Salud materna y reproductiva

If HOPE had the added capacity to include nutrient-rich farming, we would implement community gardens in the villages we serve in order to ensure a surplus of healthy foods for our families. The goal of this program would be to include the children in maintaining the gardens, so that they become wholly aware of the foods that they should be eating. In the long-run, these children will have these concrete notions towards healthy foods embedded in them, and will serve their children the correct, nutritious foods. We want to interrupt the trend of malnutrition on a higher level.

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Scaling up and added capacity with factories located in various regions would enable us to do social marketing on pan India basis reducing logistical cost of long distant movements.Thiswill enable us embark on All India movement for "Nutrients for all or Freedom from silent hunger" We have spent a million rupees in making a film on our fortified salt named Sundar health salt for Nutrition education and have also dubbed it in several regional languages with english subtitles. The seed capital/grant for nutrition education will create the pull from the buyers thus sustaining financial viability.

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The reduction of maternal and infant mortality through supporting the women in exercising motherhood, Providing conditions so that mothers who have no family support and show clinical and social risk can take care of their pregnancy and baby. Through identifying situations that lead to abortions or premature childbirths, we try to intervene and avoid these events. Premature babies need special care that the primiparous with no adequate support cannot provide.

The innovative solution is the intense and differentiated care, to avoid avoidable maternal and infant deaths. It is a simple low-cost model that consists in training people from the community to help at risk mothers to have as safe pregnancy, breast-feed their babies and promote the development of the children. These assistants, Social Moms, are initially trained and accompanied with permanent education. The supervision is done by the project's nurse and by the health team of the Unity where the family is registered. The Social Mom stays in the family's house until necessary, working eight hours per day. She can accompany the other child during hospitalizations, so that the mother can nurse and breast-feed her baby.

The model is centered in the vision that infant and maternal mortality have an important social component that the organicist biomedical model cannot take into account. Before a needy population, other factors are fundamental in determining the harms. The model uses as reference the social determinants of health according to the Dahlgren and Whitehead model to identify what are the main interventions to be done when aiming to reach better health, education and social development levels. The general objective is reducing infant and maternal mortality and provide adequate conditions for pregnancy and child development. Besides that, involving the civil society in the responsibility for the infant and maternal survival.

Since this is not a traditional business, it is difficult to estimate a value proposition.
Below is a breakdown of the costs of the Project:
The cost of the Social Mothers in the period of 2001 to 2011, was on average U$ 24.191.91 per year.
The human resources are tied to Sobral's Municipal Secretariat of Health, as well as the costs from logistic and the infrastructure of the Project.

The customers of the Project are the pregnant women, women in labor, mothers and children attended at Sobral's Primary Health Care that show clinical and social risk and are identified by the Family Health team, from Sobral's Basic Health. The Family Health teams are composed by 1 doctor, 1 nurse, 1 nursing technician and 4 to 5 Community Health Agents (CHA, members of the community who is responsible for the relations between people from the microarea and the Family Health teams of this microarea.

There is a close contact between our team and the municipality Health Family teams.These professionals identify the pregnant women and mothers who need social support and forward a request to the Project, that visits the family to evaluate their conditions and needs.
To increase the number of participants, we promote the project in the media and through social events to get new partners.(social godfathers and godmothers and private companies) and so that the women in need can also request this support.

Evaluation of the Social Mothers' work
Care services to the mothers, in the house and health care duties
Accompaning hospitalized children so that the mother can nurse her baby
Mobilizing social godmothers and godfathers and private companies that empathize with the project
Training and permanent educating Social Mothers
Analysis of the infant and maternal deaths of the municipality
Identifying new problems and new strategies to solve them
Evaluation of the activities developed by the project
Monitoring and evaluating the municipality's infant and maternal indicators

In this Project we only have pairs and partners. The pairs are the health professionals who provide different health services in Sobral's Health Secretariat, specially the Family Health teams. The partners are the Social Godfathers and Godmothers, the solidary private companies, the Children and Teenager's Right Municipal Fund, the Tutelar Council, the city's Social Assistance Foundation. Given the characteristics of the Project, we do not have competitors, because we work together with all the health professionals of the city and count on the support of the municipal managers and the civil society.

We have not identified challenges that can hinder the future success of the Project, because we currently count on the support of the public managers and the federal government through "Rede Cegonha", that ensure us of the growth of the project.

Associate with the strategy of the Health Ministry's Rede Cegonha, a policy of the federal government that aims to improve the conditions of care of the pregnant women, the childbirth, the puerperium and the baby, with the objective of reducing maternal and infant mortality.
This network (Rede Cegonha) counts on great financial resources that are transferred to the municipalities for improving the hospital and ambulatorial structure.

The team's experience, the consolidation of the work organization and the instruments utilized, the support of the municipal managers and the results achieved in reducing maternal and infant mortality. Moreover, the positive feedback of the women that received support from the Social Mothers. The proposal is to expand the project to neighboring municipalities that are part of the Northwest Region of the state of Ceará.

Develop new strategies in the care of premature and low weight infants
Increase the number of Social Mothers
Increasing the number of Social Godfathers and Godmothers
Reduce premature childbirths and the birth of low weight babies
Early identification of women who need support of the Social Mother
Publicize the Project in the media
Eliminate avoidable maternal and child deaths

In one year - increase the contribution of the partners and the number of Social Moms
In one year - implement the continuing education process of the Social Mothers
In three years - reduce infant mortality to 1 digit
In three years - eliminate avoidable maternal deaths
In three years - expand the project to other municipalities.

Con la graduación de los jóvenes que conformen la brigada juvenil escolar de prevención y el cumplimiento del servicio comunitario y la carta que emanen los liceos participantes.

Determinando el nivel de conocimientos sobre VIH/SIDA, ITS y uso del preservativo de 1.000 estudiantes del subsistema de Educación Básica de las instituciones que participen en el proyecto piloto.
Implementar 50 sesiones informativas con los jóvenes preventores de la brigada

Un instrumento de evaluación del proyecto,
La realización de los murales,
La implementacion de las secciones educativas con los jovenes preventores

Utilizando para ello los beneficios y ventajas que establece la nueva ley de Servicios Comunitarios para los Estudiantes de Educación Básica,
la cual plantea este servicio en su artículo 79 como: “…un requisito para la obtención del título de bachiller, no creará derechos u obligaciones
de carácter laboral y debe prestarse sin remuneración alguna.” Y en el articulo 27 de ley orgánica de educación (LOE).

Se realizará el proceso de selección y capacitación de los y las estudiantes como promotores y promotoras de salud, se utilizará los
conocimiento destreza que sean adquirido en la fase I contara el año que estén cursando la edad.

Después de fortalecimiento y la visibilizacion que se le dé, buscaremos recurso con la gobernación, la alcaldías el consejo de
protección del niño niña y adolescente en sus efectos con la empresa privada gracias a la responsabilidad social

95.8% of all health care spending in Nigeria is done through out of pocket payment, including maternal health services. This often leaves the poor open to financial ruin due to health bills and sometimes prevents them for seeking health services even when they are already showing symptoms of ill health. Each year, Nigeria loses 545 women for every 100,000 births. Only 58% of Nigerian women have access to antenatal services which saves lives before and during birth, most of this is due to the inability to pay for health services. Our company solves this problem by providing micro health insurance for the poor and middle class who are unbanked for maternal health services using mobile money technology.

Sweet Mothers Inc. aims to build a social enterprise to deliver micro insurance for maternal health services for low to middle income women. 95% of health care spending in Nigeria is through out-of-pocket payment that often leaves poor families destitute or permanently in debt. Further, most women make major health and lifestyle changes during pregnancy and we plan to help them build a habit of planning ahead for health expenditure using mobile money technology that allows them to save for their health conveniently.

Sweet Mothers Inc. is committed to the reduction of maternal mortality rates by improving access to prenatal, delivery, and postnatal health care through a range of micro insurance products for low to middle income pregnant women.

Providing access to decent healthcare services before, during and after pregnancy, without the crippling out-of-pocket expenses.

Currently pregnant women who fall into the low income bracket in Lagos, Nigeria.

Our company plans to use mobile technology and direct marketing using radio ads to reach our customers.

Educating women on the importance of [maternity/maternal] health insurance, selling insurance premiums, fulfilling claims, inspecting and validating partner-hospitals to ensure customers are provided with decent, satisfying health care services.

Our peers are the insurance company and they a decision to target our customers might pose a risk to our success. Also, a Lagos health insurance for our target market might also pose a threat.

The general business culture in Nigeria leaves all businesses operating out of this country open to huge risks, however, with a strong strategic plan, a focused team, and efficient leadership will help us mitigate all these risks.

– Continually educating women on the importance of our insurance product. – Provide all the support needed by our partner-hospitals to ensure our customers get the best services. – Form new partnerships with financial institutions, NGOs etc., using their platforms to increase our customer base.

Our business is ready for growth because our target market is untapped by current players in the sector and our innovation is strong and solely focused on this target market.

Groth Objectives: To provide micro health insurance service for 10,000 pregnant low income women in choice hospitals in Lagos by 2020. To reach $1 million in revenue by 2020.

Short term - Launch the business and have our first paying customer. Time frame: 6 months.
Mid-term - Reach a revenue of $1million and serve 10,000 women. Time frame: 5 - 7 years.

There exists a big information gap in the rural areas because of which the negative consequences are being suffered by the people. Based on our experiences of field work in the villages of Uttarakhand, India we noticed that the government appointed ASHA workers were not doing their work effectively as the households were scattered across the hills sue to which the expecting mothers and babies were at a loss and hence the IMR and MMR was high. Our service allows to send voice reminders automatically to the expecting mothers reminding them for the immnunization and other basic health check ups. The system can be easily customized to create voice call algorithms for any other service as well.

Our solution is a cloud based voice call platform accessible over internet. System allows you to generate customizable voice algorithms for a particular user. Eg: Currently we have built an algorithm that a voice call in the local dialect will go from time to time to all the expecting and early mothers of an area reminding them checkups & vaccinations. Also the frontline health workers (ASHA in India) will also receive a weekly plan indicating all the beneficiaries she has to remind for the coming week.

We want to reduce the negative effects on a women and her baby caused primarily due to this big information gap. The tool developed is scalable and can be used by any development organization (NGO/For Profit/Govt.) to disseminate information and reach out to end beneficiaries, customizable according to the given demography so that they are not deprived of the first hand information without which they have to face serious consequences. Our objective is to develop a people centric information tool which includes all the stakeholders, our current system involves ASHA (Indian frontline health workers) at the forefront so that they also take pride and do the work diligently.

Our strength lies in the customizable feature – depending upon the demography, type of information broadcast. For eg: Our system can send in voice reminders to all the cancer patients in a community according to their respective schedules for chemotherapy sessions. At the same time it can be used to send voice reminders to all the females reminding them respectively to maintain hygiene/use pads during their menstrual days.

Our target clients are start-ups, liveilihood promotion programmes, and grassroot NGOs who can mobilize the ASHA workers in their work area to collect the necessary data, and have significant mobile penetration in their work area. The end beneficiaries of this product would be expecting mothers and mothers whose children are less than 10 years of age, living in rural areas and have at least one mobile phone connection in their household.

Currently we are field testing the technical platform with an organization. We plan to do a Randomized control trial and prepare a Impact Assessment accordingly. With the impact assessment study we wish to reach out to the development organization using our alumni and college (IRMA) networks. It can be easily implemented under NRHM or any NRLM schemes of the Indian government.

Our primary activites include getting the exhaustive community data (Data surveying or our system allows to import data from any existing government or organization database). Once the data is fed in, the development organization can design an algorithm from a user friendly interface. Currently the system already has a built in algorithm to send vaccine reminders during both pre and post natal.

Our peers and competitors include all the existing organizations which are providing a similar voice based service. They might also start giving a platform which allows users to design customizable voice call algorithms. We don’t see any threat or problems even if the start a particular service because the end beneficiaries are the rural population served through the development organizations and there is no dearth of development organization who wants to serve the needy. We will always have the prime movers advantage in this regard.Our peers and competitors include all the existing organizations which are providing a similar voice based service. They might also start giving a platform which allows users to design customizable voice call algorithms.

Currently we are assessing the needs and expectations of the deprived population with respect to the information gap in the health sector and accordingly updating our system with the parameters so that the system supports in future all type of information broadcast services in the future. Studying this is a problem and very time consuming as each rural setting is different from others and therefore we have a real tough time in designing and accommodating those variables accordingly. This is challenging but at the same time which gives us a lot of insights and opportunity to serve them according to their needs and expectations.

As described above we will do some RCT trials and come up with an Impact Assessment study which will allow us to testify and will prove the robustness and functionality of the model. We plan to reach out to the development organizations working in Rural India in our network.

As soon as we have an Impact assessment study ready we can reach out to the areas via development organizations. We will be looking at geographies which have a relatively high mobile penetration our sparsely populated where people find difficulty in communicating and hence are not able to reach out.

Mobile Penetration in the geographical area, Impact Assessment study based on RCT (Randomized Control Trial) and Inclusion of all the stakeholders (Beneficiaries, Health workers, Development Organization)

In the short term (next 6 months) we plan to test the robustness of the model and create Impact assessment studies with different geographies and varied applications in Health. Using these we wish to reach out to maximum development organizations possible across India. Currently the system technically is almost built we plan to do the beta testing of the model during June-August (3 months). In the next three months (by Nov-december) we should be ready with our Impact assessment studies which testifies and proves the effectiveness of the service.

Intento reducir el riesgo de muerte por cáncer de mamas en América Latina, a través del diagnóstico precoz. Empezando por Argentina que presenta el 2do mayor número de muertes (6 mil mujeres por año) por dicha enfermedad según la Organización Panamericana de la Salud.

1. La solución consiste en abrir centros de diagnóstico mamográfico “satélites”, distribuidos de manera estratégica en cada provincia.
2. En cada uno de estos centros remotos, lograr la mayor cobertura posible de mujeres en “edad de riesgo” (a partir de los 35 años). A mayor número de mujeres que se haga el estudio, mayor éxito en la disminución del riesgo de muerte por cáncer de mamas.
3. Enviamos las imágenes mamográficas, a través de Internet, a nuestro centro “Madre” donde los especialistas en diagnóstico mamográfico las evaluan y, de ser necesario, piden una segunda opinión a nuestros centros asociados en el exterior.
4. Enviamos de vuelta a los centros satélites de las imágenes e informes para impresión y entrega a las pacientes.

Creemos firmemente que nuestro trabajo impactará de manera directa en la vida de millones de mujeres y sus familias, empezando por Argentina y siguiendo con el resto de América Latina.
Consideramos a la mujer en riesgo el pilar de nuestra sociedad…son nuestras madres, abuelas, hermanas, amigas, compañeras, esposas y parejas las que están en peligro. Queremos cuidarlas!
Queremos contribuir con el diseño de un sistema sanitario que prevenga, que haga seguimiento de personas sanas y deje atrás el antiguo y anquilosado sistema “cura enfermos” donde la atención se realiza cuando ya es tarde.
Queremos ayudar a distribuir uniformemente el derecho al acceso a un sistema sanitario de calidad. La tecnología ya está aquí y es para todos.

Reducción drástica del riesgo de muerte por cáncer de mamas a través del diagnóstico realizado por profesionales especializados y constantemente entrenados de Argentina y, en ocasiones, del exterior utilizando la más avanzada tecnología mamográfica disponible a nivel mundial e, Internet como canal de comunicación.

Mujeres, a partir de los 35 años, que viven en áreas rurales y que hoy no tienen acceso a un estudio mamográfico de alta calidad. Ya sea por una o varias de las siguientes razones:

• Ausencia de equipamiento;
• Equipamiento obsoleto y/o subutilizado;
• Ausencia de técnicos radiólogos;
• Técnicos radiólogos no capacitados;
• Ausencia de médicos radiólogos;
• Médicos radiólogos no especializados

• Campañas de concientización privadas
• Campañas de concientización públicas
• Alianzas con médicos locales
• Alianzas con gobierno nacional y/o provincial y/o municipal
• Alianzas con organizaciones públicas y/o privadas
• Alianzas con obras sociales, emprendimientos sociales y/o empresas de medicina prepaga
• Alianzas con proveedores “sponsors”. Empresas del sector médico o de otros sectores interesados en aportar a su comunidad
• Acuerdos con sistemas de salud alternativos. Por ejemplo: el Sistema Ser del Dr. Jorge Gronda (fellowship de Ashoka).
• Nuestra Fundación como eje de nuestro programa para generar alianzas y sinergias.

Nuestras actividades, hasta la fecha, están centradas en el diagnóstico por imágenes (radiología, ecografía y mamografía) pero estamos llegando a un acuerdo para “alquilar” nuestros servicios de radiología y ecografía a terceros a fin de focalizarnos solamente en mamografías y poder dedicar absolutamente todos nuestros recursos económicos, humanos y de infraestructura a disminuir el riesgo de muerte por cáncer de mamas, en zonas rurales, y consecuentemente aumentar la esperanza de vida de la mujer.

Lamentablemente no existen empresas especializadas o dedicadas específicamente a mamografías. Normalmente, son entidades públicas o privadas que realizan estudios mamográficos entre muchas otras cosas e, inclusive “ad honorem” por lo que no consiguen destinar la cantidad de recursos necesarios a la actividad o bien no son sustentables financieramente o sostenibles en el tiempo.
También existen diversos esfuerzos de ONG o gubernamentales que poseen o dedican esfuerzo y recurso a luchar contra el cáncer de mamas pero no tienen como objetivo prioritario las zonas rurales y/o no llevan a cabo acciones sistemáticas, ni coordinadas.

Un problema que podría afectarnos en el corto plazo es la infraestructura de comunicaciones en Argentina, concretamente la calidad del servicio de Internet. Para esto, estoy analizando una solución satelital, implementada en el estado de Virginia (USA), para el envío de imágenes mamográficas. Otra posible barrera es la reacción humana natural a la innovación, al cambio. Mi reacción natural a esto es búsqueda de alternativas: por un lado escribo una propuesta inicial de operación de los mamógrafos que le parezca “amigable” y por otro busco apoyos de ONG’s de la zona y la manera de abrir otros caminos de comunicación con el gobernador. Los obstáculos no me desaniman, me desafían, me motivan.

La estrategia de expansión esta basada en 3 modalidades:
1. Centros Propios
2. Centros Asociados
3. Administración eficiente de recursos públicos

Las razones por las que creo que estamos preparados para crecer son:
- Problema y solución reconocidos (no implementados).
• Modelo que ha superado con éxito la etapa piloto
- Equipamiento necesario disponible
• Equipo médico especializado
• Capacidad de formación de técnicos radiólogos
• Financiamiento y/o contribuciones
• Apoyo político
• Apoyo de ONG’s

• Corto Plazo: Expansión regional. Disminuir drásticamente las muertes por cáncer de mamas en nuestra zona de influencia directa (Corrientes y Chaco)
• Mediano Plazo: Expansión nacional. Intentando abarcar el máximo de provincias posibles.
• Largo Plazo: Expansión continental. Replicar el modelo empezando por Uruguay (nº1 en riesgo de muerte por cáncer de mamas), Paraguay, Brasil y resto de A.L.

Corto plazo: 6 a 12 meses
Mediano plazo: 3 años
Largo Plazo: 5 años

Creemos que en el largo plazo, el objetivo central de la empresa seguirá siendo el aumento de la esperanza de vida de la mujer(pilar de la sociedad) que vive en zonas rurales pero irán cambiando los desafíos. En el futuro, además de poder replicar el modelo actual en otros países, nos gustaría agregar otros servicios que pudieran contribuir con la causa, por ejemplo el seguimiento y apoyo a las mujeres enfermas, a través de telemedicina, de parte de oncólogos y psicólogos solo por citar algunos.

In our country, we are trying to change perception and attitudes towards cleft and craniofacial patients. Considering that they are not "urgent", care for them may be only scheduled periodically or during missions. Yet cleft and craniofacial patients need continuing comprehensive quality care. We also want that parents be pro-active and partners in the treatment of their children. As cleft and craniofacial cases are not mere mission cases: follow through at home and by the cleft team is very much needed. We envision that people could access care without restrictions of time or mere reliance on missions and educate people to work for this and not to depend on dole-outs. Patients and professionals will endeavor to help each other in a multidisciplinary care approach and not surgery only.

Technology: We see this as having the right means and methods in patient care. Hence equipment and instrument have to be available. The Patient Medical Record System has to be computerized completely to make services efficient and research including appraisal of treatment protocols accurate. This will enable us to sustain and share best practices.
Education and Training of Volunteers and Staff will redound to better care and services for the patients. At the same time, it would be ideal to impart empowering ideas for our patients to make all cure and healing synchronized in the person. Investing to enhance the volunteers expertise, and keep their interest to give their time and energy will realize the shared vision and is essential for sustainable collaboration of partners.

NCFPI envisions to make comprehensive and craniofacial care accessible to Filipinos by empowering Filipino professionals in the delivery of competent treatment that meets international standards for cleft lip, cleft palate, and craniofacial patients. With this, NCFPI aims to establish sustainable craniofacial centers in the Philippines led by teams of medical and allied medical specialists and professionals who are trained and equipped to provide world-class craniofacial services to Filipinos especially the indigents. This is done by strengthening all cleft programs of services and communicating the extension of their services to our target customers. This work has to be properly supported by effective administrative processes and internal organizational coherence.

The motto of the foundation is "Love makes whole".  NCFPI commits itself to the following core values:
Heartfelt Concern: compassionate, holistic care given to its beneficiaries including advocacy for their social acceptance in society
Committed Teamwork: specialists are consistently available and dependable to resolve medical problems faced by patients
Comprehensive & Continuing Care: patients receive cleft care and treatment in a multi-disciplinary setting from birth till adulthood
Competent Practice: professional treatment that meets international standards including critical assessment of results through research.
Family-oriented Approach: involves the family especially the parents in the treatment process of their children
Camaraderie: promotes cheerful, positive, collaboratio

Our customers are the cleft and craniofacial patients in the National Capital Region of the Philippines and all those who can come to us for treatement either for primary or secondary surgery and other ancillary care for cleft patients.

Noordhoff Craniofacial Foundation Philippines, Inc. (NCFPI) calls for an Integrated Marketing Strategy (IMS) that weaves together plans and activities at the national, regional and community levels. The objective is to increase market base and penetrate through effective (i.e., in cost and method) means of communication.
1. Associations/Outreach: Includes conferences, sponsorships, various networks and groups, businesses. 2. Web Presence: Information and resources. 3. Earned (Free) Media Coverage generation & publicity through promotional efforts & good public relation. 4. Paid Media-Direct Advertising or thru an Ad Agency - if there is a sponsor. 5.Direct Mail - Print/Electronic include newsletter & other marketing collaterals. 6. Face-to-face meeting- Relationship Cultivation

We provide Primary and Secondary Cleft Surgeries, Cleft Orthognathic Surgery, Craniofacial Surgery and other Ancillary Services like Orthodontic treatment (Pre-operative naso-alveolar molding or NAM, Quadhelix, Braces), Alveolar bone grafting, Pediatric and Genetic medical consult, Pediatric and General Dentistry, Speech Therapy, Prosthodontic works, Mothers' Class and other Social Services for the patients and their family. We also have transportation and food subsidy for indigent patients including board and lodging linkages during treatment. All these are done by linkages with individuals or charitable groups willing to help cleft patients.

Peers and competitors are those do the same surgical treatment. If their work is not done well, we can repair the work they did but the expense will be greater and this is more costly in all aspects for the patients. The solution to comprehensive and complete care is not fostered as people think that treatment is only for primary sugery.

On Resources. In a short span of time, NCFPI became more known and has more patients. It found itself in need of these four types of capital: environmental, in-kind, financial, and human. Environmental resource refers to the current environmental setting (in the hospital, community, or political climate) affecting the patients and the foundation.We emphasize that human capital is the most important asset in the collaboration. Personnel need more management training and systems in the organization have to be institutionalize. Need for more space and facilities was seen.

(1) Real People Impacts: the actual number of more lives changed by the treatment.(2) Policy Development. Pursue cooperation with government in terms of instituting policies supportive of the collaborative efforts for cleft care(3) Systems Development. Services have expanded beyond primary surgery and the organization’s systems are developing.(4) Resource Development. Get more volunteers /donors

We can say this is the case if the volunteer professionals could treat patients anytime. This means having dedicated venues of services that our solely ours and not shared with the hospital's other departments. Then, the presence of adequate volunteers to help patients and the readiness of the administrative staff to support the growth of patients cared/treated.

1. We endeavor to treat 600 patients by 2013 where each surgeon can operate 150 per surgeon.
2. Increase in the Ancillary Services by:
a. Having a volunteer dentist and orthodontist daily
b. Having Speech Pathologists daily
3. To establish Well baby programs for malnourished/sick children
4. To have more personne & bigger facilities for the Administrative unit the foundation

Growth for one to two years: NCFPI Operating 2 craniofacial centers
Growth for three to five years: Expanding advocacy in the Philippines through linkages with new volunteers and expansion for additional 2 centers in Luzon.

With a maternal mortality rate of 162 out of 100,000 live births and an infant mortality of 25 per 1,000 live births, the Philippines has a long way to go on meeting the 2015 Millennium Development Goals.

Using the collaborative PPP model, MBBCs gear towards the betterment of the status of maternal and infant health in the country. It also aims to lessen the congestion of pregnant patients on hospitals and decrease, or eventually stop, the practice of home-based deliveries.

On the same context, being able to deliver on a decent and quality facility, the women are being empowered as their human dignity is preserved.

Being strategically located on areas needing complementary aid/ support, MBBC networks countrywide provide accessible, affordable, quality, and safe facilities for maternal and infant health services

Through the prioritization of those economically constrained clients sponsored by various insurances or government programs, more MBBCs’ income can be generated to support the facilities’ operation and to build more facilities.

The PPP model of the MBBC is also a good way to increase awareness of both the private and public sector regarding the existing problems in maternal and infant care, and so soliciting more support for its improvement and sociopolitical responses.

Vision: An ideal facility for quality maternal health care service that is committed to respect and promote the legitimate rights of every mother.

Mission: It shall provide accessible, affordable, and quality health service for mothers during pregnancy, delivery, and as well as post natal care.

Philosophies:
“That in all things, GOD may be glorified.”
“Of all the rights of women, the greatest is to be a mother.”

General Objective:
To provide accessible and affordable maternal and infant health care services to the poor through the establishment of a network of birthing clinics.

MBBCs serve as socially-oriented institutions providing holistic and quality maternal and infant health care services. The facilities serve as supports and front liners to prevent the build-up of patients in existing local hospitals, government and private, in the delivery of maternal and infant health care service.

Thus, with the assured quality of service, the maternal and infant mortality rate can be controlled to meet the MDGs set targets and each mother and child will be aptly treated, and so making them a possible asset for the betterment of the society’s human resource.

Being a pro-poor targeting organization, MBBC caters and prioritizes the poorest among the poor pregnant mothers and their infants who are most vulnerable to maternal and infant deaths due to the possibility of unsafe home deliveries.

The male partners of the mothers, their families, and significant others are also considered as clients as there are regarded to play a very vital part in the whole pregnancy and delivery experience.

Primarily adapting a community-based approach, to easily reach their target clienteles, the MBBCs are strategically located in densely populated poor areas, with high maternal and infant mortality incidences, and with other four to five adjacent barangays that could possibly be service recipients.

Aside from various advertisements and promotion activities such as IEC materials distribution by the MBBC staff, the commissioned midwives also coordinate with the barangay’s Community Health Teams to track all the pregnant mothers in the community, and refer them accordingly to the clinics. Field works are being done by the MBBC staff.

Implementing a holistic program, the key implementation steps for MBBC establishment involve: barangay selection with high maternal mortality rate; appraisal and clinic renovation; consultation and negotiation with local government unit; manning and training of midwives; licensing and accreditation under Philhealth; operation and supervision by KaKaK.

With 24-hours, 7 days a week available services, MBBC offers: prenatal care; nutrition and family planning; newborn care and screening; care for malnourished mothers and children; PhilHealth enrollment assistance; postnatal care; guidance counselling and catechism; live birth registration; free marriage validation for unwed couples; and free baptismal assistance for infants.

At MBBC, the considered allies are the volunteers, professional, individuals, organizations, and community people, particularly the members of the Community Health Teams, and referral institutions interested and involved on increasing the health care service for the mother and infant and in support and in complement of the operations of the facilities.

On the other hand, MBBCs see other non-government organizations (NGOs) applying the same or nearly the same program as a threat only on the manner of financial sponsorship and or competition on the possible funding sources, as other birthing clinics are connected to and funded by foreign organizations.

Situated on densely populated areas, one of the recurrent problems that the implementers are encountering is the place where the facility will be built. Thus, in the Memorandum of Agreement, one of the set responsibilities of the local government unit is to find for an available lot for the facility.

Also, in a deliberately growing health service delivery network, lack of manpower becomes a problem. Thus, scholarships, particularly for the midwives to-be, are being supported by the surplus funds of the MBBCs. Furthermore, volunteerism, affiliations, and more employment are also to be implemented so as to supplement this lacking.

All the revenues of the MBBCs shall be directed to support the operations, improvement, and establishment of more facilities. More so, the organization shall use various media so as to flaunt the success of the innovation to inspire other stakeholders to support the drives and causes of the advocacy.

With the successful implementation of MBBC in the province of Leyte, and along with the fact that this innovation is deliberately spreading up to the different places in the Philippines prove that is more ready for growth in terms of operationalization.

The MBBCs’ key growth objectives are as follows:

• Establishment of partnerships to pharmaceutical companies and laboratory equipment providers.
• Augmentation of MBBC staff, particularly designating a resident physician per facility.
• Engagement on researches for the tracking and evaluation of all MBBC facilities and services.
• Establishment of more MBBCs in the country.

In three-six months, MBBC will invest on staff development, capacity building, and trainings to develop their personnel more on the field of recording and reporting, research, and community immersion. MBBC will also commence the coordination to the DOH for its Doctors to the Barrio (DTTB) Program for aiding them on the need of physicians.

In a year, partnerships to various pharmaceutical companies and laboratory equipment providers shall be established to be able to expand the services of the MBBC facilities.

True enough, in the course of time, more MBBCs shall be opened in the country, or in other countries, with the same PPP model.

El problema marco son las muertes maternas que ocurren anualmente en Argentina, y que acusan la condición de pobreza de amplios sectores de la población. Aunque el país se comprometió a reducir su tasa de muerte materna en cumplimiento con el ODM5, en los últimos 20 años no ha habido respuesta por parte del sistema de salud.
La solución a este problema es una plataforma de monitoreo para enriquecer la información existente sobre estas muertes, pues la deficiencia informacional es un síntoma emergente de las múltiples trabas en el acceso al sistema de salud y de sus fallas que dificultan rastrear el origen y elaborar soluciones, a la vez que impide tener una visión de conjunto a los decisores e investigadores del tema, y refuerza la relación existente entre pobreza y acceso a la salud.

Elaboramos una plataforma de monitoreo en línea de la muerte materna y un relevamiento de la calidad del sistema de salud que enriquezca la información existente sobre la temática para: brindar herramientas de análisis a tomadores de decisión y profesionales de la salud; informar, brindar servicios, involucrar y empoderar a la ciudadanía; poner en práctica un modelo demostrativo de construcción participativa de los problemas de salud a investigadores en temas de salud; y explorar estrategias de visualización, apertura de datos de políticas públicas y desarrollo de teconologías de mobile health (m-health) para especialistas en tecnología.

Hacer pública la información existente sobre la salud materna y mortalidad materna visualizando datos reportados por las estadísticas oficiales, enriquecerla con otras fuentes de datos, e integrarla con una perspectiva colaborativa de la ciudadanía. Objetivos generales: integrar los datos existentes, contextualizar con información socioeconómica, hacer seguimiento de políticas públicas y presupuestos en ejecución, incorporar la evaluación ciudadana del sistema de salud, empoderar a la ciudadanía con información, servicios novedosos y mecanismos de participación.

La novedosa articulación entre expertos/investigadores en el tema, especialistas en tecnología, representantes del sistema de salud, tomadores de decisiones políticas y la ciudadanía permite enriquecer el ecosistema de datos sobre salud materna, ensayar modos de empoderar a la ciudadanía para hace cumplir los derechos a la salud, mejorar el acceso del público en general a la información sobre salud, y monitorear las políticas públicas llevadas a cabo para reducir la mortalidad materna.

Nuestro proyecto se dirige a la población en general y las mujeres en particular, como público objetivo y al que se quiere empoderar. A los tomadores de decisión, como destinatario de la información que genera la ciudadanía sobre su experiencia con el sistema de salud. A los investigadores en salud, como observador de experiencias participativas en salud y articuladores entre los actores que intervienen en la experiencia. A los representantes del sistema de salud, como destinatario de las evaluciones de calidad del servicio que dirigen.

Buscamos obtener el apoyo de expertos e investigadores prestigiosos (CONICET, CEDES, OSSyR, entre otros) sumado al respaldo de organismos internacionales (UNICEF, UNFPA, Fondo Canadá para iniciativas locales, etc.) para que la propuesta sea bien recibida por los representantes del sistema de salud y decisores políticos. El trabajo interdisciplinario de GarageLab orientado a la visualización de datos basado bajo los estándares de Gobierno Abierto, facilitan el acceso y la participación de la ciudadanía en una plataforma abierta.

Investigación y recolección de datos
Análisis y diagnóstico de problemas locales
Relevamiento y actividades de participación que involucren a las organizaciones de la sociedad civil que operan de nexo con la ciudadanía.
Diseño y desarrollo de herramientas tecnológicas para modelar y visualizar datos, para promover la generación y circulación de la información.
Capacitación en el uso de las herramientas a los actores involucrados.
Análisis de la información relevada y devolución de conclusiones a los tomadores de decisiones con un enfoque basado en diálogos deliberativos.

Hasta la fecha, no hemos identificado pares o competidres.

La muerte materna es un problema bastante silencioso para la sociedad porque no ocurren innumerables muertes (entre 300 y 500 anuales). De todas formas, el subregistro de datos aceptado por todos los actores involucrados, el caracter retrospectivo de las estadísticas oficiales, su estricta relación con la pobreza, más su alta evitabilidad, hacen que sea un problema inaceptable para la sociedad en general, los organismos internacionales de cooperación y las distintas áreas de gobierno.

Escalar las experiencias territoriales a otras zonas, ampliar el trabajo colaborativo sumando servicios de m-health para mejorar el empoderamiento ciudadano y enriquecer la información descriptiva del problema para dar una mejor solución al problema.

Las experiencias realizadas fueron muy satisfactorias, la necesidad es visible, los organismos internacionales identifican el problema de la salud materna como una deuda pública importante. Asimismo, los representantes del sistema de salud manifiestan necesitar herramientas innovadoras para ensayar soluciones alternativas al problema.

Conseguir nuevos apoyos financieros para seguir articulando, en otras zonas del país, entre los expertos, tomadores de decisiones y representantes de la sociedad civil que ya participan de la propuesta. Para sumar más información proveniente de la ciudadanía, integrar las dos plataformas que hoy existen y sumar servicios de m-health como campañas de empoderamiento y medir sus impactos.

A corto plazo, un año para escalar en dos provincias. A largo plazo, cuatro años para llevar la experiencia a otras provincias.
Replicar la experiencia en otras zonas, escalar a nivel nacional, integrar plataformas, sumar fuentes de información, desarrollar aplicaciones móviles para sumar servicios de información y movilización, establecer circuitos para la integración de los datos al sistema público, para hacer devolución de la información a los tomadores de decisiones e incidir en políticas públicas, y evaluar impactos en las poblaciones donde se va a trabajar.

Divine solution is come to existence to address the problem of asymmetry of information among the common people regarding healthcare, improving the preventive care mechanisms for chronic diseases, reduction of health care expenditure, governance & accountablity in health care delivery

divine solutions is healthcare technology company developing innovative health care solutions to address the specific health issues like maternal and child health, chronic diseases, our solutions are basically web based solutions which has access to patient on web as well on mobile in conjunction with the healthcare organization medical record system, e.g. we have develop one solution for maternal and child health (MATRUTVA) in which we have develop one application which could be used by health care organization which has detailed record of patient which stored as a back-end at our server based on this record our team will send some information about her pregnancy what to do or don't, alerts like next visit due, medicines due, diagnostic due, etc.

We think this is very innovative way of tracking health status and taking care of patient by using friendly technologies, actually on front end patient able to see only useful information which is very essential to improve health like tips on diet, information about the trimester,alert for time of medications, doctors visit, diagnostic test due, It's very innovative way of informing people about there health needs and also patient feels somebody is taking care for him

We believe that we can create the economic value with values with ethics with high standard of scientific excellence and of commercializing science in a very positive way so that it can benefit mankind, so we believe that our solutions bring the efficiency and efficacy in the system by changing the way healthcare delivered it will work as a friend with every patient and always give the feeling that someone is taking care for us.

Our basic target customers are Patient, Physician, Healthcare organization, Industry, Insurance provider, Non governmental organizations,

our basic plan is to target the patient and then influence the other stakeholders.

our basic aim is to inform patient about what to do or don’t, we introduce patient about the trimesters with very simple and sophisticated manner, we inform her about next visit due, diagnostic test due, about diet, how to take care yourself also we have very interesting module on garbhsanskar where we will show some video or audio clips to her on regular basis. this also has emergency number of some emergency services such as ambulance, doctors, anesthetist and so on, this solution could generate immense amount of data which could be used for making policy, this solution is environment friendly, It educated people about his health problem on daily basis it create awareness about access and health condition, we think it will lead to improve in the antenatal and postnatal care.

In India I won’t found this type of technology used for the maternal and child health care services there are some but not focusing on patient education, all those are simple public health solutions like in Gujarat E-Mamta which is actually only for tracking of mother and child health for the health care services, In our MATRUTVA we are addressing the basic issue of patient education and awareness, emergency management .etc.

Divine solutions still in a planning phase but we as a group with mixed health, administration and technological expertise giving our maximum time and support, to develop this Idea further, as we decided immediately after response of piloting we are going to explore some funding options and then try to bring more people in and try to increase our base

We are expecting the result of our MATRUTVA solution at the starting of 2015 where we are expecting the significant change of patient satisfaction and the health indicators, We have agreed on first five year plan in which first phase to be visibility in the market which could be last for year in which we are targeting at least 500 healthcare organization and 25000 patient,

New, Innovative way to address the social problem.

We believe we will reach at very sustainable position in 2-3 years of time.

We are going to find out some funding options in coming future once our piloting phase start we will go for some venture capitalist or may be some bank, then once initial investment done may be in years’ time we will getting some money from our product and I believe that in very short time it would be self-sustainable.

The links between poverty, health, and development are well established. Poverty impacts an individual’s health, including the ability and opportunity to engage in health-seeking and health-promoting behavior. At the same time, poor health can deepen poverty by diminishing an individual’s ability to be economically productive and through catastrophic health costs. Apart from economic barriers, poor households face additional structural barriers that result in a lack of access to, and utilization of, effective and affordable health education and services. Often, it is the poor, particularly the rural poor, who must incur additional costs to travel long distances to reach the nearest health facility.

Global Partnerships works closely with identified microfinance institution and cooperative partners to develop and scale sustainable business models for providing essential, high quality health services, which generally includes some combination of education, early detection exams, primary level medical consults,and other products and services such as basic medicines. Not only do we provide the knowledge capital to help develop sustainable business models, but we supply the seed capital necessary to bring the organization from pilot to scale. We anticipate that the business models of our partner organizations will demonstrate that health outcomes are improving for clients and that the business models will be financially sustainable by the end of the project (roughly three years).

Based on early success in developing a revenue-sustained model for delivering health education, diagnostics, and low cost services through the village bank model in Nicaragua, Global Partnerships has launched a $2.6 million initiative aimed at expanding health services with six partners in six countries by June 2015. Our initial goal is to create business models that directly and sustainably bring essential health services to more than 100,000 people, most of them low income women, with the potential to scale to reach millions.

We provide direct technical assistance to develop sustainable business models for delivering health services and well as the necessary seed capital to bridge the gap between the start-up and scale of services.

Our customers are microfinance institutions (MFI) and cooperatives whose leaders are committed to integrating health into their service offerings. MFIs and cooperatives already serve millions of people living in poverty, and we believe can serve as effective, low cost and market sustained channels for expanding access to health education, disease screening, consultations and essential medicines.

Global Partnerships becomes aware of potential Health Services Fund (HSF) partners because they have been screened as candidates for GP's Social Investment Fund based on their programmatic and financial profile. The HSF focuses on identifying partners that have aligned missions, institutional commitment and capable management to develop sustainable and scalable business models. We anticipate that within the upcoming year and as our portfolio of partners grows we will reach future customers through conferences and publications about the success of the models.

After we select a partner and complete a due diligence visit we move forward to develop a business model for delivering health services. The model includes: a definition of a high impact core health services package, low-marginal cost operational strategies and its associated cost-revenue structure, a detailed implementation plan, financial sustainability projections, and a monitoring and evaluation plan. Once the model is complete our partners pilot while we closely monitor key indicators of success and provide the gap in necessary funding, as the model is designed to be financially sustainable at scale, Once the pilot is complete we have adapted the model and develop detailed expansion plan and move forward to expand/scale the program.

There are other organizations and institutions that deliver education modules via the village bank channel or offer additional non-financial services along with financial services in order to attract and retain clients, therefore, the idea is not necessarily new to microfinance practitioners or donors in the region. However, there are few, if any, organizations that have achieved a holistic sustainable business model approach to their programs that allows them to offer services sustainably at scale.

We are currently piloting in three countries (Haiti, Honduras, Ecuador), and scaling in one country (Nicaragua). Each model requires constant monitoring as we find ourselves continually adapting as new information is learned or as assumptions of the model are tested. We are currently a team of two full staff and in order to maintain the level of engagement and quality we'll have to add additional staff.

We currently have four partners and aspire to have 6 partners in the next year. We are actively adding potential partners into our pipeline and starting to perform due diligence visits to see if we have aligned goals and vision.

We are currently piloting and scaling in four countries and have learned a great deal about business models that work and that can be replicated in other markets.

We want to build a diverse, yet strategic portfolio of partners that allows us to share and replicate best practice.Our goal is to create business models that directly and sustainably bring essential health services to more than 100,000 people, most of them low income women, with the potential to scale to reach millions.

We currently have four partners and aim to have six partners that are reaching more than 100,000 people with sustainable, quality health services by June 2015. In the mid-term are striving to catalyze additional interest by other MFIs, Cooperatives as well as other stakeholders to implement and/or enable the implementation of similar sustainable health services business models in other contexts. In order to achieve this we are participating in conferences to bring awareness around our work and writing up case-studies to highlight best practices and lessons learned.

The general population in Namibia faces a number of barriers to accessing quality of care including cost. Only the well-offs and those with medical aid are able to access quality health services in private practice. The results of a recent assessment of the quality of care we conducted in the two largest hospitals patronized by 87% of the population painted a very grim picture. Both health facilities were discovered to be non-complaint to internationally acceptable standards of care in all but one of the service elements including such critical services as infection control, patient resuscitation amongst others. Yet, the general population is left with both these facilities as their main options.

We are about reducing unnecessary near misses and deaths by increasing access to quality health care services for the general population by: A. improvement of the health facilities quality of care in order for them to be accredited as meeting internationally acceptable standards of care. B. institutionalize a process for continuous quality improvement in order for them to maintain their accreditation. We have began doing this with various bespoke interventions for the health facility managers, front-line facility staff and the various key stakeholders including the Ministry of Health and relevant line ministries and departments respectively.

In addition to the vision of a "Namibia where the general population is assured of internationally accredited quality of health services by 2015" other long term objectives include to:
A. Sustains the delivery of improved health care services
B. Strengthen organisational systems that lead to improvement in facility performance
C. Improve leadership and management practices that lead to improved performance of the facilities according to the international health services standards
D. Improve work climate in the facility that provides an enabling environment to provide and receive quality services
E. Increase the number of individuals that can lead and manage health projects

Working in partnership with the Council for Health Service Accreditation of Southern Africa (COHSASA) we have combined our Leadership Development Program (LDP) and their Quality Improvement (QI) program into an integrated Quality Improvement and Leadership Program (QIL). QIL is about improving the quality of care and service delivery within health care facilities. Our value proposition is the implementation of the QIL Program in a manner that facilitates sustainable access to quality of care and services to the general population in Namibia. We are currently implementing a regional program which gives us the advantage of applying lessons learnt from various countries for the benefit of one particular country. We reflect the saying that the whole is greater than the sum of its parts.

Our direct customers are the two facilities in which the QIL program is being implemented . Our indirect customers include the Namibia Ministry of Health and Social Services - that request for our support and the Namibia Mission of the United States Agency for International Development (USAID) - that provided funding for the program. However, we can be contracted directly by either a health facility or the Ministry of Health.

We have a vibrant communication of results strategy in place. It ranges from one on one promotion of the results of our work with key officials in the Ministry of Health and USAID to strategic alliances with intergovernmental organizations such as the East, Central and Southern Africa - Health Community (ECSA-HC) http://www.ecsa.or.tz/

MSH supports universal health coverage for all, especially for the world’s poorest and most vulnerable people. We work toward equitable access to essential health services at an affordable cost for all.

It applies its health systems strengthening approach through:
A. Capacity Building - strengthen local individuals and institutions and foster local leadership through program implementation and support
B. Innovation - develop and scale up health systems innovations
C. Evidence - contribute to and apply the global health evidence base
D. Advocacy - advocate at national, regional, and global levels for universal health coverage and specific unmet needs.
We apply these practices at all levels - from household to community to health facility to national authorities.

Our peers include other international Non-governmental organizations such as:
1. Elizabeth Glaser Pediatric AIDS Foundation (EGPAF)
2. FHI 360
3. IntraHealth International
4. John Snow, Inc. (JSI)
5. Joint Oxfam Programme
6. KNCV Tuberculosis Foundation
7. Pact
8. Partnership for Child Health Care, Inc.
9. Partnership for Supply Chain Management (PFSCM)
10. Pathfinder International
11. Reproductive and Child Health Alliance (RACHA)
12. TB Alliance
13. University Research Co., LLC (URC)
Because the QIL program is currently in the public domain, any of these organizations can adapt it for their use for the common good. However, our long standing niche in leadership, management and governance will continue to give us the innovative edge to continuously develop the QIL program

One of the most critical organizational challenges we face is that the program is funded on a yearly basis by USAID. This makes planning and the commitment of resources very difficult. It must also be mentioned that the recent classification of Namibia from a lower to an upper-middle income economy has necessitated USAID to adopt a decreasing funding strategy. There is there for no guarantee of the size of future funding available to us for the project. We plan to address this challenge be encouraging the Namibia government to fund the QIL program either in part or in full.

Issues of health facility quality improvement are pervasive in Southern Africa the current geographic focus of our project. By demonstrating sound results with the help of our formidable communications unit from this pilot, we hope to scale up QIL program both in Namibia and to other countries in the region. The government of Lesotho and USAID Mission there have indicated interest in the program

We have developed the program to a level where it can be readily adapted for implementation in a government led setting in Southern Africa. With operational project offices in Angola, Botswana, Lesotho, Namibia, Swaziland and a regional coordination office in South Africa, we have the necessary project management infrastructure including experienced staff in place to facilitate growth.

Our overarching growth objective is to increase access to quality heath care services by their general populations in 10 out of the 13 countries that make up Southern Africa. We hope to do this in a manner that addresses their common health challenges and to the extent possible strengthen in-country referral systems.

Present and implementing the QIL program in the remaining 4 of our presence countries by 2015. Expand our presence to an additional 4 countries - Malawi, Mozambique, Zambia and Zimbabwe by 2020

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.