Soins de l´enfant

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

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

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

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

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

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

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

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

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

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

New, Innovative way to address the social problem.

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

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

Over 52 million children in India have a Developmental Disability or are at risk of acquiring a disability. With little or no awareness and facilities to address the issues around Early Childhood Development, these children and their families will have no recourse to any facility or knowledge on working with their special child or mitigate the incidences of developmental disabilities. Ummeed works at different levels to address this issue through its clinic while building the capacity of community workers and other organizations to address the issues in their communities through its training programs .

Almost 15% of the children in India have or at risk of a Developmental Disability.It is a known fact that early detection and care especially during the age of 0-6 years helps a child attain his/her maximum potential. In India almost 65% of the population lives in the rural areas which would mean that around 35 million children who have or are at risk of a developmental disability, are from these areas and hail from low income families, with little or no access to information and resources on issues around Early childhood Development. Ummeed through its training programs builds the capacity of organizations working in these under-served communities to work in prevention & mitigation for children and families at risk while building resources for the care of children with a disability.

Ummeed helps children with disabilities or at risk of disabilities attain their full potential and be included in society. Ummeed endeavors to scale up its training programs and using this vehicle be able to reach out and change the lives of 40,000 children each year, by 2018.

Ummeed will reach out to 40,000 children at risk or with developmental disabilities, annually, at half its current cost per beneficiary.

1.Community based gov’t organizations ( Anganwadi's, Balwadi's etc)
2.Community based NGOs
3.Orphanages, Remand homes for juveniles
4.Disability organizations
5.Schools

1. Word of mouth - recommendations by other organizations who have undergone the trainings
2. Awareness creation among the target group and enlisting of support telephonically by Ummeed's team
3.Ummeed's network of NGO's and well wishers
4. Going forward will do face to face Awareness creation and assess needs among the target group and enlist support

1. Provision of Clinical services for children and families of children with Developmental Disabilities.
2. Training and capacity building of community workers of other NGO's and of organizations to take forward the work in their communities.
3. Advocacy
4. Research - Currently doing research for developing a tool for monitoring Early Childhood Development sponsored by the National Institute of Health,USA.

There are few organizations In India which offer some of the services Ummeed offers but No organizations offer the trainings programs offered by Ummeed especially in the area of Child Development Aide's.

We do not see any real problem being posed by the organizations, as we have also trained a number of community workers from these organizations to work or add - on, the Early Intervention program in their communities and in their portfolio of services offered. They are our partners in growth.

1. Reaching out to organizations with access to young children
who have or could develop disabilities.

2. Convincing Organizations the need to invest in Early Childhood Development

The way Ummeed proposes to overcome these challenges is by building its organizational capacity by hiring personnel with strong networks and training capabilities to supplement the current team. The manpower requirement has been identified as ;
1. Senior Program Manager - Training ( 1 no)
2. Asst Training Coordinators ( 2 nos)
3. Fund raiser ( 1 no)

Ummeed proposes to train community workers of NGO's and organizations working with children with a view share our knowledge to build their capacity to address issues around Early Childhood Development in their communities. Ummeed proposes to train a 100 community workers from organizations to reach out to 40,000 children annually by 2018.

Ummeed has been working in the field of Early Childhood Development for the past 12 years and has developed best practices that are incorporated into the design of the curricula of the training programs. These trainings have been piloted and modified over the last 3 years to give the form and readiness to help achieve Ummeed strategic goals and for taking Ummeed's reach to scale through trainings.

1. To reach out to 40,000 children at risk of developmental disabilities,annually by 2018.
2. Reduce the cost per beneficiary by half the current cost.
3. Create necessary awareness among organizations on the need for adoption and implementation early childhood development programs in their communities.

2013-14 - 11,500 beneficiaries reached @Rs. 440 per beneficiary; 2014-15 - 18,500 beneficiaries reached @ Rs.335 per beneficiary ; 2015-16 - 25,250 beneficiaries reached @ Rs. 295 per beneficiary; 2016-17 - 33,000 beneficiaries reached @ Rs.260 per beneficiary. 2017-2018 - 40,000 beneficiaries reached @ Rs.236 per beneficiary.

By spreading the word of my venture throughout the State in order to prepare for a longer more difficult phase in which I will expand my venture nationally

By gaining recognition on a national level as an organization that positively effects communities around the nation

I will measure success not by the amount of money I raise towards my cause, but by the amount of people which my venture affects. Although it is only aimed towards helping children with Autism, I believe that my venture will allow communities around the nation to come together in order to fight for a common cause.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

We will have a one-stop shop as follows:

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

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

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

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

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

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

Below is a list of main revenue stream:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

While we have received many requests for training and setting up of new units, there are some (mainly NGOs) that lack funds for training and/ or infrastructure. In order to provide EI to all children across the country and elsewhere it is important that we set up units that are self sufficient with adequate trained manpower.To facilitate this process we need a permanent building with adequate facilities to cover the wide range of activities. In addition, we would like to build a committed group of researchers who with mentoring from senior researchers in grant writing and fund raising, will eventually develop more large scale projects and sustain themselves in future by raising independent funds.

Provision of accessible, affordable, high quality, intensive early intervention with a clear target of maximizing chances for every child of inclusion and retention in mainstream schools; spreading the reach of the program by increasing awareness for identification and early intervention, scaling up the model across the country and providing training at different levels for different stake holders both face to face and through the distant mode and eventually enabling easy and affordable access to clinical services and guidance through the internet.To build a data base in hitherto understudied populations with ASD in order to address their issues more specifically.

The vision is to develop Communication DEALL program as a viable model, that with training can be replicated as and where needed, to make it available on a larger scale without our continuous involvement, in order to serve the requirements of an ever- increasing number of children with developmental language disorders including those with the Autism Spectrum Disorders, within their community. We have moved beyond providing purely clinical service to becoming a resource for others in terms of materials and training.We have produced a host of low cost indigenous material for use by trainers and families.Our goal now is to set up as many Com DEALL units as possible with as far a geographical reach as possible and address the needs of children beyond the EI program into school years.

Our USP is the opportunity we provide to every child in the program to join the mainstream.76.5% of our children who were followed up in a ten year retrospective study were continuing in mainstream schools (2-7) years post intervention with us. Mainstreaming the child reduces the demand for sustained care which is critical in resource strapped emerging markets.The multidisciplinary nature of inputs ensures that all the child's needs are met under a single roof.A major strength is the self sustaining nature of the model. Establishing more Com DEALL units and exploring alternate models of service delivery will ensure that families can avail services within their own communities . Continuous evaluation ensures that the requirements of evidence based practice are met.

Families of children with ASD, Government agencies ,NGOs,Clinics,Hospitals,Professionals and schools that cater to children with developmental disabilties are our customers.We are looking to reach out to people interested in setting up Com DEALL units. Our training programs are geared towards parents, graduate students and professionals in the field. The material department caters to the needs of our clinical population and the training program.Ultimately it is the children with communication disorders such as Autism Spectrum,Disorder,Specific Language Impairment and Developmental Verbal Dyspraxias .

i) Our website which is updated regularly,( ii)workshops and conferences, (iii)publication and distribution of public education posters and research publications (E.g. Karanth, Shaista and Srikanth.2010 Efficacy of Communication DEALL — An Indigenous Early Intervention Program for Children with Autism Spectrum Disorders Indian Journal of Pediatrics, Karanth,P and Archana S,2013 exploring Pre requisite learning skills in young children and their implications for understanding Autistic behavior.in Kar,,B,R(Ed),Cognition and Brain Development, APA, NY.) (iv)Outreach to other organizations. ( v) Families of children who have received intervention with us are by far our best advocates.

Clinical-providing intensive early, multidisciplinary intervention to children with developmental disorders through our existing model.
Designing new clinical programs to address additional needs.
Care giver support-counselling and training .
Awareness-on early identification and early intervention through workshops and production and distribution of public education material
Inclusive Education -through workshops and building of school networks which support inclusion
Training-at the PG diploma level and short term courses for professionals,school teachers and care givers
Preparation of low cost,culturally sensitive assessment and intervention material
Scaling up , providing training and assistance in setting up Com DEALL units at different geographical locations

Government organizations,NGOs, and other practitioners who provide early intervention within other models emerging largely from the west are our peers. The theoretical framework for our intervention program has been developed indigenously and lacks the face value of better established programs from elsewhere. Our peers and competitors could question the scientific validity of the program. We are trying to address this by conducting and encouraging others to conduct scientific studies of our model.

The program was started as a response to the urgent need for services expressed by a group of parents .Over the last decade, it has grown extensively in diverse areas. The current infrastructure is totally inadequate and inappropriate to serve the needs of the organization as it is today and as it grows. For example, we function out of rented premises in a residential area and receive complaints about issues such as children crying,no parking space etc.Hence there is an urgent need to have a place that is tailor made to accommodate our clinical training and research needs in a suitable non residential area currently estimated at US$ 3 million. This has necessitated spreading our scant professional manpower to the additional target of fund raising for infrastructure.

Scaling up across the country and outside by setting up a very large number of Com DEALL units with as wide as spread as the current Montessori preschools. The number of units that are functional on the ground and their outcome in terms of numbers of children successfully mainstreamed will be the measure of our success.

Post documentation we are ready to scale up within and outside the country. We have conducted awareness programs in neighboring countries like Dubai and Bangladesh. Overseas teams have also visited us. These and several others have expressed interest in duplicating our setting up units.We are confident we can work through some country specific challenges such as local licenses and trained manpower

To emerge as a comprehensive resource provider for those interested in providing long term services for the overall well being of the child with developmental disabilities such as ASD, before and across the school year.We have accomplished he targets we set for ourselves in 2004, from being a purely clinical service with a narrow focus on EI to a multifaceted organization for children with ASD.

Training-
i) replication of units-3-5 units per year during 2011-12, 2012-13 and 2013-14
ii) Certificate Programs – minimum of 2 /year from 2011-12.
iii) Awareness Programs - approximately 5/year from 2011-12.
Clinical
production and release of the four new clinical programs that are currently under trial,by December 2014
1. Pre DEALL
2.Social Coommunication program
3.School Transition Program
4.Family Mediated Intervention Program
Research
3-5 minor research projects with minimum of 5 publications/submissions from 2012 – 2013
Administration
Setting up of Management Integrated Systems to enable documentation,dissemination of training and material, outreach to other organizations, caregivers and support for inclusive education, orientation and in service training.

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.

Children need help and support, especially in this uncertain and violent environment. Some of the problems is childhood depression, anxiety, or low self-esteem that many times lead to a poor performance at school. On the other hand, parents and educators need some guidance on how to treat children to develop balanced and creative personalities. Many parents and teachers do not know how to cope with the challenges encountered in the nurture and upbringing of a child. Due to the poor economic situation, Greek state fails to create those structures that would help children overcome their issues and also seems to be unable to train and guide parents and teachers to properly manage those challenges. There are around 1,300 schools with more than 300,000 children at the chosen area.

The goal of 'Happy Dickens' is to provide the necessary resources and knowledge to help children develop a creative and firm personality, by offering high quality customized services, such as counseling, coaching and specialized day programs. On the other hand, 'Happy Dickens' aims to offer training and workshops to parents and caregivers, schools, child care centers and more in order to help them succeed in the difficult task of raising and upbringing a child.

The Center for Positive Behavior 'Happy Dickens' is a non profit organization, which offers practical solutions to a number of challenges and issues faced by children (aged 18 months to 14 years), parents, teachers and caregivers. The goal is to help children develop a creative and firm personality and also to support and guide the people who care to do the hard work of raising and upbringing a child.

Parents interact with schools, childcare centers as well as with the extracurricular activities of children. The children live in a community where the financial and psychological pressure and the social turmoil add stress to their everyday life. On the other hand, every child has their own unique abilities and preferences. The Centre collects all this information after consultation with parents and teachers in order to create customized services that meet the needs of both children and caregivers.

Children, Parents & Guardians, Teachers & Educators, Caregivers of Children

The methods used to approach customers is special internet portals, advertising brochures, contacts with parents and guardians associations, contacts with health professionals (e.g. psychologists, speech therapists, etc.).

The Centre's aim is to develop services that will help children with issues such as Attention deficit hyperactivity disorder (ADHD), nutritional problems, violence, disobedience and so on. Yet, the Center develops programs for talented and creative children, which are aimed at supporting and developing their talents. It also provides training and workshops to parents and teachers and helps children to enhance their social and learning skills.

Peers are defined as those who collaborate with the Center, such as the health specialists, scientists, researchers and so on. On the other hand, there is no competition in the narrow sense, since “Happy Dickens” is the only center of its kind in the selected geographical area. Both individual private companies, based on profit, and public-community organizations, which focus on the needs of the population are trying to meet specialized needs. This makes them partly competitors, but considering that the Center intends to develop such activities, those companies can and should become customers of “Happy Dickens”. This prospect also shows the potential development of the Centre.

By the formation of the core founding team, the basic conditions have been created for the Center to start its operation. One’s personal weakness can be covered with the addition of other partners. The plethora of the programs, the coordination of partners, the knowledge transfer, and the exchange of experience, are some of the challenges to be faced by the Center. On the other hand, the evaluation of the programs during the implementation, the weekly management team meetings, and the written reports, are the first steps to ensure that “Happy Dickens” has developed its own expertise, which will not depend exclusively on the experience of the partners.

Tailored services that meet the needs of children for the challenges and difficulties that arise in their lives and help to shape their personality. Development and implemention of individual and group programs that target in long-term positive and lasting change in the lives of children and those involved with their nurture and education. Customers’ feedback is a critical factor for improvement.

The core team has been created and, the right place has been found, which will house the Centre. Additionally, the initial Capital is being gathered and the first programs and activities for children are being designed.

The key growth objectives of the Center will operate in three directions:
a) Develop activities concerning children and their family at the premises of the Centre.
b) Implementation of programs in schools in collaboration with educators and the Parents and Guardians Association.
c) Collaboration with university faculty in research programs.

The time frame for the development of this initiative is as follows:
February 2013: Company registration, rental and renovation sites, development of programs.
September 2013: Launch of the first activities in the premises of the Centre - (ADHD Management Programs, Social Skills Development Programs, Support Services for Parents, Development of Personalized programs).
November - December 2013: Development of contacts with schools and university faculties.