Población vulnerable

This added capacity would allow us to improve and scale up our existing service. DIG would eventually like to see every primary school in Kenya have an early childhood feeding program and a school sustainable agriculture program. We do not currently have the capacity to work on a national level but DIG is now working with the MOA and MOE to develop pilot projects on the district level then hopefully with added support we can pilot it regionally and nationally in the future.

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We address 3 current problems that are contributing to the perpetual rising costs of health care:

1) Finding out pricing information prior to treatment is insanely difficult.
2) Uninsured patients pay the most for medical care.
3) Medical prices within the same geographic area have a tremendously wide variability.

Oftentimes more affordable health providers are nearby, but patient/consumers have no way to know their options. We see this an information problem. Consumer's would make different choices if they had actionable information. OkCopay is tearing down this information barrier that prevents people from accessing the care they need. By providing choice and clear actionable info, OkCopay allows people to avoid getting hit with surprising and often life-changing medical bills.

OkCopay is the first open service that allows people to find and compare routine medical care on the basis of price, convenience, and doctor credentials. At OkCopay.com users can search for providers based off the procedure they need and their location. We display all of the practitioners in their area and reveal actual provider prices (or details on the appropriate health clinic). We do for patients what kayak.com does for travelers. We also recognize that for some procedures you shouldn't choose a doctor solely on price. So you can filter your results based off of a doctors credentials (board certifications, years of experience, etc), proximity, and even office hours. We currently cover 72 routine procedures, as well as offering searchable data on free and sliding-scale health clinics.

OkCopay generates revenues by connecting highly cash-paying patients with health care providers seeking to grow their businesses. Immediate revenue streams include Promotional Advertising and transaction fees. The OkCopay Deal Board is a designated area where providers can list promotions or specials for a fixed fee. A provider's basic listing is free and our native search results reveal prices regardless of whether they are paying us or not. This promotes trust for our users. The promotions are clearly marked and strictly reserved for our "Deal Board" section of the website. These deals reinforce our mission. OkCopay’s unique position as a pricing platform makes it well suited to eventually facilitate transactions on our site and to receive both transaction fees and referral income.

While there are many sites that offer doctor listings, ratings, and reviews none provide comprehensive pricing data. Visitors to the site come to OkCopay because we are the only ones collecting, verifying, and providing this data free to the public. Even Google or other search engines can't help you find provider prices.

For providers, OkCopay uniquely offers the unique ability to reliably reach targeted higher-margin consumers in the final stage of their purchasing process.

Its important to point out that even with the Affordable Care Act, there are expected to be over 20 million uninsured Americans in 2017. Furthermore, gaps is coverage will remain. For example Vision & Dental will remain outside of mandated coverage. Additionally, elective care will continue not to be covered.

OkCopay is for people with gaps in insurance coverage who are paying out-of-pocket for health care. The website covers routine non-urgent medical procedures. OkCopay is focused on 3 distinct segments of self-pay patients:
1. Of the 49 million uninsured Americans, we estimate 50% have the ability to search online and pay for routine health services. Most are working as hourly employees, part-time, freelancers, artists, or in other jobs that don’t offer health coverage.
2. People with gaps in their insurance coverage. For eg, there are over 130 million Americans without either vision or dental insurance.
3. Patients seeking elective care such as LASIK eye surgery or cosmetic procedures. Elective care is not covered by insurance. Over 9.5 million cosmetic procedures performed in 2012.

OkCopay reaches our target market in a number of ways. We have already developed promotional relationships with local government agencies, non-profits, and professional employer organizations. This is to reach people without care.

We have also partnered with benefits brokers in one market to reach those people who are employed, have health care, but lack vision or dental coverage. We have built and deployed an "embeddable widget" on their pages to allow their users to conduct searches of our database directly from their website. This helps us gain tremendous traffic while adding a unique feature to our distribution partners.

We are also very strong on Search Engine Optimization and generate about 40% of our traffic via this medium.

OkCopay’s search platform empowers people to “shop” for health care based on price, convenience, and doctor qualifications. OkCopay’s database includes over 70 common medical and dental procedures.

We have a created a unique data collection process. We gather data from a number of different sources. Then we verify and validate all of the information ourselves.

Our database platform was created to help people quickly find the information they are looking for. The filtering system is similar to other highly popular comparison shopping services in other industries.

Defined broadly, our competitors are any resource that people use to help them find doctors. Online that has tended to be search engines, directory sites, and increasingly ratings and review sites. Our challenge is to acquire significant "Share of Voice" to compete with them. Most poeple do not know they can shop on doctor prices. All of the above could be potential partners.

Internal-
- Building a high-quality team on a limited budget
I am focusing on hiring based off of attitude and passion. Many people have contacted me with a strong interest to work with OkCopay, so starting in March, I will dedicate a few hours a week to recruiting.
- Finding like-minded investors
- Raising awareness is a major obstacle
In every other industry, people shop around before they make a purchase, whether it’s buying groceries, a car or an airline ticket. This is expected behavior. But this is a new concept for many in the US health system.
Shopping for medical providers is a revolutionary concept in the US health system. The hurdle of changing norms and behaviors will be challenge for us to overcome. Forunately, aligned monetary incentives will promote change.

-Form Distribution Partnerships with state and local gov't agencies, private employers, and local non-profits. Continue innovating on product development, including mobile apps, telephone call center, and other resources to make it easy for people to find the care they need.
-City by city rollout

OkCopay has already developed promotional relationships with local government agencies, non-profits, and professional employer organizations. We have over 75,000 prices in our database across 8 US cities. OkCopay is well-positioned to become a central platform that supports the consumer-directed health movement.

Reach more people via geographic expansion. Cover additional medical procedures and ancillary services where it makes sense.

15 cities by end of 2013.
35 cities by 2014.
Add technical and sales staff
Execution on Advertising/Marketing/User Acquisition Strategy
Ongoing product development

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.

In Italy 20-25% of hospitalizations for acute (equivalent as expenditure in euro to 1% of the nation GDP) relates to elderly chronic patients that is inappropriate hospital admissions. As a result, no unique information point which describes all the existing services couldn’t be found. Families related with an elderly component need to know all the alternative solutions. If ill-informed they have to contact a number of structures offering a similar organization of services. The Case Manager coordinates various professionals who can offer home assistance when it appears necessary.

We try to offer support in the decision making process to all those families who contact the Foundation by offering an additional home care service for frail elderly people. Health care at low load to be achieved with no more than 8 accesses/month (nurse, occupational therapist and professional educator)
Patient transportation in the health care facilities for execution of specialist services / rehabilitation / assistance can not be executed at home
Tele-Aid for activation of requests for assistance
Counceling services to the patient's family.
GP interface and control of the therapeutic compliance in the event of relevant chronicity.

Help inhabitants of our region finding the appropriate service by enabling them stay at home in the event of health problem wherever possible.

Improving the quality of life of elderly people and offering high standard quality services accompanied by social sustainable costs.

The customers are elderly people along with their families. We offer a special support to those people who contact the Foundation to meet other needs and after the hospital stay are likely to be alone and are not fully recovered from a chronic disease. The Case Manager designs customized plans for all the elderly people requesting it.

The approaches that will be taken to reach our customers consist of contacting general practitioners, voluntary associations operating in the area and local health agencies.

Health care for disable and elderly people in nursing home and day care communities. Rehabilitation for elderly people post injury and clinic for outpatient.

In our region a wide range of services in favor of elderly people is being provided and all our peers will benefit from this information system. At the present time any other organization is offering specific home care services for elderly people.

The aim of the project is overcoming of fragmentation between competence and structures that provide services. Considering the growth of the elderly population in the area, our project will produce other initiatives to improve the quality of life of older people in their own homes.

By validating a successful model the Foundation will be able to test it in the other Centres distributed over three Italian regions: Lombardia, Piemonte and Liguria.

There is a high demand for continued assistance from families related with frail elderly people. The National Health Service has been cutting off investments and and definitely savings in hospital costs would free up resources for other services. The burden of cost for nursing home admission which currently falls on family can be postponed in time and partially prevented.

Meeting the demand of home care in favor of elderly people and their families.

This project is intended to assess the state of feasibility of this new service on about 30 patients involving two Case Managers. After a year of operation the project outcomes will be evaluated. During the second year the Foundation will be able to double the staff to manage up to 60 patients.

En Colombia, el 13,6% de los niños menores de 5 años sufren de desnutrición crónica, ya que no alcanzan a consumir el minimo nivel de micronutrientes mínimo. Asimismo, de los niños menores de 4 años, el 50% cuenta con deficiencias en Vitamina A, el 50% con deficiencias de Zinc y el 25% con deficiencias de Hierro. La principal y más alarmante consecuencia de estas deficiencias es la anemia ferropenia relacionada con la falta de Hierro. A nivel mundial la anemia ferropénica afecta al 47,4% de los niños en edad preescolar, 25,4% en edad escolar y al 41,8% de madres embarazadas, y es considerado un problema de salud pública. Sin embargo, el gobierno colombiano aún está iniciando el proceso de consideración de este problema, fortificando por ley solamente 2 alimentos: la sal y la harina de trig

Vitalius es un negocio social que contribuye a mejorar el estado nutricional de los niños en condición de inseguridad alimentaria, por medio de la fortificación de alimentos con micronutrientes (Vitaminas A, B, C, B1, B2, B3, B9, B12, hierro y zinc) básicos requeridos para una correcta formación y crecimiento de los infantes. Nuestros alimentos contribuyen a la prevención de enfermedades relacionadas con el déficit de micronutrientes como es el caso de la anemia ferropénica. El resultado; niños saludables, bien nutridos y completamente desarrollados con todas sus capacidades físicas y mentales en óptimas condiciones para ser más productivos y así romper el llamado "Circulo de la Pobreza".

Vitalius visiona para el 2015, ser la empresa líder en producción y comercialización de alimentos fortificados en la región centro occidente de Colombia.
Nuestros objetivos generales son:
Desarrollar y entregar alimentos fortificados inocuos bajo una política de innovación, con base en las necesidades y expectativas de nuestros clientes, cumpliendo con la normatividad legal vigente.
Diseñar, implementar y evaluar estrategias de mercado que permitan alcanzar los objetivos comerciales de Vitalius, mejorando su participación en el mercado.
Gestionar Optimizar adecuadamente los diferentes recursos asignados, asegurando una correcta ejecución y control de los mismos.
Mejorar las condiciones nutricionales y de salud de al menos 1.000.000 personas,
Escalar este modelo al mundo entero.

Nuestra empresa cuenta con varios elementos que hacen que nuestros consumidores nos prefieran, como ser una empresa enfocada a fortificar alimentos, mejorando productos existentes y aceptados en el mercado, adicionándole fortificación que permite mejorar la situación nutricional, al mismo precio de los productos corriente y con las mismas características, por ejemplo con la panela se convirtió de ser un producto de calorías vacías a un producto nutritivo que no solo da energía si no una buena nutrición. Se pretende posicionar a Vitalius como una Marca líder en fortificación de alimentos ¡Mas nutrición, Mas vida! Maximizando el impacto social con productos costo eficientes con estudio de desempeño y identificación de deficiencias de micronutrientes.

Según la última encuesta del ENSIN, existe una desnutrición crónica del 13.6% en niños menores de 5 años, faltante de zinc del 50% en niños menores de 4 años y 25% de anemia en los niños menores de 4 años
Año Numero Beneficiarios Directos
1 9.644
3 38.000
5 400.569
10 902.216
Año Numero Beneficiarios Indirectos
1 182
3 728
5 7.674
10 18.036
Vitalius realizará la evaluación del impacto social esperado, por medio de una prueba de desempeño de producto, a través de valoraciones clínicas y diagnóstico final de una muestra de beneficiarios, mediante el uso de análisis e indicadores bioquímicos, en donde se observara el comportamiento de los siguientes micronutrientes en sangre: Vitaminas B1, B2, B3, B9, B12, y minerales hierro y zinc

Características del producto: para maximizar el impacto social nosotros entregaremos los productos de forma similar como lo consume el cliente, un ejemplo de esto es la Panela Fortificada, sale al mercado al mismo precio de la panela normal, con el mismo color y con un adicional en micronutrientes que nos permite tener un valor alegrado, esta metodología será una política para sacar productos fortificados.

Canales de comercialización: El portafolio de productos fortificados Vitalius llegará a la población con deficiencias nutricionales con un enfoque de negocios sociales. La creación de una red de distribuidoras (madres cabeza de familia), Canal Institucionales y el tradicional (Tiendas y Supermercados)

Vitalius tiene como actividad principal la producción y comercialización de alimentos fortificados de consumo masivo y de fácil acceso a la población en estado de inseguridad alimentaria que percibe bajos ingresos económicos.
Desarrollar metodología de desarrollo nuevos productos fortificados que nos permitan combatir el hambre oculta maximizando el impacto social.
Realizar estudios de desempeños que nos permita validar el impacto social y cuantificarlo por medio de una validación Investigativa sustentada en lo científico y estadístico.
Reducción de las deficiencias de micronutrientes por medio de la consolidación de Vitalius como marca de alimentos fortificados con una excelente cobertura nacional y con capacidad de expandirnos a Latinoamérica o el mundo.

Competidores directos:
• Fortipanela de Fedepanela, 5 micronutrientes.
• Consentido de Alpina: panela pulverizada + leche en Polvo + Fortificante.

Competidores indirectos:
• El gobierno colombiano está tratando de hacer un esfuerzo, al fortificar por ley 2 alimentos: sal (con Yodo y Flúor) y la Harina de Trigo (Hierro, Vit B1, B2, B3 y B9), sin embargo es un esfuerzo aislado para enfrentar la problemática actual.
• Arroz Fortificado por metodología de aspersión, pero el 90 % de la población colombiana laba el arroz y se pierde la fortificación.
• Existen otros productos como la leche en polvo, las pastas, entre otros existe una tendencia a fortificar alimentos como valor agregado.

1. Estandarizar cualquier proceso de producción para poder garantizar la fortificación de alimentos, por eso se ha estudiado la metodología y se espera patentar para proteger el capital intelectual.
2. Las empresas de alimentos de consumo masivo cuentan con un dinero, tecnología y departamentos completos para desarrollar nuevos productos, pero para tomar decisiones o desarrollarlos se demoran 3 años, nuestra metodología está planeada para máximo un año.
3. Poca experiencia en el mercado masivo, pero por eso se quiere soportar el negocio en esta canal estudiándolo y contratando un experto, para darle cobertura e incursionar con éxito y soportar la estrategia de otros canales como son las venta uno a uno con las madres distribuidoras y con el mercado institucional por medio de relaciones

Desarrollar nuevos productos, Mejorar la cobertura nacional y consolidar en las diferentes los 3 canales de distribución que tenemos, producir en las regiones buscando maquiladores, buscar aliados estratégicos y desarrollar para cada producto un estudio de desempeño que permita medir el impacto. Todo esto sustentado en ser la empresa líder en fortificación de alimentos en Colombia.

Mercado Institucional, Tradicional y Madres.
Consolidación eje cafetero y en el corto plazo expansión en el Valle del Cauca, Nariño y Bogota
Nuestro primer prototipo de producto ha sido aceptado y validado en 30 comedores comunitarios de la Fundación Nutrir. Tenemos tres cartas de intención del mercado institucional, cuatro investigaciones de mercado en las que se encontró aceptación

Para el 2015, Vitalius espera estar posicionado como la marca líder en fortificación de alimentos en el centro occidente de Colombia, permitiéndonos llegar a un mercado importante como lo es Bogotá, en donde hay 8.000.000 de potenciales consumidores, de los cuales 1.000.000 son atendidos a través de comedores comunitarios. Nuevos Productos fortificados segun la deficiencia de micronutrientes.

1er año 3 productos fortificados ventas por COP: 252 750.000 millones de pesos, consolidación del eje cafetero.
2do año 6 productos fortificados ventas por COP: 1.168.000.000 millones de pesos, entrada a grandes superficies, valle del cauca y Nariño.
3er año 9 productos fortificados ventas por COP: 3.578.000.000 millones de pesos, entrada a Cundinamarca y Antioquia.

Incremento porcentual según investigación de mercado

NOMBRE PRODUCTO TOTAL AÑO 1 (En Unidades) TOTAL AÑO 2 (En Unidades) TOTAL AÑO 3
Panela Fortificada Vitalius Institucional 10.000 80.000 240.000
Panela Fortificada Vitalius Tienda a Tienda 60.000 480.000 1.440.000
Panela Fortificada Vitalius Madres Distribuidoras 10.000 80.000 240.000
Bolis a Base de Agua 5.000 40.000 120.000

Sinceramente como algo viral y contagioso, rompiendo estereotipos y mitos, real y verdadero, siempre innovador y capaz de evolucionar en el tiempo por si mismo, capaz de transcender fronteras y romper cualquier barrera del tiempo, económica, indiferencia social y humana. Logrando una respuesta testimonial y responsable basada en el cambio de pensamiento y actitudes en personas VIH+,negativas e institucional en general.

Que la iniciativa ya sea una costumbre pudiendo ser adoptada en sociedades internacionales, que impulse otras iniciativas y que realmente nuestra misión sea parte esencial y columna vertebral para quien quiera romper mitos, estigmas y cambiar eso que esta mal y simplemente no lo aceptamos.

El trafico de información, cobertura, alcance, hechos, reconocimiento, sensibilización, efecto y cambio positivo en cualquier punto donde llegue nuestra misión, que escuchemos hablar de VIH como decir: ¡Buen día!. Sin miedo, con tolerancia, esperanza, respeto, solidaridad, conocimiento, inclusión, responsabilidad y colaboración mancomunada.

A través del activismo social y desarrollo personal como batuta para la evolución de cada persona, capacitándolos responsable y acertadamente en el área no solo de VIH/SIDA si no también, espiritual, profesional y física, es decir, ofreciéndoles la posibilidad de creer en sus sueños y descubrir sus talentos y habilidades.

Considerando que en nuestra organización siempre contara con lideres en distintas áreas, de acuerdo a sus intereses, capaces de trabajar en equipo; pienso que para nombrar algún líder principal me basaría en su trayectoria, credibilidad, versatilidad, sinceridad, esfuerzo, sentido de pertenencia, sensibilidad, efecto y responsabilidad en el alcance y ejecución de la misión de la fundación y colaboración de otras causas.

Continuaremos con la inclusión de benefactores directos, bien sea a nivel institucional o personal, ademas realizar campañas de prevención donde al mismo tiempo se ofrezcan productos e invenciones relacionadas con cada actividad, imponiendolos como moda y forma solidaria de apoyar la causa.

Somos un grupo de jóvenes que aprendimos sobre cómo abordar la problemática del VIH/Sida y temas relacionados; y estamos emprendiendo acciones de calle por medio de la creatividad para educar a otros como nosotros y poner en boca de más personas - hombres y mujeres - la necesidad de abrir los ojos y actuar con responsabilidad frente al riesgo de las ITS y el VIH/Sida.

Éste emprendimiento constituye un esfuerzo común liderado por jóvenes y para jóvenes nunca antes desarrollado en la Ciudad de Mérida, en dónde la expresión artística y la motivación de los jóvenes y adolescentes son el motor principal para la circulación de mensajes de prevención motivadores hacía prácticas sexuales más seguras y el combate contra el estigma, la discriminación, la homofobia y otros prejuicios que limitan el acceso a la Prevención del VIH/Sida entre los mismos.

1.-Un equipo de facilitadores de pares constituido por diez jóvenes con equidad de género al segundo mes de haber comenzado la iniciativa.
2.-Un taller de 16 horas de formación para el equipo de facilitadores de pares impartido por una Organización con trabajo en el tema de VIH/Sida durante el segundo mes de haber comenzado la iniciativa.
3.- Una agenda de desarrollo de propuestas artísticas para la Prevención del VIH/Sida para su implementación en la calle al principio del tercer mes.
4.- Todas las actividades de la agenda de desarrollo tienen el permiso de la alcaldía local para su implementación en el tercer mes.
5.- Cinco instituciones del sector público privado que se vinculan a la iniciativa y aportan recursos para el desarrollo de las actividades durante el cuarto mes.
6.- Veinticinco parodias y diez presentaciones de RAP en unidades de transporte público; seis presentaciones de mimos en el entorno de la ciudad; tres presentaciones de teatro; tres presentaciones de murales humanos; tres murales de graffitis; seis actividades de FlashMob. Todo esto en el trascurso del cuarto hasta el décimo mes.
7.- Un informe trimestral de avance de actividades
8.- Un informe final técnico y financiero al final del proyecto

1.- A través de invitaciones a otras organizaciones con trabajo en VIH/Sida y diversidad sexual en el Estado Mérida.
2.- Haciendo un llamado a través de las redes sociales (Facebook, Twitter).
3.- Convocando a amigos de los miembros del equipo promotor

Se van a nombrar seleccionando a aquellos jóvenes que se destaquen en el desarrollo de las actividades y también solicitando a las organizaciones con trabajo en VIH/Sida y diversidad sexual que asignen a voluntarios para este emprendimiento que se comprometan con este propósito.

Incorporando esta iniciativa dentro de las actividades que desarrolla los colectivos y organizaciones que trabajan con jóvenes la temática de la prevención del VIH/Sida en la Ciudad de Mérida y asegurando el respaldo de instituciones públicas o privadas para continuar con el desarrollo del proyecto.

Sustainably funded provision of trauma care to those with PTSD many years after the Rwandan Genocide but who also have a range of otter debilitating conditions such as HIV, physical disabilities and also social care needs such as housing.

We are a model of sustainability. We take the income that comes from international tourists and students coming to the Kigali Genocide Memorial and who might stay at our hostel and use our cafe and gift shop and we use the proceeds of the enterprises to fund health and social care programmes for our 140 beneficiaries and yet we also use our businesses to train young Rwandans to develop skills and trades and become entrepreneurs themselves.

Our vision is to grow businesses as social enterprises which not only produce profits which fund our care programmes and educational activities but also train and develop young Rwandans to create their own businesses also. We see the staff that we develop going on to create their own profitable businesses and help them to start their businesses with loans and investment,in which we could retain a stake and thus help the continuous and sustainable cycle of investment and growth.

Provide investment in healthcare from profits from sustainable enterprise which seeks to employ, train and develop people from that heath and social care programme to achieve greater health and independence. This creates a virtuous cycle of enterprise, investment, social and economic return. In the process young Rwandans get chance to develop their own business ideas through our "business incubator" and that then gives them a greater sense of having a stake in their own society

The 70000 visitors to the Kigali Genocide Memorial (40,000 of whom are international visitors) plus the 140+ survivors and their families who we support in the health and social care programmes. Potentially anyone who visits Rwanda is a customer and this is a growing market.

Web based marketing, CRM database management (sort of!), on-site promotions, word of mouth, reputation developed from networking of international youth visitors

In healthcare: trauma counselling for a static population of 140 and then the thousands of Rwandan visitors who come each year who suffer trauma related distress when visiting the Memorial. But in in our social enterprises we run a hostel, a cafe, a gift shop and we hir out audio guides. We also have an interest in a coffee roasting business which we sell through our cafe.

Our competitors are related entirely to the hostel so low cost hotel competition which is growing but we are Number 2 on Trip Advisor for RWanda and offer a unique travel and stay experience for young people in a relaxed central location in Kigali

Raising money to invest capital in the business. We do not own any of the premises we operate from and find it hard to raise enough money for one off investment e.g. for coffee machines for our baristas or for our own coffee roaster. We could also expand the business by opening a second hostel.

Double turnover in three years by expanding rooms at the hostel, developing our more profitable lines of gifts, changing our procurement processes, better merchandising and customer relationship management, couples with a development of "safari tents" in our grounds at the hostel.

Strong track record over three years i.e. from zero to $450,000 turnover in that time; opportunity for physical expansion; growth of African and Eco tourism

Double turnover in three years, increase margins from 50 - 65%

Expand camping facilities at hostel in 2013, and increase number of double rooms by investing RWFr 30,000,000; relocating kitchens in 2014 along with increased and improved washing facilities; increase the number of languages in our range of audio guides from 6 to 10 along with an increase in price from $10 - $15.

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

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

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

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

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

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

Face to face hospital intervention
Social networks
Internet
Mobile phones

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

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

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

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

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

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

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

Every year over half a million children develop cancer, leukemia or are born with life-threatening hereditary blood disorders. As a group, they represent the most common Non-Communicable Diseases in many emerging countries. Most are curable but only a minority of children have access to appropriate care. A lack of trained personnel and/or financial resources are these children's major barriers to a healthy life.

At C2C our goal is to ensure that local medical centers are available to offer an affordable and reliable cure to children in their community suffering from cancer and other blood disorders. We also contribute the development of worldwide evidence-based diagnostic and management standards that improve a cure for all children regardless of geographical and financial barriers.

Cure2Children improves global access to a safe and affordable cure from thalassemia, sickle-cell, and forms of pediatric cancer for patients who would otherwise die or lose everything trying to afford a cure.

Cure2Children promotes screening and prevention of these life-threatening hemoglobinopathies.

Cure2Children develops context-appropriate sustainable and scalable models to strengthen tertiary health care, improve cost-effectiveness, biomedical research and higher medical education in developing countries.

It does this, in part, by helping health centers in high burden areas offer an affordable and reliable cure locally. Our model is that of: Target -> Understand -> Teach -> Transfer.

Our aim is that every child, whether suffering from leukemia, cancer, thalassemia, or sickle cell disease, has the chance for an affordable and reliable cure, locally.

Our mission is (1) to ensure that local medical centers are able to offer an affordable and reliable cure to children in their community suffering from cancer and other blood disorders; and (2) to contribute to the development of worldwide evidence-based diagnostic and management standards that improve a cure for all children with cancer regardless of geographical, financial and cultural barriers.

As part of our vision, each individual center will be linked to a global network allowing for consolidated research and for anyone anywhere in the world to find an affordable cure as close to home as possible.

Cure2Children assists local medical systems in implementing and sustaining tertiary care procedures (such as bone marrow transplantation) that cure children with life-threatening disorders. These resulting medical units are able to offer a reliable cure that is not only affordable for the local population but is globally competitive.

Children with uncured blood disorders (such as thalassemia) either die, usually before the age of 10, or require expensive lifelong treatment, such as monthly blood transfusions. Curing children with these disorders is not only a life changing procedure for the family of the child, but also a savvy investment on the part of the local government. Cured children no longer need treatment and are able to become contributing members of society.

The customers of our core business are both local medical centers and governments in areas highly populated with genetic blood disorders and cases of childhood cancer but no cure offered locally.

Cure2Children works directly with local medical centers to help them set-up self sustainable tertiary care centers that meet the local community's need for tertiary care.

Cure2Children also works directly with governments and ministries of health to fill the gap in their delivery of care and cure for children with sickle-cell anemia, thalassemia, leukemia, neuroblastoma and other non communicable diseases.

Customers of our peripheral services are parents of children affected. We have provided loans for parent groups looking to start social business style houses and stores.

Initially, Cure2Children's (C2C) Medical Team proactively sought out centers in high-burden areas to assist them in meeting local need for treatment. However, as the success of C2C's established (and now autonomous) centers became known, C2C has been on the receiving end of a market pull. Currently, Cure2Children has received requests from medical centers and ministries of health in Iraq, Zambia, Vietnam, India (Bangalore), Afghanistan , and SriLanka to help them establish self-sustainable tertiary care units that cure children with cancer and genetic blood disorders at an affordable cost and globally competitive standards of care.

While some of the above are able to provide their own start-up funds, many are not. Funds are C2C's limiting factor for meeting all of the above requests.

Cure2Children's primary activity is that of assisting health centers open bone marrow transplantation (BMT) units to cure children suffering from forms of cancer and genetic blood disorders at locally affordable rates and with globally competitive results.

Our model is that of: Target -> Understand -> Teach -> Transfer -> Success

'Teach' involves training the selected local professionals to sustain the BMT unit. C2C's medical team spends 2 week rotations for more than 3 months ensuring that the local team is able to conduct the procedure and manage the center autonomously. When it is time to begin curing patients, the C2C medical team leads local staff through the 1st BMT, assists with the second, and steps back to observe as local staff conducts the 3rd.

At Cure2Children, our peers are other professionals and individuals interested and involved in increasing global access to cures for children with blood disorders and cancer.

Often times, non-governmental organizations (NGOs) can see other NGOs as their competitors. This is no different for Cure2Children. Other NGOs applying to similar funding sources and resources are both our programmatic allies and our financial competitors. Other competitors include local private institutions providing bone marrow transplantation. While it might be strange to consider a neighboring hospital offering a BMT for $25-40,000 the competitor of a clinic offering the same for $10,000 with the same success rates. However, this is at times the case until the new center has time to prove its reliability.

At present, Cure2Children's (C2C) biggest challenge is fundraising for the organization itself.

C2C helps local governments and/or health centers create sustainable bone marrow transplant units that offer a reliable and affordable cure. Due to our growing success rates and network we are being solicited by countries, such as Iraq, that can afford to pay for our services. However for many countries that cannot, C2C must provide the start-up capital. As an organization we do not have trouble finding local funding for the particular health center, but we do have trouble finding enough funds to sustain our own internal nonprofit operations.

After C2C has pulled-out, its BMT units have gone on to sustain their operations and continue to offer a reliable cure to children, locally. Our goal, at the moment, is to scale this model to other continents such as Africa, where rates of sickle-cell anemia are very high.

Our goal is also to begin using innovative techniques to reliably cure children through BMT with a semi-compatible donor.

We have tested it and it works! Our first two BMT centers were in India and in Pakistan. Both centers are now financially independent, operating on their own, and curing children at a subsidized or affordable charge, with a success rate of 97%! These centers conducted over 100 BMT independently. C2C also has the technological infrastructure and personnel needed to support a large scale network.

C2C's key objectives for growth are:

(1) to assist in the development of 15 bone marrow transplant centers by 2015, all part of a global network;

(2) to conduct BMTs from mother to child in 2013; and

(3) to create global standards for addressing noncommunicable diseases locally and through socially responsible means.

Cure2Children will see a milestone when it has opened a self-sustainable bone marrow transplant unit in: Eastern Europe, Asia, and Africa; decreasing the distance that anyone should have to travel to be cured. We plan to open a center in Africa before the end of 2014; and to assist in the development of 15 independent bone marrow transplant centers globally by 2015, all of which will be part of a global network of centers.

Cure2Children also plans to submit at least one peer-reviewed publication annually, sharing findings from its database on improved standards of care, for example, to reduce rejection or post-BMT infection in low-resource settings, etc.

The WHO estimates that 11% of the world’s global burden of disease can be addressed by basic surgery. Maternal and infant morbidity/mortality can be reduced through the use of sterile materials during routine births and the availability of safe and clean obstetric surgery for more complex ones. Preventable surgical site infections and other HCAIs cost hospitals, clinics and Ministries of Health billions of dollars. In a world where 3 billion people lack access to power and clean water, there is a need for an affordable, portable, low-tech solution that will allow healthcare workers to perform surgery and deliver care safely in low-resource settings. Economic development focused on Eniware consumables production and resupply will further empower low-income people in the healthcare space.

Our business model replaces an out-dated standard of medical practice with an integrated co-created product, co-designed end-user training and education, economic development through “last-mile” value chains for production and resupply, and an elegant, cutting-edge new technology that is affordable, user-friendly, and adaptable to any setting where healthcare is provided. The current standard of sterilization for most healthcare settings is the steam autoclave, invented in 1879. Low-resource providers must often resort to boiling medical supplies or cold treatment with bleach, which disinfects, but is not an adequate substitution for full sterilization. Eniware’s low-cost, portable sterilizer will be designed for easy use and efficacy, and is functional without water or power sources.

Eniware strives to be a recognized leader and trusted partner in bringing innovative,
self-sustaining, public-private healthcare solutions designed to meet the unique challenges faced by the developing world. We envision a world where every man, woman and child will have access to state of the art healthcare, including infection-free surgical, maternal health and other medical procedures, whether they need care in New York City, a rural village in Uganda or on the frontlines of a natural or manmade disaster. We believe our low-cost, energy-independent, portable technology that sterilizes surgical and medical instruments will help make this vision a reality.

Eniware’s outcome-driven value lies in lives saved, diseases treated, and disability avoided through expanded access to healthcare. For local economies, improved health leads to greater potential for education and productivity. For health workers, increased capacity to work effectively within infrastructure constraints enables and incentivizes the provision of care in resource-poor settings. For health systems, the ability to affordably sterilize re-usable instruments and reduce the harms of medical waste increases safety and sustainability, decreasing reliance on disposables and reducing exposures to biohazards. Lastly, hospital and national healthcare budgets will realize reallocatable savings from reductions in expensive extended/repeat hospital stays for healthcare-related infections.

Hospitals, clinics, and mobile healthcare workers in areas where power grids are non-existent or unreliable are all potential users of Eniware units sold to government health ministries and private health care systems. Humanitarian/disaster response organizations providing emergency medical care comprise another robust customer sector. Healthcare professionals, including members of our Global Ambassador Corps, who travel to low-resource settings on medical missions could sponsor the purchase and resupply of Eniware units. Additional customers include dentists, veterinarians, and proprietors of businesses that are potential vectors for disease transmission including beauty salons and barbershops, particularly those in countries where risk of infection with HPB, HPC and HIV remain high.

Eniware will cultivate customers through our co-creation partnerships with end users, NGOs, global health organizations, and academic centers for Public Health. Eniware has a signed MOU with Population Services International, and has been invited to develop rural mHealth programs in Kenya with the Mawingu Project. Discussions have been initiated with potential partners ICRC, UPS/UPS Foundation, CAMTech, MSF/Nigeria, Mercy Corps,and AmeriCares. Sterilizer units and consumables will be also distributed to hospitals and clinics through National Ministries of Health, Education and Gender. Finally Eniware units and consumables will be manufactured locally in the countries where they are sold, and will be easily accessible and affordable to health providers at every level of care provision.

Eniware’s activities are ultimately integrated into our core goal of collaborating with diverse partners to achieve global health equity by expanding access to primary healthcare, including basic surgery. The sterilizer is an essential piece of this expansion, but Eniware will have maximum impact when implemented alongside other innovative systems and solutions that address the unique challenges of low-resource healthcare in the developing world. To this end, our activities include the facilitation of design and evaluation processes that incorporate input from users in the developing world, development of a training program that introduces sterilization as one component of good hygienic practice, and cultivation of partnerships that support local production and re-supply chains.

In resource-limited environments, NO2 sterilization uniquely provides the ability to sterilize supplies independent of clean water and electrical power/other fuel sources. Academic institutions and companies are experimenting with designs for solar-powered autoclaves, but these are still in trial phase. Whether or not these experiments result in effective, low-cost, electricity-independent sterilization systems, they still require daylight and access to clean water to function, and most, while moveable, are not truly portable. Eniware’s effective and adaptable system requires minimal training, and can be used in any setting at any moment, providing singular advantages over potential competitors when it comes to economy of acquisition/use/maintenance, user acceptance, and business growth.

Fundraising in the impact-investing sphere has been, and continues to be challenging, but addressing this issue has positively pushed the company to expand our vision and to more clearly define potential impacts and goals. Also, because health care in the developing world is provided across a diverse array of systems and structures, there is no cookie-cutter go-to-market strategy that will effectively reach all potential customers. A network of on-the-ground local and international organizations will be key to getting the Eniware sterilizers to those who will most need and use them. The Eniware Global Ambassador Corps, health professional sponsor/advisors with extensive experience in low-resource countries, will also help the company understand and access remote health systems.

Marketing and distributing Eniware requires a phased strategy. Initial penetration of markets will be through NGO partnerships. Partners will acquire products for their own use and local distribution, and train humanitarian responders and local healthcare staff in product use/maintenance. Support and acceptance by Ministries of Health will expand Eniware’s reach to public clinics/hospitals.

The need is urgent. With Eniware’s core technology and essential system design proven and patented, regulatory hurdles overcome and CE/FDA/EPA certifications on track, and with partnerships in place for initial market penetration, our next step is working with identified beta sites collecting baseline data and end-user input to “hack” an acceptable and appropriate vehicle for the technology.