Desenvolvimento de meninas

Millions of women use sand, wood ash, old rags, newspapers & even plastic bags due to non-availability of sanitary pads in India. Shame & silence associated with the issue makes it the most taboo subject even among women. The irony is that even the biggest health/RCH projects don’t have a budget for sanitary pads. This is a nationwide intervention, which starts with providing a physical product but stresses more on changing practices, behavior change, education & replication in the long term. The clean cloth pad is developed out of old cloth collected from urban masses. Its made with highly indigenous processes while we also teach the user women to make it on their own.
We name this issue as ‘TRIPPLE A’ - awareness, accessibility and affordability and we are developing it not as a product but as a solution which is taking care of these 3.
We use old cloth lying useless in the cities as a resource to address this important yet taboo basic need of the village & slum women. We use this pad as a tool to generate more awareness on the related health and hygiene issues. In the cities for the first time we are initiating discussion on this issue by directly involving the urban women, drawing on their instinctive empathy. The use of cloth; a material most village women are comfortable and familiar with, coupled with the reuse possibilities makes it a viable option. This is a highly replicable, cheap and easy to do initiative which brings an absolutely environment friendly product, a not so common thing in the sanitary pad world.

Sanitary pads that are practical, affordable and environment friendly are still on an experimental level in most parts of the country. The commercial sector has not been able to provide an affordable option the rural masses, village India use every possible rugs and rags. A few NGOs, women’s groups and individuals have taken this as an add on activity limited to the communities they are already working with.
Unlike many other one time, charitable or sporadic effort this is a comprehensive solution which involves masses at every level right from awareness , material collection to usage. It is neither an education program nor just gives a product, it is a package where an ‘easy to do solution’ becomes a tool to open up the subject and initiate a dialogue in the sector and communities.

20% of cloth we get is non wearable and the cotton out of it is converted into pads which ensures regular raw material. Pack of 5 pads reach women with information on how to use- reuse,washing & drying practices, importance of sunlight & hygiene issues. We are also developing exhibitions for partners to build an aware eco system. Goonj works in 21states of India through its network of over 250 partners to reach wider. Other aspect is initiating discussion & debate on taboo subject in cities. We are spreading awareness among people from different strata thereby evoking empathy about and making sure that it takes a shape of mass movement on the issue. In villages we aim for local level replication so women don’t rely solely on Goonj.

It has been a taken for granted issue with hardly any documentation of problem and its magnitude. The present model and product is evolved after a rigorous work in the field across India and also after our research on issues in other countries. This is one work where lab people are first users, unlike any other initiative as the women who make it- use it first and talk to communities to update themselves and upgrade the work. We learn from users to change. There are different models as per the local social & financial situations. We create local leaders to spread awareness in local language and context instead of a typical top down approach. This approach keeps us going in different socio- economic scenario and pressures as the ownership is local.

Because we are projected to grow not only in our number of consumers, but also in our product and service offerings, our top priorities in the coming year are:

1. To understand our organizational strengths, weaknesses, opportunities, impact, and challenges based on the industry/environment in which we operate.
2. To improve management’s ability to recruit and retain staff based on overall organizational goals, and to be able to succeed in our fast-paced growth and scaling partnerships and impact as we aim to become a leader in impacting our field.
3. To empower management with strategies that increase productivity, joy, and staff engagement as well as to improve our internal quarterly and annual performance reviews.

1) Train 200 students through the LEAD Program.
2) Establish our Resource Center which will hold events for up to 1000 young women leaders across Kathmandu.
3) Raise our operating budget of $60,000 for 2013-2014.

1) To establish ICDP-USA, as ICDP is established in Norway, Colombia and 22 other countries around the world, as a unique empathy-based program strengthen parent/caregiver capacity to raise safer, pro-social children;
2) To evaluate ICDP-USA pilot and new project outcomes in its second year to strengthen our appeal to partners, donors and our target audiences: parents, caregivers & school and community leaders.
3) To expand the International Child Development Program in the Chicago area, New Orleans and beyond.

1. To secure funding to continue to serve the 2000+ youth we serve this year, and to be able to expand our services
2. To secure funding to contract an educational/marketing consultant to make our AHA! facilitator trainings (for which we wrote 3 books in 2012) available beyond Santa Barbara - to market these trainings and spread our good work into schools across the U.S.
3. To locate and secure a dedicated space for our programs (we currently share space with other organizations and have vastly outgrown those spaces).

Menses and menstrual hygiene falls in the most neglected health subjects worldwide. Millions of women use sand, wood ash, old rags, newspapers & even plastic bags due to non-availability of sanitary pads in India. Shame & silence associated with the issue makes it the most taboo subject even among women. The irony is that even the biggest health/RCH projects don’t have a budget for sanitary pads. This is a nationwide intervention, which starts with providing a physical product but stresses more on changing practices, behavior change, education & replication in the long term. The clean cloth pad is developed out of old cloth collected from urban masses. Its made with highly indigenous processes while we also teach the user women to make it on their own.
We are using old cloth lying useless in the cities as a resource to address this important yet taboo basic need of the village & slum women and in doing so focusing on a critical gap in women’s health. The clean cloth napkins are an entry point to generate more awareness on the related health and hygiene issues. In the cities for the first time we are initiating discussion on this issue by directly involving the urban women, drawing on their instinctive empathy. The use of cloth; a material most village women are comfortable and familiar with, coupled with the reuse possibilities makes it a viable option.

Sanitary pads that are affordable & environment friendly are on experimental level. As commercial sector hasn’t provided cheap & good napkin to masses, village India still survives on old cloth. A few groups have taken this as add on activity limited to communities they are working with.Gaps: Apart from costing, bigger challenge is this essential phenomenon hasn’t got enough attention from health/development sector.No macro analysis of problem/efforts to adapt small initiatives to different groups. Evident connection with health hazards hasn’t translated into comprehensive remedial action. During disasters, when victims don’t have access to basics, few agencies pay attention to basic need that ironically becomes more acute due to non-availability of normal clothing & covered space.

(Goonj works on identifying aspects of rural beneficiaries’ lives where cloth plays important role. 10%of total cloth we get,is wearable.Cotton cloth from this lot is converted into napkins.Pack of 5 pads reache beneficiary with information on how to use & reuse,washing & drying practices, importance of sunlight &hygiene issues.We are developing exhibitions for partners for dissemination of information along with pads. Goonj works in 21states of India through its network of more than 100 partners.Other aspect is initiating discussion & debate on taboo subject in cities. We are spreading awareness among people from different strata thereby evoking empathy about chasm in resources leading to civic participation.In villages aim for local level replication so women don’t rely soley on Goonj.

We developed models around napkin work depending on circumstances of beneficiaries or requirements & interest of partners.Given internal costs in making napkins we charge minimal amount for pack of napkins but in poor areas, we don’t charge, instead we motivate urban audiences to sponsor packs for rural women. In some places partners show interest in involving women,then we teach how to make napkins, apart from providing raw material. NGOs distributing pads buy from us directly, others want help to spread awareness, we meet with community women, distribute napkins & let NGO decide future course. We constantly seek inputs from end user to help make effective product. Big add on introduced is providing undergarments-adds to comfort & risk aversion for women defecating in open.

We want to have our game used in schools. That's it.

The top three goals for Girl, unKnown in the next year are as follows:
1. Get girlunknown.com up and running with accountability, goal planning and tracking services.
2. Have strong community awareness through a great marketing campaign to grow our member base.
3. Get dialogue between older and younger women flowing, we really want to see a connection of generations take place and more cooperation between women.

Global Health Corps aims to mobilize a global community of emerging leaders to build the movement for health equity.

Changing the unacceptable status quo of deep health inequities requires a new generation of leaders with diverse skills and backgrounds. Emerging leaders need opportunities to build their skills and a community in which to reflect and innovate.

GHC provides opportunities for young professionals from diverse backgrounds and nationalities, to work on the frontlines of the fight for global health equity in yearlong fellowships. Our fellows have a measurable impact on the health of the communities in which they work, and draw upon their fellowship experience and the GHC alumni network to deepen their impact throughout their career.

The Global Health Corps program consists of three primary components:
• Building partnerships and increasing the impact of great organizations today
• Training and Supporting the leaders of tomorrow
• Building a global community of changemakers

Global Health Corps’ programming and training curriculum is based on a leadership development framework that integrates professional development, intellectual exploration, and interior formation as it relates to conducting service work. Over the course of the fellowship year and following, fellows will be provided opportunities to build their skills and strengths in each of these domains. Through our programming, fellows develop and continually “practice” leadership behaviors and skills that we consider crucial to achieving progress in global health and social change work.

GHC partners with organizations working on healthcare delivery and access. Fellows work with organizations in yearlong positions and make significant and measurable contributions to the organizations and the target population. Each fellowship team is composed of a pair of fellows, one from the country where the partner organization works, partnered with an international fellow. Over the course of the fellowship year, fellows participate in a wide range of activities aimed at increasing their effectiveness as practitioners and their development as leaders. Throughout the year, they receive on-going training, support and mentorship from the GHC team and our network of advisers. Fellows build a set of shared values, commitment and skills that they carry well beyond the fellowship year.

The organisation is striving to develop the alternate-education program, INDRADHANUSH. We are trying to bring a more strctured and planned approach to the program to add value to the existing practices. The biggest goal of the organisation is to engage young people and educate them to enable personality development for better career options and also to serve as intelligent and healthy members of their community who will be the spearheads of social change and progress in the coming future. The 3 top priorities of the organisation is therefore to build internal resources and facilitate organisational growth.
a. Fundraising and Resource Mobilization
b. Build staff capacities to implement the the alternate education and sports based life-skills to promote holistic development. The two main values that will be promoted through Kutumb's core programmes are: i. gender sensitivity and equity and ii. active pluralism or promote ideas of understanding and celebrating identities, communities, ethnicity and cultural heritages and
c. The 3rd priority will be to use resources to train young people as community leaders and create peer-leaders from each of the 3 communities where work.
Kutumb envisions that eventually all of the programmes at Kutumb will be spearheaded by Kutumb peer-leaders and they will receive due honorariums to motivate them as most of them belong to extremely poor backgrounds. All of these programmes will need much of investment in terms of energy, ideas, time and financial resources and hence resource mobilization and fund-raising will be at the base of all these initiatives.

The wide range of customized services and the highly educated and experienced personnel make this initiative an excellent choice for parents and schools. 'Happy Dickens' s innovative approach regards the way experts treat children and educate caregivers. The key is to listen the children’s voices, understand their needs and develop offerings that meet them well. The Center has also developed educational programs that reach schools and child care centers, aiming to increase the number of people who acquire the skills to manage children appropriately. The experts of 'Happy Dickens' develop effective, tailored developmental programs for children and their families. The Center seeks to develop cooperation with parents and teachers, aiming at long-term and lasting changes in their lives.

The Innovation Model of the Centre is based on the establishment and cooperation of a scientific team of experienced specialists from different disciplines (e.g. child psychologist; special educator; social worker for children; musicologist, etc), who offer practical solutions to a number of challenges encountered by children but also by those who are responsible for children’s care (e.g. parents; educators; caregivers, etc) during the building of their character.

The establishment of a cooperative non-profit organization with an emphasis on collaboration, along with the development of a team involving experienced specialists from different disciplines make this initiative a success.

The continuous innovation of the Center is achieved by developing partnerships with university faculty, funding joint research projects and providing fellowships to young scientists, aiming to promote research as a tool for development. Furthermore, the adoption of knowledge management tools (e.g. AssocioNet, Triple Creek, KM training & education, etc.) and innovation models allow both the development of new services and the involvement of customers in Center’s innovation activities and also strengthen its position against external challenges.

The solution is innovative as previous ways have been focused on professionals and not communities. The communities need to be aware of the hazards of smoking and since most of them are illiterate, demonstrative ways are only solution. A women’s social welfare organization, such as the All Pakistan Women’s Association (APWA), with the technical expertise of National Alliance for Tobacco Control (NATC), is a unique combination that will aid in developing sustainable solutions.

Kids like to text and get texts. This gets them texting with their parents who are not always as hip about technology.