Cuidados del niño

We can provide children with nutritient products. It will improve their health conditions. And we can tell them how it is important to use nutritient products in their lives.

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The problem consists on insufficient knowledge on mental health tools to prevent and provide intervention and assistance.

Our target population on the first stage of the Project, already in process, includes all children hosted in Don Bosco orphanages plus street children attending assistances centers.

Caregivers in charge of their assistance require training on standardised mental health tools to grant their emotional and psychosocial rehabilitation.

The amount of children increases every day and they present all kind of traumatic scenarios such as sexual abuses, labour exploitation, different addictions, mental disorders and a general affective deprivation.

That shows the real need to be assisted in a professional way at both levels, individual and community oriented.

1. Training programmes and workshops for the staff in Don Bosco, Certificates will be issued.
2. Production of handbooks and teaching resources.
3. Creation of an e-learning platform providing the contents and teaching resources that have been created; links and interesting references to deepen on every subject; an application for sharing the workshop experiences; a forum to allow general supervision of individual and group cases.
4. Workshops and educational activities on social skills for children and young.
5. Individual diagnosis and follow-up of their development.
6. Individual and group supervision with the caregivers.
7. Designing community oriented Psychological interventions.
8. International network of professionals.

A global conception of children's health necessarily includes mental health approach.

Children have material needs but they also have the right to be cared for and encouraged to belong to their communities. Restoring in them the sense of identity, affection, protection, empowerment, belonging will allow them to step out of their social exclusion.

Many have lost parents, experienced deprivation and abuse, or have been stigmatised or suffered overwhelming grief. We need to provide love, care and protection and this requires the appropriate mental health tools.

We wish to encourage their tremendous potential to build strong and productive communities, to achieve their resilience and move beyond their traumatic backgrounds.

Mental health support and training is an innovative field of international cooperation targeted in India and its globally perceived as a basic intervention.

Training programmes are designed together with learning methodologies to replicate them in the future increasing their impact and the outcomes will be spread through an IT platform, also offering follow-up and supervision.

Global perception of the psychological need stimulates support from professionals around the world. Many have offered their support and knowledge so we are creating an international network including professional bars, universities and institutes. This will allow constant interaction and exchange of knowledge plus professional assistance (through scholarship programmes, etc.)

Trainings and intervention programmes at the individual and community level are provided to staff and children at the 10 centers of Don Bosco in Bangalore and 5 centers in Cochin.

Other orphanages and institutions connected with Don Bosco have expressed their interest in the project. We plan future stages for further expansion. Don Bosco is our first counterpart and where the pilot has already started since June '10.

Don Bosco is very well established and provides a self-contained scenario for the pilot stage where the basic psychological tools will be standardised and the learning resources will be produced to be replicated in later stages.

The kind of service we provide is highly demanded in other orphanages and assistance centers and institutions. As long as we develop alternative funding strategies based on new alliances with local and international actors and foster consolidation of the international network (universities, professional bars and other), we will be able to replicate the project in more institutions in India. We also hope to present the experience and get support from the Indian Government and scale it throughout the country. Don Bosco, very well-based with a solid reputation, seems to be a very convenient institution to reach the right influence.

1. Certified training for caregivers in standardised mental health tools.
2. Targeted training programmes in specific topics.
3. Workshops for caregivers and training for the trainers.
4. Workshops for children and young on empowerment and social skills.
5. Individual diagnosis and follow -up of children.
6. Creation of training resources and IT platform.
7. Designing psychosocial community interventions.
8. Individual and group supervision.
9. Generate new alliances and programmes involving new actors and sectors.
10. Strengthen and broaden the international network of professional and academic sectors.
11. Collaboration with local psychologist to exchange knowledge and enrich the programmes and getting their involvement on the network.

Our project is based on collaboration instead of competition. Since its a new service to be provided to the target population, psychological support for children in Indian orphanages and assistance centers, we can only hope to find other professionals rendering similar services. We would eventually collaborate with them exchanging knowledge and experiences. This is a win - win programme where potential competitors can only add value to the global proposal and will be invited to get involved in our professional and academic network.

At this point, our next goal is to structure the training intervention in a complete list of topics and keep rendering individual assistance and follow up. Training resources will be compiled in a first handbook including basic mental health tools. The IT platform will also be created. We will create a specific registered non-profit organisation to operate and gather the international professional network.

Our main challenge consists in creating alternative ways of collaboration sustaining and expanding the network. Agreements with academic and professional institutions that are interested in creating new scholarships or assigning the existing ones to the project as well as create new professional opportunities.

We intend to consolidate first our pilot in orphanages hosted by Don Bosco, located in Cochin and Bangalore. We will replicate the experience in other institutions and regions of India in a second stage. The basic "product" is shaping in this pilot and the outcomes will be ready for further replication.

We have a solid counterpart, a very well identified "need" and the necessary know-how to render the required assistance. We count on a big group of professionals interested in getting involved. Different actors from the public and private sector in India and abroad have expressed their interest in taking part of it.

Consolidating our structure and going for new solid alliances with new agents and actors to increase the number of training interventions along the year and compile them, creating an IT platform for the international network.

In the short term (1 year):
• Creation of the non-profit organization and promoting the international network.
Note: the project has started with Alkimia CRS that will lead the project but giving space to more participants in a bigger organization.

• Design of the IT platform and increasing the network.

In the mid-term (3 years):
• Completing a global training in Don Bosco for caregivers, children and young of Don Bosco.
• Compile training resources and publish them (handbook and IT platform)
• Consolidating new alliances with other actors creating new opportunities to the young of Don Bosco and professional exchange of psychologists.

In rural India people live in abject poverty and are not able to afford primary healthcare. The primary health centers set up by the government are mismanaged and are not able to deliver the expected results.
78% of Indian population stays in rural area with only 2% of human resources deployed in healthcare services. 80% of expense in health care is beyond the reach of villagers. Public health care delivery system is low quality & inefficient.

In such a scenario our mission is to eradicate the lack of health care facilities in rural India through the deliverance of affordable quality health care by opening primary health care units in those remote villages where health care delivery system of the state is sparse.

To achieve our objective we have opened four centers at four different locations namely, Mayapur, Kusumgram, Swarupnagar, Namkhana. At each of these centers we have four departments running namely General Medical Department, Eye Department, Dental Department, Homeopathy department. The patients are charged Rs 50/- (90 cents) for which they are provided with medical checkup and also seven days free medicine.We have been successful in keeping our costs low by maintaining an efficient supply chain of generic and near expiry medicines.

Besides catering to varied basic healthcare problems, our centers also arrange for cataract surgeries in association with Rotary Eye Hospitals. We are also in collaboration with Smile Train Foundation at CMRI, Kolkata for Cleft lip/palate surgeries

Our vision is to open hundreds of units in the remotest corners of India. Our feasible vision includes the opening of 50 more centers in the next 10 years at various rural places in India. Our immediate vision comprises setting up 20 to 25 similar Health Centers to be opened in the backward areas of rural Bengal and a mobile hospital to give basic medical services at the door step of the poorest of poor.

Our mission is to eradicate the lack of health care facilities in rural India through the deliverance of affordable quality health care by opening primary health care units in those remote villages where health care delivery system of the state is sparse.

Our value proposition is to address the basic need of primary health care services in rural areas. These services are non existent in rural areas and our main objective is to make such facilities affordable and available to the people residing at the bottom of the socioeconomic pyramid. We have identified a huge need for the rural healthcare facilities especially in remote areas where such facilities are non existent and not affordable. We propose to address this issue by opening of our centers at such locations with four departments Eye, Homeopathy, Dental and General Medicine. A nominal amount of Rs 50 (90 cents) is charged against which the patient is allowed a check up from a doctor and seven days medicine based on the medication prescribed by the doctor.

Our beneficiaries (we do not believe in calling them customers) are the poor people residing at the bottom of the socioeconomic pyramid and dwelling in remote villages where the quality primary health care facilities are either non existent or not affordable. Over the years we find that following is the distribution of patients across department
General Medicine - 57%
Eye - 23%
Dental - 10%
Homeopathy - 10%

The age group of our patients is as follows:
0-5 years - 3%
5-12 years - 7%
12-60 years - 68%
Above 60 years - 22%

Gender wise break up:
Male - 33%
Female - 67%

Before opening of any new center we advertise in the radius of 50 km about our upcoming center. The primary modes of our advertisement is distribution of hand bills and making announcement in and around the area . After a center is up and running we believe in more of word of mouth advertisement where in the patients who receive good treatment at our centers encourage their friends and relatives to visit our center and this is how our organisation has been growing year on year.

We have 4 departments running simultaneously in each of our centers- General Medicine, Eye, Dental and Homeopathy. These services not only include the diagnostics of the patient but also providing of generic medicines. The Primary healthcare services offered through these centers are affordable to the poor which is amply demonstrated by the increasing footfalls in each of the center.

Besides catering to varied basic healthcare problems, our centers also arrange for cataract surgeries in association with Rotary Eye Hospitals. As of now approximately 5000 successful cataract surgeries have taken place. About 100 Cleft lip/palate surgeries for children have been conducted free of cost through Smile Train Foundation at CMRI, Kolkata.

The environmental conditions in which we operate, it is difficult to ensure the sustainability of the organisation and as a result of this we do not face any competition. The need for such services in rural India is huge and we would encourage the government to improve the management of its primary health care centers and also to any other individual or organisation who would help to make rural India a healthier place to live in. We do not have competition not because of choice but because of the circumstances under which our organisation operates.

The major challenges that we face is to get donation for starting of new centers. Also there have been few instances where we had started a center in a particular location but have to change later on in order to serve more people. We want to set up centers in location where the impact is maximum. Identification of such a location and getting a place on rent in such a location is a challenge.
As per the regulations there must be an MBBS doctor at each of the centers. We face certain challenges in finding such individuals, however, our experience suggests that the hiring of such an individual may take some time but eventually we are able to find the right person for the job.

Over the years we have made our model sustainable. We need donations only in the initial capital expenditure stage when we open a new center in a new location. The growth strategy is to raise funds for opening of new centers and making the operations sustainable.. Any surplus from any of the centers that accrue can be ploughed back into the working of the organisation.

The success of our four centers that are currently fully functional and having a huge social impact in rural areas amply corroborates that our model is sustainable and replicable. There is a need for these facilities in rural India and we believe that our model can help to serve this need and benefit millions of people living below the poverty line.

Each center that we open in the rural area has an impact radius of around 50 km. In order to impact more lives and provide basic healthcare facilities to rural population residing at the bottom of the socioeconomic pyramid in each of the next three years we plan to set up a new center in every quarter thus spanning a total of 12 centers in three years each located in a different village.

In the short term we plan to open one new center every quarter thus opening up of a total of 12 centers in the next three years. In the next 5 years we want a total of 50 fully functional centers.

Main Activities to replicate the model:
-Identification of four such locations where the impact of opening up of a new center would be beneficial to a larger section of the rural poor.
-Hiring and Training of doctors and support staff of running of the center.
-Improvement in the supply chain of medicines

The growth milestones would be to ensure that all the centers are operating at least at 90% of their capacity which is about 6000 patients per month.

The two main goals which Dynamo Camp is aimed to achieve is to gain children's self-esteem and socializations. Often children with disabling illnesses lack confidence in their abilities and have no opportunities to socialize with other children. Dynamo Camp gives them both the opportunity to build their self esteem by helping the children to succeed with fun in whatever activity they choose and to socialize with other children by finding themselves, outside of the hospital environment, in close contact with others who share their difficulties, by sharing their courage and outlook with those who can fully understand how they feel. It gives them a valuable opportunity to get to know many children and young people from other towns and backgrounds. For families is the opportunity for hope.

Recreational Therapeutic Camp can improve through their methodology the global well being of children. The 80% of children have hope to survive to their sickness. Thanks to these Camps they can grow as children and not only as survivors. If they cant't play, do sports, stay with peers, they will grow as depressed adults and with important behavioural deseases. In Italy there is only Dynamo Camp as a Recreational Therapeutic Camp, with this special approach which works with 40 hospitals, 65 associations to support children and families in their difficult path. The solution is to improve Dynamo sustainability so that the Camp could host more children in the next years and the Camp could answer to the need in a more significant way. Dynamo Camp is as good sucessfull solution for children

Scope of Dynamo is to offer hundreds of youngsters each year, free of charge, the chance to “be children” and their parents and families a psychological and practical support to cope with the problems of caring for a sick child and help them to feel "alive". In order to meet these objectives, Dynamo offers (i) the fullest possible experience of childhood regardless of the effects of the disease; (ii) tries and normalises the experience of coping with serious or chronic sickness in childhood; (iii) provides for a safe physical environment; (iv) offers an emotional experience of fun and play, support and challenges; (v) encourages open, supportive, non-judgmental relationships between the children themselves and with staff and to foster friendship; (vi) strengthens, renews and raises hope.

Dynamo Camp's values are: EXCELLENCE (it operates to the highest possible standards of excellence in terms of structure, staff, organization), SUCCESS (it helps the children to succeed in whatever activity they choose), SOCIALIZATION (it helps children who are subjected to intensive hospitalization lifes to socialize with other children who are able to understand each other), STAFF AND ASSISTANCE SUPPORT (staff are carefully selected and trained in order to guarantee full children's safety at the Camp and the medical centre guarantees first class care both in terms of routine treatement and emergency intervention), PLAY (children have the chance to learn new things and to overcome what they see as their limits by simply having fun, relaxing and enjoying the experience to the full).

The project directly reaches 1.067 children aged 6 to 17 suffering from serious or chronic illnesses under treatment or in remission for not more than four years and 200 families, coming from Italy (83,5%); Germany (6,5%); Middle east (8,8%); and other foreign countries (1,2%). 200 families of the children hosted have been positively affected from the opportunity offered to their children. After the session of Dynamo Camp some families meet and create informal networks that involve information, comparing experiences, and support in practical situations. The siblings also learn to cope with their brother or sister's sickness. In addition when the brother or sister is at the Camp, they can spend bonding time with parents that is not often available.
Families feels huge psicological support

The camp receives medical and scientific support through the partnership with the Meyer Hospital in Florence, which is the specialistic children's hospital closest to the Camp. Dynamo Camp cooperates with 40 Italian and 14 foreign hospitals and health centres which send children to Dynamo Camp in through 2007 to 2012 to Dynamo Camp and with 65 associations which help Dynamo recruiting staff to select children. Families tell their positive experience when they come back home, and other families want to come and live the same experience. During the sms campaign Dynamo has the possibility to let several people know its experience and this communication reach new customers and potential stakeholders that could be new Dynamo's friends and supporters or volunteers.

The range of activities includes: Horseback Riding/Minifarm and Nature (allows contact with nature), Photography and Video and Arts and Crafts (express creativity and imagination), Music (explore of sounds and rhythm), Archery (allow personal accomplishments), Adventure/Climbing Courses and Low Exercises (confidence building exercises), Theatre (express children personality), Recreational Therapy in Water (specifically suited for children with motor difficulties and duly heated for children with particular diseases, such as sickle-cell anaemia), walks and overnight at Dynamo's Oasis, Radio Dynamo (which reaches all the national children hospitals) and Dynamo Arts Factory (express kid's potentialility by working with artists asked to launch creative challenges or realize a work of art).

Sometimes hospitals due to burocracy or lack of communication don't communicate the opportunity for the children hosted in their structures, to go to Dynamo Camp, even if it's free of charge. It's a big opportunity but some hospitals have internal associations which are competitors, even if they don't have a camp like Dynamo Camp. In these case the process of recruiting is very hard for Dynamo as there isn't sometimes a real attitude to cooperate and to realize an effective network of services in the Third Sector. The non profit sector could be more effective and efficient, by supporting a global strategy of raising funds for special needs and choosing serious partner and reliable instead of acting in a self attitude and style.

Since Dynamo tries to achieve each year the budget in order to support the projects and to host all the children free of charge, a challenge could be raising money during the global economic and productive crisis of these years. Dynamo, however, is confident to being able to find ways, ideas and opportunities to raise money for the well being of their children. In particular, Dynamo works to raise money in the different sectors: Corporation, Individuals, big events, sms campaigns, Foundation and Public funds. In the last 6 years of activities this fund raising strategy producted always its effect and reached the expected results, which are reflected in Dynamo's financial statements. A new challenge is to find new countries interested in sending their sicked children to Dynamo Camp.

The main goal for Dynamo Camp is to make the Camp sustainable through a diversified fund raising campaign. For this reason Dynamo intends to support the Academy (the social enterprise) to reach new stakeholder (corporations, agencies) offer different service, that produce business and the income will be distributed to the association.

Dynamo has already dimostrated its strong and effective business plan and economic model. From the beginning it has developed its offer in activities, number of children hosted and diseases treated at the Camp. At the end of 2012 the Camp hosted 1.067 children (on 2007 they were just 60) with specific onco-emathological diseases and 200 families (in 2007 there were none), througout 16 sessions.

To host new children, new pathologies, realizing new buildings to have more space. Dynamo has several ideas to implement its services: realize a new gym to let children try sports with bad weather in an interior space equipped. To offer activities related to cinema and movies to complete the range of activities: sports, arts, nature, animals, theatre. To host more families of disabled children.

On a strategic point of view, Dynamo wants to host more children, more pathologies and families in the next years, to improve its impact on new people so that the Recreational Therapy will be diffused. New services and actvities offered in the Camp will let it more interesting and suitable for all. The association will also reach children hospitalized that can't reach the Camp or association of parents of disables children. In this case the Recreational Therapy, through the outreach program, can supports more families and needs. On a financial point of view Dynamo has to let the camp sustainable in different economic ways: by the fundraising activity of the Association, with the emerging activity of the Social Enterprise and through the new developmental projects of Merchaindising and Food

Atención integral a niños de 6 a 12 años que padecen sobrepeso y obesidad tipo 1 en México.

Se da atención a los niños en un centro lúdico donde reciben apoyo médico, psicológico, de educación y nutricional. Asimismo, en este espacio realizan actividad física y reciben dos comidas al día.

Basándonos en altos códigos éticos y proveyendo tratamiento clínico de la mejor calidad, buscamos ser la institución líder en el tratamiento de la obesidad infantil.
Nuestros objetivos son:
- Reducir el peso de los niños que atiendan a nuestros centros, teniendo un efecto positivo en su salud.
- Contribuir con la reducción de los índices de sobrepeso y obesidad infantil en México.

Centro accesible, práctico y efectivo para reducir el peso de niños con sobrepeso y obesidad tipo 1.

Niños de 6 a 12 años que padecen sobrepeso y obesidad tipo 1.

Usamos un enfoque multisectorial que incluye vinculación con instituciones públicas como Secretaria de Educación Pública y DIF (Desarrollo Integral de la Familia), así como promoción en medios de comunicación, asociaciones de padres de familia y escuelas.

Tratamiento integral contra el sobrepeso y la obesidad tipo 1 que incluye atención nutricional, psicológica y clases de actividad física. Servicio de comedor y cuidado de niños.

No existe ningún otro modelo de negocio o programa similar que atienda de manera integral a este grupo de edad.

El costo de la inversión inicial es alto, por lo que aún tenemos que conseguir al primer inversionista. Sin embargo, estamos diversificando nuestras opciones, buscando alternativas como programas de gobierno.
Asimismo, la estandarización del proceso clínico ha sido un gran reto que estamos resolviendo con consultoría de médicos bariatras especializados en pediatría.
Finalmente, en México existe un ambiente obesigénico que dificulta la promoción de hábitos saludables, por lo que como Fundación también estamos impulsando políticas públicas encaminadas a un cambio cultural más favorable para la salud.

El primer centro será monitoreado estrictamente como prueba piloto. Después de esto, se podrá comercializar la franquicia.

Actualmente existe una alta demanda de servicios de tratamiento de sobrepeso y obesidad infantil. El modelo está listo para empezar la prueba piloto, solamente tenemos que finalizar la parte legal y conseguir el apoyo de inversionistas.

Incrementar el número de centros de atención, llegando a atender a 300 niños anualmente.

A corto plazo, esperamos abrir el primer centro en 2013. Todo 2014 sería tiempo de monitoreo de la prueba piloto. A partir de 2015, buscamos la apertura de 3 centros anualmente, con presencia en diferentes estados de la República.

Untreated dental caries is Nepal’s most prevalent childhood disease, exceeding both malnutrition (43%) and vitamin A deficiency (58%). Over 69% of adults over fifty suffer from dental caries—one of the most widespread, least attended, and most easily addressed health crises facing rural Nepal. It is associated with a host of health problems including chronic infection, severe recurrent pain, and heart disease.
Existing solutions are wholly inadequate. Ninety percent of dentists live inside the Kathmandu valley while 80% of Nepalis live in rural villages. In addition to sparse access, there is virtually no awareness of risks associated with oral disease, or of prevention. Dental pain and tooth loss are widely considered inevitable—a problem of both infrastructure and attitude.

Our solution has two sides: infrastructure (locally-based weekly dental clinic) and information (community education to instigate behavior change). Infrastructure is easily established by sending a local health practitioner to a 3-week dental training in W.H.O.-endorsed dental medicine. Many health initiatives stop there.
Education/behavior change is most of our work. Many rural villagers believe dental extraction can cause blindness. Subsistence farmers are oriented to acute pain, not prevention, but value purity. Vendors may not sell fluoridated toothpaste. Changing attitudes requires a nuanced understanding of local belief systems and cultural tendencies. Our Teams, as members of these communities, address these in issues in an organic and nuanced manner.

Our vision is for rural residents to have complete agency over their own oral healthcare. Our objective, therefore, is a gradual change in heath culture that ends with an organic and sustainable oral health care system in each project area. We aim to put in place all the factors that cause patients to seek their own treatment (access, affordability, education, belief systems)—and to reduce the number of patients that get created in the first place. We measure success by how many people can and do make effective prevention and treatment choices. We believe the most essential ingredient in achieving this goal is local creativity, which brings each unique replication to life, and in each area renders our facilitation obsolete over the course of two years.

Presently, the vast majority of rural villagers do not have access to dental care except in the case of temporary “camps,” which occur unpredictably if at all, or in city hospitals, where subsistence villagers often cannot afford the time or expense of travel, even in cases of acute dental disease and pain. Residents in our working areas get free dental education and examinations. Treatments are extremely inexpensive; a filling is 60% of the cost 1kg of sugar, low enough to be affordable, high enough that patients learn to value the service. The value proposition is immense in comparison to the current alternative of no care at all, and is further magnified as patients come to understand how good oral hygiene reduces their risk of infections, bronchial, coronary and other diseases.

Our primary customers are rural villagers without access to primary dental care, beginning with children and extending to adults. Another important constituency consists of village elders, teachers and other influential members of the community. Their understanding, support and participation are critical to launching, effective implementation and successful handover to the community of KOHCP programs within two years.

Primary outreach is via seminars, conducted by teams at schools to include students, teachers and adults living nearby. Seminars offer oral health education focusing on prevention, free screening, and referral to the village clinic. On day two of a seminar, the clinic opens for regular treatment and receives patients from the previous day’s referrals. Seminars generate most of our patients, especially early in the seed cycle. Additionally, each school appoints an oral health coordinator to conduct a daily brushing program and eventually manage annual checkups for students. Teams reach out to local vendors to ensure fluoridated toothpaste is available. Finally, Teams develop unique outreach strategies in their villages: competitions, promotions, new partnerships, original marketing, etc.

Village teams comprised of a dental technician, clinic assistant and community member guide program activities which include a weekly dental clinic offering primary dental care and referrals to city partners for complex cases; seminars, based at schools, which educate the community about dental treatment, introduce new local services, and lay the foundation for prevention; outreach to local vendors, to ensure availability of fluoridated toothpaste; daily brushing and oral health education in schools, by training of an “oral health coordinator” from each school; innovative strategies, unique to each team, to promote oral health prevention and use of treatment facilities. We support teams with training, strategic guidance, resources for two years, and coordinate with government ministries.

There is no market competition for oral health services in rural Nepal. The legacy of health “camps,” which provide dental treatment for free, poses a to challenge self-motivated behavior change and to the collection of nominal treatment fees. We therefore choose project sites with a demonstrated need and acceptance among stakeholders (government and social leaders, educators) of the 2-year seed cycle. Our educational programming also focuses heavily on this challenge.

The government of Nepal has begun dental training for government staff in villages. Because our goal is to work with and not in competition against existing systems, we will continue adapting our approach incorporate these government initiatives in to our programs.

Every village is different. The societal and cultural factors that hinder changes in behavior will be new to each and every replication. Being keenly attentive to these nuances is essential. Similarly, environmental factors such as access to water and roads grow more difficult as we expand to more remote areas. Solutions to these challenges are often clarified in discussions with local teachers or leaders, which form the foundation of our model.

Organizationally, Eva Nepal partners locally with a small Nepali nonprofit to run its current programs in central Nepal. This partner is unlikely to have the capacity to expand broadly in Nepal. Therefore, we will partner with other organizations and groups in different parts of the country.

Short-term, our seed-to-handover process allows us to grow impact without parallel budget growth. Within a year, we will publish a project manual to document our replicable model and expand primarily by supporting new implementing partners. Long-term, we aim to refine and share this “how-to” manual with the World Health Organization for global reach.

We have been operating in 2 villages for 6 and 3 years, respectively. Combined they serve an area of 24,000 people and 22 schools. Over 1,000 directly participate in our programs annually and we have seen patients walk 2+ hours to our clinic after referral from a KOHCP seminar. We have refined our model significantly and in 2013 handed over our pilots and implement three new sites.

Replicate our program in approximately 20 villages in Nepal’s Kaski district. Document oral health outcomes, integration of oral health education in to schools, and successful transitions to local project ownership. Complete a project replication manual. Secure funding from USAID, DFID, etc. See our model independently implemented and adopted by other institutions, including the W.H.O.

We have added an area of 12,000 people to our project in 2013. With roughly $150K of funding in the next three years we will replicate in about 20 villages, serving roughly 150K of the estimated 660K residents in Nepal’s Kaski District. We will complete our project manual in 2013 and refine it over the next two years. We hope to see our model independently implemented by other institutions in Nepal in 2016, endorsed and/or deployed nationally by the Nepali government by 2017, and reviewed by the W.H.O. for global replication by 2018.

Arab new parents suffer from the shortage of trusted information related to their new lifestyle, pregnant women lack the knowledge related to pregnancy and they always feel so scared from delivery, there are so many Caesarean cases due to improper practices. The culture for the Arab pregnant, they do feel shy to ask about stuff related to pregnancy and so they do need a trusted source of information to guide them and answer their concerns.
Our solution and technology will alert pregnant immediately up on doing risky practices and will also help her avoid disease or minimize their effects if happened.
We will have dedicated healthcare social network as support group to share their experience. Apps will include GPS to locate the nearest hospital, medical clinic, etc.

We will have a one-stop shop as follows:

1) Smartphone Apps in Arabic (niche market): fully talking and interactive apps, full of human sense detection, alerts, reminders, daily tips, daily exercise, sexual life guide, fetus changes and development, labor courses, etc.

2) Human Sense Detection Technology: to prevent or alert the pregnant do any risky actions during work or sleep.

3) Healthcare social network: dedicated social network for new parents in Arabic language to act as support group and share experiences.

4) MobiCare: a rating system where patients can write reviews and rate the healthcare services they got from the medical clinic, which should improve the services.

5) GPS facility: to locate nearest hospital, medical clinic, pharmacy, shopping center (targeted).

We develop paid as well as free apps (with ads) on all smartphone devices, and so we generate revenue from both income streams. We have several partnerships with international ad agencies to integrate ads from advertisers.

Below is a list of main revenue stream:

• Direct sales: (download from the iTunes and other smartphone stores).
• Retails sponsorship: through Ad banners related to pregnant and baby stuff.
• Retail partnership: to have percentage on sales come through us (baby and mother stuff), TBD.
• Hospitals and medical clinics partnership: we can create a list (inside the app) of recommended clinics/ hospitals for delivery and mom/baby care, in return, we will have a deal from them, TBD.
• Margin from sales from the shopping centers we include in apps.

The big one is Arabic language over the English ones.
Existing Arab competitors currently address only one or 2 aspects of MobiStine value proposition. Competitors include: Few Arab individual developers, Health websites and very few smartphone apps.

We are the first company in MENA to be specialized in developing Trusted Arabic healthcare apps. We have an agreement with leading international medical associations, so data is trusted and accurate. Moreover, we will enjoy competition as we are sure we can always do it better and provide better services to our users.

Moreover, we are the only who will offer human sense detection to prevent pregnant from doing any risky actions while working or even sleeping.

- New parents, includes:
- Pregnant
- Husband.
- Adults.
- Medical clinics
- Pharmaceutical companies
- Shopping centers (who sell pregnant and baby stuff).

Our apps will be sold mainly through the online App stores and their 100s of distributor channels all over the world.
MobiStine Marketing Strategy will focus on and utilize the following tools to attract clients:
• Advertising campaigns and promotions (E-marketing campaigns using digital media and social networks like Facebook, Google ads and others for getting more downloads of our apps.
• Article writings in specialized and related journals, blogs, forums, LinkedIn targeted groups, etc.
• Partnership with Pharmaceutical companies and medical devices to have sponsorship ads.
• Partnership with hospital, medical clinics, medical laboratories and the like for ads sponsorship.
• Partnership with NGOs and other institutions that have same target market as ours (who focus on pregnant

- Develop and keep updating the smartphone Apps.
- Build the healthcare apps.
- GPS, adding and updating clinics, doctors, shops, etc.
- Marketing activities of our apps and solution

Our peers (Ecosystem):
- Hospitals, medical clinics and doctors
- Insurance companies
- Medical Labs
- Shopping centers that sell pregnancy and baby stuff
Our competitors:
- Few healthcare website
- 5 smartphone apps
I don't think the above peers (Ecosystem) will pose real problems for us as they will be with us and want us to succeed, since they get value from our apps. This value is direct and indirect; we promote their clinic and we create awareness for patients. There will be win win situation with them.
As for the competitors: There are very few Arabic trusted healthcare websites, they are not even designed for mobile use and so, they may pose some minor problems if they decide to do a mobile version, however they are general ones and not focused on the new parents as ours

If the (few) Arabic healthcare websites or individuals decide to create a smartphone apps in Arabic for new parents, however, as we are currently the first and only company specialized in this, so first comer is first winner, also, it is not easy to establish partnerships with leading medical organizations to make the apps fully trusted and accredited. In addition, we have a solid advisory board with R&D to keep enhancing and creating more value and benefit to our users especially we have developed over 25 smartphone apps and so we learned a lot in terms of user experience and how to attract users. Our team believe we can always be better.

We will release free as & paid version of the smartphone app, to enable to maximum number of users to use our apps, once they use it, we are sure they will stick with us due to the value they get day by day. We will include ads in the free apps and so we get income from both revenue stream. We will have sponsorship ads as 3rd revenue stream where our ecosystem will be delighted to do ads with us

70% or Arabs are young and our solutions is targeted to youth who are likely to have smartphones and they do lack the trusted healthcare info related to their new lifestyle including child care and how to plan for next baby which is a problem in the Arab world as they keep on having new baby one after the other. Moreover, mHealth is estimated to be $ 38.8 billion by 2016.

Partnership with big pharmaceutical companies and medical & healthcare organizations, NGOs who support healthcare issues in addition to governments who fund and support healthcare awareness.

We will do the smartphone on iOS (iPhone) and Android and later to other platforms (Blackberry, Nokia and Windows phone).

We need 4-5 months to release our first smartphone app for pregnant, 2 months for awareness and baby planning app, 1 month for building social healthcare network. 6-10 months to have a matured GPS ready to located the nearest medical clinics, hospitals, doctors, pharmacies and shopping centers targeting pregnant and baby stuff.

We will do regional workshops and events for professional and those who work in the medical and healthcare sector to introduce the first solution of its kind in the Arab world.

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http://www.imagineitskins.com/images/documents/Brochure-Imagineitskins-2...

https://www.facebook.com/pages/Imagine-it-skins/130737343656568?id=13073...

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http://www.imagineitskins.com/images/documents/Brochure-Imagineitskins-2...

https://www.facebook.com/pages/Imagine-it-skins/130737343656568?id=13073...

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https://www.facebook.com/pages/Imagine-it-skins/130737343656568?id=13073...

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http://www.imagineitskins.com/images/documents/Brochure-Imagineitskins-2...

https://www.facebook.com/pages/Imagine-it-skins/130737343656568?id=13073...

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http://www.imagineitskins.com/images/documents/Brochure-Imagineitskins-2...

https://www.facebook.com/pages/Imagine-it-skins/130737343656568?id=13073...

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- Boys and girls’ families without proper information, regarding main care and other important topics during treatments.
- Lack of alternative support programs to stimulate children with cancer in a psycho-neuroimmunology sense.
- Lack of strong education support strategies during the treatment (which can be helpful for building a life project).
- Lack of recreational activities tailored to boys and girls with cancer’s needs.
- Few medical staff trained to assist these types of cases from a comprehensive approach.

The “Sobrevivir Program” aims to create a childhood cancer approaching methodology, which actively involves boys, girls and adolescents, as well as their parents and other relatives, in their treatment’s process. It would focus on empowering people to acquire knowledge about the disease, the best ways to lead the treatment and how to provide effective cares and maintain a positive mood, through recreational stimulating activities.

Vision: to be a pioneer organization in the psychosocial approach of childhood cancer, offering a platform of effective support for boys, girls and adolescents with cancer and their relatives.

Goals: to create an approaching methodology for childhood cancer, that encourages the well being of patients and their families, contributing to the children survival.

A new strategy to support childhood cancer’s treatment to improve its impact, the empowerment of the parents and the involvement of medical staff, in order to increase the impact on the boys and girls’ survival.

The target population of the “I survived childhood cancer” Program consists of three groups:
1. Boys, girls and adolescents with childhood cancer diagnosis.
2. Their mothers and other relatives or carers and
3. Health and Social workers (doctors, oncologists, pediatricians, immunologists, teachers, educational psychologists, psychologists, social workers, etc.), working with cancer patients, especially with children.

Face to face hospital intervention
Social networks
Internet
Mobile phones

1. Editing five (5) Manuals for mothers and families who accompany the process of their children disease.
2. Designing a web site in Venezuela with relevant information about childhood cancer, chats, on line support groups, debate forums, videos, researches and reliable documented material.
3. Implementing the Mother and Families Support Project (Apóyame), through talks, support groups and job listings.
4. Implementing the Boys, Girls and Adolescents Support Project (Sobreviví), through psycho-immunology, special education, counseling, vacation plans, laughter therapy.
5. Creating a Professional Support Network for the Sobreviví Program, to encourage the health staff’s training in our particular approach.

Peers:
- Fundación Amigos del Niño con cáncer
- Fundación Sana
- Fundación Ideas
- Productive sector (job listings)

The primary challenge is related with the impossibility of me leaving my actual job, to dedicate myself completely to this initiative. With Ashoka’s support I’d be able to focus on the initiative and strengthen the project activities.

Only in Venezuela, 1500 new childhood cancer cases are annually diagnosed, and more of 50% of them are economically underprivileged families. This demand will be met thanks to the initiative Business Plan’s fundraising, with several activities and an annual growth prospect of near 30% in incomes and assistant.

1. There is a demand to meet.
2. There are technical potentialities to meet the demand.
3. There is a Business and a Working Plan for the next three years.

1. Assisting more children and their families
2. Recruiting more health professionals into the organization’s activities.
3. Shed light on other options to deal with childhood cancer and make them possible to work on other childhood chronic illness.

The growth plan, based on the designed Business Plan, has a first period of three (3) years; then, we foresee a shares growth of 80% in 5 years and 200% in 10 years.

A data from Rumah Cemara shows that at least 300 children (Aged 0-19) are recorded as HIV+ in West Java.

While some have accessed Anti Retroviral Treatment, many have to cope with other opportunistic infections which include multi-drug combination for treatment. Vulnerability to side effects and lack of knowledge among home caregivers have caused these children to suffer health problem.

In terms of socio-psychological problem, many of these children have to bear witness of their parents’ drug addiction/ illness/ death and rejection from family members and society. Such emotional trauma in golden age period will affect children’s socio-psychological development.

Our solution is Integrated Early Childhood Center for HIV infected/affected children, in which we provide:
1) Day care, respite care, and 24-hour emergency care in a safe, loving environment for children infected & affected by HIV/AIDS.
2) Parental education and caregiver training enhance the quality of care, and thus quality of family life. Included here referral to rehab program for parents with drug addiction problem.
3) Public education about HIV/AIDS to prevent the disease from spreading and to eliminate the stigma. In collaboration with other community resources the center will also prepare pre-school children for inclusion and entry into primary school

We envision that every child (including HIV infected/ affected) can access the service needed to ensure optimal growth and development toward a better quality of life in the future.
Objective:
a) To fulfill children’s physical and psycho-social need through health, nutrition, and development program
b) To educate parents and caregiver the know-how of optimizing children growth and development
c) To educate public about HIV/AIDS, thus preventing the disease and eliminating the stigma

Integrated Early Childhood Center: one stop health, nutrition, and psycho-social development service for HIV infected/ affected children and their family to optimize children’s potential in order to ensure a good quality of life.

HIV infected/ affected children and their family.

We use both direct approach through existing community (HIV and IDU support group), also referral system from hospital/ medical facility/ health infrastructure.

1) Day care, respite care, and 24-hour emergency care in a safe, loving environment for children infected & affected by HIV/AIDS.
2) Parental education and caregiver training enhance the quality of care, and thus quality of family life. Included here referral to rehab program for parents with drug addiction problem.
3) Public education about HIV/AIDS to prevent the disease from spreading and to eliminate the stigma. In collaboration with other community resources the center will also prepare preschool children for inclusion and entry into primary school.

By far, we saw no competitor providing service like Integrated Early Childhood Care for HIV infected/affected children and their family.
We expect to collaborate with the following: organization working on HIV issue, medical institution/ professionals, early childhood education institution/ professionals, also health related governmental bodies.

The biggest challenge is environmental: the stigma of HIV/AIDS in the society. Thus this initiative must be coupled with efforts to educate the public about the truth and myth of the disease, such that they can avoid the virus, not the people.

Replication of the pilot nationwide, particularly in areas where HIV case rate is high among general population. To do so we aim to collaborate with local and international NGO and government.

With a decade of field experience, F2H has already the expertise and network needed in implementing integrated childhood care and development. We work in partnership with Rumah Cemara, as a pioneer in integrated IDU and HIV community based program, adding the expertise and network needed from HIV field.

To make the service accessible nationwide (particularly where demand is high/ high number of target population) on the first stage, and preparing a transition to inclusion of such service in the existing infrastructure on the second stage.

Growth milestones:
1st year: pilot is up and running, ready as a franchise model
3rd year: replication in most affected area (presumably Papua and Nusa Tenggara), in partnership with NGO and government
5th year: preparation of inclusion to existing infrastructure (e.g. hospital, public school)

Only 60% of America's Medicaid-eligible children see a dentist regularly, due to a lack of access to care. In Alabama, 66 out of 67 counties have a shortage of dentists, according to federal guidelines. The dentist shortage, compounded by those dentists not wanting to see Medicaid eligible children, further exasperates the problem. Due to the poor US economy, we have ever-increasing Medicaid roles and more children going unseen, and Sarrell Dental has experienced 31 consecutive quarters of record patient growth, serving over 130,000 patient visits in Alabama only during 2012.

By using a motto of "treat every child as your brother, sister, son or daughter" we have created a patient-centered model, where the child truly comes first, not just in words but deeds. As an example, our larger offices are open 8-6 daily, utilizing an 8-5 and a 9-6 shift to stay open 10 hours a day. Over 80% of our patients are not old enough to drive, so they arrive, in general, via transportation provided by an adult. If a patient shows up late for an appointment at 6pm (closing time), if the dentist is still present, we turn back on the equipment and treat the child.
On the business side, we handle all non-clinical functions, freeing our dentists and hygienists to provide world class care. All personnel, financial, support functions (IT, etc), are handled by business side personnel.

Our vision is to provide quality oral healthcare to communities that have an underserved population. We believe in treating every patient with dignity and respect, and it is our goal to eliminate the access to care problem in every community that we open our doors.

Traditional non-profits often fail to achieve their objectives because they rely on donations and volunteer efforts. While these may contribute to the overall good in some scenarios, we believe a complete business model that focuses on organizational efficiency, accountability, and hard work will be more effective in creating a long-term, sustainable solution. By combining a talented workforce, proven business principles, and clinically-focused dentists, we can achieve what other non-profits and governmental entities have not.

Sarrell treats the dental and optical needs of lower income children in underserved communities that might otherwise not have access to dental care. Generally, these are Medicaid and SCHIP eligible patients ages 1-20.

Sarrell operates 14 clinics in underserved communities as well as a state-of-the-art mobile dental bus that travels to areas where dental care is not otherwise available. This dental bus has two fully-functional operatories and digital radiograph equipment linked to electronic health records.

Our Community Outreach personnel provided dental education and screened over 50,000 Alabama children in 2012.

We provide dental education, screenings and comprehensive dental work (everything but orthodontics) to under served Alabama children between ages 1-20. We do so without the need for cash donations or grants. We grow organically using best demonstrated business practices and have created a new, effective and proven dental model. The first self sufficient, not for profit, dental model of this kind in the USA.

Competitors are: for profit Medicaid dental providers, FQHC's, dental schools and private practice dentists who see Medicaid/SCHIP patients. However, we feel we have no competition because of the lack of access to care in Alabama and the USA. The majority of Medicaid/SCHIP children still cannot access a dentist for their needs. With Medicaid roles growing, the need will only worsen.

The single biggest hinderrance to our growth out of Alabama is individual states' Dental Practice Acts (DPA). Most do not allow non-profit organizations to operate, even though we use only fully licensed dentists. In fact, We had to change, via Sarrell Dental legislation, the law in Alabama in 2011. Even though most dentists in Alabama do not see Medicaid patients on a regular basis. This was a battle covered numerous times by prestigious journals such as The Non Profit Quarterly (type Sarrell Dental in the search box on their website), PBS Frontline (see PBS Frontline website) and many other publications (search Sarrell Dental).

Dentistry is about 20 years behind the medical field, as far as consolidation and the use of alternative providers (i.e. nurse practioners). DPA's must change.

We are currently poised internally to expand our model to other states. At this point we are seeking partners to help us accelerate our growth and optimize community impact before we open our next office.

We have developed our infrastructure, particularly in IT and management know-how, to be scaleable. We currently have no long-term debt and have a large, sustainable, growing record of growth.

To expand our services outside of Alabama. Particularly into nearby states where we can manage our culture, business and clinical practices to ensure continued our proven track record in serving children who need our care the most.

We are ready, willing and able to expand at the moment. The ONLY resistance we receive is from dental trade organizations, both on the state level and nationally.