Santé maternelle et de la reproduction

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

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

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The maternal and neonatal deaths are a global problem. A proper management of obstetric emergencies can make a big difference to the rates of maternal and neonatal mortality. That's why our project’s goal is to optimize care for obstetric emergencies for contributing to the reduction of such rates.

The PACE Program / ALSO is based on the critical needs of the mother / son / daughter in the institutional alignment and effectiveness of the providers within the community context. The goal is to optimize the results in the care of obstetric emergencies and neonatal care. It is a training program based on teams that supports this model Paradigm Shift in addressing maternal and newborn health. The training and certification programs move from the providers as individuals towards a centered training / patients and teams at all levels of medical training (PROC, and ALSO BLSO) supported by the respective health jurisdiction to improving the alignment of assistance.

The PACE program, based on the spirit of multinational humanitarianism and professionalism in Emergency Medicine, has a vision of collaborative mechanisms to develop and improving each and every one of the links related to Emergency Medical Care in Mexico and Latin America through programs that disseminate culture and knowledge to health professionals involved in such care.
The particular goal for this challenge is reaching a saturation training for all providers who care for obstetric emergencies, managing to move from training providers oriented programs as individuals towards a patient-centered training to teams of all levels of assistance.

The MULTILEVEL PACE / ALSO project is aimed at rural women and indigenous people from different regions of Mesoamerica and its goal is to scale an innovative integrated interventions to ensure that every woman who seeks medical assistance, contact the First Obstetrics Responder (PROC). And if an emergency is identified, she enters the critical path of the Chain of Survival. With this, we ensure that all levels of care are in close relationship to provide the MAXIMUM in quality of care.

Ultimately, the beneficiaries of this Program and its Model of Care obstetric emergencies are women and their sons / daughters.
In addition, the whole community is benefited since the program allows its empowerment and also values the place that women occupy in society.
Finally, it also benefits the health workers at all levels of care, because through training they are better prepared to assist obstetric emergencies.

The training approach is the saturation of all the providers and levels of care within a given health jurisdiction. Thus all share the same language, processes and networks, creating strong links between all levels of care and integrating the different institutions throughout the Chain of Survival.
This method is through modular training based on the experience of the Advanced Life Support in Obstetrics courses (ALSO), Basic Life Support in Obstetrics (BLSO) and First Obstetrics Responder for Communities (PROC).

ALSO is a course of two days (BLSO is just one day), based on scientific evidence where the use of mnemonics and simulations aims to develop psycho-motor skills. There is an evaluation / simulation and formal certification process. There are strict quality controls and the providers and instructors ALSO generate an "Identity". The First Obstetric Responder for Communities (PROC) is a derived of ALSO and BLSO programs and aims to train community workers as (promoters, auxiliaries and midwives) to provide care in the first line of contact and to activate the whole EmOC system.

There are other organizations and/or institutions that provide the same service of training for obstetric emergency care. What make PACE different is that proposes a model-based training system, ie, training ALL the SYSTEM care, thus strengthening the link between the different levels and, finally, optimizing the care of women and newborns, increasing their survival when they have to deal with an obstetric emergency.

There would be economic, political or cultural challenges. PACE Center has learned to overcome different situations thanks to the presence of volunteers and the efforts of doctors (of Mexico and North America). In addition, we have taken advantage of the help of internal programs to support the finances. We have been recently incorporated as Global and International Health PACE in the United States to apply for national and international grants. Last but not least, we trained staff of the Ministry of Health under contract so that we can follow a replication model of our programs.

The project is at an advanced expansion stage. However, the establishment of a PACE Center in the country’s south region, would allow our Programs to achieve wider dissemination not only in Mexico but throughout Mesoamerica, thus establishing our innovation paradigm shift in the care of obstetric emergencies.

The PACE / ALSO Program has shown great impact and success in all Mexico. This is what makes us believe that we can expand to the entire Mesoamerican region, collaborating with achieving one of the main goals of the area, the reduction of maternal mortality.

The expansion of the program to the Mesoamerican region, training more providers of obstetric emergency care, and finally, decreasing maternal and neonatal mortality.

In the short term, the main goal is to establish a PACE center in southern Mexico, in the state of Chiapas. From there, the long-term goals would be the expansion of the program to rural and indigenous regions of Mesoamerica, establishing different points from which would expand the program in the region. As a general and final purpose we propose the establishment of a paradigm shift model in the assistance of obstetric emergencies.

For sustainable preventive healthcare strategies, micronutrient health remains the basic building block on which rests every socio-economic aspect, yet the most vulnerable people hardly access micronutrients. By focusing our attention on all of the above areas we will be able to steer our communities out of malnutrition ,it’s devastating socio-economic effects and poverty into nutritional autonomy.

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Many children die of malnutrition related diseases, and many more are stunted for life due to inadequate protein intact in childhood. Adequate nutritional status of pregnant and breastfeeding women can ensure a better health state of the future generation and for their own health and for raising these children. It has also been shown that adequate nutrition for people living with AIDS can give them a longer and more productive life. We are particularly working on creating autonomy in economic growth by assisting participants in starting up small agriculture businesses that will provide the income necessary to buy foods not grown and provide other needs and possibly further education. Providing microfinance loans can eliminate a barrier to income generation activities of rural people.

Bring local governement, NGO's and civil society together to elucidate specific needs and skills available. Create collaborative project activities followed up by reflection and further consultation.
Income generation based on agriculture and the use of local resources. Marketing groups of community participants. Production and distribution of nutritional and health needs in the community. Monitoring by local organizations to ensure sustainable action.

What is the value of the health and life of a child or a woman? Too many are dying from lack of resources and collaborative action. Assisting people to provide their own adequate nutrition and other needs has a long reaching effect on this and other generations of healthy citizens.

People (primarily parents and gardiens of young children, pregnant or breatfeeding women) who have inadequate nourishment and those responsible for them.(government , NGO's )
Farmers and gardeners in the rural communities who can benefit from increased income, and those responsible for assisting them.

Invitation to community meetings to consult about the project activities and share about needs and possible resources.

Community consultation about needs. Invitation to community members to participate as cultivators or food supplement producers; training of participants in moral leadership, agriculture techniques, basic nutrition, small business management...

People that see success and are not directly involved in it, tend to become jealous and try to destroy the activities and participants. The training within the participant group will create a strong collaborating mentality. Ongoing consultations among local goverment, NGO's and the community participants with ongoing invitiation to new participants is a first step. Open communication among all involved will hopefully reduce this kind of abuse from happening
Certain environmental practices such as burning the earth are much a part of the way of life of the community members. Ongoing educational workshops with possible participation of university and researchers can gradually bring in more environmentally friendly practices. The project invites people to cultivate organically.

Consolidation of the planning group; initial community consultation ; assuring that the community structures are working together in harmony; monitoring of participant marketing groups for constantly increasing sale of agricultural products; sharing of feedback so that all participants can improve their practices.
Project groups in other regions and in other countries can then be established

When the planning group is communicating in harmony and each person taking responsibility for their role (in country 1) and the project is working smoothly with ongoing evaluations within the community, expansion to other areas in the country repeating the model will be possible.
In other countries the planning and action must follow the same guidelines, assuring communication with our NGO.

From one project in Lesotho to ten district projects; an intial project in two other African countries in the next two years followed by expansion in each of these countries to project in each district of those countries. One initial project in a South American country followed by expansion in that country, as well as initial and further projects in Haiti. Communication among all these actions

First project established within the next year; ten projects within the next two years. Ongoing monitoring to ensure stability. First projects in two African countries during the second year of running of the first in Lesotho. Assurance of the consolidation of our organization and all local organizations during this time. Expansion to districts of the two African countries during the third year of action (second year in those countries). Year four, a Haitian project; year five, a South American project. Ongoing evaluation of all project activities by feedback through local organizations to the NGO in Canada and periodic visits of WFPA staff. Communication among projects via a bimonthly newsletter or magazine. Eventually radio programming about project activities in each country.

East Meets West's mission is to find innovative solutions to challenging development problems. We attempt to address the severe lack of appropriate medical technology built for the developing world. These are devices that are low-cost, durable (resisting heat and humidity), use little to no consumables, have manuals in the local language, readily available technical assistance, local training for medical practitioners to properly operate the devices, and appropriate monitoring to evaluate impact.

Due to market failures, the "bottom of the pyramid" has been an untapped market for locally appropriate medical devices, and we feel that our suite of BOL equipment has and will continue to prosper in that niche.

Breath of Life's solution to the lack of healthcare in emerging markets is to provide custom-designed, low-cost equipment to hospitals, and targeted training to medical personnel, to save the lives of infants suffering from common newborn pathologies. To ensure sustainability, BOL works to strengthen linkages with local health authorities to involve them in integrating these technologies into the larger health system.

When EMW provides a hospital in the developing world with the full range of Breath of Life equipment, this complex of innovative technologies constitutes a cost-effective, durable, low-maintenance NICU, or Neonatal Intensive Care Unit to effectively treat premature infants and other newborns with life-threatening health conditions.

While global under-five child mortality rates have been decreasing in recent decades, the rate of neonatal mortality has been on the rise. Annually, 43% of all child deaths occur in the first four weeks of life, the crucial neonatal period. Yet typically, newborn care is the branch of medicine with the least investment, research and innovation.

The Breath of Life program aims is to equip and empower medical institutions at all levels to provide appropriate, responsive newborn care, from national hospitals to regional facilities and clinics throughout the developing world. The strategy starts with the provision of equipment and training at the highest, most centralized level, then expanding out to train staff and supply facilities in more remote areas.

East Meets West's Breath of Life (BOL) program develops customized, clinical solutions to significantly reduce neonatal mortality and morbidity in developing countries. Our value proposition is as follows:

Locally manufactured by MTTS (Medical Techology Transfer Service)
Instructions, controls, and manuals in local language
Replacement parts easily obtained
Accessible technical support and maintenance
Tested in conditions of actual use and appropriately adapted
Durable and low maintenance
Low-cost
Not reliant on expensive consumables
Warrantied (3 years, no questions asked)
Scalable for each country, hospital, clinic conditions

Public and private neonatal hospitals and clinics in the developing world with high level of births, mortality and morbidity rates. Ministries of health, local and provincial governments.

Contact with local doctors to become advocates of the BOL program. The appeal of the BOL suite of medical devices that are functional and incorporated with technical assistance and monitoring
CPAP to address respiratory distress syndrome (RDS)
LED phototherapy machine to treat neonatal jaundice
Infant resuscitation station
Portable “bilibed” to provide both phototherapy treatment and heat
Pulse oximeters to measure oxygen levels in the blood
Hand sanitizers

Breath of Life concentrates its resources on designing and distributing equipment solely for the critical newborn period, because by supplying the basic package of equipment and providing first-rate training for the medical personnel who will use it, many lives can be saved.

BOL distributes equipment designed and produced by EMW technical partner MTTS (Medical Technology Transfer Services), which conducts its research and development in the field. Machines based on globally developed designs are designed for local conditions, tested in real clinics and hospitals, then adjusted. Local manufacture means manuals and controls in local languages and easy access to parts and technical help. BOL machines are durable, easy to use, and don't use expensive consumables— ensures sustainability.

As EMW and BOL continues to grow, we expect that other medical device manufacturers will see the potential of addressing the urgent need of locally appropriate medical technology. We see this as encouraging, in that the BOL program model is flexible to work with other devices as appropriate. EMW's area of strength is our ability to identify market failures in the medical infrastructure, and make linkages to partners, funders and manufacturers to develop an impactful and sustainable health delivery system for newborn babies.

As with many NGOs, our challenge is to further scale our work with the limited resources (financial, human) available. We address this constraint by constantly looking for local partnerships that are aligned and mutually beneficial, where ever we choose to expand.

Our strategy is continue to identify markets that have a large potential for growth and impact (Myanmar, for example).

We continue to develop MTTS as a enterprise focused on effective and innovative solutions to medical device manufacturing and distribution.

Our BOL staff are actively looking to expand in other countries as appropriate, leveraging our experience and expertise in implementing BOL in eight countries to date.

-number of BOL devices installed
-use and maintenance of devices in hospitals and clinics
-number of new countries to expand

Short term (2 years): Expansion and establishment of BOL program to another region, such as West Africa, with local manufacturing and technical assistance.

Long term (5 years): Along with partnerships with private enterprise/local government/medical institutions, have a global presence in emerging markets to distribute, install and implement the BOL model.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The MBBCs’ key growth objectives are as follows:

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

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

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

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

The problem that e-hastam offers to solve is the ineffective and inefficient patient-doctor communication at the primary-care level in Turkey. Turkey has a population of 73 million and every person is assigned a Family Medicine Specialist (FMS). On average, each FMS provides primary-care to 3500 patients. Management of 3500 patients is a complicated task when FMSs lack necessary resources. Main concerns include long waiting hours, increased tension between patients and doctors, difficulty monitoring patients with chronic conditions, and difficulty providing preventative care to populations at high risk such as infants, children, and new mothers. Lack of effective communication platforms hinders delivery of routine checkups, immunization, and personalized counseling on healthy lifestyles.

E-hastam uses three elements of digital technologies to transform the patient-doctor communication. Specifically, in e-hastam:
e-appointments allows for scheduling and managing appointments
e-monitoring allows tracking patients over time for chronic conditions
e-mailing allows patients to receive care outside of the clinics and doctors to reach patients at any time (e.g. during epidemic outbreaks)
Major outcomes are:
Time-Conscious: Doctors can manage appointments, and thus personalize the care based on the specific needs of each patient.
Economically Smart: E-hastam reduces costs related to patients taking sick days and by better managing the chronic conditions.
One-Stop-Shop: Access to services is from one place. E-hastam is easy, free and creates a positive experience for all.

The vision of e-hastam is to instantly connect patients with doctors and enhance the quality of primary-care services. We believe that people thrive and meet their full potential when they are physically healthy. Thus, our objective is to provide them with a simple and free online communication platform which will enable to manage their health needs more effectively. In the short-term, our aim is to improve the patient-doctor experience, increase quality of primary-care, and significantly reduce the cost of primary-care services. In the long-term, our purpose is to reach out to a wider community, improve e-hastam to its highest potential, and ultimately make it available to everyone in the world for free.

E-hastam: Start managing your health today!
-Connect with your doctor
-Set-up appointments anywhere at any time
-Monitor your health status
E-hastam provides valuable tools for patients and doctors to manage and support a healthy life-style with a reduced cost.

Currently, our customers are primarily the Family Medicine Specialists and their patients. The Turkish Ministry of Health is also one of our key stakeholders since it will benefit from e-hastam to a great extent.

We reach out to our customers via two approaches: face-to-face meetings and online communication tools:
-Face-to-Face: We visit primary-care clinics and meet with both Family Medicine Specialists and patients to introduce our product and receive feedback. At these meetings, we chat with patients and develop networks with doctors.
-Website: We use the website to make announcements about changes and new features. -Customers can reach us with questions or concerns through the contact form.
-E-mail: We send newsletters and brochures via email to keep in touch and inform about our product.
-Twitter,Facebook,LinkedIn: We use social media tools to constantly stay in touch with our customers and partners.
-Surveys: We regularly send customer satisfaction surveys for feedback and improvement.

E-hastam’s primary activities are:
-e-appointments:Patients and doctors can schedule and manage appointments.
-e-monitoring:Patients can keep a journal of their chronic conditions. For example, hypertension patients can record their daily values and monitor progress over time. Other data capturing capabilities include recording blood glucose levels, medication times, weight, and children’s immunization schedules. Doctors can analyze this data to identify the patients who need intervention on their conditions.
-e-mailing:This allows for patients to receive care outside of the clinics and doctors to provide easy and fast for consultation and make medical announcements.
-e-health:Patients can access to up to date health information through e-health dictionary and educational health media.

Currently, there is no transformative model providing easy and free online communication platform like e-hastam at the primary-care level in Turkey. Some private hospitals provide e-mail and appointment services. However, these are at a cost and only available for patients who can afford care from these institutions. E-hastam is thus unique and first such service in its kind. However, competitors may emerge in the e-health market quickly. We plan to keep our edge through the e-monitoring system which gives the power of collecting and analyzing health data. Our key supporter in the field is the Turkish Ministry of Health. They support digital innovations and we plan to partner during the implementation stage to reach out to primary-care clinics nationwide.

The challenges that we may face are two-fold. First, patients and doctors may resist to the technological changes. They may, therefore, adopt e-hastam in a slower pace. We plan to overcome this challenge by providing training sessions and personal assistance to customers who needs the most help in technology. Second, technology changes in a rapid pace. Keeping e-hastam up to date and meeting the needs of our customers is our priority. However, this effort may require constant revenue. We plan to generate this revenue through applying funding from foundations and Turkish Ministry of Health. We will also plan to partner with organizations that will assist us in producing ideas on how to generate revenue using the advantages of being an online platform.

For growth, we proactively act on three areas:
Product improvement: We are working with a software developer to meet the needs of our customers.
Market development: We advertise e-hastam through several channels to expand into new markets.
Sustainability: We write proposals and establish partnerships on generating revenue in the e-health market.

E-hastam was piloted in Istanbul by 5 Family Medicine Specialists and 3586 patients. Positive impacts of e-hastam were evidenced by the reduction of daily number of patients by half, from 80 to 40 daily for each doctor. This led to improved patient-doctor relationships and screening of patients who never sought services before. We perceive all these as an evidence for readiness to growth.

-have e-hastam used in every primary-care clinic in Turkey
-increase the number of people who receive primary-care services
-identify at risk patients for developing chronic conditions and promote healthy life-style changes
-reduce the economic burden significantly on the health budget through a well-managed preventative-care system
-generate revenue for sustainability

April-September 2013: In six months, we will hear back from our funding applications.
April 2013-March 2014: In one-year, we plan to expand into one eight of all primary-care clinics in Turkey (approximately 500). At this time, we will work on improving e-hastam’s features for better customer experience by adapting new ideas and the state-of-art technologies. Also, the privacy of our customers is very important for us. We will establish a team for improving the security measures of e-hastam. Additionally, we will experiment with revenue generating ideas using the advantages of e-health.
April 2014-March 2015: We will continue expanding into new primary-care clinics with the support of Ministry of Health. Also, we will evaluate the first year and revise our business and growth plan.

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.

VSI brings practical health solutions to women and health care workers in their homes and communities. VSI works within the health infrastructure to maximize investment impact, and builds local capacity - including of health workers - to save lives.
VSI’s activities include advocacy and support to governments and partners, including manufacturers and pharmaceutical distributors, to register and integrate quality technologies and medicines into health care systems and policies through pilots and operations research programs. Beyond product integration, VSI collects and analyzes country-specific data on product availability to determine gaps and opportunities to improve the everyday availability of essential medicines and supplies for women.

VSI assesses requirements for registering a new technology and the level of political support needed to achieve product registration, a critical first step for integration into the health system. VSI then identifies a quality manufacturer and distributor motivated to make the product available in the public, private and nonprofit sectors at an affordable price, and guides the preparation and submission of the product’s technical dossier. VSI identifies optimal distribution channels by designing demonstration programs that evaluate delivery mechanisms such as task-shifting, task-sharing, community-based distribution and self-administration. With a goal of improving product access over time, VSI assesses five factors that influence healthy system availability and draws from assessment data.

VSI has developed and tested a model for health product access rooted in three fundamental components: Registration, Introduction and Availability. The impact of this model is illustrated below with VSI’s most successful program, the introduction of misoprostol to prevent postpartum hemorrhage (PPH) in developing countries. VSI’s model can be applied to other maternal and neonatal commodities such as but not limited to: chlorhexidine for umbilical cord cleansing and magnesium sulfate for pre-eclampsia and eclampsia, or misoprostol in a formulation appropriate for labor induction.

VSI’s expertise spans the spectrum from country level regulatory approval to providing access to the hardest to reach populations. This includes gaining regulatory approval, updating policies and designing delivery mechanisms that impact product access. VSI, working in partnership, identifies and overcomes challenges in providing effective maternal and neonatal health products and services at the primary health care and community levels.

VSI brings practical health solutions to women and health care workers in their homes and communities. VSI works within the health infrastructure to maximize investment impact, and builds local capacity - including of health workers - to save lives.

VSI works with ministries of health, professional medical associations and in-country experts to inform and advance policies in support of product introduction and correct use. VSI identifies optimal distribution channels by designing demonstration programs that evaluate delivery mechanisms such as task-shifting, task-sharing, community-based distribution and self-administration. Selecting from proven assessment methodologies for each technology and setting, VSI identifies gaps and opportunities across the total market. Drawing from assessment data, VSI develops strategies and activities to increase product and/or service availability in collaboration with partners.

VSI assesses requirements for registering a new technology and the level of political support needed to achieve product registration, a critical first step for integration into the health system. VSI then identifies a quality manufacturer and distributor motivated to make the product available in the public, private and nonprofit sectors at an affordable price, and guides the preparation and submission of the product’s technical dossier. VSI works with ministries of health, professional medical associations and in-country experts to inform and advance policies in support of product introduction and correct use. VSI identifies optimal distribution channels by designing demonstration programs that evaluate delivery mechanisms such as task-shifting, task-sharing, community-based distribution

VSI has managed over 150 agreements with a range of partners, including organizations such as Ifakara Health Institute (Tanzania), the Zimbabwe Ministry of Health and Child Welfare, and the Association of Obstetricians and Gynecologists of Mozambique. In each partner agreement or contract, VSI works closely with the respective organization or individual to develop a clear scope of work, deliverables, reporting requirements, and deliverable-based payment plan. A VSI employee supervises each partner or individual to ensure deliverables are met, and to follow up on delays or challenges. VSI hires local financial firms to oversee adherence to contract and accounting practices in program countries, and VSI conducts financial reviews and consultancy evaluations.

To be successful in bringing new health innovations to women in underserved areas, VSI relies on broad and deep engagement with key stakeholders, including governments, NGO partners, health professionals, etc. When circumstances change politically, economically or otherwise, VSI must be prepared to change strategies to ensure ongoing and meaningful engagement and impact.

VSI is committed to expanding during 2013 to include not less than 2 new products/services in its work portfolio, and to diversifying its donor base.

VSI’s fundamental tool for internal accountability and monitoring is the Organizational Scorecard. Using metrics related to stakeholder engagement, financial stewardship, internal processes and capacity, VSI’s scorecard provides the framework for annual departmental metrics, team metrics, and individual performance metrics and goals.

To expand our product and service portfolio, as well as our donor base. VSI will continue to strengthen and expand its programs to meaningfully address the some of the major health challenges facing women and girls in the developing world, especially as relates to maternal mortality and morbidity.

VSI is currently drafting an updated organizational Strategic Plan for the coming 3 years (2014-16). This plan will include product portfolio and service expansion, as well as a strategy for donor diversification. In the short term, for 2013 VSI aims to add not less than 2 new products/services into its workstream, and secure the support of not less than one new donor.

The problem this organization is aiming to eliminate is the misuse of drugs for the treatment of malaria. This project aims to ensure that patent medicine vendors treat malaria with Artemisinin Combination-based Therapy using the correct dosage. The vision is to transform community response to malaria with the overall objective of ensuring the administration of the correct dosage of anti-malaria drugs by the patent medicine vendors (PMVs) who are the readily available source of health information to the community dwellers. It will also incorporate behavioral change communication for both the PMVs and the community members, environmental sanitation and malaria prevention practices.

Relevant stakeholders {Village heads, religious leaders, youth leaders, women groups, sanitation officers} and the patent drug vendors in the community will be engaged on the need for adhering to the use of ACT in treating malaria using the correct dosage. They will serve as institutional memories for guiding the community dwellers on how to prevent and treat malaria. This will further help in providing information on malaria vector control among the patent drug vector clients hence, promoting good sanitation and reducing the incidence rate of malaria infections in the community. Furthermore, this will increase access to intermittent preventive treatment for pregnant women and reduce the incidence of malaria among pregnant women and children under 5 years.

Adopting the "Value-adding process business model and the facilitated network model" for improving businesses (Models describes by Clayton Christensen and Mark Johnson http://www.hbsclubwdc.net/article.html?aid=334), the vision of this project is to reduce the rates of malaria infections occurring at the rural community level.
Objectives:
Incorporate a non traditional group in the fight against malaria at the community level-Patent Medicine Vendors into the global fight against malaria
Build capacity of these Patent medicine vendors to play a role in reducing malaria incidence and prevalence at the community level
Provide a platform for collaboration between patent medicine vendors, pharmaceutical companies, public health facilities and community members for the malaria response

To achieve our aim of reducing the incidence of malaria at the rural community level, ensure the administration of the appropriate malaria treatment therapy and dosage and ensure positive change in the response to malaria by community members, community health workers and the patent medicine vendors, Friends Africa will be offering the following services:

1. Capacity building trainings
2. Connect local patent medicine vendors to pharmaceutical firms for purchase of approved malaria drugs at subsidized rates
3. Provide technical assistance and rapid test kits to local patent medicine vendors for proper malaria diagnosis
4. Provide long lasting insecticide treated bed nets and other information, education and communication materials, to patent medicine vendors for community members

Customers for Friends Africa's technical assistance services include CCMs, CSOs, FBOs, Health and other Ministries, as well as international and national partners in the fight against AIDS, tuberculosis and malaria. The ideal customer for the technical assistance for this malaria project are the Patent Medicine Vendors.
In addition, Friends Africa plugs into an existing large market of NGOs, consulting firms and civil society groups which require high quality technical assistance in preparation of proposals and in all phases of implementation including evaluation.
Community based patent drug vendors who have continuously operated small scale business in the target communities for at least six months are the primary customers for this project.

At the grass roots level, customer mobilization is effected through community gate keepers
Organizing local events targeting these customers and providing an avenue for meeting potential business partners and sponsors
Networking through existing structures such as coalitions, groups and associations at the community level
Providing knowledge acquisition platforms for customers to build capacity for improve their businesses
Providing technical assistance for customers technical challenges
Advocating at the national, regional and international platform for policy changes, funding and support for all stakeholders in the fight against malaria
Documenting successes, best practices and challenges observed and sharing on a global level using social media, conferences, documentaries etc

Community entry-advocacy meetings with all relevant stakeholders
Capacity building training sessions
Meetings between selected PMVs participating in the project and the pharmaceutical companies producing antimalarial drugs and long lasting insectide treated bed nets
Supportive supervision and mentoring of Patent Medicine vendors for six months after training
Provision of technical assistance for malaria diagnosis using rapid test kits
Documentation of project results and challenges (Video documentary, production of project report)

Friends Africa peers are other non profit organizations and civil society groups working in the response to HIV/AIDS, TB and Malaria at the community, national, regional and Global levels.
Competition for this project could arise from pharmaceutical companies producing adulterated anti malaria drugs, companies producing the mono therapy anti malarial drugs, Factions within the community that sell anti malaria drugs, long lasting insecticide treated bed nets and diagnosis kits which are meant for free distribution, traditional local medicine vendors that sell anti malarial herbs, Privately owned health facilities etc

Environmental challenges faced include: Poor social Infrastructure to facilitate output in the rural communities such as bad roads and poor electricity supply. In addition to environmental and climatic factors that make the sub saharan Africa region endemic to malaria.
Organizational challenges such as inadequate human resource capacity and financial resource constraint

Finalize this concept and develop into a full project proposal to be shared for funding opportunities
Seek collaboration from peer organizations also working to end Malaria
Raise awareness for the project using various social media platforms
Liaise with pharmaceutical companies that will be engaged for this project

Friends Africa's activities in Malaria prevention for the past six years has identified this target group in need of technical assistance and capacity building. Our vision for an African continent free from Malaria can only be achieved when every stakeholder from the grass roots to the global level has the capacity and opportunity to contribute to the malaria response in malaria endemic countries

Profit Maximization:The Patent Medicine Vendors engaged should not loose business profit during this project
Market Share Maximization:For the pharmaceutical companies to be engaged
Corporate Growth:Friends Africa will leverage this project to grow
Customer satisfaction:For community members
Survival for the small scale patent medicine businesses
Social objective:Malaria incidence reduced

The entire project duration will be two years and key mile stone moments will be:
Months 3: Selection of participating Patent Medicine Vendors in both project communities
Month 6: Conclusion of training and capacity building for participants
Month 12: Six months evaluation of project output
Month 18: End of provision of technical support for PMVs implementing the project
Month 24: End of project evaluation for decision on project scale up
Monitoring and Evaluation will last all through the project