Saúde reprodutiva e materna

The impact of our product on human wellness and vitality would help us validate our compositions and would help us enhance our product efficiency. It would help us to iterate our product development process till we develop cost effective high nutrient products.
The positive impact of our products on human wellness would boost us to develop more such products.

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We bring safe drinking water to communities that have no other source of this vital health/wellness service. We also bring health services that are generally not available in these communities. All of these are priced within the ability to pay of the majority of the community. And because our facilities and our technology are urban quality, they also appeal to the aspirations and pride of the community to have modern services. So the value proposition is modern quality services at an affordable price from a trusted brand and with the convenience of local access.

The emergent middle class in rural villages and small towns--not the weathly landowners (5%-10%); not the below poverty line households (although that is slowly changing as incomes and aspirations grow (20%-25%); but the remaining 65%-75% is the emerging middle class of rural India, and our core market, of which we typically get more than half of the households within a given community as customers.

Sophisticated social marketing, including door-to-door informational campaigns, wall-paintings, events (including inauguration of the water unit, which is a major event attended by regional officials), and branding of products and services. We view our social marketing skills and strategies as our most valuable IP, and we do not share the specific strategies in detail.

please see redundant descriptions above--we build and operate water treatment units and we provide health services and products.

As described above, building a deeper management team is critical to our success. We are intensifying our recruitment efforts, and seeking grant funds to help provide bonuses or other incentives to retain key staff.

We have a well-established growth plan with clear targets and milestones, described in more detail below. We expect to continue our water buildout, reaching 600+ units and profitability within 2 years, and begin rolling out the follow-on health services as each new water unit reaches cashflow breakeven (typically about 6 months after operations begin).

We already operate 140 water units and have secured funding to scale to 600+ units. So the water footprint is already growing and will make the company profitable within 2 years. We are now leveraging that footprint with the 2nd phase of the WaterFirst strategy by bringing a slowly-expanding array of health services that can be delivered in an integrated fashion with the water service.

1) To reach 600+ units and profitability in 2 years, while rolling out health services approximately 6 months behind water unit operation in each community. 2) To expand in India to several thousand units. 3) To expand outside of India with the same WaterFirst model--Africa, Southeast Asia, and parts of rural Latin America.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

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.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The MBBCs’ key growth objectives are as follows:

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

como não se trata de um negócio propriamente dito, é difícil estimar uma proposta de valor.
Explicitamos abaixo os custos do Projeto:
O custo das Mães Sociais no período de 2001 a 2011, foi em média U$ 24,191,91 por ano.
Os recursos humanos são vinculados à Secretaria Municipal de Saúde de Sobral, assim como os custos com a logísticas e infraestrutura do Projeto.

Os clientes do Projeto são as gestantes, parturientes, mães e crianças atendidas na rede de Atenção Primária de Saúde de Sobral que apresentam risco clínico e social, identificadas pela equipe de Saúde da Família das Unidades Básicas de Saúde da rede municipal de serviços de saúde. As equipes de Saúde da Família são compostas por 1 médico, 1 enfermeiro, 1 técnico de enfermagem e 4 a 5 Agentes Comunitários de Saúde (ACS, pessoas da comunidade que fazem a ligação entre a população da microárea e as equipes de Saúde da Família dessa microárea.

Há um contato estreito entre a equipe do Projeto e as equipes de Saúde da Família do município. Os profissionais dessas equipes identificam as gestantes e mães que necessitam do apoio social e encaminham uma solicitação para o Projeto que realiza uma visita domiciliar para avaliar as condições da família e a real necessidade do apoio.
Para aumentar o número de participantes é feita divulgação na mídia e em eventos sociais do Projeto para conquistar novos parceiros (padrinhos e madrinhas sociais e empresas privadas) e para que as mulheres que podem ser beneficiadas possam solicitar esse apoio

Avaliação por meio de visitas domiciliares do trabalho das Mães Sociais
Prestação de cuidados para as gestantes e mães, tanto nos afazeres domésticos, como nos cuidados de saúde
Acompanhamento de crianças internadas para que a mãe possa amamentar seu bebê
Captação de madrinhas e padrinhos sociais e empresas privadas solidárias com o Projeto
Capacitação e educação permanente das Mães Sociais
Análise dos óbitos maternos, fetais e infantis do município
Identificação de novos problemas e novas estratégias para resolver tais problemas
Avaliação das atividades desenvolvidas pelo Projeto
Monitoramento e avaliação dos indicadores de saúde materna e infantil do município

Não identificamos desafios que possam impedir o futuro sucesso do Projeto, pois atualmente, contamos com o apoio dos gestores do município e do governo federal por meio da Rede Cegonha, o que dá tranquilidade para o crescimento das ações do Projeto.

Associar-se à estratégia Rede Cegonha do Ministério da Saúde, uma política do governo federal que tem como objetivo melhorar as condições de atendimento às gestantes, ao parto, ao puerpério e ao bebê, com o objetivo de reduzir a mortalidade materna e infantil.
Essa rede conta com grandes recursos financeiros que são repassados aos municípios para melhorias da estrutura hospitalar e ambulatorial.

A experiência da equipe, a consolidação da organização do trabalho e dos instrumentos utilizados, o apoio dos gestores municipais e os resultados alcançados na redução da mortalidade materna e infantil. Além disso, o retorno positivo das mulheres que receberam o apoio das Mães Sociais. A proposta é ampliar o Projeto para os municípios vizinhos que fazem parte da Região Noroeste do Estado do Ceará.

Desenvolver novas estratégias no cuidado com os recém-nascidos prematuros e de baixo peso
Aumentar o número de Mães Sociais
Aumentar o número de Padrinhos e Madrinhas Sociais
Reduzir os partos prematuros e o nascimento de bebês de baixo peso
Identificar precocemente as mulheres que necessitam do apoio da Mãe Social
Divulgar o Projeto na mídia
Eliminar os óbitos maternos e infantis evitáveis

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.

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.

O programa pode ser replicado em diferentes locais, através de igrejas, ONGs, centros comunitários, instituições de saúde, etc por trabalhadores voluntários ou das instituições que desenvolvem o projeto. A metodologia é encontrada em um livro publicado em 2010 (A arte de nascer-12 encontros para formação de saúde em gestantes) que encontra-se disponível no site do projeto. A organização oferece capacitação inicial (não obrigatória) por um valor de 1200 reais para o grupo que desejar aprofundamento e treinamento.

Os clientes consistem naqueles que compôem organizações governamentais ou não, que realizam trabalhos sociais, com a comunidade, e iniciam ou estruturam o programa " A Arte de Nascer".

Palestras associadas à apresentação poético-musical que divulgam os benefícios deste tipo de intervençao, em universidades, centros de saúdes, igrejas, organizações não governamentais, etc; Livros (" A arte de nascer- 12 encontros para formação de saúde em gestantes " e " A arte de nascer- para mães e bebês") que disseminam a idéia e o estímulo em diferentes regiões do Brasil; divulgação na mídia (entrevistas TV e jornais, blogs, redes sociais, etc); viagens, estágios e cursos, a nível nacional e internacional que possibilite parcerias e/ou aprendizado na área.

Emprego em hospital público como infectologista na cidade de Natal/RN; coordenação e atividades voluntárias em grupos de gestantes nas cidades de Macaíba e Extremoz-RN; Atuação como infectologista durante a gestação para prevenir doenças de transmissão vertical, realizando atendimentos e pesquisa na área; Atividade voluntária junto ao grupo Auta de Luz que realiza apresentações culturais em escolas e outras instituições no RN, visando a difusão das artes e cultura norte rio grandense; Voluntária da associação de Distrofia Muscular do RN, promovendo tividades sociais e de lazer com as crianças portadoras de necessidades especiais.

Atualmente, a nível organizacional, a falta de registro e estruturação da organizaçao, prejudica a captação de recursos e parcerias financeiras com o setor privado. Com todos os trabalhadores voluntários, há pouco tempo disponível para realização de certas atividades que são imprescíndiveis para o crescimento do trabalho realizado.
A nível social, o fato da preferencia por soluções intervencionistas, ao invés de prevenção, e a falta de visão da arte como recurso terapêutico também constitui barreiras a ser vencidas.

Estruturação da organização--> parcerias financeiras com instituições públicas e privadas--> possibilidade de expansão/divulgação do programa---> recursos humanos, publicação de novos livros, desenvolvimento de sede de treinamento de novos grupos, abertura de novas células, parcerias regionais/internancionais.

O fato de ser uma idéia simples, facilmente replicada, de baixo custo e uma solução criativa com impacto na morbimortalidade materna e infantil. A possibilidade de usar trabalhadores voluntários, também se constitui ponto favorácel ao crescimento.

Abertura de novas células em outras regiões, beneficiando mais pessoas e melhorando a saúde materna e infantil.
Desenvolvimento de novas possibilidades de sustentabilidade, que permita crescimento e fortalecimento em nível institucional;
Tradução e publicação de livros e trabalhos poéticos-musicais, difundindo a importancia do momento gestacional e a arte terapia.