Desenvolvimento econômico

We feel we are only beginning to touch on all these sectors. Our business model will engage us in all of them, but this added capacity will ensure we can dive deeply into creating a thorough educational model for our farmers, with on the ground support staff. Added capacity will also help us ensure we are building our brand quickly to encourage sustainability and efficiency of our manufacturing. We will also have more opportunities for diversifying our impact on the environment and overall human wellness as we engage the local community in reforestation and other educational efforts.

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Currently, we are indirectly promoting the growth of new farms by providing them with a ready-made market, but I would love to establish a farmer incubator program that could more actively work to ensure that our area has a diverse, healthy, and happy base of farmers who are trained to maximize the environmental well-being of their land and the nutrition and taste of their crops. We would also like to work more closely with buyers to help make purchasing decisions that maximize the benefit, in both health and flavor, of using locally grown produce.

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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.

The Centre for Mental Health has calculated that people who turn up for work when they should be off sick (presenteeism) is costing the UK economy around £15 billion per year. Straightforward absenteeism, however, costs the UK economy around £8.4 billion.

So this is a huge, costly issue that impacts on an organisation’s productivity and effectiveness and also the individual employee’s well-being. Out of every four people, one of those will experience mental health problems in the course of a year, with anxiety and depression being the most common disorders.

This is the problem we are trying to address and solve through the Well-being First Aid Kit.

We will undertake an employee well-being audit which will assess and analyse organisational, departmental and individual well-being.

It will predict the potential cost of people who turn up for work when they should be off sick (presenteeism) and employee absenteeism.

We will then work with leader and managers suggest recommendations to enable organisations to take direct action to improve employee well-being.

We will also, where necessary, work directly with individual employees to address emotional and/or mental health issues.

Our vision is that an organisation should be a healthy place to work.

It should be a place where employees feel valued, have a sense of purpose and be fully engaged. They will have a healthy work/life balance and will have good emotional and mental health. Their self-esteem will be high and they will be fulfilled.

The organisation, through being healthy, will be sustainable and will enable growth. They will be fully engaged with the employees and be a market leader in their field. They will promote positive growth by their employees and will have trust, and be trusted.

By achieving these objectives, employment will increase, absenteeism will decrease, costs to agencies such as the NHS will decrease and employees will be happier. This in turn will impact on their home life.

Our innovation will increase the profitability of an organisation and the wellbeing of its employees. Our model will boost both stakeholder and shareholder value.

- Individuals living with emotional and mental health issues - one in four of the UK population.
- Organisations (public, private and third sector) who wish to increase their performance and profitability.

We will reach customers through engaging with employers. We will work with leaders and managers of public, private and third sector organisations to enable increased profitability and employee well-being.

We will work with organisations and conduct a unique well-being audit that assesses and analyses organisational, departmental and individual well-being in order to predict future well-being, attendance and performance levels.

We will then agree appropriate interventions to address training and support needed on an organisational, departmental or individual basis to improve attendance and performance levels.

We are not aware of any organisation offering a similar package. Some offer 'resilience' training which does not address underlying mental health or emotional issues. We do not envisage problems with other competitors, but we would welcome the opportunity to work alongside them.

Organisations (leaders and managers) will have to acknowledge that there is an issue to be addressed before they will seek intervention. However, it will be part of our job to raise general awareness of this particular issue.

We have very strong networks locally, regionally and nationally which we will use to market our innovation.
We will initially target local businesses and will track our progress through the number of individuals we help and support.

We have a tried and tested and independently (Newcastle University) validated model of measuring individual and workforce well-being including performance and attendance.

We have the professional knowledge and experience to develop a management strategy to address the emerging issues.

Year 1 - 500 employees assessed and those categorised at risk given relevant interventions and support.
Year 2 - 1000 employees assessed (as above)
Year 3 - 3000 employees assessed (as above)

Summer 2013: Launch of Well-being First Aid Kit
Autumn/Winter 2013: First 200 employees assessed
Summer 2014: Commence key public, private and third sector partnerships.

Key activities during 2013/14 will include:
- Presenting and having a presence at conferences, seminars, exhibitions and appropriate events.
- Using and increasing our networks.
- Strengthen our online presence and services.

In Nigeria 500,000+ women give birth each year and two-thirds of them live in slums. Most deliver at home with an unskilled birth attendant or go to a public facility where conditions are often appalling – shared labor beds, delivering on the floor, understaffed or under-equipped with basic lifesaving supplies. As a result as many as one in 50 women die during childbirth and many more experience life-threatening complications. Secondly, poverty due to lack of livelihood has also contributed to poor health among women. We are working to save the situation by bringing in innovative solution into the picture.

Tomike Health is a social venture that aims to set a new standard for job creation and maternity care in West Africa. We are combining business, job training and clinical innovations to create a fully self-sustaining and scalable solution that provide reproductive health and antipoverty services to poor urban women. First of its kind in West Africa.
We are piloting our model in Abeokuta with a single clinic, mobile unit, and business incubation centre then once we have demonstrated that the model works, we will scale up to touch other cities across west Africa over the next five years.

Tomike Health vision is a world free from poverty, hunger, and diseases. The mission of Tomike Health is to enhance health and productivity in underserved rural communities among poor women and its goal is to transform healthcare and livelihood by demonstrating the commercial viability, long-term sustainability and social impact of the Tomike-Health model at scale.

The Tomike Health model is a sustainable social business enterprise with high degree of economic returns for the beneficiary communities. We will create Direct Social Impact through providing underserved women communities with greater access to high quality health-care, skills development and business incubation services resulting in better health & well-being, enhanced productivity and improved standard of living. Also providing alongside, multiple opportunities for employment generation in the local areas.

Tomike Health is basically targeting women of child-bearing age living in rural/urban slum. Our ambition is to integrate healthcare and antipoverty program together as a package for poor women and to change the way maternal healthcare is provided for the two million poor women giving birth each year in urban/peri-urban sector of West Africa.

We will basically reach out to our customers via our mobile unit and pool of volunteers. Mobile vans will bring services into the slums and increase awareness among our target population via creative marketing and ubiquitous mobile phones. This is critical for reaching women who would otherwise deliver at home, building a reputation among our target patients, and driving traffic to our facilities.

Tomike–Health will bring three tightly-integrated services into the communities to ensure that women receive the full continuum of maternal health care: (a) mobile vans that will create a direct link with our patients, boost demand for services and healthy outcomes through antenatal care and birth preparedness; (b) Tomike health centers near the slums where women can go for respectful obstetric care, safe delivery, family planning, and postnatal care; and (c) Tomike health business incubation centre where poor women can access job training and skills and revolving fund necessary to kickstart the venture of their choice.

Social venture dedicated to bring healthcare to the poorest communities in West Africa already exist and Easier Healthcare consult is a good example, but these initiatives remain limited. From our knowledge, there is no “social healthcare companies” integrating antipoverty program with martenal healthcare delivery in poor communities. Nevertheless, the model we propose will combine certain basic innovations that can’t be found anywhere in the region. The key specification that will distinguish our model from the individual initiative already available on the market will be the strong social, business, scientific and clinical background supporting the synergistic value of the model.

The other challenge is ensuring that payments are made for treatment or microcredit. For instance, If a woman comes to our healthcare center in pain, we cannot refuse treatment. So we have to ensure that there is a way of recovering the cost of the delivery. We will work to mitigate those risks by: (a) providing financial training during our antenatal care&business training, (b) options for advanced payment in installments (flexibly, to correspond with women's irregular income in these settings); (c) working with micro-insurance agencies and the National Health Insurance Scheme to defray out of pocket costs for women.

A comprehensive healthcare and antipoverty initiative has many moving parts. Wherever possible, we do not want to reinvent the wheel, but rather work with the organizations that are at the cutting edge of each service and element of our model. This will help us to grow and continue innovating

To date, we have completed market surveys, developed the model, and engaged volunteers and advisors. In fall 2012, we did an extensive market surveys and data collection to overlay facilities and population data to identify areas that are poorly served. We believe we are ready for pilot

The objective of Tomike Health is to enhance health and productivity in underserved rural communities among poor women and its goal is to transform healthcare and livelihood by demonstrating the commercial viability, long-term sustainability and social impact of the Tomike-Health model at scale.

2013
-Purchase and equip first mobile unit; lease a property for clinic,& business incubation center
-Develop protocols for mobile antenatal care and outreach, hire and train staff
-Complete protocols and internal systems for clinic, mobile unit, & business incubation centre
-Hire and train staff for first clinic; lease first site in eastern Abeokuta; setup equipment and space.
2014
-First clinic opens doors in early 2014.
-Begin monitoring impact and fine-tuning of operations and clinical and internal protocols.
-Experiment and adapt marketing and outreach
-By late-2014 evaluate success of pilot and secure funds for expansion.

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

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

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

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

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

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

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

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

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

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

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

Our immediate growth objective is the initiation of the user-centered design process in partnership with academic research centers and healthcare providers in the developing world. Subsequent objectives include verification of the co-created product design by Noxilizer and field testing and evaluation at selected beta sites.

Eniware’s goal is to have a CE-marked, ISO-verified, affordable and user-friendly product within 18 months. Short-term growth milestones include a finalized agreement with a university-centered or private design team, and executed MOUs with end-users and beta testing sites collaborating in the co-creation process. Financial milestones include completed capitalization raise, and MOU agreements with select NGO partners and Ministries of Health for pre-orders of units and consumables. Supply chain establishment and distribution development will evolve concurrently, supported by micro-business economic development of consumables production and resupply. By Year Two we expect to see income growth from pre-orders and sales, and to realize a net profit of $3-4 M by Year Three.