Salud Reproductiva

La comunidad entiende la importancia de trabajar los temas de salud sexual y reproductiva, incluida la prevención del VIH y está organizada y capacitada para trabajar con el establecimiento de salud.

Debido al empoderamiento de la comunidad se ha creado y puesto en funcionamiento un comité de vigilancia en salud, espacio dentro de la estructura político social de la comunidad encargado de mantener una comunicación activa con las autoridades en torno a temas relacionados al bienestar integral de los ciudadanos de la comunidad shipibo konibo de panaillo. Dicho comité estará conformado por las y los promotores y se encarga de realizar las coordinaciones necesarias en caso de que se detecte una amenaza para la salud de cualquier habitante de la comunidad.

• N° de Talleres.
• N° de Gente Capacitada

Presentado el proyecto, la comunidad escoge un grupo de promotores conformado por adolescentes, y otro conformado por madres y padres de familia. Es necesario trabajar con toda la comunidad para tener un enfoque integral que alcance el mayor impacto posible, lo que será posible gracias a los promotores.

Estos promotores elegidos por su comunidad, cumplen un perfil de liderazgo y representaran en todo momento en las actividades de la comunidad.

Como la comunidad es protagonista en este proyecto, llevarán las riendas de esta iniciativa, y el emprendedor de esta iniciativa junto a los facilitadores actuarán como direccionadores del proyecto.

En la segunda fase, el personal de Salud Sexual y Reproductiva, con el apoyo de los facilitadores capacita a las y los promotores sobre necesidades diagnosticadas dentro de la comunidad en relación a su Salud Sexual y Reproductiva (SSyR).

Uno de los pilares de la estrategia comunitaria es el protagonismo de la población en los espacios de decisión de la comunidad. Esto supone un proceso de empoderamiento de la población con distintos niveles de participación.

La comunidad nativa Panaillo tomará parte en las decisiones desde el comienzo de la intervención.

En primer lugar se incidirá en la Dirección Regional de Salud de Ucayali (DIRESA Ucayali) que es la autoridad que vela por la salud de toda la región, incluyendo a todas aquellas comunidades indígenas que no viven en entornos de fácil acceso a los servicios. Concretamente la Estrategia Regional de Salud Sexual y Reproductiva es la que intervendrá en este proceso comunitario de Panaillo.
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En segundo lugar, se logrará un mayor involucramiento de los recursos técnicos y los servicios disponibles para la comunidad, es decir, el establecimiento de salud y la escuela de Panaillo.

La particularidad de este proyecto es que el establecimiento de salud que pretende promocionarse, sea valorado por las y los pobladores a través de su adaptación a los valores sociales y culturales de la comunidad.

Por último, el tercer agente es la propia comunidad en su conjunto, quien participa activamente en todo el proceso a través de las y los promotores, tanto adolescentes como adultos, constituyéndose como sujeto activo de cambio.

Haciendo presencia con los spots en los canales nacionales y habiendo realizado campañas de sensibilización en todo el departamento con resultados tangibles.

Mediante los datos recolectados por la secretaría departamental de salud con respecto a la transmisión de ITS y VIH en jóvenes, al igual que en cáncer de cuello uterino asociado al VPH.

La evaluación de logros alcanzados se realizara a través de la medición de rating de cada canal en el que los spot salgan al aire.
Comentarios de televidentes a través de las redes de cada canal.
Comentarios de personas que hacen parte de las redes sociales de la fundación.
Medición y conclusiones de las encuestas realizadas en las Jornadas de sensibilización en Colegios y Universidades.

A través de visitas a colegios y universidades, buscando jóvenes profesionales que deseen aportar sus conocimientos al mejoramiento de la calidad de vida de los quindianos.

Por orden de antigüedad y nivel de capacitación.

Se pretende buscar el apoyo de entidades gubernamentales , con el ánimo de darle continuidad al proceso y generar un cambio representativo en los índices de transmisión de ITS y VIH entre los jóvenes.

The goals of our project are to dramatically increase the rates of skilled and institutional deliveries while generating generalizable knowledge about the effectiveness of this m-health program. Specifically, we plan to (1) double the rates of institutional and skilled deliveries in a population of 10,000 women in Western Kenya; (2) increase the rates of antenatal and postnatal care, in particular the number of women who receive four or more antenatal visits; and (3) improve the quality of care delivered by incentivizing CHWs. We hope to generate generalizable knowledge on: (1) the effectiveness of maternity and transportation vouchers; (2) the impact of SMS messages on the demand for care, (3) ways to reduce gender and cultural barriers by also targeting husbands and Birth Attendants

We have engaged Community Health Workers who use a poverty tool to identify eligible women, deserving of maternal health subsidy vouchers. Those who qualify are registered, Bio data and photographs taken and uploaded into our Cloud based Online Payer Provider Platform. The women receive e- vouchers on their phones which they present on their visit to health facilities. Upon validation/verification of identity and schedule of benefits, services are rendered in an absolutely paperless process. Health facilitie are given timely payments without having to lodge any claims or issue statements.
Women not qualifying are registered on the microinsurance programme and encouraged to make regular savings on their phones until they reach the insurance premium threshhold.

For the maternal health e voucher programme, our vision is to at least double the number of women delivering under skilled care in the selected districts, and eventually to scale this to the whole country. For the microinsurance programme, our first objective is to register at least 1 million families in the first twelve months and increase this to five million within three years.

The affordability barrier can be reduced if individuals are given the mechanisms for saving in secure, sequestered little instalments on their mobile phones. Health Microinsurance is available to all who have access to a mobile phone and mobile money accounts. Access to healthcare is as easy as making a phone call.

Our customer is the mother who needs subsidized Ante Natal, delivery and post natal services; the family which does not have access to health insurance but can put aside 40 US cents per day for this. Our other customer is the urban middle/lower class who need a solution to the health problems experienced by their close relatives living in rural areas

With the support and active involvement of the National and District Ministry of Health officials we introduced innovative Demand Creation activities comprising of among others interactive peer engagement forums at village level as well as SMS messaging with the result that in just over one month, we recruited more than 500 women into the experimental pilot program, demonstrating overwhelming demand for the vouchers.

Our primary activities involve communication and behaviour change campaigns, enrollment of eligible individuals into either the maternal health or microinsurance programs. We also engage Hospitals and make regular, timely payments to them.

Our peers and competitors comprise all who provide some form of health financing plans such as insurance companies and Health Management Organizations

Financing a social enterprise is a major challenge. In order to break the affordability barrier, our services have to be very low priced, meaning that we have to on board a large number of individuals. We have overcome this by developing a mobile application to enable individuals do a self subscription.

We have established unmatched strategic partnerships with Safaricom, the largest mobile network operator; the ministry of health and Britam, one of the largest health underwriters in our market. Our strategy is to leverage the resulting synergies to create sustainable customer value. Safaricom's 17 million customers provide a captive market that can be easily retained through superior service.

We have carried out the research, developed the products, proved the concepts, carried out the pilot runs, developed the marketing concepts and collateral; and have some of the greatest testimonials- we are therefore ready.

To increase the registration of needy mothers from 1,500 in one district to 10,000 in four districts; to register 1 million families into the microinsurance programme within the first 12 months and to increase this to 5 million within 36 months.

To increase the registration of needy mothers from 1,500 in one district to 10,000 in four districts; to register 1 million families into the microinsurance programme within the first 12 months and to increase this to 5 million within 36 months.
We aim to engage with the Government's National Health Insurance Fund to cross underwrite the microinsurance product so as to make it more affordable; and to use their countrywide network of accredited facilities as the avenue for achieving Universal Healthcare in Kenya.

Indonesia vast geographical areas, scattered services for HIV and SRH (including IMS), and social taboo surrounding HIV and SRH affect how key population at risk to HIV (People living with HIV, Sex Workers, Gay, Transgender and drug users) and general population access discreetly HIV and SRH related information. It is added by huge concerns over status disclosure if they are seen accessing this service and/ information related to HIV and SRH. In addition, there has been no one-stop information service where people can access information regarding available HIV and SRH services in certain areas in a quick and easy way. AIDS Digital tries to address above issues.

AIDS Digital is a mobile application which can be accessed from smartphone. It includes information such as directory of HIV and SRH services from 33 provinces in Indonesia. Currently, in the existing AIDS Digital database, there are already 774 services for HIV , including detail address, phone numbers, website and GPS coordinate which helps to guide people who want to access the service. Beside directory of health services, AIDS Digital also includes directory of organizations working in HIV response. AIDS Digital also provides client satisfaction survey on the quality of listed services. We hope that the survey will help to promote better service delivery quality in Indonesia.

To increase access to HIV and SRH information amongst hard-to-reach population and to contribute to national strategies in AIDS response in Indonesia

This application design and developed by People Living with HIV. This shown that as long we have an equal access to participate on the program design and monitoring and evaluation, not just involved as beneficiary, we could be part of solution in more meaningful way.

Our firts target costumer is Internet users as well smartphone users in Indonesia. We also targeting the private hospital, private laboratory and other private services which have related services to advertise in AIDS Digital and bringing AIDS Digital become the biggest online health services directory in Indonesia.

We would make a promotion through social media network such likes Facebook, twitter and others. We have more than 10 social media accounts with more than 10.000 friends and follower. We also would create several twitter robot to make promotion. For the secondary target we would establish a marketing team which could make lobby and negotiation with the private health services providers.

Develop and maintain our database, make a promotion and seeking advertorial to our website.

Our peers are non govermental organization which work on AIDS response. We not seen a competitor so far since this is a new approach on this field but we need to grow up faster so we could compete with the ICT company who would see this opportunity also. Our peers could help us to strengthen our database and ensure our information content is needed by community and society.

As community based organization staff turn over is quite high due to unstable financing faced by community organization. We would develop a small team to manage AIDS Digital and working to gain revenue so AIDS Digital could self financing including personnel cost needed.

We would start our public private partnership strategy to ensure that private sector would participate on this application and become our partner.

This application is supported by Ministry of Health and National AIDS Commission as well UNAIDS and other partners. Partnership with our government would ensure that this application would inline with our national strategy on AIDS response.

We could provide the information to hard-to-reach population and make information related AIDS and Sexual Reproductive Health is less taboo.

In short term we need to ensure that this system both website based and smartphone based could be fully functional. We need to campaigning to increase health seeking behaviour among the community and provide accurate and up-to-date information on our application. In mid term we would get a partnership with private sector and access their corporate social responsibility fund to sustaining our application.

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.

Access to free HIV testing is becoming more and more difficult in Greece. Services once offered for free from public structures thery are now no longer available. Moreover there was never a cultivated ground for accompanying services of counseling for safer sex practices and harm reduction. When it comes to key populations affected by HIV, like men who have sex with men, things are getting worse. The response to the needs of this group was never targeted, as they were practically invisible by public health pro-test interventions. As a result, such structures were less accessible to MSM creating phenomena like late presenters (diagnoses at a late state) and high prevelance within that population, as there was no timely diagnoses and infections were multiplied

Ath Checkpoint aim to address the beforementioned issues. Ath Checkpoint:
- offers free services of HIV testing and counseling on sexual health
- is targeted to men who have sex with men, without excluding other key populations or the general public
- overcomes obstacles to smooth and regular HIV monitoring (convenient working hours, easily accessible by public transport being situated in the heart of the city near the gay venues)
- fits modern lifestyle of young and active people as it offers a concise service of rapid saliva test for HIV and counseling
- helps to link people to the health system when there is a reactive test (positive antibodies test)
- offers follow up services, reminding clients to repeat test accordingly
- does frequent outreach to the community

We aim to provide free sexual health services to the main key population that is affected by HIV in Greece, men who have sex with men. We try to do this not only by providing very friendly and accesible services in an accomodating environment, but also by cultivating a sexual health conscience to people that are most active and engaging to most risky sexual practices. We also try to entrench the LGBT community with positive attitudes towards prevention habits as regular use of condoms and regular HIV monitoring

We want to make Ath Checkpoint a beacon of prevention for men who have sex with men . A stable reference for the LGBT community, cultivating a culture of safer sexual practices and prevention

Within the key population of men who have sex with men:

- young men
- gay men
- sexually active men who regularly or occasionaly engage with sex with other men

As we scale up we will explicitly move towards the general public:

- other key populations : women, youngsters, IDUs
- the general public

We approach our main target group moving in the frame of their everyday lifestyle. Thus, we use various ways to make Ath Checkpoint recognizable:

- audiovisual campaigns to social medias
- outreach to gay and gay-friendly venues with flyer campaigns
- outreach to the general public and our main target group by distributing condoms and lubes
- participation to gay events and parties with distribution of materials
- constant co-operations with gay enterprises and gay media
- constant presence to gay dating sites
- positioning of condom dispensers with Ath Checkpoint logo to all gay venues
- word of mouth and networking

- testing for HIV
- counseling for safer sex practices
- linking newly diagnosed to the health system
- producing printed and audiovisual material
- outreach with informative materials, condoms and lubes for sex
- research and surveillance on MSM behaviours
- creating events to promote sexual prevention
- presence in gay venues, parties, events

We feel that Ath Checkpoint is positioned in a market niche where there are few overlappings.
HIV testing and monitoring trageted to MSM comes to compliment actions targeted to other key populations -like IDUs and migrants- carried out by other organizations.
Our peers to the response to HIV in Greece are other private organizations like Center for Life and PRAKSIS. We also feel that we do not try to compete with traditional state provision services but to overcome shortcomings, trace and cover needs of the MSM population

The main obstacle for community based structures in Greece is the current model of providing health prevention services. It is rather a systemic and institutional inertia of traditional state centralized services. For example, introducing alternative technologies for HIV testing (saliva test vs blood test) is not easy, since there are certain health specialties and professionals that monopolise such methods. In co-operation with institutions and by showcasing a consistent body of work, we try to overcome such issues. By scaling up we will be ready to employ more professionals to operate various methodologies.

Our plan is to scale up gradually, and to move forward expanding towards two directions:

- expand geographically: open new checkpoint structure to the second largest greek city and hopefully continue expanding
- encompass more vulnerable groups: we want to address our services to more groups that are affected by HIV

We have already a designed and tested model of operating. It is a matter of using current resources to expand the checkpoint project in order to cover more people. Our project has a vast momentum making it a fertile ground for growth

We aim to:

- scale up the rate of test and couseling sessions
- communicate and make the structure visible to more than 50% of the MSM population living in Greece
- open a second structure
- cover new key populations and move towards covering the needs of the general population

For 2013 we aim to:

- achieve 2,500 testing and counseling sessions
- inaugurate the second checkpoint in Thessaloniki, targeted to the general population
- be present in every big LGBT and MSM-orianted event
- have condom dispensers installed in all gay and MSM-orianted venues in Athens, Thessaloniki and other big cities in Greece

Lack of health education and accessibility of facilities are barriers to health-seeking behavior in Kenya. Lack of access to quality, affordable healthcare is a huge issue. Even if a clinic is physically accessible, low medical quality or high prices are often prohibitive to seeking care. Subsequently, low-income women and families do not have a healthcare resource they trust and can afford.

Insufficient healthcare education in community and clinic settings causes two problems. First, low health literacy results in people not practicing health-promoting behaviors or using preventative services. Second, it perpetuates misconceptions about healthcare . For example, many women do not use family planning because they have heard so many frightening myths about various methods.

Penda Health provides high-quality and affordable medical services to low-income families in Kenya, including family planning, preventive services, and broad education about healthy living. Clinical officers use evidence-based protocols and are constantly being trained and challenged to improve their clinical reasoning and patient interaction skills. Penda providers are also trained in patient-centered counseling and use exam room interactions to inform patients about ways to maintain and improve their health. Other patient education initiatives include training receptionists to provide health education and holding community health talks at churches, schools, and businesses. Most importantly, this comprehensive care is aimed at being affordable for low and middle income families.

At Penda Health, we believe that all women and families have a right to quality healthcare. Our mission is to provide affordable, accessible, high quality outpatient medical care in an exceptionally friendly, professional, confidential environment. At Penda Health, we believe that all patients should feel comfortable asking questions and should feel confident that we care about the long-term well being of them and their families. Ultimately, we aim to raise the standard of healthcare across Africa.

By using a for-profit model we have to be accountable for all business decisions we make. This requires us to build the best product possible and to structure our clinic operations and expansion to be sustainable and scalable. We predict that if people see that it's possible to make a profit from providing quality healthcare, they will open clinics with a similar model to Penda, thereby improving the overall level of care and access in Kenya.

Our customers are low income men, women and children in Kenya. Our first clinic is located in a peri-urban area outside Nairobi, Kenya. The catchment area is the Kitengela and Athi River community (population 150,000) and surrounding rural areas.

Penda Health currently operates one clinic in Kitengela, Kenya. In 13 months of operation, we have treated more than 6,500 patients. We also hold free mobile clinics to bring outpatient care to populations where there is not an adequate medical facility or where people cannot afford to travel for care. Finally, Penda serves hundreds of business people, teachers, students, church congregations, and other community groups through our community outreach programs.

Penda Health provides comprehensive outpatient medical treatment, antenatal care, immunizations, preventative screenings, laboratory tests, health education, and family planning services to low income men, women, and children in Kenya.

Our competitors are private and government run clinics and hospitals. However, we feel that these facilities are not direct competitors because we offer equally high (or higher) quality services as all these facilities at a lower price than all but the free government hospitals. We also do not see competition as an impediment to growth because there is such a high demand in Kenya for access to healthcare.

One of our main challenges is deciding which services to add. We have high demand for a number of services such as dental, radiology, optometry, inpatient, and 24 hour service. Since we cannot roll out all these services at once or in all clinics it is essential for Penda Health's long term success that we invest in the right services or find an appropriate distribution of services among clinics.

With over a year of experience successfully running our first clinic, we are expanding to a second location and are poised to open three additional clinics in quick succession this year. New locations will target low and middle income populations in a range of more urban and more rural communities than our current, peri-urban environment.

We have standardized our medical care and our service model to a point that we are ready to scale. Our management, clinic operations, and drug procurement infrastructure have also been reinforced to accommodate the demands of more clinic locations.

Our primary objective is to expand throughout the Nairobi area. We will also use our next few clinics as an opportunity to learn how to successfully expand into different customer groups and how to maintain our same personalized, high-quality care even as we begin to serve many more patients.

We will open our second clinic in May, followed by third and fourth clinics in September and October, respectively. The only rate limiting factors to this growth are the speed with which we can hire and train staff, and with wich we can do market research and secure new clinic facilities.

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.

Al establecer un grupo de promotores de salud que se hagan cargo del uso y promoción de la red previamente establecida, y medido a través de:
1. Número de jóvenes contactados en la red virtual (actividad en facebook).
2. Número de jóvenes contactados en entrevistas directas.
3. Número de preservativos y material de prevención repartido.
4. Entrevistas con los jóvenes participantes.
5. Número de jóvenes capacitados y nuevos promotores

Por medio de la autogestión de la red y las actividades que surjan del grupo de promotores de salud capacitados.

Número de jóvenes contactados en la red virtual (actividad en facebook).
Número de jóvenes contactados en entrevistas directas.
Número de preservativos y material de prevención repartido.
Entrevistas con los jóvenes participantes.
Número de jóvenes capacitados y nuevos promotores

Por medio de las actividades comunitarias realizadas en la Plaza 25 de Mayo.
Mediante la apertura a la participación e invitación directa a sumarse al proyecto, teniendo como incentivo el poder ser los "comunicadores/periodistas" de la plaza, es decir quienes tengan la voz en la página de facebook donde relatan el acontecer de la plaza y brindan información de prevención sobre VIH/sida. Además de permitir el acceso a replicar el proyecto y ser ellos mismos protagonistas de sus comunidades mediante la ayuda con material de prevención.

Motivación personal y en consenso o asamablea entre tod@s l@s capacitad@s.

Mediante la gestión de recursos privados de empresas q deseen trabajar con la juventud y mediante la gestión de recursos del estado (preservativos y folletería de prevención) y propios de la organización de base. Tomando como base el compromiso de l@s participantes

A través del número de jóvenes capacitados y alcanzados.

Sustentabilidad para que la iniciativa continúe de manera permanente en los colegios participantes.

Número de Colegios participantes
Número de jóvenes participantes
Número de jóvenes alcanzados indirectos
Número de capacitaciones
Número de exposiciones itinerantes de la obra

Convocando a través de las redes sociales ( Facebook, Twitter) e invitar a otras organizaciones expertas en el tema a unirse a la iniciativa

Se nombrarían a aquellos jóvenes que destaquen en el desarrollo de las actividades, ademas de invitar a las organizaciones para que nominen a sus jóvenes agentes de cambio.

Incorporando esta iniciativa dentro de las actividades de las escuelas participantes y asegurando el respaldo de instituciones publicas o privadas para continuar con el desarrollo del proyecto

Dependerá de la eficacia y aceptación de la sociedad, no se puede definir a ciencia exacta. Si es efectiva brindara a la sociedad métodos para prevenir esta enfermedad efectivamente.

Prácticamente lo mismo que la pregunta anterior

Monitoria y una vigilancia de datos epidemiológicos.

Difusión en primera instancia de redes sociales. Posteriores medios como radio y TV.

Mediante elección, nombrando a la persona más capacitada, y entusiasta

Prácticamente con los mismos recursos ya antes mencionados

Given poor economic status,sanitary pad is last thing on mind of rural women,use all kinds of rags leading to prevalence of RTI.What makes idea of clean cloth pads successful is familiarity to women. Mass scale replication of existing usage patterns possible.We remove risk elements, do value addition in terms of cleanliness& awareness.Given strength of network & expertise in management of old cloth,replication on wide scale makes it cheaper.Non-biodegradable market napkins unaffordable by rural women.We provide appropriate option, preventing problem of disposal.NJPC works with material lying idle in urban homes.Easy channelising for good cause with small financial aspect,makes people happy. Other Goonj initiatives address clothing issue & ensure regular supply.

Women start menstruating from age 12years till around 50 years. They need napkins all though this period &need to be aware about hygiene issues connected with menses. By reaching My Pad, we get women who use all kinds of rags, to experience first hand what it feels like to use clean cloth as pad. When Cloth for work activity carried out, we ensure that her family gets cloth which can be used as pad later. Once women feel safety of clean cloth, correct way of using cloth as pad, she feels happy in continuing practice,with whatever cloth she has,even if she doesn’t get GOONJ pad for long.As they talk of taboo topic, feel emboldened & talk about their infections, feel empowered to shun taboo, use cloth sensibly & give attention to own health.

GOONJ sees clothing as an ignored basic need,similarly sanitary pads is a basic need for a women.Absence of adequate clean cloth turns menses into a monthly disaster for her. We envision last shreds of cities cloth as an empowering tool for motivating women to work on their own challenges,bringing about a long term behavioral change of giving priority to her own health.Given the availability of surplus cloth across globe in cities & universality of menses,our vision is for idea to spread beyond India’s geographical boundaries.Our objective is to alleviate village women out of hardships,indignity & huge health risk they face every month as also using this work as an employment generation activity for women, breaking the taboo in the process.

Rural women treat their needs as last priority thereby receiving less health care& education In scenario where they struggle for daily survival,NJPC brings awareness about fundamental issue,highlighting high-risk behavior that puts their health in jeopardy.Influencing health seeking behaviour by giving empowerment to influence their own health. Rural women socialized to tolerate suffering & this mindset is constraint to get adequate health for themselves.Exposure & interactions on taboo issue is key in highlighting possibilities available to them. Essence of NJPC is not just to provide clean napkin or making women aware, but to address clothing holistically. Addressal of clothing help free meager resources for pressing needs like food. This reinforces Goonj’s mission.

Adolescent Girls:Nutrition Foundation of India says that average age of menarche is around 13 yrs yet 50%of both urban &rural girls aged 12 yrs have no understanding of this process (India chapter Women of the World).Adolescent girls face problems like low literacy level,sexual vulnerability contributing to dismal health. Young married women in reproductive/child bearing age:In India 1 in 6 girls begin child bearing between 13-19yrs. India has 10 million pregnant adolescents & adolescent mothers. Maternal mortality accounts for 15% of all deaths of women. (India chapter Women of the World,South Asia).Older women:Most studies on reproductive health & menses say older women in family are primary source of information about menses practices.This segment plays key role as knowledge leader.

1.Sensitizing urban masses to bring attitudinal changes towards menses as taboo subject & show power of old clothing for women by initiating discussion through forums2.making MY Pad at processing centers3.Partners give information about community needs4. meeting with partners highlighting need,solution& process.5.Village meeting organized with community women to talk about health risks & solution offered by My-Pad6. Provide exhibition material with relevant information to partners to put up locally7.Sends 1st dispatch to women &general clothing for cloth for work activity for village community 8.Distribution of pads tied with awareness meeting9.Training to local women on how to make pads, where cloth material provided.10.other organizations buy pads for giving in their areas

1.sensiting urban masses -discussions through lectures, addressing kitty parties,etc. 2.collection of material- Generating material through awareness cum collection camps. Every camp leads to new contacts & volunteers. We organize monthly sponsorship campaigns,touch base with hospitals & hotels for large quantities of old cloth.3.Process- Collected material is sorted, packed at GOONJ’s processing center & sent to our partner groups according to requirements of their target communities. 4.Education- Partners provided them relevant information like illustrative posters 5.Replication on local level; Over a period of time share our learnings with them & help them replicate small scale.6.A part of it is available for sale, increases reach, sustains work.

We are not aware of any organization which is using old cloth as raw material for making sanitary pads. Most organizations working in this field are either using new cloth,cotton or some other man made or natural fibre. It mostly attracts an added cost which gets transferred to the receiver.Very few organizations give attention to awareness aspect. In any case we feel that given the vast scale of need in India & other countries,there is need for more organizations to work.Hence Goonj focuses on idea spread.Sanitary napkins that are practical are needed in rural India yet its not available at any village market. Uniqueness about Goonj’s work is that it succeeds only when it complements and supports whatever work is being done in different sectors by our grassroots partner groups.

1.Communicating a new idea to urban & rural audiences is a slow process;unhealthy practices,huge taboo,mindsets of partner groups call for long term behavioral change communication.2.Planning Risk in generating material from masses;we are approaching different channels for committed supplies3.tackling & changing the attitude of urban masses of acting as if they are doing greatest deed in giving away their discard.Sustained communication & awareness building on giving with dignity has helped4.we have turned lack of sustained funding into our greatest strength;growth owed to people who are giving material, time and money.5.Risk is not using full potential of the idea; opening up idea and processes for wider audience for others to adopt and spread the work with our minimal expense.

Long term growth strategy– sustain organizational spread plus focusing on more partners & village women starting to make pads with Goonj’s cloth raw material. We would like to put energy in idea spread,through knowledge sharing with partners, sharing replication kit & documenting, sharing impact with international academia to get rest of world excited about potential of idea.

Idea working for 5 years. Impact visible at many places,national & international agencies awarded work after rigorous due diligence, evaluation process. Demand much ahead of supply, ensuring long term sustenance. Overall volume growing, raw material ensured. Evolved multiple strategies for napkin distribution. Right juncture of knowing what we want with understanding of strengths & weaknesses.

1. Work in backward areas directly, knowledge sharing in others
2. Cross subsidize costs by selling to organizations not directly working
3. Urban sponsorship for rural implementation
4. Speak at national and international forums
5. Open systems to enable replication
6. Work to motivate bulk suppliers for generating material, tie up with big brands for co-branded campaigns for idea spread.

Short-Term: next 1-3 years
1. Focus on some areas & key partners,who show interest & capacities to work.2. Strengthen systems 3. Document impact through case studies.4.Work on replication kit 5.Get involved at policy level to bring this as key women’s health issue 6. Communication plan to target more sponsorship 7.Increase production capacity to 2 lakh napkins monthly by end of 2 years
Mid Term
1.Strategy brainstorm for scaling up.2. Replication of idea-women produce napkins-income generation-Goonj provides cloth for napkin making 3. Involve village women to identify their challenges; work on issues & get napkins in return. 4. bring out first major documentation report.5. Connect NJPC with village level health interventions.6. Equipping partners to generate material.

In India not everyone can afford access to medical facilities. However, since goverment is reimbursing costs of detection, mobile MRI van is appropriate solution which would eliminate problem for rural population to travel to district capitals.

Access Bridge would operate vans that have MRI technology built-in. The van could reach remote areas (600 mln people are living in villages) that do not have medical facilities. People could undergo MRI procedure for free since goverment sponsored insurance is in place. The scan would be sent to radiologist in one of the medical centers who would analyse and sent back the results. Access Bridge would get reimbursement from the goverment 400SEK for each scan.

Appropriate solutions for accessable healthcare wherever you are

Accessible healthcare to rural population, no queues.

Rural Indian population, i.e. 60% of Indian population.

Currently in India Health Camps are organised, i.e. doctors are sent to the villages to assess the health because people are not coming. Currently if these doctors subscribe MRI, patients do not neccessarily travel to district capitals to do it. We will learn rural population that needs MRI from these Health Camp doctors and come to do the procedure.

I am making a research about health care in India.

Indirect competitors are hospitals that have MRI. However, rural population cannot afford to reach those hospitals.

Funding to buy mobile MRI van to launch a pivot study in one state.

Start with one state in India
Add product scope offered in the mobile MRI van
Expand in India
Expand to other middle and low income countries with reimbursement systems

I have relevent expertise and networks in the field. India is experiencing disruptive change in the health care system. Goverment sponsored insurance enables from the point of cost persective to launch health care services to the poorest part of the population.

Cover the state of Uttarpradesh by the end of 2013

The state has Short-term growth prospective. Covering the state of Uttar Pradesh within 2013. The state has 1,4mln rural population. Our goal is to do 10 scans a day in the last 3 month of 2013.