or concerns.

The problem of lack of such basic awareness and knowledge is badly compounded by the lack of access to basic care. A clinic or hospital is often far away; transportation is difficult to arrange; villagers are concerned about being charged a high fee that they can't afford if they seek care; a conservative culture dictates that most do not feel comfortable with the idea of a woman traveling alone (to seek care) without the company of a husband or father, who are needed in the fields or at other work places (like a brick factory). Due to the difficulty of seeking care, people tend to seek advice from local quacks, who typically end up doing more harm than good. Better access to maternal health information would have helped in debunking myths and promoting better practices.

Traditionally, there are several approaches of addressing maternal health information. Because the qualified doctors, nurses, and organizations who truly understand the local problems are few, the concerned geographical area is large, and the infrastructure (such as roads) is poor, the commonly adopted model is a so-called "cascaded training" model, where the experts train the trainers, the trainers train the next-level trainers, and so on. There is often a loss of fidelity of messaging and knowledge details.

Another theme of approaches that has been tried is to use some form of technology: kiosks equipped with computers, or smart-phone-based solutions, to name just two. The practicality of such solutions is limited due to the cost, usability, and infrastructural issues (such as lack of electricity to power a kiosk or the lack of data network coverage--while voice coverage is pervasive, data coverage isn't). The low literacy rates of the community that we serve further compounds the difficulty of these technology-based solutions. Our experience is that even an SMS-based solution is difficult to make work in this environment.

In the past two and a half years or so, we have been piloting a community video sharing project in rural India aimed at spreading health-related knowledge. We partner with hospitals and NGOs that have had an extensive track record of running rural outreach programs; organize workshops and demonstration meetings with experienced local experts (such as doctors, nurses, and other public health workers) in local communities; film the presentations and discussions; organize the resulting videos in a digital database; burn selected programs onto DVDs; identify and train local leaders to be "mediators"--villagers with good communication and literacy skills who are tasked with regularly pausing the videos during screening to constantly question or otherwise interact with the audience; provide cheap and practical equipment for screening (TVs, DVD players, inverters and batteries charged in electrified locations and brought to the screening sites); and organize screening tours in targeted rural areas.

The idea of community-based video sharing is obviously not new; YouTube is perhaps the most prominent example. We now discuss how our project is innovative. And, indeed, it's the synergy of the following aspects that's of greatest importance.

The first is our choice of cheap and practical technologies. Computers and broadband networks are not practical in the areas that we serve. They are expensive, difficult to use, hard to fix when broken; besides, the data network coverage is poor. TVs and DVD players are cheap and easy to learn and use in the field (or what we call "spokes"). While it is true that we still need computer equipment during the video digitizing, editing, and database management processes, such equipment is only used in a small number of "production hubs," manned by more skilled staff. And unlike professional-grade equipment employed by TV studios and the like, the use of common off-the-shelf camcorders and regular PCs means that it's feasible and cost-effective to scale up these hubs. This "hub-and-spoke" model, consisting of hubs made of modest tech and spokes made of low tech, allows us to imitate an Internet-based video sharing system without demanding the traditional Internet infrastructure.

The second innovation is our pedagogical methodology, what we call the "mediation-based" approach. This has been a model that we have used successfully in our larger Digital StudyHall (DSH) education effort. What we have learned is that one cannot just play the TV and expect passive watchers to effectively learn. Instead, we require a local "mediator," whose job is to frequently pause the videos, engage and interact with the audience. This pro-active ingredient is critical in getting the message across. This approach kills two birds with one stone: it addresses the fidelity-loss issue discussed earlier because the on-screen expert is in good command of the subject matter and a coherent "lesson plan;" it also addresses local capacity building as the local mediator becomes over time increasingly knowledgeable, more fluent in delivery, and more empowered. (In a related but separate proposal submitted, we discuss a new phone system that further complements the video-sharing program to make it even more effective.)

The third important aspect is the community-based content-generation approach. We have already discussed the requirements of local relevance that are rarely met by distant outside experts; we now give another example, the language issue. There are twenty-two major languages in India, each of which spoken by more than one million people. Furthermore, although vast swaths of India speak Hindi, there are many distinct dialects--indeed, there's a big difference between "city Hindi" and "village Hindi," and a middle-class doctor who has no experience with the rural settings is likely to find himself like a fish out of water. In contrast, the local experts that we put on film are well-versed in such nuances and they have learned to be effective communicators through years of field experience.

The fourth important aspect is our relying on video as the main delivery medium. Brochures, pamphlets, posters are not as effective in a low-literacy environment and they lack expressiveness. Videos are easy and cheap to make and they can effectively capture and convey the "performance" aspect of a good communicator. It's nimble, easily deployable in the field--indeed, we have found that footages shot in the field are often more engaging than those shot in an anonymous room (even when the said room is in a rural clinic). Our project also covers important issues that are not strictly health-related, such as women's rights, alcohol abuse (by husbands), and girl child's education. Our ambition for the future is to produce an "encyclopedic" video library that covers all major languages, easily accessible by the next-generation technologies that are already on the horizon.

Innovation

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What makes your idea unique?

The idea of community-based video sharing is not new. We discuss several aspects of our project that are. And, indeed, it's the synergy of these aspects that's of the greatest importance.

(1) Our choice of cheap and practical technologies. Being expensive, hard to learn, use, or maintain, computers are not practical in our target areas. Neither is wired or wireless broadband networking. We mainly use TVs, DVD players (and batteries) in field screening sites (or what we call the "spokes"). While computer equipment is still required for the video production and database management in the "hubs" manned by more skilled staff, we only use off-the-shelf cheap consumer-grade equipment. This "hub-and-spoke" model, consisting of hubs made of modest tech and spokes made of low tech, allows us to imitate an Internet-based video sharing program without demanding the traditional Internet infrastructure.

(2) "Mediation-based pedagogy." We require a local "mediator," whose job is to frequently pause the videos, engage and interact with the audience. This pro-active approach is critical in getting the message across. The experts on TV ensure the fidelity of knowledge, while the local mediators also get trained in the process.

(3) The community-based approach. The diverse local conditions, customs, languages and dialects are such that the requirements of local relevance are rarely met by distant outside "experts" or one-size-fits all brochures or broadcasts. In contrast, the local experts that we put on film are well-versed in the local nuances and their effectiveness is often learned through years of local field experience.

(4) Our emphasis on video as the delivery medium. Pamphlets and posters lack expressiveness and can be hard to understand in a low-literacy environment. Videos come closest in capturing the "performance" of an effective communicator. It's easily deployable in the field and helps increase local relevance of the content.

Do you have a patent for this idea?

Impact

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What impact have you had?

We have been piloting the program at a small scale in the past 2.5 years. In conjunction with our partners, we have produced community-generated videos covering family planning, healthy practice and common problems during pregnancy, delivery procedures emphasizing infection avoidance, child nutrition, immunization, sexually transmitted diseases (with a particular emphasis on HIV/AIDS), common household medical emergencies (such as snake bites, falls, burn), sanitation (water, worms, etc.), women's rights (women's legal rights and empowerment), girl child's education, and others.

On the dissemination side, while it might have been possible to organize screening for a larger audience, we have chosen to limit the screening scope because we see the piloting stage as a learning process. So far, we have organized screenings in about 50 villages in Uttar Pradesh, covering about 1500 women. We conduct pre-tests and post-tests to gauge the attendees' understanding: the tests consistently show significant knowledge improvement as a result of these screenings.

Problem

The primary problem that our system addresses is lack of easy and regular access to healthcare information that is timely and locally relevant. Many of the customs and misconceptions that need to be addressed are not necessarily widely known or practiced elsewhere so one-size-fits-all mediums, such as pamphlets and radio broadcasts, rarely adequately address such misconceptions or concerns. The problem is exacerbated by poverty, poor infrastructure (including transportation and means of communication), and a conservative culture that has aspects that make it difficult for women to independently seek care. Traditional approaches such as "cascaded training" tend to lose fidelity and result in a disconnect between the experts and those they serve. Traditional technology-centric approaches are handicapped by the low literacy rates of our target population, these solutions' high costs, and (again) lack of infrastructure support.

Actions

(1) Identify partner organizations, such as hospitals and NGOs, that have a track-record of rural outreach programs. (2) Plan and organize workshops on topics that are of the greatest interest to both villagers and health workers; film the workshops; process and store the videos in our growing digital library. (3) Identify and train local mediators; refine an incentive mechanism to ensure accountability. (4) Organize rural screening sessions. (5) Conduct pre- and post-tests to gauge knowledge improvement. Collect feedback from mediators and audience and use it to refine our content and process.

Results

(described above.)

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Beyond the actions discussed above (of which, evaluation is particularly important), we plan to scale up the system to serve beyond the villages that we currently work with in Uttar Pradesh of India. (One consideration is to cover more languages and dialects.) An important advantage of our system (compared to traditional tech-based deployments) is its low cost and its decentralized architecture--it allows organizations at different geographical locations to easily set up their own community video production hubs, which serve their immediate neighboring areas. Such an organization will be responsible for identifying and working with their own sets of partner organizations, staffing their hubs, organizing their own workshops, filming them, training their own mediation staff, organizing their own screening schedules, and conducting evaluation. These regional hubs will then pool and share their content together in a single global library. A modest aim (depending on the resources available) is to set up a new regional hub in each of the next three years.

What would prevent your project from being a success?

During the initial years of piloting our project, we have seen promising signs of the effectiveness of this approach. At least at the moment, we do not foresee show stoppers. We could, however, discuss ideas on how we can make this approach even more effective. One such issue is our observation that once the screening is completed at a certain site, there is no systematic follow-up mechanism in place to allow the villagers to communicate their questions and concerns back to "the system." To address this issue, we have recently started working on a phone system that would allow the villagers and the experts to easily exchange questions and replies. (We will submit a separate proposal on the phone system project, which is actually independent of the concerns of this community-video sharing project.)

How many people will your project serve annually?

1001‐10,000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your project seek to have an impact on public policy?

Yes

Sustainability

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What stage is your project in?

Operating for 1‐5 years

Is your organization a

Non‐profit/NGO/citizen sector organization

Is your initiative connected to an established organization?

Yes

If yes, provide organization name.

Digital StudyHall, Mona Foundation

How long has this organization been operating?

More than 5 years

Does your organization have a Board of Directors or an Advisory Board?

Yes

Does your organization have a non-monetary partnerships with NGOs?

Yes

Does your organization have a non-monetary partnerships with businesses?

Does your organization have a non-monetary partnerships with government?

Yes

Please tell us more about how these partnerships are critical to the success of your innovation.

We work with partner organizations such as NGOs and hospitals that have an extensive track record of outreach programs. A partner organization plays several important roles. A doctor or an extension staff would decide on the topic and a "lesson plan." The organization would organize workshops for the rural audience in its target area. Its extension staff would identify candidate mediators. They would also conduct evaluations. The type of work that a partner organization may need help from us includes filming, the technical pipeline of video processing and database management, training the mediators, managing equipment at screening sites (such as dealing with the lack of electricity). A partner organization can also recommend and identify peer organizations that are suitable to be included in further expansion efforts.

What are the three most important actions needed to grow your initiative or organization?

(1) Longer-term evaluation. So far, we have conducted short-term evaluations that gauge knowledge retention shortly after the screenings. We would like to look at long-term "bottom-line" results, such as change in infant mortality rates. (2) Complementary mechanisms for follow-up communication with our target community after the screening staff departs. We are currently working on a phone-based voice forum that connects our target community with health workers in a timely and regular manner. (3) Expansion to include more hubs and spokes. We would like to increase the number of topics and the number of languages covered in the digital library. This would have to be done at new hubs. For each regional hub, we would like to conduct screening on a larger scale. This would require raising resources for screening equipment, mediator stipend, and transportation. Luckily, as we have discussed, the equipment needs of this approach are modest and cheap, and for better or worse, the local mediators' wage requirements are also low.

The Story

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What was the defining moment that you led to this innovation?

Since 2005, we have been running the Digital StudyHall (DSH) program, which uses the community-based video sharing approach to serve disadvantaged schools. During field visits to rural schools served by DSH, we have crossed paths with experienced health workers from hospitals that have extensive outreach programs. No matter how much we thought we already knew, we were constantly surprised to hear the anecdotes on the extent to which access to basic health care or information was lacking, and how damaging and pervasive the quack advices could be. We also witnessed the limitations of the "cascaded training model," where the lower-level trainers were often unable to correctly or faithfully execute training programs on their own.

So we were facing the juxtaposition of two things: on the one hand, there was our seemingly promising DSH video sharing program run in schools, where videos of top-notch teachers were being used as in-classroom aids and to train local teachers as these teachers play the role of mediators; on the other hand, there was the healthcare training programs that seemed badly in need of improvements. It was only natural for us to put the two together and we arranged meetings with the hospitals that were running the outreach programs to hammer out a trial collaboration.

One of our first collaborators was the St. Mary Polyclinic in Lucknow. They had a 12-day women's reproductive training program, run for rural trainers in the hospital's rural clinics. It was an excellent program, but it was only reaching a relatively small number of people in a small geographical area. We filmed the workshops and used the resulting videos to recreate the training program to reach a wider audience that the hospital could not have reached on its own. This initial success spurred further collaboration efforts with more partner organizations.

Tell us about the social innovator behind this idea.

Randolph Wang graduated with a PhD in computer science from the University of California Berkeley. He was a professor at the computer science department at Princeton University where the Digital StudyHall project started. Randolph's research interest was in operating systems and networking systems. DSH was started at a time when Randolph became interested in applying technology to solving compelling problems in developing world settings. In 2005, Randolph moved from New Jersey to Lucknow, India, where he has lived and worked to this date.

How did you first hear about Changemakers?

Email from Changemakers

If through another, please provide the name of the organization or company

Lokarpit Voice Forum and Database

Our organization works in the northern Indian state of Uttar Pradesh, one of the poorest states in India. The area is predominantly rural and has for centuries been plagued by abject poverty. High birth rates (5-8 children per household) and high infant mortality rates are the norm. There's a severe lack of basic knowledge of maternal health.

About You

Organization: Digital StudyHall Visit websitemore ↓↑ hide↑ hide

Section 1: About You

First Name

Randolph

Last Name

Wang

Organization

Digital StudyHall

Country

India, UP

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

No

Section 2: About Your Organization

Organization Name

Digital StudyHall

Organization Website

Organization Phone

+91 0522 4027694

Organization Address

C-3/67 Vipul Khand 3, Gomti Nagar, Lucknow 226010, UP, India

Organization Country

India, UP

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

Lokarpit Voice Forum and Database

Country your work focuses on

India, UP

Describe Your Idea

Our organization works in the northern Indian state of Uttar Pradesh, one of the poorest states in India. The area is predominantly rural and has for centuries been plagued by abject poverty. High birth rates (5-8 children per household) and high infant mortality rates are the norm. There's a severe lack of basic knowledge of maternal health. For example, one of the local traditions is to smear cow dung on a recently cut umbilical cord; another example is the custom of reserving the job of cutting the umbilical cord exclusively to low-caste helpers, and when such helpers need to be fetched from afar, the umbilical cord remains attached for as long as 24 to 48 hours, worsening infection rates. Many of these customs and misconceptions are not widely known or practiced elsewhere so one-size-fits-all "experts" or pamphlets rarely adequately address such misconceptions or concerns.

The problem of lack of such basic awareness and knowledge is badly compounded by the lack of access to basic care. A clinic or hospital is often far away; transportation is difficult to arrange; villagers are concerned about being charged a high fee that they can't afford if they seek care; a conservative culture dictates that most do not feel comfortable with the idea of a woman traveling alone (to seek care) without the company of a husband or father, who are needed in the fields or at other work places (like a brick factory). Due to the difficulty of seeking care, people tend to overlook their illness until it's perceived to be serious. Often, instead of trekking to a district hospital that can be tens of kilometers away, people tend to seek advice from local quacks, who typically end up doing more harm than good. Better access to maternal health information would have helped in preventing and identifying less urgent problems earlier before they worsen.

Traditionally, there are several approaches of addressing maternal health information. Because the qualified doctors, nurses, and organizations who truly understand the local problems are few, the concerned geographical area is large, and the infrastructure (such as roads) is poor, the commonly adopted model is a so-called "cascaded training" model, where the experts train the trainers, the trainers train the next-level trainers, and so on. There is often a loss of fidelity and, furthermore, there is a large degree of diversity and complexity of the problems at the local level that, due to the disconnect between the experts and the ones who truly need help, cannot be adequately addressed.

Another theme of approaches that has been tried is to use some form of technology: kiosks equipped with computers, or smart-phone-based solutions, to name just two. The practicality of such solutions is limited due to the cost, usability, and infrastructural issues (such as lack of electricity to power a kiosk or the lack of data network coverage--while voice coverage is pervasive, data coverage isn't). The low literacy rates of the community that we serve further compounds the difficulty of these technology-based solutions. Our experience is that even an SMS-based solution is difficult to made work in this environment.

In the past six months or so, we have been developing and test-deploying a "voice forum." In its simplest form, one may think of it as a web-enabled voice mail system and a voice database. The villagers that we serve access the system with their regular voice phones. (In our experience, virtually all of those who don't have their own phones have access to someone else's.) The villagers can leave their personal queries, receive personal responses (that address their specific concerns), or receive broadcast messages (that are of interest to larger groups). For those who have access to more sophisticated technologies, such as staff, nurses, doctors and some of the trainers, the voice system is accessible via a web database interface. The incoming messages are categorized, filtered, and assigned to groups of potential responders. Those who choose to respond or are tasked to respond may submit answers via either the web interface or their own cell phones. The responses are then sent at their preferred times back to the villagers who made the initial queries.

Voice mail systems are obviously not new. We discuss how our system is technically and functionally innovative. Traditionally, such an application (such as the well-regarded "Lifelines" system) is typically developed with expensive and proprietary PBX equipment and software, often with the blessing of carriers. The traditional approach is costly, difficult to customize, and difficult to justify for small groups of targeted users. The carriers' main interest is a large-scale one-size-fits-all system that can earn non-trivial revenue and can be administered centrally. In contrast, our system is built on top of cheap ISDN line cards plugged into conventional PCs and the open-source Asterisk framework. (The voice servers simply sit in our regional offices, as opposed to being inside telecom carriers' machine room closets.) The decentralized development and deployment is low-cost, provides extreme ease of local customization, and makes it feasible for us to experiment with tailor-made solutions for small local populations and experts. The solution can be easily and cheaply replicated at many locations, and because these distributed systems are networked, the information can be easily shared across the entire network of voice servers.

Functionally, the system that we have built is much more than a voice mail system. A vanilla voice system mostly just provides one-to-one exchanges. In our system, on the other hand, for example, an exchange between a villager and a nurse is stored in a voice database, and if deemed appropriate (and with proper privacy precautions), the same exchange can be either re-used for another villager or re-broadcast to an even larger group (such as an interest group created for pregnancy or child nutrition). Indeed, one extra outlet of the voice database is community radio systems, which can be enlisted to beam frequently asked questions and answers to selected communities. (We are also building and experimenting with "phone radio boxes," boxes that behave like radios but receive their programming from cellphone links and can be interactive.) Furthermore, as discussed above, voice data initially gathered at one locale can be shared with other peer networked voice servers serving other locations. The knowledge accumulation in such a voice database and the strategic re-use of the information is critical in addressing the "expert bandwidth" problem.

Another area of our innovation that lies somewhere in between low-level underlying technology and high-level functionality is usability. For example, we have found that for some of our poorest areas, even the cost incurred during the making of a cellphone call is a non-trivial burden. Our solution is that our system can be programmed to automatically dial villagers who have signed up to participate in our system and have specified at which times they prefer to receive calls (once a week, for example), and at these preferred times they can record their new queries or concerns and hear new messages intended for them. (Receiving calls is free in India.) We have found that our users' ability to specify their preferred times of receiving automated calls is critical. This example is but one of the many usability issues that we have worked on to make our system easier for our users to participate in.

An important functionality of this networked voice forum is that it allows potential contributers to work together in an easy and flexible way. For example, in addition to doctors who work in our target areas, potential contributers elsewhere, such as medical school students and even professionals working in the US, can easily listen to queries submitted from rural Uttar Pradesh
and submit their own responses. The language problem can be overcome when volunteer translators, who possess no special medical knowledge, transcribe voice submissions and record newly translated outgoing responses through the system. Healthcare workers who possess less specialized knowledge can at least perform duties such as categorizing and sorting incoming messages and assigning them to the right kinds of potential responders who have more specialized knowledge. This division of responsibilities and the ability of people with diverse skills to work together, across potentially widely separated space and time, is a powerful force multiplier.

Of course, the role of the system should be largely informational, not "playing doctor" in emergency situations--we fully recognize that we cannot expect to cure people over just a voice mail system. The hope is that by making access to health information much easier, we can catch milder problems before they develop into emergencies, and in cases of real emergencies, the best we can do is to advise seeking in-person care at a clinic or hospital as soon as possible. In the future, we plan to tie the voice forum to existing physical activities, such as regular "camp runs" of van visits staffed by doctors and nurses from participating local hospitals and clinics.

Let us also briefly discuss how the other challenges (discussed earlier) facing traditional maternal health awareness projects are addressed by the proposed system. The fidelity loss problem of traditional cascaded training model is addressed by the voice forum's ability of directly connecting questioners and expert answerers. In addition, the voice forum database itself can become a good training tool, as mid-level responders can increasingly familiarize themselves with the types of questions and expert answers being exchanged, so that they become increasingly capable of "filtering" the questions first, further reducing the burden on the experts whose times are most valuable.

The need to avoid relying too much on traditional one-size-fits-all broadcasts (including approaches like distributing brochures) that cannot effectively address diverse local customs and concerns is addressed by the fact that the information exchange in our voice forum is on the one hand driven by real-life queries from villagers, and is on the other hand driven by professionals with the greatest local practice experience. (Our system also allows discussions of important issues that are not strictly health-related, such as women's rights, alcohol abuse (by husbands), and girl child's education.)

The need to avoid using complex and expensive technologies that are inappropriate for a largely illiterate population is addressed by the fact that the only equipment the villagers would need to access our system is simple voice phones. Furthermore, the underlying technology powering the voice servers is such that the infrastructure serving the voice forum can be scaled cheaply, easily and gradually (if necessary). Our hope is that one day, we will be running a large network of these voice servers, buzzing 24 hours a day with queries and answers coming into the system from everywhere, ranging from villagers of the remotest locales to professionals from the most prestigious institutions, constantly serving a large population that need help the most.

Innovation

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What makes your idea unique?

Voice mail systems are not new. Traditionally, such a system (like "Lifelines") is typically built with expensive and proprietary PBX equipment and software, often with the blessing of carriers. Such an approach is costly, difficult to customize, and difficult to justify for small groups of targeted users. In contrast, our system is built on top of cheap ISDN line cards plugged into conventional PCs and the open-source Asterisk framework. The voice servers simply sit in our regional offices, as opposed to being inside telecom carriers' machine rooms. The decentralized development and deployment is cheap, provides extreme ease of local customization, and makes it feasible for us to experiment with tailor-made solutions for small local populations and experts. The solution can be easily and cheaply replicated at many locations, and because these distributed systems are networked, the information can be easily shared across the entire network of voice servers.

Functionally, the system that we have built is much more than a vanilla voice mail system. which mostly just provides one-to-one exchanges. In our system, for example, an exchange between a villager and a nurse is stored in a voice database, and if deemed appropriate (and with proper privacy precautions), the same exchange can be re-used for another villager or re-broadcast to an even larger group (such as an interest group created for pregnancy or child nutrition). Indeed, one extra outlet of the voice database is community radio systems, which can beam out frequently asked questions and answers. We are also building "phone radio boxes," boxes that behave like radios but receive their programming from cellular links and can be interactive. Furthermore, voice data initially gathered at one locale can be shared with other peer voice servers serving other locations. The knowledge accumulation in this manner and the strategic re-use of the information is critical in addressing the "expert bandwidth" problem.

Do you have a patent for this idea?

Impact

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What impact have you had?

The proposed system is new. The initial software and hardware development was completed only in 2009. Since March, we have begun a test deployment at the rate of adding one target village per week. We are currently fielding 10-20 messages per village per week.

While the experience with the proposed system is limited due to its newness, the system is a "spin-off" of a similar voice forum that we have built connecting rural teachers with their urban counterparts, as a part of the larger Digital StudyHall project (http://dsh.cs.washington.edu/info/voice.html). The teachers' voice forum has been piloting for about seven months and has been very successful. We have invited about 250 teachers from about two dozen schools and teacher-training institutes to participate in the pilot. The system has so far logged 2800 calls, spanning more than 6000 minutes, covering diverse topics such as girl child education, caste bias, child labor, child marriage, pedagogical tips (such as how to conduct group activities), specific subject matter questions, student activities, and many more. The system allows the teachers to seek advice, receive feedback, share experiences, conduct virtual student and teacher activities. Teachers have told us that the kind of sophisticated in-depth discussions that they can hear and participate in is something that would have been impossible in these rural area schools without the system.

Problem

The primary problem that our system addresses is lack of easy and regular access to healthcare information that is timely and locally relevant (or even personal). Many of the customs and misconceptions that need to be addressed are not necessarily widely known or practiced elsewhere so one-size-fits-all mediums, such as pamphlets and radio broadcasts, rarely adequately address such misconceptions or concerns. The problem is exacerbated by poverty, poor infrastructure (including transportation and means of communication), and a conservative culture that has aspects that make it difficult for women to independently seek care. Traditional approaches such as "cascaded training" tend to lose fidelity and insulate the experts from those they serve. Traditional technology-centric approaches are handicapped by the low literacy rates of our target population, these solutions' high costs, and (again) lack of infrastructure support.

Actions

(1) Technology development. While the bulk of software development has been recently completed, we expect to continue adapting the system based on field experiences. (2) Publicizing the system among our rural target audience and educating the audience about using the system. We work with several partner organizations that have their own field staff; the system is introduced as part of these organizations' current field work. We're currently adding about one village per week to the system. (3) Building the network of doctors and other health professionals who field the questions submitted to the system. This is again something that we work on together with our partner organizations. We will create panels of professionals with various expertise, along with volunteer staff who perform roles of filtering, categorizing, and forwarding of incoming messages and administering the system. (4) Surveys and evaluations. We will study to what extent our partner organizations' work is improved by the system, what behavior change we may observe in our target audience, and "bottom-line" results such as improvement in infant mortality rates.

Results

(described earlier.)

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Beyond the actions discussed above (of which, evaluation is particularly important), we plan to scale up the system to serve beyond the villages that we currently work with in Uttar Pradesh of India. An important advantage of our system (compared to traditional proprietary systems) is its decentralized architecture--it allows organizations at different geographical locations to easily set up their own voice servers, which serve their immediate neighboring areas. Such an organization will be responsible for publicizing their own service number in the target areas where they work, recruiting volunteer doctors and professionals to field questions on the voice system, staffing the system with their own office workers. All these voice servers are networked with each other so they can share voice information with each other. Our tentative goal is to grow to a new geographical area during each of the next three years. One of them is likely to be a partner organization in Nepal that we are already planning with.

What would prevent your project from being a success?

During the initial months of piloting our prototype, we have seen promising signs that the system appears to work quite well: diverse queries submitted by the villagers that we serve, timely information and advice provided by volunteer doctors. At least at the moment, we do not foresee scenarios that will completely doom our growing effort in the immediate future. We could, however, discuss some factors that could further amplify the impact of the system. An example is resources for further physical followup. The system, as described so far, is strictly informational. To make it even more effective, our partner organizations could identify the critical cases gathered in the phone system and organize, for example, a van trip that visits callers identified in these cases, transporting some to clinics or hospitals for further checkup, or dropping off specific medicines. The lack of additional resources for such physical followup could limit the impact of a strictly informational system.

How many people will your project serve annually?

1001‐10,000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your project seek to have an impact on public policy?

Yes

Sustainability

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What stage is your project in?

Operating for less than a year

Is your organization a

Non‐profit/NGO/citizen sector organization

Is your initiative connected to an established organization?

Yes

If yes, provide organization name.

Digital StudyHall, Lokarpit, Mona Foundation

How long has this organization been operating?

More than 5 years

Does your organization have a Board of Directors or an Advisory Board?

Yes

Does your organization have a non-monetary partnerships with NGOs?

Yes

Does your organization have a non-monetary partnerships with businesses?

Does your organization have a non-monetary partnerships with government?

Yes

Please tell us more about how these partnerships are critical to the success of your innovation.

We work with partner organizations such as health-related NGOs and hospitals that have an extensive track record of outreach programs. Our initial prototype is piloted in conjunction with "Lokarpit." A partner organization plays several important roles. Its field staff publicizes the system in the target areas served by the organization and educates the rural users about how to use the system. The organization recruits and organizes professionals who provide advice on the voice forum. Its office staff administers the system, performing daily chores such as "routing" queries on certain topics to professionals of certain expertise, and "routing" responses from the professionals back to the original questioners; all of these administering duties can be performed on a computer or a phone with minimum technical skill. If a partner organization intends a copy of the system under its control to grow to a larger scale, it's responsible for organizing resources to fund the expansion.

What are the three most important actions needed to grow your initiative or organization?

(1) Growing within our current set of partners and evaluation of results. We work with our partners to expand the circle of contributing professionals and rural user community. Based on feedback from the users and contributors, we fine-tune the system and the process. We will work with our partners on evaluating behavior change and bottom-line improvements (such as infant morality rates) as a result of adopting the system. (2) Growing beyond the current set of partners. We identify partner organizations that have had extensive experience of outreach programs in maternal health, understand their work, and discuss with the partners how a voice forum connecting their audience and professionals can help. We set up a copy of the voice system for the partners and train their staff to operate the system, gradually customizing the system in the process. We facilitate voice data sharing among the multiple partner organizations via the system. (3) Helping selected partners grow to a larger scale. An important advantage of our system is that it could accommodate an organization and audience of arbitrary size. While a traditional proprietary system cannot be cost-effective for a small-scale operation, our system can work for organizations that are small or large. Most organizations might just run a voice server on a single office PC. We expect to see a small set of particularly promising partnerships that have potential to scale, and in those cases, we will work with these partners to raise resources for more significant expansions.

The Story

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What was the defining moment that you led to this innovation?

In the past two years or so, our organization has been working with our partners on a project that shares community-generated videos to improve health-awareness in rural India. (We may submit a separate proposal for that effort.) As we visit the many recipient villages during our work, it became painfully clear that the lack of systematic access and communication of snippets of diverse health-related information is a major problem. Virtually all of the existing projects (ours and others') share this handicap: once the project staff leaves an area, there is virtually no good way for villagers to ask questions and receive advice, so there is a disconnect between the staff and the community they serve. In some sense, each of our visits became an incremental "defining moment."

One may naively ask why the staff doesn't simply give out their own phone numbers or a number belonging to the organization. This simple solution doesn't really work because the person who happens to pick up the phone is rarely in a position to provide competent advice. Besides, the staff doesn't really want to give out their own phone numbers, fearing, say, getting woken up in the middle of the night by strangers. Furthermore, a good advice, following a good question, is used only once in a regular phone conversation; it would have been better if we could save it and re-use it. When the staff does visit a place in a "health camp," they always get swamped as entire villages empty out to see them; among other things, this is an indication of long "bottled-up" thirst for information, which either never comes, or comes way too infrequently, too irregularly, or too late.

These problems suggest to us that we need a better system for connecting the project staff with the rural community. The system should allow experts to easily contribute at convenient times of their own choosing; the system should allow the staff to source from a large pool of potential expert contributors; the system should be able to systematically "remember" and re-use prior exchange; the system should operate in a de-centralized fashion, yet still connecting the knowledge bases of the different organizations together; the system should be cheap, nimble, easy to customize and operate. The prototype we have today is the cumulative result of many small "defining moments" of realizing these needs.

Tell us about the social innovator behind this idea.

Randolph Wang graduated with a PhD in computer science from the University of California Berkeley. He was a professor at the computer science department at Princeton University where the Digital StudyHall project started. Randolph's research interest was in operating systems and networking systems. DSH was started at a time when Randolph became interested in applying technology to solving compelling problems in developing world settings. In 2005, Randolph moved from New Jersey to Lucknow, India, where he has lived and worked to this date.

How did you first hear about Changemakers?

Email from Changemakers

If through another, please provide the name of the organization or company

Training Traditional Birth Attendants

Location

Andhra Pradesh
India

A 3 day training Program for Traditional birth Attendants of Project villages. Twenty TBA’s from 10 villages participated and equipped with safe delivery methods and mother and child health care.This training program includes personal hygiene, safe motherhood, safe drinking water, cleanliness of surroundings, maternal health care, mother and child health care, nutrition, immunization, preventive measures against different diseases, precautions to be taken by local birth attendants during delivery & other related topics.

Reproductive and Child Health Development

Location

Uttaranchal
India

There has been limited provision of health services due to lack of infrastructure and shortage of qualified health personnel. Reaching out to the basic needs of the people, primary and secondary care services are being provided in difficult to reach areas. Services are being provided both through mobile vans as well as through satellite (fixed) clinics. Tertiary care services are provided through Himalayan Institute Hospital and these services are coupled with intensive Behavior Change Communication to create awareness on health and hygiene.

Mobile Clinic

Location

St. Jeffrey's Bay
South Africa

Several times a week the mobile clinic goes out into the community for post natal home visits. Every newborn and mom receive a visit and baby pack. The mobile clinic assist with breastfeeding, feeding advice and support where needed. It also provides weighing points in different places of the community. Through weighing and seeing the babies, abnormalities or sickness get detected and referred to the clinic or doctor.

*Y.C.* Health awareness & micro-utility services through retail distribution of mineral drinking water by women joint liability

Women in developing countries spend an average of six hours per day collecting water — time that could be spent in child care and parenting, learning, or working. This project primarily addresses the basic health care, sanitation and malnutrition of mother and child in socio-economically challenged and ecologically fragile areas.. Having known that India needs 2.5 billion USD only for micronutrient deficiency in rural women, we focus on mineral nutrition to women in general and expecting mothers in particular through a revenue generating retail chain of mineral fortified safe drinking water.

About You

Organization: South Asian Forum for Environment Visit websitemore ↓↑ hide↑ hide

Section 1: About You

First Name

Amrita

Last Name

Chatterjee

Website

Organization

South Asian Forum for Environment

Country

India, WB

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

Yes

Section 2: About Your Organization

Organization Name

South Asian Forum for Environment

Organization Website

Organization Phone

00913324168104

Organization Address

B43, 2nd Floor, Survey park, Kolkata 700075 WB India

Organization Country

India, WB

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Your idea

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Name Your Project

*Y.C.* Health awareness & micro-utility services through retail distribution of mineral drinking water by women joint liability

Country your work focuses on

India, WB

Describe Your Idea

Women in developing countries spend an average of six hours per day collecting water — time that could be spent in child care and parenting, learning, or working. This project primarily addresses the basic health care, sanitation and malnutrition of mother and child in socio-economically challenged and ecologically fragile areas.. Having known that India needs 2.5 billion USD only for micronutrient deficiency in rural women, we focus on mineral nutrition to women in general and expecting mothers in particular through a revenue generating retail chain of mineral fortified safe drinking water. Improved water and sanitation have been demonstrated to lead to significant reductions in morbidity and mortality with almost immediate impact. The estimated return on every dollar invested in improved water and sanitation is US$7 - US$34. Thus improving drinking water quality would doubly ensure micronutrient deficiency eradication and healthcare in women and infants.
Theme of the project is to install obligatory hygienic practices for protecting the infants and children against diseases and women malnutrition by involving especially women into a revenue linked health awareness program that would be supported by micro-utility services for supplying mineral fortified safe drinking water to the remote areas by Self Help Units (SHU) at a price affordable by poorest of the poor. Revenue thus generated would act as an incentive to guarantee supply of mineral fortified safe drinking water and promote hygienic practices for children. Health awareness programme will be the marketing tool for water retailing. Group Micro Health Insurance coverage for the self help unit cooperative members would be a coherent feature of the program towards risk spreading and health awareness.

Website URL

Innovation

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What makes your idea unique?

Demand of safe drinking water never shows regression.Proposed model is a win-win condition in the given situation as it is sustained by local women entrepreneurship and increased demand of safe water on one hand while ensures empowerment, health consciousness and social integrity on the other.Principal sustainability factor goes beyond the fiscal benefits & encompasses aspects that enrich women health and human resource potentials. Women under the program would preach health awareness for retailing water and thus would practice the same for her child's health. This would otherwise have immense impact and sustained growth of the program. Perusal of survey reports from other states of India reveals a growth rate of 100-120 percent in the first two years followed by 70-80 percent in the consecutive years. The women in the rural area show an adoption of 30 percent initially which randomly increases to 65 percent within 3 months. The given situation and proposed project area would show still better response owing to the vulnerable socio-economic condition.

The idea is distinctive because this water sells at 20 Indian paisa (0.004USD) per litre. Open can water sells at INR 1 (0.02USD) /L & bottled mineral water/L sells at INR 15 (0.30 USD). This is an innovation model, not only providing good water at the price poorest of the poor can afford and also generating revenue through retail chain supply and distribution.

Do you have a patent for this idea?

Impact

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What impact have you had?

The significant impacts and socio-economic changes are as below:
a) Social Change
=============
(i) Attitude change in community to be measured in a six point scale before and after the installation of the project.
(ii) Formation of expected number of SHU and agreement for developing a water-cooperative out of these groups.
(iii) Community preparedness for environmental or health disasters in terms of disaster management groups formed, volunteers listed and dry-run made.
(iv) Capacity building measured in terms of number of beneficiaries trained and assessment and review reports from workshops held.
(v) Change in community behavior assessed through development of keenness towards education and health of infants (especially girl child), reduction in child labour and social abuse.
b) Improvement of health & sanitation conditions
=============================================
(i) Health awareness and improved sanitation conditions will be trekked through medical camps, vaccination programs, number of community sanitation units, attitude change towards use of safe drinking water etc.
(ii) Behavioral change and participatory approach of beneficiaries in community driven health programs like micro health insurance scheme, vaccination program etc.
c) Financial sustainability
=========================
(i) Bank linkage and maintenance of personal savings account.
(ii) Percentage increase in per capita income through alternate economic opportunity.
(iii) Micro finance and soft loan issuance to beneficiaries for further growth and financial sustainability.

Problem

1. Getting a low cost green technology water treatment facility for assuring better fiscal support to the women. the existing technology is little priced in context to the installation of the plant.
2. Surface water harvesting system needs to be aligned with the programme for better success. This would need convergence of resources.

Actions

Significant steps taken by my organization to facilitate the project are
1. Negotiating for a low cost solar powered technology for water treatment and mineral fortification.
2. Monitoring the TDS of the product water for health as WHO standard withought compromising with the taste as that would be a point of community rejection.
3. The actual micronutrients and levels range per litre is described below:
a. Iron:0.3 m.g/L
b. Calcium:55-65 m.g/L
c. Soduim: 200 mg/L
d. Magnesium:1.0 mg/L
e. Zinc:3.0 mg/L
f. Fluoride:1.5 mg/L
Prime concerns for rural women here are anemia, weak bone & micro-nutrient deficiency especially in lactating mothers being addressed in water following WHO guidelines, helps in raising the TDS, required value. Fluoride 1.5 mg/L, is for sugar intake is very low in community, further, this prevents dental fragility and infections.

4.Increasing SHG training activities on soft skill so that the retail chain could be sustained.
5. Developing a monitoring body to assure equity and product quality by involving local civic bodies.
6. Resource mobilization and convergence for rain water harvesting programmes along with this project.

Results

Project would provide WHO recommended safe drinking water to cover at the minimum 15000 households and would sustain 25-60 Self Help Units through collected user fees and micro-utility service charges by a retail chain supply of potable drinking water. It would help develop awareness about health, hygiene and sanitation, mineral nutrition for mother and child and necessity of safe drinking water for the family health. The model would comprise of an SHU cooperative having around 240 members who will be covered for group micro-health insurance facility. The project would expectedly assure an alternative economic opportunity towards poverty alleviation, spread health risk of beneficiaries, and bring attitude change in the locality for better living and lifestyle. The beneficiaries will have the social assurance to settle into a normal life from a traumatic fragile condition that they suffered as environmental refugees.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

First year success will depend on
1. Social attitude change about health and nutrition so that everyone understand that strong mother means a strong family.
2. Prioritizing water as a purchaseable commodity of significant importance in the society is also a success factor which will be acquired through health awareness only.
Second Year Success will depend on
1. Unique coordination of retail supply chain.
2. assured quality and taste of supplied water.
3. Pronounced health impact.
3rd year success will depend upon
1. Assured returns on sale.
2. Increasing demand of SHU water.
3. Avoidance of technical problems, environmental hazards and health crisis.

What would prevent your project from being a success?

Project barriers will be
1. Non-availability of surface water sources and severe draught or flood.
2. Technical failure of the treatment plant.
3. Unforseen health hazards in the area.
4. Breakage of women led retail supply chain.

How many people will your project serve annually?

More than 10,000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your project seek to have an impact on public policy?

Yes

Sustainability

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What stage is your project in?

Operating for less than a year

Is your organization a

Non‐profit/NGO/citizen sector organization

Is your initiative connected to an established organization?

If yes, provide organization name.

How long has this organization been operating?

More than 5 years

Does your organization have a Board of Directors or an Advisory Board?

Yes

Does your organization have a non-monetary partnerships with NGOs?

Yes

Does your organization have a non-monetary partnerships with businesses?

Yes

Does your organization have a non-monetary partnerships with government?

Yes

Please tell us more about how these partnerships are critical to the success of your innovation.

These partnerships would be critical in the following ways
1, Technology transfer
2. Seed grant allocation
3. Grant for soft skill development.
4. Supply of subsidized solar panels under national solar mission.

What are the three most important actions needed to grow your initiative or organization?

1. Obtain social assurance and acceptance at the grassroots.
2. Execellent team synergy and dedication
3. Resource mobilization and convergence.

The Story

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What was the defining moment that you led to this innovation?

I was working in deltaic sunderbans after it was hit by Cyclone 'Aila'. I have seen the scarcity of water and while conducting the medical relief camp I experienced the malnutrition in the mother and child. The first thing that came to my mind was that the nutrient deficiency, especially micronutrients must be tagged to some object which is a bare necessity. whereas, the patients referred mostly about troubles or health problems related to anti-nutritional factors or noxious materials in drinking water. That was the time I thought that water should be the media for caring micronutrition and it should also fetch revenue so that community develops sponteneous interest in the supply and use of it. The same thing prevailed when I visited high hills of Bhutan where mostly women are anaemic and drink contaminated water. even in areas of east Kolkata Wetlands where the first plant was started the near about slums were getting water with arsenic contaminations. I thought even removal of antinutrients is also a value addition to the nutritional factor of water. Though it us said that water has no nutritional factor, but we all know bad water is much more worse than bad food.

Tell us about the social innovator behind this idea.

The social innovator behind this idea is our CHAIR Dr Dipayan Dey. He is a a renouned social worker and environmental activist. he is the recepient of UNEP Kasumiguara Award and was the Times of India LEAD INDIA Finalist.

How did you first hear about Changemakers?

Web Search (e.g., Google or Yahoo)

If through another, please provide the name of the organization or company

New entry

We have used the community-based participatory research approach to form a research team made of maternity nurses and community members to answer the question: "Why do women with ob complications delay getting to the hospital?" Over the course of 6 months, we conducted 12 focus groups to understand the community's experience of maternal health care. The groups included women of childbearing age, adolescent girls 15-20, and a purposive sample of men who had lost close relative(wife, sister, mother, etc.) in childbirth, or who had lost a newborn.

About You

Organization: Emory University Nell Hodgson Woodruff School of Nursing Visit websitemore ↓↑ hide↑ hide

Section 1: About You

First Name

Jennifer

Last Name

Foster

Organization

Center for Research on Maternal-Newborn Survival

Country

United States, GA

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

No

Section 2: About Your Organization

Organization Name

Emory University Nell Hodgson Woodruff School of Nursing

Organization Website

Organization Phone

404 727 8445

Organization Address

1520 Clifton Road Atlanta, GA 30322

Organization Country

United States, GA

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Your idea

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Name Your Project

New entry

Country your work focuses on

Dominican Republic, DU

Describe Your Idea

We have used the community-based participatory research approach to form a research team made of maternity nurses and community members to answer the question: "Why do women with ob complications delay getting to the hospital?" Over the course of 6 months, we conducted 12 focus groups to understand the community's experience of maternal health care. The groups included women of childbearing age, adolescent girls 15-20, and a purposive sample of men who had lost close relative(wife, sister, mother, etc.) in childbirth, or who had lost a newborn. The team was involved in EVERY aspect of the research process, including the analysis of the transcribed texts of the focus group. We then went back to the communities, presented the findings, and asked for volunteers. Then we went to the hospital and presented the findings, but not in a blaming way, in a way asking them to join us. We are having success in linking the community and the hospital together to make the quality of maternal-newborn care better in the hospital, to improve quality and encourage women to come if they have complications.

Website URL

Innovation

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What makes your idea unique?

Community based participatory research is not my unique idea. Its acceptance as an approach to public health, nursing, and education research is growing in the US and has been widely applied in Latin America and other places. What is unique is the application of this approach to maternal-newborn health services, within a midwifery model of care, because it aims to transform and empower both health workers (nurses, midwives, and doctors) and community members, TOGETHER, to listen to the community and to plan to make something better for women and newborns.

Do you have a patent for this idea?

No

Impact

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What impact have you had?

Change in community: 4 community volunteer groups have formed to work together to improve maternal-newborn health in their hospital. These groups have met 3 times since we presented our findings to the hospital, and are drafting an agreement about what the community will work on with the hospital director and area public health director to lobby for more funding from the Ministry of Health and to address specific concerns from the research.

Problem

In the Dominican Republic, maternal-newborn mortality is higher than one would expect, because 97% of the population delivers in hospital with skilled personnel and there is a well developed public health infrastructure. Many studies have pointed to the poor quality of care within the hospitals. This project addresses the quality of care by having all stakeholders come together via research to understand the experience of the community and then reflect back to the hospital by means of presentations of the research to move a positive change agenda forward.

Actions

Simply conducting the project would not ensure success. The long term commitment to a partnership with the Dominicans has been critical. Our research team is both structured and egalitarian. The commitment to hearing the community voice means that the community's role in the analysis has been protected and valued at each step in the way.

Results

We expect to form another team for research together, this time to develop communication protocols for obstetric referral between institutions. We will monitor their own implementation of their success, and measure the impact of team performance on health worker motivation.
We believe if health workers were supported by seeing improvements they would be motivated to provide higher quality of care even within limited resources.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Next year, we need to publish our results in Spanish as well as English.
The following year,we need to develop mechanisms to monitor and evaluate the specific improvements made.
The following year, we need to replicate this work in other areas of the Dominican Republic.

What would prevent your project from being a success?

If we do not receive funding to do this work, we could not carry it out.

How many people will your project serve annually?

1001‐10,000

What is the average monthly household income in your target community, in US Dollars?

$50 - 100

Does your project seek to have an impact on public policy?

Yes

Sustainability

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What stage is your project in?

Operating for 1‐5 years

Is your organization a

Non‐profit/NGO/citizen sector organization

Is your initiative connected to an established organization?

Yes

If yes, provide organization name.

Emory University, Hospital San Vicente de Paul, and the Autonomous University of Santo Domingo

How long has this organization been operating?

More than 5 years

Does your organization have a Board of Directors or an Advisory Board?

Does your organization have a non-monetary partnerships with NGOs?

Yes

Does your organization have a non-monetary partnerships with businesses?

Does your organization have a non-monetary partnerships with government?

Please tell us more about how these partnerships are critical to the success of your innovation.

Approximately 150 words left (1200 characters).

What are the three most important actions needed to grow your initiative or organization?

Approximately 300 words left (2400 characters).

The Story

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What was the defining moment that you led to this innovation?

I was a nurse in the Peace Corps in Guatemala from 1977-79. I saw so much suffering of mothers and babies, it led me to become trained as a midwife. I practiced as a midwife for 20 years, and felt still something was missing, something more was needed to really help mothers and babies. I got my PhD in anthropology (2003) because I thought we need to understand culture better, not "theirs" but ours. In doing my dissertation among partners of teen mothers in an urban US city, I interviewed men who were generally despised but who wanted so much to talk about their lives and the meaning that children brought to it. I knew then that my research path would be inclusion research. As a midwife, I want to do research to improve maternal-newborn health globally. so I had my direction. The Dominican Republic became the site, because we were invited by the nurses to come and help. Being invited meant a lot, and the partnership grew from there.

Tell us about the social innovator behind this idea.

Probably Paolo Friere. His work on critical consciousness is a framework for this kind of approach for research for social change. I knew I wanted to use the midwifery model of care as the philosophical framework, and his theoretical work as a way to approach how I would conduct research for change.

How did you first hear about Changemakers?

Through another organization or company

If through another, please provide the name of the organization or company

Council on the Anthropology of Reproduction, an interest group of the Society for Medical Anthropology

*Y.C.* Making medical Interns as maternal care service providers

Making medical interns as maternal care service providers at the remote or the rural locations to overcome the global health care workforce crisis. As a public health specialist, I firmly believe that one of the cause of the high rates of the maternal mortality and morbidity is the lack of the health care providers, inadequate maternal health policies and lack of access to quality maternal care.

Pregnancy is not a disease and pregnancy related mortality is almost always preventable. Yet more
than half a million women die annually worldwide, due to pregnancy related complications. About

About You

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Section 1: About You

First Name

Dr Faisal

Last Name

Mir

Website

Organization

Country

Pakistan

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

Yes

Section 2: About Your Organization

Organization Name

Organization Website

Organization Phone

Organization Address

Organization Country

n/a

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

*Y.C.* Making medical Interns as maternal care service providers

Country your work focuses on

Pakistan, N

Describe Your Idea

Making medical interns as maternal care service providers at the remote or the rural locations to overcome the global health care workforce crisis. As a public health specialist, I firmly believe that one of the cause of the high rates of the maternal mortality and morbidity is the lack of the health care providers, inadequate maternal health policies and lack of access to quality maternal care.

Pregnancy is not a disease and pregnancy related mortality is almost always preventable. Yet more
than half a million women die annually worldwide, due to pregnancy related complications. About
90-95% of these come from developing countries. Maternal Mortality Ratio (MMR) in developing countries ranges from 300 to 1000 in contrast with 2.9 in the industrialised world. This is the only Public Health Statistic with such a huge difference. In Pakistan alone, an estimated 30,000 maternal deaths occur each year, due to pregnancy related complications
.

This figure is indicative of the need of quick attention about the maternal health intervention especially in the developing nations. Maternal Health is directly related to the maternal and neonatal mortality and morbidity. The conceptual framework for maternal and neonatal mortality and morbidity presented by UNICEF explains that there are various determinant of the maternal health responsible for the maternal and neonatal morbidity and morbidity.

There are direct factors such as obstetric risks including complications of abortion, disease and infections, inadequate dietary intake. The framework also explains about the underlying causes at the household/ community and district levels such as Insufficient access to the maternity services- including emergency obstetric and newborn care, inadequate maternal and new born health practices and care seeking. As a health planner, the basic causes at the societal level concerns me the most that is the quality and the quantity of the actual resources for the maternal health- human, economic and organizational- and the way they are controlled.

The global health workforce crisis is one of the challenge which makes the delivery of the desired quality of the maternal health care to the remote locations where it is required the most. The problem is worse in the developing countries due to migration of skilled health workforce to the developing countries.

The solution is to use the available resource in a sustainable and feasible framework. This idea proposes utilising the community medicines departments of the medical colleges in the various countries for the delivery of the maternal health care for the pregnant females. Every medical college has a team of medical staff and medical interns appointed to work in the community medicines. This staff can be utilised to impart the maternal check-up and assist the lady health workers.I propose to shift the duties of these interns from the hospital to the village based centres or kiosk to reach maximum people especially females in the developing countries who are dependant on the male members for travelling to the hospitals also.
I don't think it should involve much of the change in the curricullum but yes strong policy by the public health department to make such intern-ship at the rural centre mandatory.Also, it will increase the exposure of the interns which is the main idea of the intern-ship.

A network can be developed engaging the skills of the medical interns, the Lady Health Workers (LHW)and the traditional birth attendants (TBAs). The capacity building and mentoring of the of the LHW & TBA can be done by the interns for the basic Ante Natal Check-ups of the pregnant females, the deliveries and post natal check ups . The services such as delivery by the TBAs can be charged from the beneficiaries whereas the interns can screen the complication of the females and refer the pregnancies to the hospitals for the management of the complications at the right time.

The following can be the advantages of the proposed idea:

1)Increased maternal health care workforce- The team of medical interns can replace the need of locating the gynaecologist at the peripheral locations. The valued human resource can be located at a central location where they can be accessed by larger population.
2)Low cost and sustainable set-up – The cost of locating an intern to a rural or remote locations is much lower than the gynaecologist. The Lady Health Workers (LHW) and the attached TBAs can work on the basis of user fee. This will also ensure higher motivation levels of the among the LHW and TBAs
3) Higher accountable maternal health care force- If the postings of the medical interns are part of their curriculum they will be more responsible towards the duties assigned to them.
Lastly, if the interns can not be utilised in delivering the care as a professional then at-least they can be the first point of contact for the pregnant females or other patients in screening the complications and establishing timely referrals.

Website URL

Innovation

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What makes your idea unique?

The idea is unique as it is cost effective. It involves the realisation and exploring the available resource which is present in every country for the execution of the maternal health protocols for the pregnant females.
Secondly, It will also increase the exposure of the community medicine interns to the social constrains and the environment.
Lastly, This idea can be implemented without massive change in the current health care policies but can be utlized to reinforce the presently implemented maternal health policies

Do you have a patent for this idea?

Impact

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What impact have you had?

Approximately 250 words left (2000 characters).

Problem

The primary problem that we project is going to address is the challenges in delivering the right maternal care to the marginalised sections of the society due to the non- availability of the health work force in the developing countries.

Actions

The community medicine based interns will be posted at the village based kiosks. These kiosk will also have the community health workers to mobilise the community and increase the utilisation of the health care services that will be delivered by the interns at the centres or the kiosks

Results

The expected results of the intervention is reaching out to the marginalised sections of the community which can not other wise access the maternal health care.
Secondly the interns will get better exposure for their clinical practice.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Involvement of the public health department of the various countries to implement the change of the curriculum for the medical interns.The change in the curriculum implies to shift in the location of the clinical duties of the community medicine interns from the hospital department to the village based centres.
The interns can also be awarded grades based on the community services.

What would prevent your project from being a success?

Lack of motivation of the interns towards the community services. The interns should not only driven by the compulsory attendance at the clinics or the grading system.
But they should be motivated for the services quality.

How many people will your project serve annually?

101‐1000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your project seek to have an impact on public policy?

Yes

Sustainability

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What stage is your project in?

Idea phase

Is your organization a

Please select

Is your initiative connected to an established organization?

If yes, provide organization name.

How long has this organization been operating?

Please select

Does your organization have a Board of Directors or an Advisory Board?

Does your organization have a non-monetary partnerships with NGOs?

Does your organization have a non-monetary partnerships with businesses?

Does your organization have a non-monetary partnerships with government?

Please tell us more about how these partnerships are critical to the success of your innovation.

Approximately 150 words left (1200 characters).

What are the three most important actions needed to grow your initiative or organization?

Approximately 300 words left (2400 characters).

The Story

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What was the defining moment that you led to this innovation?

Working as a health care professional for past few years in my native country I have realised that the people especially the women are not receiving the required care due to scarcity of professional. The condition is worse for the pregnant females as they are unable to travel to the distant locations for the check-ups.

Tell us about the social innovator behind this idea.

Approximately 300 words left (2400 characters).

How did you first hear about Changemakers?

Friend or family member

If through another, please provide the name of the organization or company

Prevention of Mother to Child Transmission of HIV (PMTCT) Research- based Project

Location

Nairobi
Kenya
1° 16' 59.9988" S, 36° 49' 0.0012" E

Pure Love Expressed Health Care International works to provide HIV positive mothers with alternative feeding options such as donated pasteurized breast milk from healthy lactating mothers. To accomplish our goal, we will create Breast Milk Banks and Breast Milk Donation Centers within established healthcare systems in Kenya. We will provide mothers with natural milk at no cost to them, giving them a cheaper and safer infant feeding method to breastfeeding.

Helping Hands Nepal

Location

Khathmandu
Nepal

Helping Hands Health Education's main objective is bringing low cost quality medical relief services to rural villages in Nepal with the help of Western medical and non-medical volunteers. It provides volunteering opportunities for medical professionals, medical students and non-medical volunteers to serve in Nepal. It also provides permanent medical clinics in Phalewas, Khandbari, Indrayani, and Kathmandu.

Affordable, high quality core maternal healthcare for low-income women in India

LifeSpring Hospitals is an expanding chain of mid-sized maternity hospitals, designed to serve low-income women and children in India. Created in response to the dearth of options available for low-income women to access both affordable and high quality healthcare, LifeSpring specializes in normal and caesarean deliveries, in addition to antenatal and postnatal care, as well as family planning services.

About You

Organization: LifeSpring Hospitals Visit websitemore ↓↑ hide↑ hide

Section 1: About You

First Name

Anant

Last Name

Kumar

Organization

LifeSpring Hospitals

Country

India, AP

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

No

Section 2: About Your Organization

Organization Name

LifeSpring Hospitals

Organization Website

Organization Phone

(+91) 3914 7700

Organization Address

H. No: 11-4-523 Chilkalguda, Secunderabad -500 025 Andhra Pradesh, INDIA

Organization Country

India, AP

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

Affordable, high quality core maternal healthcare for low-income women in India

Country your work focuses on

India, AP

Describe Your Idea

LifeSpring Hospitals is an expanding chain of mid-sized maternity hospitals, designed to serve low-income women and children in India. Created in response to the dearth of options available for low-income women to access both affordable and high quality healthcare, LifeSpring specializes in normal and caesarean deliveries, in addition to antenatal and postnatal care, as well as family planning services.

LifeSpring Hospitals is a social enterprise with a dual goal of fulfilling its social mission while achieving financial sustainability. By providing its services for a very low price while still covering its costs, LifeSpring is impacting the lives of an increasing number of low-income women as the company grows.

We provide healthcare over the entire course of a woman's pregnancy. The fee of a doctor’s consultation in our hospitals is Rs. 75 (US $1.60), and the price of a normal delivery in our general ward is between Rs. 2000 to 4000 (US$ 40 - $80), which is one third to one half of the prevailing market rates at private hospitals. This all-inclusive package price includes a two-day stay, medicines, vaccinations, and a baby kit consisting of a baby robe and blanket.

In addition to our core business, free medical consultations and vitamins are provided to all pregnant women in the community, during monthly health camps held at each of our hospitals. Paediatric consultations and vaccinations for children are also provided, free of charge. Furthermore, as part of LifeSpring’s community outreach program, each hospital employs two Outreach Workers, who go door-to-door within the surrounding communities to educate women and key decision-makers about all aspects of female reproductive health.

Innovation

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What makes your idea unique?

LifeSpring Hospitals is altering the way that low-income women can access high quality maternal health care in India. Before LifeSpring, there were very few high quality maternal healthcare options available at a price that lower-income women could afford. The wide, empty gap between under-resourced public hospitals and expensive private hospitals left many women facing a difficult trade-off between a safe or an affordable delivery.

Our hospitals offer safe, clean and personalized health care at a low price. By running our hospital chain as a for-profit (but not profit-maximizing) business, LifeSpring treats women who come to our hospitals as customers demanding dignified maternal care, instead of viewing them as passive recipients of charity.

LifeSpring’s specialization in maternal healthcare has allowed us to significantly drive down costs, which are passed onto our customers. Our high asset utilization and high throughput mean that our resources are used very efficiently. Our doctors perform 4-6 deliveries per week (compared to 1-2 at private clinics). These high volumes enable optimal utilization of our most expensive asset, our doctors, decreasing unit costs.

Each of our hospitals has been designed to independently achieve financial sustainability. This will continue to allow LifeSpring to grow rapidly and serve an increasing number of women, without the constraints that fundraising needs may bring.

LifeSpring’s focus on standardizing procedures has ensured that the same quality level is upheld at every hospital. We have over 100 standard procedures, including clinical protocols and identical surgery kits

Do you have a patent for this idea?

Yes

Impact

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What impact have you had?

LifeSpring’s first hospital was built in 2005 in a low-income suburb of Hyderabad, Moula Ali, and became profitable after one year and a half. In 2008, LifeSpring became a private company and began scaling up. In its first year (2008), 5 new hospitals were set up in similar locations on the outskirts of Hyderabad, and 3 more hospitals were started in the second year.

In its first year as a private company, LifeSpring Hospitals delivered 2,000 healthy babies. To date, LifeSpring Hospitals has delivered more than 5,700 healthy babies, and our doctors have treated over 103,000 outpatient cases.

The positive impact of LifeSpring’s healthcare services goes beyond simply those customers who have delivered in one of our hospitals. For most low-income women in India, deciding where to deliver a baby often means having to choose between high-quality care offered at private, multi-speciality hospitals at an unattainable price, or delivering at a government or family-run maternity hospital, which all too often lack transparency, quality and personal attention.

LifeSpring Hospitals gives these women an alternative, and what may be even more important, access to this option. By having access to dignified and safe healthcare at an affordable price, low-income families are not forced to pay a significant fraction of their income, or go into debt, as would have been necessary if they had sought similar care at a traditional private hospital.

LifeSpring significantly eases the burden of maternal health costs on low-income families, thereby reducing maternal and child mortality rates by increasing the occurrence of institutional deliveries.

Problem

It is estimated that more than 100,000 women die each year in India due to causes related to pregnancy and childbirth. In absolute numbers, India has the highest maternal mortality in the world. Almost two thirds of all births in India are unattended by a skilled health worker. What makes these numbers especially distressing is the fact that the majority of these deaths can be averted with proper maternal care and institutional delivery.

The main reason why low-income women give birth in their homes is because of the inaccessibility to medical centers, in both distance as well as financial terms.

Even for women who live in peri-urban and suburban areas, institutional delivery often means having to choose between care that is affordable but of low quality, and that which is desirable yet unaffordable. Women are demanding an alternative, yet before LifeSpring, there was no option besides these two suboptimal choices.

Actions

LifeSpring’s main activities revolve around the areas of high quality healthcare; customer-focused care; and developing talent across the organization.

Though our hospitals follow a tiered pricing model (each hospital has a general, semi-private and private ward), our general ward offers significant privacy and comforts, such as wrap-around curtains, a baby basket, and a separate padded bench for relatives.

Our customers are at the heart of why we exist. Lower income women in India have almost no access to good maternal healthcare, and more importantly, their dignity is very rarely recognized. At LifeSpring, our highest priority is quality and providing superior services to our customers.

As we are currently South India’s largest maternity hospital chain, LifeSpring recruits significant numbers of medical personnel, and will continue to do so as the company expands. As part of our Onboarding program, we train all new employees on the standardized medical processes followed at LifeSpring.

Results

As a result of our efforts and ongoing operations, LifeSpring's nine hospitals are serving an increasing number of women and their families every day.

Our nine hospitals and corporate office combined employ more than 300 individuals. LifeSpring currently has almost 50% of the market share of all deliveries in Moula Ali, our first hospital, where approximately 110 deliveries take place each month (compared to around 25 in a private clinic). We have increased the number of beds from twenty to thirty in this hospital.

Using this hospital as our base model, we have mapped out monthly targets for each new hospital, all of which are expected to become profitable within 21 months.

LifeSpring collects an extensive range of data that includes both operational as well as impact-related metrics. Our infant mortality/morbidity rate is less than 1%, whereas international standards are 5% and under.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

LifeSpring has successfully set up 9 hospitals since 2005 and every day, we are serving an increasing number of women and their families. Our continued success depends on a few important factors, which will ensure that we go on scaling and achieving financial independence for all of our hospitals.

As we grow, we will face an increasing need for skilled medical workers to staff our hospitals. To meet the demands of our growing customer base, we will need to be able to identify and recruit a large number of skilled professionals.

Related to this issue of talent, it will also be important for LifeSpring to attract skilled leaders at the management and middle-management levels to steer the organization’s growth, and develop the skills of younger employees. To ensure LifeSpring's continued success, it will be crucial for each hospital to be led by a team of productive and effective professionals who will be driven to perform by our mission and our values.

Additionally, LifeSpring will have to continue its unrelenting focus on quality standards, for each new and existing customer to experience the same type of high quality care that has enabled us to meet the growing demand of customer-focused healthcare. To ensure this, LifeSpring has a separate Quality department dedicated to monitoring the clinical quality standards in all of our hospitals.

To further mitigate this challenge, we have recently completed a project with the Rockefeller Foundation to create media training videos, which each new employee completes during our Onboarding program. These e-learning modules train all LifeSpring employees on providing customer-focused care and on our mission.

A challenge we face when starting each new hospital is the initial time it takes to build trust in the surrounding communities. Since it seems unnatural for some people to expect high quality care when the price is very low, we have found the need to actively develop relationships with the community to gain their trust. As we continue building new facilities, therefore, this will be an important component of ensuring the success of each new hospital.

Lastly, though LifeSpring’s business model has been designed to ensure the individual profitability of each hospital, receiving additional financing would allow us to break even faster.

What would prevent your project from being a success?

One risk to achieving our expected impact is the possibility of a government-run campaign to improve the current state of public hospitals. This would presumably lower the need for women to find alternative healthcare providers, such as LifeSpring Hospitals. However, since household spending accounts for approximately 80% of the total health expenditure in India, and the government’s expenditure on health is less than 1% of GDP, it is unlikely that the investment required to overhaul government-run hospitals will be made anytime soon. Rather than viewing it as a competitor, though, LifeSpring is exploring ways to collaborate with the government. One way that we are doing so is by offering free vaccinations to children twice a week, which are provided to us by the state government, free of cost.

There is also the challenge of finding and attracting the necessary human resources, as we continue to expand our services. India, like most developing countries, faces a large and growing shortage of skilled medical workers. To mitigate this challenge, LifeSpring employs the use of paraskilling for our clinical staff. For example, we hire Auxiliary Nurse Midwives (ANMs) in addition to the more qualified General Nurse Midwives (GNM). Since each doctor at LifeSpring undertakes 4-6 deliveries per week compared to 1-2 at private clinics, our clinical staff becomes highly specialized in their area of expertise. This, coupled with our standardized medical procedures, has enabled LifeSpring to hire younger doctors and thereby, continue filling our personnel needs.

How many people will your project serve annually?

More than 10,000

What is the average monthly household income in your target community, in US Dollars?

$50 - 100

Does your project seek to have an impact on public policy?

Yes

Sustainability

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What stage is your project in?

Operating for 1‐5 years

Is your organization a

For‐profit

Is your initiative connected to an established organization?

Yes

If yes, provide organization name.

LifeSpring Hospitals is a joint venture between Hindustan Lifecare Limited and Acumen Fund

How long has this organization been operating?

More than 5 years

Does your organization have a Board of Directors or an Advisory Board?

Yes

Does your organization have a non-monetary partnerships with NGOs?

Yes

Does your organization have a non-monetary partnerships with businesses?

Yes

Does your organization have a non-monetary partnerships with government?

Yes

Please tell us more about how these partnerships are critical to the success of your innovation.

LifeSpring has partnered with the Indian government to provide vaccinations to our customers’ children. Twice each week, LifeSpring provides free vaccinations to children in our hospitals. These vaccines are provided to LifeSpring, free of cost, by the Indian government, allowing us to further our goal of providing high quality healthcare to lower income families.

LifeSpring is also working with the Boston-based Institute of Healthcare Improvement, as part of their Perinatal Care Collaborative. This Collaborative involves 40-60 organizations working together. LifeSpring will use the learnings from this initiative to maintain high quality healthcare in its hospitals.

To reduce the challenge of training new medical staff as LifeSpring expands, we have partnered with Adayana, an international consulting firm, to create media training videos on our 50 most important clinical, administrative and marketing processes.

Additionally, Salesforce has worked together with LifeSpring to create a customized database with which we make sure that our customers' are coming for their monthly antenatal checkups.

What are the three most important actions needed to grow your initiative or organization?

For LifeSpring Hospitals to continue growing, our most important requirement is identifying and recruiting sufficient numbers of skilled clinical workers to serve our customers.

As each of our hospitals staff approximately 22 medical workers, our needs will grow as the company scales. Therefore, it is crucial for LifeSpring to continue recruiting highly skilled personnel, and to train them in our mission and values, and in the type of customer-focused healthcare that sets us apart from other hospitals.

Furthermore, it is essential that LifeSpring continues to monitor and uphold the high quality of healthcare we offer, and ensure that it is standardized among all our hospitals. Similarly, monitoring our costs and making sure that we are running our hospitals as efficiently and productively as possible is necessary to maintain our low costs and pass these savings on to our customers.

Our Quality department ensures that the services provided in all LifeSpring hospitals are of high quality, and in accordance with our ISO-certified processes. In addition to regular external audits, our Quality staff also conduct regular internal audits and collect extensive quality-related metrics on a daily basis.

As our customers’ first interaction with LifeSpring is usually through our marketing activities, it will be important for LifeSpring to continue identifying potential customers and converting outpatient customers into inpatient customers (women who decide to deliver at LifeSpring).

Our Outreach program is an important part of our Marketing efforts. LifeSpring's team of Outreach workers educate women and their families in the communities surrounding our hospitals about the importance of institutional delivery, and raise awareness of LifeSpring and our mission. Many antenatal customers are also identified during monthly health camps held at each hospital, when women and their relatives are offered free doctor consultations, and advice on how to care for themselves and their babies. LifeSpring must continue to target these potential customers and raise awareness on the benefits of delivering in one of our hospitals.

The Story

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What was the defining moment that you led to this innovation?

I launched LifeSpring Hospitals when I was working for Hindustan Lifecare Limited (HLL, formerly Hindustan Latex Limited), an Indian government enterprise and one of the world’s leading manufacturers of contraceptives. In 1992, HLL started operating independent clinics housed in government maternity hospitals in Andhra Pradesh, India, as part of its public health projects. These clinics provided family planning counseling and free contraceptives to women who visited the maternity hospitals.

As a Regional Manager at HLL at the time, it was my responsibility to promote the sales of our contraceptives and conduct market research on family planning products. Therefore, to learn more about women's reproductive health needs, I used to visit these HLL-sponsored clinics.

While going around to several government hospitals however, I became increasingly aware of the crumbling infrastructure, overcrowded and under-resourced state of these hospitals, and the overall suboptimal sanitary conditions.

Most public hospitals in India are woefully under-resourced, not very clean, and have old, depreciating infrastructure. Pregnant women have to wait for hours, often standing or sitting on the ground outside the hospital. The wards contain as many beds as possible, making it impossible for new mothers and their families to have any privacy or comfort.

After speaking with women who were attending these hospitals, I learned that there was a need and more importantly, a desire for an alternative healthcare option.

In order to afford a delivery in a safe, clean environment, lower income families are borrowing large amounts of money, or selling assets. This shocking discovery made me want to create a better alternative. Believing strongly that everyone should have the right to basic but essential high quality maternal healthcare, especially in India, which has the highest number of pregnancy-related deaths, I started advocating for a hospital to serve this large segment of India’s population.

Tell us about the social innovator behind this idea.

Anant Kumar was driven to start LifeSpring Hospitals after witnessing the disturbing reality in which lower income women were delivering babies; in overcrowded, unsanitary and inadequately resourced public hospitals all over India.

Originally from Delhi, Mr. Kumar worked at Hindustan Lifecare Limited (HLL), where he was a Regional Manager and in charge of the Andhra Pradesh Social Marketing Program, before starting LifeSpring Hospitals.

While in this position, Mr. Kumar’s responsibilities included traveling to government hospitals around India to conduct market research on contraceptive use and family planning practices. After witnessing the state in which women were delivering babies, he was driven to start a hospital that could serve low income women with high quality healthcare at a price they could afford. After much convincing on his part, HLL agreed to fund one hospital (LifeSpring’s first hospital, in Moula Ali) as a side project. This 20-bedded hospital was designed to serve as an alternative to the low-quality public hospitals and the private hospitals, which offer high quality services, but are priced far from reach of most families.

After the success of this hospital, LifeSpring became a private company and a joint venture between HLL and Acumen Fund. Under the inspiring leadership of Mr. Kumar, it has grown from one to nine hospitals in just two years.

LifeSpring’s hospitals allow all women to experience a safe, clean and dignified birth without the need to borrow money from family members or friends to finance the cost. LifeSpring seeks to empower women and provide them with the type of maternal healthcare that they deserve and are demanding.

It is under Mr. Kumar's leadership that LifeSpring Hospitals has successfully delivered more than 5,700 healthy babies, and over the past 4 years, provided women with dignified reproductive healthcare. As a result, LifeSpring has received considerable international and national recognition, as well as from the Indian government, which is now interested in partnering with us on a number of initiatives related to developing clinical quality standards, and our expansion.

How did you first hear about Changemakers?

Through another organization or company

If through another, please provide the name of the organization or company

Maternova (newsletter)

*Y.C.* Scrubs for Slugs

My idea is to have villagers in Etoko village and Nchemba II in Southwest Cameroon sew hospital scrubs made of West African fabric to be sold to health care workers in the United States. The funds from the sale of the scrubs in the U.S. would go back to the sewing cooperatives to help defray the costs of clinic delivery fees, prenatal vitamins, and medical supplies that must be purchased for labor.

About You

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Section 1: About You

First Name

Jessica

Last Name

Sullivan

Website

Organization

Country

United States, DC

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

Yes

Section 2: About Your Organization

Organization Name

Organization Website

Organization Phone

Organization Address

Organization Country

Cameroon, SOU

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

*Y.C.* Scrubs for Slugs

Country your work focuses on

Cameroon, SOU

Describe Your Idea

My idea is to have villagers in Etoko village and Nchemba II in Southwest Cameroon sew hospital scrubs made of West African fabric to be sold to health care workers in the United States. The funds from the sale of the scrubs in the U.S. would go back to the sewing cooperatives to help defray the costs of clinic delivery fees, prenatal vitamins, and medical supplies that must be purchased for labor.

After visiting Cameroon in January 2007, I thought the vibrant West African fabrics I saw in Cameroon would make great hospital scrubs. The funds from the sale of the scrubs in the U.S. would go back to the NGO I worked with in Cameroon, United Action for Children. The project was called Scrubs for Slugs as the proceeds would continue to fund the pilot snail farming project we began in the summer of 2007. The village clans and schools that cultivated the snails were to use the profits from the sale of the snails at local markets to pay for health care at the local village clinic. Health care in Cameroon is particularly scarce in the rural areas and paid for out of pocket by all recipients. After witnessing various medical procedures, including a Cesarean section performed with gauze scissors and a razor blade, I knew that women's health in Southwest Cameroon was particulary precarious.

I purchased several yards of fabric in the summer of 2007 when I returned to Cameroon, and arranged for friends to purchase more fabric on a return trip in January 2008. I wanted to learn how to sew the scrubs myself since I could not be in Cameroon to organize the project with local seamstresses. I got a sewing machine and had recruited some friends to help teach me how to sew. The task proved more challenging than anticipated and was moving slowly. Then, on June 7, 2008 a flash flood hit my home town and destroyed most of our home and belongings, including most of my fabric and all of my sewing supplies. I salvaged what fabric I could, but having lost my sewing machine and devoting my free time to rebuild my family's house, I decided to send the fabric with a friend to Mexico to have it sewn there by local seamstresses. It took several months for the finished scrubs to return from Mexico as I was dependent upon friends to bring the scrubs back in their luggage to avoid exorbitant shipping costs. In total, the fabric I saved from the flood was enough to make about fifteen scrubs tops. I had a hard time finding interested buyers in Indiana, and have only sold around five to friends and colleagues. I have been trying to sell the remaining tops through student organizations at George Washington University, but my contacts have never replied to my communications. I am now left with a small stock of beautiful handmade scrubs of fabric made in Nigeria, purchased in Cameroon, and sewn in Mexico. These scrubs have made their way around the world and touched several economies.

If I were to be able to take the project to scale, I would like to construct a community center in the village that inspired the project and that has the only local clinic, Etoko village. With a community center those interested in participating in the project could receive training in how to sew on sewing machines. The local seamstresses use antique Singer sewing machines powered by large foot pedals. Such machines could be purchased and stored in the community center to keep them safe and well maintained. The machines are energy efficient as they do not use electricity, although the village has electricity in the pilot phase of the project avoiding the costs of electricity for the machines may prove a wise choice. As the project grows the costs of electric sewing machines may prove profitable. Local seamstresses could be contracted to train the villagers on how to sew the particular items that will be sold, and in this way increase business for local seamstresses paid to conduct trainings. By selling the scrubs in the U.S., any conflict of interest is removed as there would not be local competition for the products.

In Etoko and the neighboring village, Nchemba II, there are established women's groups that produce palm oil, and they could provide fruitful partnerships for income generation projects. The project should not exclude men from participating as their involvement in the project helps ensure sustainability, and they also tend to have more free time than the women. Any village member wishing to participate should be allowed to contribute.

The transport of the scrubs from Cameroon to the U.S. would be logistically complicated and financially difficult. The funds needed to move the items abroad would be significant and require donor funding to subsidize those costs in order to make the products affordable to U.S. consumers. The products could theoretically be sold in Europe as well, but my idea was based on the culture and connections with which I am familiar in the U.S.

Funds from the sale of the scrubs could be filtered through the NGO United Action for Children as they have a longstanding presence in the communities of Etoko and Nchemba II and have knowledge of project implementation in those two communities. Scrubs could potentially be transported with their vehicles on their trips from the villages to the areas of Buea and Mamfe where goods could be shipped to the U.S.

Lastly, while the project was originally titled Scrubs for Slugs and intended to continue the snail farming project which subsidized health care, the concept could be easily modified for specific MCH purposes. The clinic has electricity and running water and is generally staffed by one nurse, but the facility is not equipped with basic medicines or instruments. I saw the "pharmacy" which was a box of band aids and a bag of unsold prenatal vitamins. The clinic has one solar powered microscope, and no rubber gloves or appropriate bio-hazard disposal capabilities. Any birthing difficulties can prove life threatening very quickly. With increased funding for MCH, hopefully the clinic could afford to carry the drugs that women would need in a labor emergency and for a healthy pregnancy.

Additionally, the very high rates of HIV make safe delivery almost impossible. When I was in Cameroon in January of 2007, local doctors estimated the HIV prevalence to be over 50% in the area and we were told it was a topic too taboo to discuss. When I returned to the village in the summer of 2007, we interviewed local health professionals all over the Southwest Province to find out about the availability of HIV testing, CD4 count testing, and ARVs. These services and medications are not available to these people in any remotely accessible fashion neither economically or geographically as the nearest town is 20 km away and the machines required for testing are frequently broken. Nevirapine is a drug that could potentially save the lives of many children in the village if the mothers had access to better medical care. The first step in making any of these medical advances accessible to the families of these villages is to increase the funds available for these women to seek medical care and pay for treatment.

Website URL

Innovation

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What makes your idea unique?

My idea tackles income generation, education, and access to health care all while engaging community ownership of the project. It is a way for a community to lift themselves while caring for women, and to connect their story to individuals far away who wish to participate in this particular communities self-driven progress.

Do you have a patent for this idea?

Impact

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What impact have you had?

My project is really still in the idea stage. While I have taken some steps to implement my project on a smaller scale, I have not had the time to devote to it since I began my masters degree and job. The project could be implemented by the local NGO I worked with in Cameroon, United Action for Children, but they would need more financial and human resources to make the project work. The most crucial part of the project will be the planning phase which really must be done on site to include the villagers and assess local resources. Community buy-in is the most essential piece of the project and cannot be addressed from the U.S. Being in the community, I would meet with local village leadership (the elected chief and committee of elders) to assess their willingness to begin a project and then meet with local stakeholders to gauge level of interest, and barriers and incentives for participation. Once the basic outline of the project, leadership, and primary resources are established I would work with the villagers to establish an appropriate set of goals, communally agreed upon financial protocols, and measurement and evaluation procedures.

Problem

My project is aimed at generating funds for women to purchase the materials they need for a safe and healthy pregnancy and birth. The women must purchase medical supplies before delivering which is often a barrier to safe delivery. I watched a c-section performed at a private, discounted clinic. The woman was in labor with her seventh child, and in her third day of labor with placenta previa. The doctor sedated her with ketamine and performed the surgery with a razor blade and gauze scissors in a very unsterile environment. When he went to close her abdomen, her family had not purchased enough suture for the procedure so the woman had to wait on the table while someone got a car to drive a relative to the pharmacy to purchase more. My teammates and I had to leave before the procedure was finished, and we never knew if the woman survived the labor.

According to the WHO, 37% of births are not attended by a skilled attendant, and maternal mortality is 730 deaths per 100,000 births. My experiences in the local hospitals and clinics clearly demonstrated that giving birth in rural Southwest Cameroon is a truly dangerous task.

Actions

My project is really still in the idea stage. While I have taken some steps to implement my project on a smaller scale, I have not had the time to devote to it since I began my masters degree and job. The project could be implemented by the local NGO I worked with in Cameroon, United Action for Children, but they would need more financial and human resources to make the project work. The most crucial part of the project will be the planning phase which really must be done on site to include the villagers and assess local resources. Community buy-in is the most essential piece of the project and cannot be addressed from the U.S. Being in the community, I would meet with local village leadership (the elected chief and committee of elders) to assess their willingness to begin a project and then meet with local stakeholders to gauge level of interest, and barriers and incentives for participation. Once the basic outline of the project, leadership, and primary resources are established I would work with the villagers to establish an appropriate set of goals, communally agreed upon financial protocols, and measurement and evaluation procedures.

Results

The tribal and social structure of the villages necessitates collaboration and discussion for the success of any project. Including the community in the development of the project plan is not just smart planning, but a prerequisite for even being in the village. I hope that through community input for the project plan that barriers to project success, such as a lack of child care for participants, or a lack of financial transparency with book keeping and division of profits, would be addressed pre-implementation and that mutually agreed upon solutions can be reached. United Action for Children was founded by a village member, Mr. Orock, who has very deep connections and is well respected by the communities. They listen to his ideas as he has helped bring a lot of progress to the village through volunteer groups, such as the ones of which I was a part. The success of our latrine projects and the purchase of palm oil presses has increased the reputation of the organization in the region and gives the project a level of legitimacy with the communities that will be very important for the success of this project. United Action for Children's leadership will help ensure project success.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

The "success" of a project is very subjective, and dependent upon the qualifications one deems necessary for success. For the purposes of this description, I will define success as A) increasing the knowledge and training of the villagers B) increasing access to basic medical supplies and medicines C) maintaining a high level of community support and participation in the project.

Year 1:
Several months of the first year will be needed for planning and assessing local resources. The establishment of the project goals, procedures, partners, and resources will be the primary focus. A pilot group of participants would be ideal in order to test the training information and identify problems with the project plan. By the end of year one a pilot group will have hopefully completed at least three scrub tops per participant and the sewing training would be revised for a larger group of participants to begin in year 2.

Year 2:
In year 2, ideally the model for participation would be fully functional. Perhaps schedules for use of the sewing machines would be established, most likely using family clans as a unit of organization. Consistent production of a community determined number of scrub tops per clan would be established and measured. Funds would hopefully be reaching the communities by the second half of year 2 and increased purchase power for supplies for the local clinic would be effective.

Year 3:
In year 3, hopefully the expansion from year 1 to year 2 would be at capacity in the villages of Etoko and Nchemba II, and best practices and a project model would be documented for implementation in other villages interested in replicating or modifying the project. Potentially, if enough funds were generated to address the maternal health needs of the communities, the health needs of other health areas could be addressed through the funds generated from the programs, such as HIV or diabetes.

What would prevent your project from being a success?

The cost of shipping the scrubs to the US could be so financially demanding that the project would not be viable. While I think the community would buy in to the project, I think they might tire of the project before they could see results. Maintaining commitment and enthusiasm for the project will be difficult. The poor health status of many in the communities may limit their abilities to participate, as well as the demands of the local agriculture production and the difficulties with transportation in the rainy season. The roads in and out of the villages are virtually impassable at many times throughout the rainy season. This could prove to be a serious impediment to the transport of goods and supplies.

How many people will your project serve annually?

101‐1000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your project seek to have an impact on public policy?

Sustainability

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What stage is your project in?

Idea phase

Is your organization a

Not registered

Is your initiative connected to an established organization?

Yes

If yes, provide organization name.

United Action for Children

How long has this organization been operating?

More than 5 years

Does your organization have a Board of Directors or an Advisory Board?

Does your organization have a non-monetary partnerships with NGOs?

Yes

Does your organization have a non-monetary partnerships with businesses?

Does your organization have a non-monetary partnerships with government?

Please tell us more about how these partnerships are critical to the success of your innovation.

While I worked with United Action for Children in 2007, and they are aware of the project, we have not been in close professional contact regarding the execution of my idea. I regrettably have been unable to devote the time to the idea that it would require to do well. Within Cameroon, United Action for Children (UAC) is very well respected. The founder, Mr. Orock works in a government ministry and the private schools run by UAC are well known. I unfortunately do not know the current state of their external partnerships.

In terms of my work for the project, I have been trying to do the work on my own. I have sought partners at George Washington University, but none of them have wanted to participate in helping me sell the scrubs so that I can send the funds to UAC.

The success of the intervention really hinges on finding donor funding, appropriate resources for shipping the scrubs back to the U.S., and U.S. partner to help sell the scrubs once they arrive in the U.S.

What are the three most important actions needed to grow your initiative or organization?

In order of importance, I would need to find funding, consult with the local communities, and cultivate U.S. partners for the shipping and sale of the scrubs. The U.S. NGO that helped organize my trips to Cameroon is Peacework. They would be a potential U.S. partner to help with distribution and transport; however, another organization may be better suited for this project.

The Story

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What was the defining moment that you led to this innovation?

I was looking through a catalog of hospital scrubs at my mom's office when I saw how many scrubs were brightly colored and covered in cartoons and loud prints. It reminded me of how many gorgeous fabrics I saw in Cameroon, and I thought there would be a market for socially conscious scrubs. Medical professionals by nature of their work are invested in the health of others, be that in their office or on the other side of the world. The idea took shape and I was unfortunately unable to implement the program in its ideal fashion, but I did my best working on my own to try and make this idea happen. My time in Cameroon was by far the most life changing experience I have ever had and truly changed the direction of my life. As I continue my degree I would like nothing more than to help improve the health of the smiling faces that greeted me and warmed my heart every time I entered the village. What I want more than to help them, is to work with them so they can find a way to help themselves. While I may have had this idea, I do not want this project to be mine. It needs to belong to the people of Etoko and Nchemba II.

Tell us about the social innovator behind this idea.

When I think about who inspired this idea, it's a mix of faces that meant a lot to me during my time there. Working in the school I became close with many of the children. My favorites were always the trouble makers with too much energy and curiosity to be contained by a desk and chair. The faces of the women my age who tried so hard to be the best mothers they could be. I know that I was in Cameroon was a reason, but Cameroon was only part of public health experience and passion. It was the catalyst on a life long journey of learning and hard work to bring more justice in the world of health to those denied the benefits of basic medicine and prevention.

How did you first hear about Changemakers?

Personal contact at Changemakers

If through another, please provide the name of the organization or company

Health Unlimited

Location

London
United Kingdom
51° 30' 0.5472" N, 0° 7' 34.4496" W

We are helping to reduce maternal mortality among indigenous populations of the North Atlantic Autonomous Region through training Traditional Birth Attendants, refurbishing health facilities and running a communications campaign to raise awareness of the issues. We are also helping to prevent HIV among young people through promoting awareness of risky behaviour, and prevention through distributing condoms and encouraging community wide discussions.

Maternity Worldwide

Location

Brighton
United Kingdom
50° 49' 10.2792" N, 0° 8' 11.112" W

Maternity Worldwide is the result of the ambitions of a small group of professionals sharing great enthusiasm to improve obstetric care & reduce maternal mortality in developing countries.
Maternity Worldwide & Adventist Health International combined to help develop maternity services in Western Ethiopia. Maternity Worldwide is responsible for running the delivery unit in a new hospital in Gimbie, Western Ethiopia which opened in August 2003. We provided skilled maternity staff & established a fund to help those least able to pay for care.

ACCESS

Location

United States

ACCESS is USAID's global program to improve maternal and newborn health

ACCESS works to expand coverage, access and use of key maternal and newborn health services across a continuum of care from the household to the hospital.

ACCESS has Associate Awards. ACCESS-FP aims to reposition family planning services and promote their integration as life-saving interventions. ACCESS-HSSP focuses on improving care at the national level and on the delivery of high-quality services in health centers.

Haiti Hospital Appeal

Location

Haiti

The Haiti Hospital Appeal is a Christian Organization providing life saving care to some of the world’s most desperate and at risk people. We seek in all we do to provide the people we help with the highest level of love, care & compassion possible. We stand against the injustice of poverty, & seek to bring hope to life. Currently we have a Health Centre, 4x4 Ambulance Service, Children’s Home, and Hospital Building Project. Each week through the generous support of our donors lives are being changed, communities transformed, & families saved.

primary maternal health care

Location

Kenya

Primary martenal health care is an innovated project portrayed as an after thought, which should be run by charities or NGOs out of makeshift premises with concerned volunteers struggling to provide rudimentary care.

The project primary matrnal care should have the potential to deliver the best health outcomes to the largest number of poor women in the rural at the lowest cost. as in my country,with poor infrustructure, women still trek for more than 60km to get to a hospital.

GATEWAY NORTHWEST Maternal and Child Health Network

Location

Newark
United States
40° 44' 8.3652" N, 74° 10' 20.5212" W

"The Gateway Maternal and Child Health Consortium is a nonprofit organization of health care professionals and consumers concerned about the health and well-being of mothers, infants and children. It currently runs many programs including:
Baby Basics: Along with the What to Expect Foundation, Baby Basics improves participating hospitals' capacities to educate pregnant women about prenatal health topics.
FIMR-Fetal Infant Mortality Review
A public health program that analyzes information about fetuses that die before birth.

Among others.

Save Our Mothers Campaign

Location

Uyo
Nigeria

HELIN-Heal The Land Innitiative- works to promote mother and child survival at the community level. We provide services to ensure that all women have access to family planning, skilled care at birth, emergency obstetric care and postpartum care. This campaign seeks to advocate for government and communal investment in health workers and health system functioning and strengthening. The following services are being provided:-
* Community dialogue meetings and outreach
* Advocacy
* Press conferences/releases
* Referral services

The Hay to Timbuktu Maternal Health Project

Location

Timbuktu
Mali

We have agreed to make antenatal care free in this district and also implement an innovative programme of population engagement to ensure the services are used. Through training 28 health educators to talk to womens groups, mens groups and the local health board we aim to raise awareness of the signs to look out for in pregnancy and the importance of antenatal care as well as general health advice on hygeine and sexual health/HIV. We have also entered into partnership with Radio Buktu to broadcast a health information programme to Timbuktu.

Healthy Mothers, Healthy Children Project (Petit Goave District, Haiti)

Location

Decatur, Georgia
United States
33° 46' 29.3808" N, 84° 17' 46.7232" W

The premise of the project is that when mothers are healthy, they are better able to bear and raise healthy children and that by increasing the health of mothers and women of reproductive age, the project will contribute to the reduction of overall infant and maternal mortality. We focus on three intervention areas: (a) the immunization of pregnant women and women of reproductive age, (b) promotion of breastfeeding, and (c) improvement of maternal and newborn care by ensuring quality of and access to pre/post-natal and infant services.

Perinatal Education Programme

Location

South Africa
30° 33' 34.1352" S, 22° 56' 15.0216" E

The PEP course is a unique form of self-help training for health professionals which places the responsibility for continuing education on the participants themselves. It is cheap, appropriate and practical and does not require a teacher. The PEP course offers an educational opportunity to all nurses and doctors who are not able to access traditional training programmes in maternal and newborn care. It is widely used by both medical and nursing students and was designed to address maternal and newborn care in South Africa.

SEARCH

Location

Gadchiroli
India
20° 10' 56.658" N, 80° 0' 11.4588" E

The mission of SEARCH is expressed in its name, "Society for Education, Action and Research in Community Health." The mission of SEARCH is to work with marginalised communities to identify their health needs, develop community empowering models of health care to meet these health needs, to test these models by way of research studies, and then to make this knowledge available to others by way of training and publications. Thus the mission of SEARCH includes community health care, research and training.

Primary Maternal health care

Primary maternal health care is an innovated project portrayed as an after thought, which should be run by charities or NGOs out of makeshift premises with concerned volunteers struggling to provide rudimentary care.

The project primary maternal care should have the potential to deliver the best health outcomes to the largest number of poor women in the rural at the lowest cost. as in my country,with poor infrastructure, women still trek for more than 60km to get to a hospital. If adapted the plan can help the country in achieving the MDG Goal 4, 5 and 6

About You

Organization: coast women in development Visit websitemore ↓↑ hide↑ hide

Section 1: About You

First Name

betty

Last Name

sharon

Website

Organization

coast women in development

Country

Kenya, CO

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

No

Section 2: About Your Organization

Organization Name

coast women in development

Organization Website

Organization Phone

+254 733 423 270

Organization Address

12327-80117

Organization Country

Kenya, CO

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

Primary Maternal health care

Country your work focuses on

Kenya, CO

Describe Your Idea

Primary maternal health care is an innovated project portrayed as an after thought, which should be run by charities or NGOs out of makeshift premises with concerned volunteers struggling to provide rudimentary care.

The project primary maternal care should have the potential to deliver the best health outcomes to the largest number of poor women in the rural at the lowest cost. as in my country,with poor infrastructure, women still trek for more than 60km to get to a hospital. If adapted the plan can help the country in achieving the MDG Goal 4, 5 and 6

The question is, how best could you rapidly provide a comprehensive, cost effective national primary care service when there is no existing infrastructure?

The answer seems to me a bit like telephones - if there are no fixed lines in existence, the service can jump outmoded technology and go directly to mobiles.

The same with primary care, leap the permanent medical practices with their expensive doctors and set up a service using less highly trained staff and community midwives supported by communication technology.

I believe the key here is the physical space primary care is actually delivered from.

My suggestion is that we manufacture stand alone medical treatment pods, a basic consulting room to start with, followed by add on treatment rooms and even a small operating room and a few beds.

The pods are solar powered with a water filtration unit and satellite internet access, so need no existing power, water or telephone lines, nor a long build time.

Staffed by nurses and community health workers, the central organization will monitor robust treatment protocols and provide real time advice using telemedicine, so obviating the need for expensive doctors.

They can be dropped(literally by four wheel drive vehicles or helicopter if necessary) wherever there is a sizable community, onto a firm base and will be fully self sufficient.

This way a government can provide the whole country with a modern health system in just a few years and at a cost comparable to building one large central hospital. The project can only be achieved with a political good will and strong network of stake holder.

Website URL

Innovation

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What makes your idea unique?

this idea is unique as it is not being carried anywhere in my country and if it can be implemented the project can reduce maternal mortality by a almost 50% as most of these cases goes unreported since they happen out of hospital in the rural where there is no infrastructure .

Do you have a patent for this idea?

Yes

Impact

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What impact have you had?

the project has not started yet , still consulting with the stake holders and ministry of health if kicks off the project can bring huge impact on the poor fraternity, and will improve Kenya's health system that mean that fully one half of women give birth alone at home, almost always without the skilled care that could save their lives and the lives of their babies.

Problem

funds , goodwill and networking

Actions

i am still consulting with the community, actors on this field authorities and stake holder as the government must be fully involved in the project

Results

equal access to health care , healthy pregnancy, safe child birth and maternal health in the country`s poorest region.

reduction on inpatient prisoners, in Kenya we have many cases of women being imprisoned in hospitals by hospitals managements after failing to raise the maternity fee.

The project will assist the country in achieving the mellinium development goals number 4, 5 and 6.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Approximately 300 words left (2400 characters).

What would prevent your project from being a success?

Political goodwill , culture, funds

How many people will your project serve annually?

More than 10,000

What is the average monthly household income in your target community, in US Dollars?

$50 - 100

Does your project seek to have an impact on public policy?

Yes

Sustainability

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What stage is your project in?

Idea phase

Is your organization a

Non‐profit/NGO/citizen sector organization

Is your initiative connected to an established organization?

If yes, provide organization name.

How long has this organization been operating?

1‐5 years

Does your organization have a Board of Directors or an Advisory Board?

Yes

Does your organization have a non-monetary partnerships with NGOs?

Yes

Does your organization have a non-monetary partnerships with businesses?

Yes

Does your organization have a non-monetary partnerships with government?

Yes

Please tell us more about how these partnerships are critical to the success of your innovation.

These are stake holders and the relationship is critical to the success of my innovation since through networking with them ,we are assured of successful mobilization ,successful access to the community ,creating awareness, capacity building, successful resource mobilization and goodwill.

What are the three most important actions needed to grow your initiative or organization?

networking,
awareness,
resource mobilization.

The Story

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What was the defining moment that you led to this innovation?

when jenipher one of my clients told me her story on how she lost her sister to marternal mortality due to infrustructure , that she had to trek with her for 12houre in a wheelbarrow, that they had to spend at a strngers home since they could not trek at night, and by miday the next day when they reached the hospital her sister had been so exhuosted with loabour pain that she succumbed to the pains in her own hands before she got admission, l thought of many ways on how to reach the grass root woman whith the medical care.

Tell us about the social innovator behind this idea.

Approximately 300 words left (2400 characters).

How did you first hear about Changemakers?

Email from Changemakers

If through another, please provide the name of the organization or company

ANGELS OF CHANGE: A Positive Deviant/Hearth Approach to Maternal Health

INTRODUCTION

About You

Organization: World Vision Tanzania-Lake Zone more ↓↑ hide↑ hide

Section 1: About You

First Name

Kahabi

Last Name

Isangula

Website

Organization

World Vision Tanzania-Lake Zone

Country

Tanzania

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

No

Section 2: About Your Organization

Organization Name

World Vision Tanzania-Lake Zone

Organization Website

Organization Phone

+255282762256

Organization Address

P.o.Box 78,Shinyanga,Tanzania

Organization Country

Tanzania

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

ANGELS OF CHANGE: A Positive Deviant/Hearth Approach to Maternal Health

Country your work focuses on

Tanzania

Describe Your Idea

INTRODUCTION
In this world, every minute one woman dies of pregnancy or birth related complications. WHO defines maternal death as: death of a woman while pregnant or within 42 days of termination of pregnancy, irrespective of the duration and site of pregnancy from cause related to or aggravated by the pregnancy or its management, but not from accidental or incidental causes. Perinatal death means death of a fetus from 28 weeks of gestation to seven complete days of life including stillbirths. The perinatal mortality; is a sensitive indicator of health status of women, the health of the newborn and quality of health care provided during perinatal period especially delivery and immediate postnatal period. According to TDHS 2004/5,there is high antenatal care coverage- 94% at least one visit; 62% makes four or more visits yet the maternal mortality ratio is still high- 578/100,000 live births and under 5 mortality rate = 112/1000 live births.
Tanzania is amongst countries with very high number of maternal deaths in the world, the high maternal and newborn mortality constitute a silent emergency in Africa, (WHO, 2004) .Two decades after safe motherhood initiative (SMI); the maternal and perinatal mortality levels have sadly continued to rise instead of declining. Health indicators are not improving which may be attributed by poor quality of health services provided (reproductive and child health survey, 1999; TDHS, 2004/5).Poverty, social exclusion, low levels of education and women violence/abuse are amongst the contributing factors.
ANGELS OF CHANGE
Angels of Change is an entry point to prevent maternal deaths using the Positive Deviant/Hearth Approach. Angels of Change is an Idea of intensive behavior change Intervention targeting Mothers of Childbearing age and Pregnant mothers who at risk of maternal complications. It is derived from the fact that despite of all of the above factors contributing to the high Maternal mortality in Tanzania, one thing is evident, that there are a number of women who has never experienced Pre, intra and post delivery complications within our communities under the same resources, these mothers has been able to explore the environment and make use of the available resources while others are not able to do that, these are the one I call the Positive Deviants or The Angels of Change. Through identifying these Positive Deviant Mothers and Using the Community Based Hearth Session Approach, women of Childbearing age and Pregnant women can be brought together to share the Positive Deviant behaviors practiced by Positive Deviant Mothers. Different issues involving locally-discovered positive deviant practices as well as promote other practices essential to healthy living. Hearth sessions incorporate a number of approaches for behavior change including identification of Angels of change in a community, peer to peer support, Mother Dialogues, counseling, negotiation, Adult learning principles, skills building, motivation through visible practices and Women mobilization. Family planning, prevention of unwanted and high risk pregnancies, ensure skilled care during childbirth; ensure access to quality emergency care when a complication arises are among the topics during Hearth sessions.
It involves learning what these Role Models (Angels of Change) has been doing to promote their socially and communally acceptable behaviors and practices promoting good maternal health, HIV/AIDS Prevention and Health care utilization and promoting these practices to be adopted by other mothers. The Hearth part of Angels of Change idea using a PD approach is an intensive behavior change Intervention targeting mothers at risk of maternal Complications.
Sites of implementation including selection of places where majority of Youths are found/lives/work in relatively close proximity, where there are a significant number of risk behaviors.
Angels of Change will be identified though Initial dialogue with respective mother’s groups in a particular community/Institution through peer voting systems especially during antenatal visits. The respective group, guided by Community health workers will anonymously select an Angels of Change with positive deviant behaviors and practices communally acceptable which promotes good maternal health using a special tool. Our Health Volunteer(s) together with the selected Angels of Change will facilitate a mothers Conversation process to discover behaviors and Practices depicted by a selected Role Model and the Group will set up Action Plan. The selected Role Model will trained on facilitation skills and be responsible to conduct Hearth Sessions with Material support provided. She will also be Our contact person in a Particular group observing how peers are adopting her/his practice and behaviors and recommending the way forward. The project will facilitate group meeting at least twice a month and Group learning visits to other successful group with the same socio-economical circumstances. Each group will have a chairperson, Secretary, one Angel of Change and one guardian, teachers/ a community member identified by the group will serve as Guardians. Our Health volunteers will be conducting regular supportive visits to respective group(s) and Provide Monthly report.
.

Website URL

Innovation

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What makes your idea unique?

The Positive Deviance (PD) process identifies acceptable, effective and sustainable practices that are already used by at-risk mothers and that do not conflict with local culture. Through learning what their peers with equally limited resources and risk situations are doing to promote maternal Health, Mothers are then empowered through Hearth Sessions to adopt better practices and behaviors even in areas with very limited access to health information and services. It is, in essence, it is a “mop-up” program to eliminate the pool of maternal Complications among women of Childbearing age and Pregnant women , not only through Health Promotion but also by permanent behavior changes which are acceptable by the community and can be carried on to next generation of women.
PD Approach1 has been in Practice for nutrition rehabilitation programs in Vietnam and Rwanda resulting to marked reductions in child malnutrition and improvements in child health within a short period of Time .ITS USE FOR MATERNAL HEALTH PROGRAMMES HAS NEVER BEEN DOCUMENTED ANYWHERE,Making it unique. The angels of Change Project will be linked to other health interventions for all women within the target communities if any.
Its is a Programme which is self centered and Communally driven buiding the Capacity of women especially in resource limited areas to be responsible for their health by taking appropriate actions at the right time through guidance of their Positive Deviant Peers leading to improved maternal Health.

Do you have a patent for this idea?

Impact

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This Entry is about (Issues)

What impact have you had?

PD Approach has been in Practice for nutrition rehabilitation programs in VManonga ADP of World Vision Tanzania resulting to marked reductions in child malnutrition and improvements in child health within a short period of Time .Its our hope that if used in Maternal issues the Result will be overwhelming.

Problem

Tanzania is amongst countries with very high number of maternal deaths in the world, the high maternal and newborn mortality constitute a silent emergency in Africa, (WHO, 2004) .Two decades after safe motherhood initiative (SMI); the maternal and perinatal mortality levels have sadly continued to rise instead of declining. Health indicators are not improving which may be attributed by poor quality of health services provided (reproductive and child health survey, 1999; TDHS, 2004/5).Poverty, social exclusion, low levels of education and women violence/abuse are amongst the contributing factors.
Despite of all of the above factors contributing to the high Maternal mortality ratio in Tanzania, one thing is evedent, that there are a number of women who has never experienced Pre, intra and post delivery complications within our communities under the same resources. Through identifying these Positive Deviant Mothers and Using the Community Based Hearth Session Approach, women of Childbearing age and Pregnant women can be brought together to share the Positive Deviant behaviors practiced by Positive Deviant Mothers.

Actions

FUNDRISING: My organisation is working to look for fundings for this Project
INTERGRATION;We also expect to intergrate the Project in our Current Health Projects
TRAINING: We expect to train more people on Positive Deviance/Hearth Approach to create a Pool of Competent workers

Results

We expect that mother's Capacity on Maternal health issues will be improved by strengtherning Positive behaviors leading to appropriate actions during Pregnancy,Delivery and Post deliverly leading to overall reduction of Maternal deaths

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Training of co worker to create a Pool of Competent workers who will actively implement and Monitor the Angels of Chance Project.We also expect to intergrate it in our current Health Programmes.

What would prevent your project from being a success?

Lack of Enough Funding at Inital Stages and lack of commited team playing co workers

How many people will your project serve annually?

Fewer than 100

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your project seek to have an impact on public policy?

Yes

Sustainability

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What stage is your project in?

Idea phase

Is your organization a

Non‐profit/NGO/citizen sector organization

Is your initiative connected to an established organization?

If yes, provide organization name.

How long has this organization been operating?

More than 5 years

Does your organization have a Board of Directors or an Advisory Board?

Yes

Does your organization have a non-monetary partnerships with NGOs?

Yes

Does your organization have a non-monetary partnerships with businesses?

Yes

Does your organization have a non-monetary partnerships with government?

Yes

Please tell us more about how these partnerships are critical to the success of your innovation.

Through expertise exchange and referral support

What are the three most important actions needed to grow your initiative or organization?

FUNDS
TEAM WORK
INDIVIDUAL COMMITMENT

The Story

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What was the defining moment that you led to this innovation?

Mariam(Not her Actual Name) an old lady with Seven children with the Last Born,Nameless dying in early days of her life.Mariam suffered a severe hemmorrhage afterwards,the cause being retained placenta which was very very difficulty to remove.She was brought to the hospital,exahusted and tired,paper white appearance and it was a weekend and a Doctor on Duty was not available in the ward.Luckly enough i was there visiting my wife who has just delivered a baby girl Eileen.After observing that the Doctor on duty was not there then i thought i've to do something to save Mariam's life.I told the nurse,'i'm a Doctor and i think i can help'.At first she didn't agree with me ,she needed to see my ID Card.Unfortunately i didn't have one.I was just Completed internship in Dar Es Salaam and moved to Shinyanga to wait for posting.Unwelcomed by the nurses i just grabed the sterlile gloves and gown from the Nurses hands and rushed to the Bed where Mariam was gasping,after a series of emergency Procedures Mariam became stable,back to life again.....at that point the nurses realized that i was really a medical Doctor.Nearby Mariam there was a Woman Called Fatuma(Not her real name),she knew Mariam of course and they were neighbours to our suprise.She was just delivered a Seventh baby without any Maternal Complications.After talking to her for some time i discovered that she was poor even more than Mariam,then i kept asking myself 'Why people having the same resources,others make good use of them while others are not???.I asked the same question to Fatuma ....to my suprise the practises she explained are those what i currently call Positive Deviant Behaviors.After some time i attended a Positive Deviant/Hearth Training and started offering technical support to one of our Programme area which was implementing the Nutrition Project among Underfives using the PD/Hearth approaches...very successifully.Then i thought the very same idea can pbe used in Maternal health issues ...of course as ANGELS OF CHANGE PROJECT.

Tell us about the social innovator behind this idea.

Majority of Programmes aiming at Good Materal Health are always Generalised and institutioanl approaches.However programmes aiming at Buiding Capacities of women to become the Angels of changes for their lives by observing and learning from peers who have the very same resources but having Positive deviant Practices are very few if Any.Angels of Change Projects is a Socially,acceptible and centered Projects which uses socially driven practices which are Positive to build capacity of expectant mothers in Materal Health issues.

How did you first hear about Changemakers?

Web Search (e.g., Google or Yahoo)

If through another, please provide the name of the organization or company

Maternal Health Innovators Partner with Young Champions

Some of the world’s leading social entrepreneurs, working in the field of maternal health, are Ashoka Fellows who will host and mentor one of the winning Young Champions from a nine-month collaboration called the Young Champions of Maternal Health Program.

A total of 16 youthful changemakers from around the world will be selected to be Young Champions, based on the strength of the ideas and solutions they submit to the Healthy Mothers, Strong World competition on Changemakers.com.

*Y.C.* IUDs for India

This project aims to improve the health of women and infants through increased awareness and uptake of the hormonal IUD. Hormonal IUDs, which are recommended by the WHO, would have benefits for women such as reduced anemia, increased educational and employment opportunities, better sanitation, and greater control over timing and spacing of births. Reducing anemia in reproductive-age women will also lead to better birth outcomes, including reduced risk of preterm birth and better immune function and developments in neonates.

About You

Organization: UNC Campus Health Services Visit websitemore ↓↑ hide↑ hide

Section 1: About You

First Name

Laura

Last Name

Glish

Website

Organization

UNC Campus Health Services

Country

United States, NC

Are you an individual between the ages of 18 and 35 who would like to apply for a nine month Young Champions Program mentored by an Ashoka Fellow?

Yes

Section 2: About Your Organization

Organization Name

UNC Campus Health Services

Organization Website

Organization Phone

919-966-3658

Organization Address

320 Emergency Room Dr, Chapel HIll

Organization Country

United States, NC

The information you provide here will be used to fill in any parts of your profile that have been left blank, such as interests, organization information, and website. No contact information will be made public. Please uncheck here if you do not want this to happen..

Your idea

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Name Your Project

*Y.C.* IUDs for India

Country your work focuses on

India

Describe Your Idea

This project aims to improve the health of women and infants through increased awareness and uptake of the hormonal IUD. Hormonal IUDs, which are recommended by the WHO, would have benefits for women such as reduced anemia, increased educational and employment opportunities, better sanitation, and greater control over timing and spacing of births. Reducing anemia in reproductive-age women will also lead to better birth outcomes, including reduced risk of preterm birth and better immune function and developments in neonates. Because IUDs must be inserted in clinics, this also provides an entry point for counseling and testing for other health issues, including other family planning methods and STIs. To advance these goals, this project will build capacity of health clinics and community networks to promote and market the hormonal IUD.

Benefits of IUDs

There are several reasons why this method of contraception would be beneficial for young Indian women. According to the 2006 National Family Health Survey (NFHS) report, the vast majority of Indians do not use modern methods of birth control until the desired number of children is achieved. The most common method is female sterilization. Delaying first births and spacing subsequent births is important to the health of both mother and child, especially with the young age of marriage. Delay of initial childbearing after marriage would increase educational and employment opportunities for women. This time also allows for further maturation of girls who are married in their teens, which decreases risk to both mother and baby during pregnancy and birth.

Out of the 3 spacing methods currently promoted by the Indian government (oral contraceptives, condoms, and IUDs), the hormonal IUD is the most effective, longest lasting, and easiest to use, since it only requires 3 medical visits during 5 years of use. As a long-term method, the IUD is also highly cost-effective for both patients and the medical system. These characteristics make IUDs the most commonly used reversible contraception method worldwide.

Hormonal IUDs have other non-contraceptive benefits. In 90% of women, hormonal IUDs reduce the amount of blood lost in menstruation; for about 20% menstruation ceases altogether. Menstruation is a major cause of anemia in women of reproductive age. Women that are anemic before pregnancy are usually anemic during pregnancy, which can lead to postpartum hemorrhage and other complications. Additional benefits included possible reduced risk of endometrial hyperplasia, endometrial cancer, and pelvic inflammatory disease, which can all cause infertility.

Current Status of IUDs in India

According to the 2006 NFHS, 68.8% of Indian women have knowledge of IUDs, compared to 85% for oral contraceptives and 96.6% for female sterilization; furthermore, only 51% of men have knowledge of IUDs. Only 0.4% of married 15-19 year olds have ever used an IUD, compared to 1.1% who have been sterilized. IUD use is 3.6% among married 20-24 year olds. The IUD is the least known and least used method of the 3 spacing methods available, and it is also the only of these methods that is not socially marketed.

My project

While pills and condoms are socially marketed for birth spacing and limiting, their usage rates are also low -- 11.1% and 13.9%, respectively. To improve community attitudes about IUDs, I propose to market them not solely on their benefits as contraception, but as a method of improving preconception or intraconception health. First, project staff will identify women who have had IUDs to learn from their experiences. Project staff will then hold focus groups with young women to determine the acceptability of amenorrhea, which previous studies in India suggest is culturally acceptable. We will also have focus groups of men and older women, possibly members of the local panchayats, who are influential in family planning decisions, to determine the effectiveness of the message that hormonal IUDs should be used to improve birth outcomes for both mother and child in the future.

The project will use information from the focus groups to develop a social marketing plan to promote awareness and uptake of IUDs. The plan will include recommendations on how best to transmit messages, including through informal networks and peer to peer education. Engaging peers in education is a highly effective and sustainable practice for health programs. To ensure this method is successful, project staff will provide a train-the-trainer session for the peer education coordinator in our project area.

Project staff will also meet with health professionals responsible for inserting IUDs to ensure they are providing adequate family planning counseling, including both the positive and negative side effects of hormonal IUDs, since these are the most common reason for IUD discontinuation. Also, testing facilities for STIs will be evaluated and a risk assessment algorithm, based on the USAID model, will be recommended if facilities are inadequate. Since many young women are illiterate, we will assess the availability of visual aids used in education and counseling on IUDs and create materials if needed.

Website URL

Innovation

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What makes your idea unique?

This project is innovative not only because IUDs are not currently marketed, but because it focuses on the positive side effects as improving future birth outcomes, not preventing births. With young married women, the cultural expectation of childbearing is strong, and only 26% of married women make their health decisions mainly on their own, with young wives having even less autonomy. Therefore, by targeting not only the women themselves but also their husbands and mother-in-laws with messages about improved reproductive health, it will change the way the community feels about contraception. In addition, since IUDs must be inserted by a health professional, when women come in for consultations it will also give them access to counseling about other family planning methods and women's health issues. Finally, by supporting peer education networks and training NGO staff, this project will strengthen the community's capacity for health promotion and family planning efforts.

Do you have a patent for this idea?

Impact

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What impact have you had?

The impact of this project, if launched, would be small at first. However, social marketing using mass media could have a wide impact on the awareness and uptake of IUDs in India. The more popular a method becomes, the more likely women are to adopt it.

Problem

India has the most maternal deaths in the world. Some contributing factors include high rates of anemia, young maternal age at first birth, and low use of contraception, especially for birth spacing. Hormonal IUDs address all of these issues, and also decrease chances of infertility in the future.

Actions

This project will require stakeholder engagement and community buy-in, not only from women of reproductive age but also from men and elders. It will also require skilled medical staff to insert the IUDs, and a reliable supply of hormonal IUDs.

Results

Identifying key stakeholders and garnering their support will not only create community buy-in but also help inform messages around IUD promotion. A trained staff and supply of IUDs will ensure that IUDs are available when requested.

What will it take for your project to be successful over the next three years? Please address each year separately, if possible.

Year One: Community buy-in and support, peer health educators willing to address these issues, effective marketing messages, cooperation from key partners such as public clinics, the Family Planning Association of India, IUD companies
Year Two: consistant supply of IUDs, retention of peer health educators
Year Three: funding for scale-up of social marketing campaign

What would prevent your project from being a success?

Cultural factors and traditions surrounding timing of first pregnancy and monthly menstruation could prevent uptake of hormonal IUDs. Addressing these issues is important in designing social marketing messages.

How many people will your project serve annually?

1001‐10,000

What is the average monthly household income in your target community, in US Dollars?

Less than $50

Does your project seek to have an impact on public policy?

Sustainability

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What stage is your project in?

Idea phase

Is your organization a

Not registered

Is your initiative connected to an established organization?

If yes, provide organization name.

How long has this organization been operating?

Please select

Does your organization have a Board of Directors or an Advisory Board?

Does your organization have a non-monetary partnerships with NGOs?

Does your organization have a non-monetary partnerships with businesses?

Does your organization have a non-monetary partnerships with government?

Please tell us more about how these partnerships are critical to the success of your innovation.

If this project were launched, it would be key to partner with the government clinics, local health NGOs, and IUD companies to have the capacity and supplies to complete the project.

What are the three most important actions needed to grow your initiative or organization?

1. Identify pilot project site, with the capacity to insert IUDs
2. Establish partnerships with local clinics and NGOs; Engage key stakeholders and create community support
3. Work with IUD manufacturers to obtain hormonal IUDs

The Story

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What was the defining moment that you led to this innovation?

I am a big proponant of IUDs. I was looking at DHS data for India and struck by how few women are using IUDs. I have worked in India and am aware of the many cultural factors that influence the lack of contraception uptake. I connected the dots that the beneficial side effects of hormonal IUDs would be more desirable than the contraceptive effect.

Tell us about the social innovator behind this idea.

I am a recent graduate of the Gillings School of Global Public Health from the Maternal and Child Health Department. I am passionate about reproductive health and women's empowerment and in international family planning in particular.

How did you first hear about Changemakers?

Through another organization or company

If through another, please provide the name of the organization or company

Maternal Health Task Force

New Generation Inc

Location

Greenland
United States

The Shelter Program of New Generation is available to pregnant or parenting women over 18 years of age and infants up to 12 months old. A pregnant woman needing housing can come in at any stage of her pregnancy and stay up to 3 months after her baby is born. A woman with an infant can enter the program with her infant and can stay up to 6 months or until her baby is a year old.

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