Kesehatan ibu

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Haiti suffers from an extreme poverty that highly impacts the population health. According to UNICEF, the percentage of population below international poverty line of USD 1.25 per day is 55%, the half is illiterate, less than 7% of GDP is invested in health and the Global Hunger index for 2012 was 30.8 (“extremely alarming”). According to the WFP, 6.7 million people are food insecure with the half of the food coming from imports. WFP data reports that 23.4% of children suffer from chronic malnutrition. This project aims to use differently funds currently allocated to agriculture and nutrition programs. By investing in agriculture via microcredits to produce food products for malnourished people, this project could bring a sustainable solution to agriculture and health.

The project is based on 2 pillows:
-Microcredit offered to farmers: microcredit will be offered to farmers to help them start their production.The farmer will need to reimburse this credit like any other microcredit programs in order to enable the sustainability of the project.
- Agreement between the farmers and associated health facilities: the farmer will be obliged to dedicate a percentage of his production to the associated health facilities for its nutrition program.
A pilot study needs to be done during a period of one year for products such as rice, beans, corn, oil, sugar and banana. The second year, the farmers will increase its production. The third year, the farmer will diversify its production and/or produce transformed products such as corn cans, beans cans or banana chips

Our vision is to address malnutrition affecting vulnerable population in Haiti by boosting the agriculture sector which will be eventually also profitable to the national economy. The overall objectives are to bring sustainable solutions to Haiti for agriculture and malnutrition.

Our value proposition is to use already available funds in an innovative way to promote local economy and address health issues.

There are two categories of customers (beneficiaries): the farmers and the targeted population for nutrition programs which include pregnant/breastfeeding women and OVC.

The project will reach the customers via already existing stakeholders: the ones working with the farmers for the agriculture part and the ones in health facilities for the nutrition part.

Our current organization MSH is supporting 164 health facilities throughout the country to offer high quality health services to 40% of the Haitian population via the project SDSH (Santé pour le Développement et la Stabilité d’Haïti). Our technical support includes data management strengthening, capacity building, expansion of health services, quality services strengthening, etc.

There are other organizations playing similar roles in Haiti but their network is less widespread geographically than the SDSH project of MSH. SDSH supported facilities are mainly located in very remote areas unlike many of the sites supported by other competitors. The LMG project of MSH is directly supporting MOH which brings a specific privileged position to MSH compared to other organizations. Indeed, MSH is the only organization handling 2 big projects combining direct health facilities support (SDSH project) and MOH strengthening (LMG).

The Haiti context is very influenced by politics. The MSH expertise should be able to overcome the possible conflicts.

It is first necessary to implement a pilot study over a period of one year. Based on the results, a specific work plan will be defined for the years hereafter.

The pilot study has not been planned yet due to other commitments for the current ongoing program till July 2013.

The key growth objectives are to expand the project to more farmers and supply a bigger quantity of food products in order to support a higher number of beneficiaries for nutrition programs.

Eventually, the project should allow the farmers to export their raw or transformed food products to neighboring countries.

From July to September 2013: meetings with the different stakeholders, terms of reference defined and signed by the stakeholders, selection of farmers and health facilities.
From October 2013 to September 2014: pilot study implementation (milestones to be defined with the stakeholders).
From October 2014 to September 2015: scale-up implementation (milestones to be defined with the stakeholders).
From October 2015 to September 2016: scale-up implementation (milestones to be defined with the stakeholders).

Globally, 99% of maternal deaths occur in developing countries. Simple, life-saving technologies designed for low-resource settings are developed at an increasing pace, more affordably than ever before. Unfortunately, most of these technologies are slow to reach clinicians in the countries that need them most. A large proportion of infant and maternal mortality could be avoided if clinicians in developing countries knew about technologies that already exist and were able to access them. Maternova has built an online global marketplace to speed access to innovations once they have undergone pilots and regulatory clearance and to introduce them to clinicians, Ministries of Health, private hospitals and distributors. A single, constantly updated marketplace for innovations.

Our solution cuts layers of red tape and speeds the distribution of life-saving innovations. With our e-commerce platform we make it easy for those supporting, planning and supplying health systems around the world to track cutting edge 'frugal innovation' and buy what they need online in customizable quantities. We have some inventory but drop ship from multiple locations around the globe.
Using online tutorials, sms-text based messaging systems and our online collaboration platform will bridge the gap from the point of information origin and the end-user. Our solution also harnesses the power of trusted social networks and encourages feedback on technologies from the end user, a core stage in commercialization that is missing in much of global health.

We know that one robust, intuitive portal where stringently screened medical innovations can be discovered, procured, and incorporated into a health system's device eco-system can save lives and money. Medical solutions exist to solve maternal health issues, and more are developed every month. It is our mission to help commercialize these breakthroughs and expedite their use in the field, providing user groups, user feedback loops and thereby generating even more great ideas for saving lives. We can accomplish this using product + technology+ storytelling + social networks + education. Our platform creates a complete ecosystem for accomplishing this vision: empower health workers, deploy innovations and save more lives more quickly. We aim to impact 6 million lives by the end of 2015.

Maternova's value proposition is to make saving the lives of our global mothers affordable, accessible, and effective by providing the first trusted source and e-commerce platform in the global health space. We accelerate the dissemination of innovation and demonstrate a substantial return on investment over traditional interventions. On average Maternova products yield $13 saved for every $1 spent.

Our early adopters have been traveling clinicians and health care professionals and non-profit health care organizations providing direct care in the most remote areas of the world. Now we are seeing a surge in interest from Governments, Ministries of Health, larger hospitals and clinics. We are also now on the UN procurement supplier lists. The end user of most of our technologies are the health providers on the frontlines of global health care.

Traditionally Maternova has used grassroots guerilla marketing anchored by a strong social media presence. Word of mouth is a strong marketing tool for us as well--one clinician to another is the most powerful recommendation. We also do some inbound marketing along with modest Google Adwords. Our own blog is kept very fresh and current, which attracts viewers from 170 countries. We work with brokers who work with governments and also do a lot of dedicated research time seeking out opportunities for bidding.

As we grow, we will be able to send free product samples, present at trade shows and increase our search engine optimization online (in multiple languages). A major area of experimentation over the next year will be mobile marketing, especially in Rwanda and Tanzania.

Our primary activities focus on a) marketing and selling 'best in class' technologies to aid in childbirth; b) storytelling about entrepreneurs and end users of the technology c) researching and uncovering the most innovative medical innovations that are uncommercialized or in the early stages of research and development. We are now acting as a 'pull' mechanism with entrepreneurs coming directly to us because commercializing complementary products in one place makes so much sense.

Maternova currently doesn't have any direct competitors. Of course this could change, but our head start is considerable. We would most likely look to partner with any competition, or absorb them. There are some companies like Laerdal and WomanCare Global that could be seen as competitors but they sell complementary technologies. In general, most global health technology companies we see as potential suppliers for the marketplace.

That's an easy question to answer. Our company is globally recognized, yet we are incredibly resource constrained. Our funding has been limited largely due to funders incorrectly believing we are not bootstrapped. We are in true dire need of working capital if we are going to continue what we have sacrificed years to build. We are actively working to obtain a line of credit against receivables.

We have been able to establish several distribution contracts that are exclusive altogether or geographically exclusive. Moving forward, we plan to make that the prerequisite for our endorsement and showcase in our marketplace.
Additionally, we have developed a prototype for our first proprietary product.
Also, we have begun securing distribution partners and customs agents overseas.

We already have the global traction, and one solid year of sales and revenue generation with our number of customers and average size of orders growing. Our 'test' period for market viability has proven successful. We are registered with the FDA, and also registered as a vendor for procurement on the UN Global Marketplace. Our business model has been vetted and our assumptions have been proven.

Maternova wants to be the first and best e-commerce platform, mobile purchasing hub and collaboration ecosystem for maternal health. We aim to move to 100 products sold into 100 countries through key partnerships. Using these strategies we will move to cash flow positive in 2014. Once we generate a profit, we can then invest in more technologies and invest in midwifery schools.

We are experiencing rapid growth right now in Q2 of 2013. In the short term we need to secure a line of credit to allow us to respond to 2-3 major government tenders (very large volume orders). By 2014, we plan to have better translation services for all content on our website, along with our mobile presence being partially ramped up to generate revenue. Another major investment in our platform in early 2014 will build out more collaboration capability, engage more users and allow more creative marketing of new products. By 2015 we aim to have 500,000 registered users and be doing $5.2M in sales.

Around the world people are dying of treatable illnesses because they cannot afford basic medical care. We believe that every person deserves access to medical care, regardless of their nationality, religion, or socioeconomic status. We envision a world where people no longer die from conditions that society has the knowledge, resources, and power to treat. Watsi is not a charity. Watsi is a non-profit startup bringing the world together to provide access to a fundamental human right.

Watsi connects you with patients in serious need of low-cost medical care and enables you to fund high-impact treatments. With Watsi you can donate as little as $5 to directly fund life-changing medical care for people in need.

We believe non-profits should be impactful, innovative, efficient, and transparent, and we built Watsi on these principles. Watsi is a community, not just an organization. We are young, dynamic, and serious about using technology to connect people and change lives.

We invite you to join us and change the world, one treatment, one person, and one life at a time.

Watsi's vision is global access to basic healthcare. In doing so, Watsi hopes to enable medical care for a million people worldwide.

In a world where one billion people cannot afford vital healthcare treatments, Watsi is the first peer-to-peer organization that focuses exclusively on healthcare financing in developing countries. Through utilizing a unique online donation platform, Watsi donors can connect with underserved patients from around the globe and directly fund life-changing medical treatments in a way that has never been done before.

Watsi targets users that are socially-minded, interested in online innovation, and looking for a direct way to make a positive impact in the world. Watsi donors care about making the world a better place, but also want to understand how their actions are having a meaningful impact. Most importantly, they are tired of the traditional non-profit models and look for something innovative, impactful, and transparent.

We leverage the internet and the power of social networking to make it easy for people to support patients from around the world that are in need of medical care. The most direct way for people to support a patient is to make a donation towards their treatment on Watsi.org. However, we also make it fun and easy for people to engage in other ways, such as by sharing patient profiles via social media, submitting stories to our blog, and by volunteering with Watsi. Currently, Watsi is active on Facebook and Twitter, and has seen traction from specific blog posts created to update our audience about important campaigns.

The Watsi process has five simple steps:
1. Upload: Medical Partners upload profiles of underserved individuals in need of serious medical care.
2. Connect: Donors browse profiles on Watsi.org and connect with a person who they would like to support.
3. Fund: Donors give to fund a life-changing medical treatment for the patient of their choice.
4. Transfer: 100% of the contribution made by the donor is sent directly to the Medical Partner to provide the patient the specified treatment.
5. Update: After the treatment is provided, donors receive a personal update about the outcome of the treatment.
Aside from the medical partner-facing work, our team spends its time on institutional fundraising, marketing, and web development efforts.

There exist a number of online platforms that successfully utilize a charitable peer-to-peer model. There are also online platforms, such as giveforward.com, that successfully facilitate fundraising for medical care. While online fundraising for medical care and the peer-to-peer model are both proven concepts, no organization has combined the two to enable donors to directly fund medical treatments for underserved populations in developing countries. However, there are also many very impactful non-profit organizations that provide a pleasurable donating experience such as Kiva, Vittana, charity: water, and donorschoose. Currently, these organizations have years of experience, developed resources, and recurring funding streams that an organization at our stage of development does not have.

Our primary challenge is managing growth. Since our launch in August of 2012, Watsi has seen 30% week over week growth. These are great numbers, but without an influx of capital to scale operations fast, momentum will slow. A challenge as a non-profit is being able to raise capital effectively with few resources. As the non-profit fundraising arena is competitive, we will need to acquire some of this scarce capital on an ongoing basis.
Another challenge is around creating the internal systems in place to foster sustainable growth. We are in the process of creating a Board of Directors, which will greatly increase the level of governance of our organization and ensure that we have top talent advising and making decisions on the direction of the organization.

Going forward, Watsi plans to raise a large philanthropic round of capital to: hire necessary staff to add site features, strengthen our Medical Partnership network, and promote Watsi's brand worldwide. Watsi also will focus on creating the internal systems to foster scalability in a sustainable way, developing strong Board governance, and building new web products that attract and maintain users.

Since our launch in late August of 2012, we have processed $200,000 in donations, funding medical care for 250 patients in 13 countries. In the process we have seen donations increase 30% every week. With this amount of success over our first six months of operations, Watsi needs operational funding to expand operations.

To raise a million USD over the next two years that wil allow us to properly scale to provide medical care for a million people in need.

In the next year we project a million USD donated on Watsi's site serving 2,000 patients abroad. To be able to accomplish our goal, we need to hire a few more employees to scale operations in the short-term. During this process we also hope to expand our Medical Partner network to provide care in more needed areas worldwide.

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

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

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

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

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

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

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

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

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

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

New, Innovative way to address the social problem.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

At the present time ultrasound is not available in peripheral health centers and FRUs in India. It is estimated that 70 % of people needing ultrasound have no access to it and the percentage is much more in the rural areas. Mobile technology including smart phones and networks are available in most parts of our country and we propose to harness the mobile technology to make a smart phone based ultrasound device. Conventionally ultrasound systems are housed in major medical centers and are expensive requiring experts on site. M-Ultra will be built as a tool for the last mile diagnostics i.e in PHCs and rural areas where having a full fledged Ultra Sound Machine is not impossible due to cost and infrastructure constraints.

Conventionally ultrasound systems are housed in major medical centers and are expensive requiring experts on site. We propose to take away the requirement of heavy duty processors with the use of cloud computing. The system can be used by doctors trained to use the system. The images will be processed by the cloud server providing analytical reports in emergencies. A web-interface application will be made in the cloud so that experts can access the stored data for formal reporting. The FRUs will be able to detect common medical, surgical and obstetric emergencies such as appendicitis, gall stones, kidney stones, and obstructed labor. An ultrasonic diagnosis will help the doctors in the peripheral clinics to make decision about emergency referral of patients saving millions of lives.

70 % of people needing ultrasound have no access to it. M-Ultra will be built as a tool for the last mile diagnostics i.e in PHCs and rural areas where having a full fledged Ultra Sound Machine is not impossible due to cost and infrastructure constraints. The functionality will be lesser compared to standard tools in order to make it affordable for the target audience. The First Referral Units will be able to detect common medical, surgical and obstetric emergencies such as appendicitis, gall stones, kidney stones, and obstructed labor to name a few and take neccessary action. Using the power of general purpose probes, smartphones and cloud computing m-ultra will be able to provide the functionalities at 1/10th the cost of currently available products.

M-Ultra will be built as a tool for the last mile diagnostics i.e in PHCs and rural areas where having a full fledged Ultra Sound Machine is not impossible due to cost and infrastructure constraints. The First Referral Units will be able to detect common medical, surgical and obstetric emergencies such as appendicitis, gall stones, kidney stones, and obstructed labor to name a few and take neccessary action. Using the power of general purpose probes, smartphones and cloud computing m-ultra will be able to provide the functionalities at 1/10th the cost of currently available products.

Targeted end users are doctors/sonographers at First Referral Units ( FRUs) of Government health systems which cater to Base of Pyramid Population in India and as well as in other low resource countries. The secondary targeted users are doctors/sonographers working at smaller hospitals or clinics and in mobile/outreach healthcare initiatives. As Ultrasound is becoming an extension
of clinical examination ‘M –ultra’ can be used by a variety of physicians and surgeons as a point- of -care diagnostic tool across the globe even in developed countries. In India National Rural Health Mission has embarked on a training scheme for physicians to use Ultrasound at the FRUs.

Pilot will be carried out in Kerala state of India with support from NRHM (National Rural Health Mission) from Ministry of Health & Family Welfare, Government of India. In princple NRHM has already agreed for the Pilot Support and implementation.

Post-pilot the project will be carried out across India for more than 3900 Primary Health Centres and more than 4800 Community Health Centres (CHCs) in India through NRHM. Since the product MUltra will be ready for usage worldwide Post pilot the project can be implemented for other countries depending on availability of resources and channels of deployment. Example: Healthcare missions of different countries with already established value chain.

Primary activity will be design and development of the device. We will also assist implementing agencies like PHCs in ensuring successful use of M-ultra at each of the centers.

All the currently available portable products are priced heavily making them unfit for use in PHCs and rural clinics. For example GE's VScan was launched with a price tag of $8000, high end features and with a launch function where all the major hospitals were targeted. There claim of it being built for last mile diagnostics contradicts with their actions.

The essence of our project lies in reaching out to the people in need of our product for diagnosis. Execution and the operation has to be of highest level to ensure reaching out to more than 5 billion needy people. We aim to achieve this through various channels like government healthcare initiatives of each countries, WHO etc. Other risk in execution is the Successful development and deployment of system for this we have put together a team rich in experience consisting of Senior Doctor, Engineers and operational staff from the best firms and institutes in India .

When we are ready for a global roll out our ability to market it across geographies is critical. Currently in India we have tie-up with government bodies like NRHM who would help us reach the needy similarly when ready for a global roll out we would tap into healthcare initiatives of different countries to reach out to the people in need.

Preliminary System Design is Completed. The Engineering team has ensured the design to include off the shelf device components to build an affordable and low cost device. The team has designed to product to help ensure Mass scale manufacturing capability thereby helping scale up the reach of the product to the needy across the world in a short time.

To provide smart phone based ultra sound probes to all types of Peripheral Health Clinics across the globe helping people needing ultrasound assistance to have access to it.

Short term objectives of the project (upto three years) is to provide smart phone based ultra sound probes to more than 23900 Primary Health Centres and more than 4800 Community Health Centres (CHCs) in India through NRHM. In long term we want to provide smart phone based ultra sound probes to all types of Peripheral Health Clinics across the globe helping people needing ultrasound assistance to have access to it.