Drishtee Maternal Health Care (Making it sustainable: Investing in developing skilled maternal health women entrepreneurs).
Dr Minal
Singh
Drishtee Development and Communications Ltd
, UP
No
Drishtee Development and Communication Limited
+91-012-4661000
Drishtee Development & Communication Ltd., Knowledge Boulevard, Tower B, 8 th Floor, Plot No. A-8a, Sector-62, Noida-201 301
, UP
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, AS
The idea is unique as it does not focus on a new medical protocol for the pregnant women, but it targets to develop a sustainable and cost effective framework for the delivery of conventional maternal care. Adoption of proposed framework can not only help in improving the maternal health in low resource settings but also a sustainable and replicable template which can be easily adopted for different geographies and set-ups with some changes.
Secondly, the behavioral change modification that the model promises to bring in the community, service users and the service providers towards the maternal care services through rigorous social mobilization and provision of quality maternal care services.
The model also promises strategic utilization of resources at each level. It utilizes the health care workforce in the best possible manner as the doctors and the ANMs are not stationed at one central place or a kiosk but travel on Drishtee defined routes to ensure maximum reach to maximum number of people.
Lastly, the idea is unique as the flagholders of the program are the owner of the services. The programmatic dynamics make their income directly proportional to their involvement and quality of services. This ensure the high motivation of the DHF through out.
Drishtee health model is working on the same business model for more than last 2 years. Drishtee has aimed general health and conducted more than 160 camps and 250 clinics of various speciality i.e. orthopedic, ENT, gynecology, etc. More than 9,500 people have benefited from these services in past 2 years.
Another impact of the Drishtee entrepreneur based health model is the financial support for the DHF. On an average each DHF earns around INR 1500 – INR 3500 on a monthly basis depending on her involvement and motivation.
This is an early stage to reflect any impact of the maternal health project in numbers. However, the impact will be measured at the end of two years by assessing the decrease in MMR (Maternal Mortality Rate), increase in number of females attending 3 ANC and PNC and increase in the rate of attended delivery in the catchment area.
1)Sustainable health model with major part of investment focused on development of skilled maternal health entrepreneur
2)Shift of ownership to the health workers i.e. maternal health care delivery through the women health entrepreneurs
3)Community sensitisation for increasing the utilisation of the present facilities at the government centres for example Primary Health Centres (PHCs) for delivery
1)Sustainable health model with major part of investment focused on development of skilled maternal health entrepreneur
2)Shift of ownership to the health workers i.e. maternal health care delivery through the women health entrepreneurs
3)Community sensitisation for increasing the utilisation of the present facilities at the government centres for example Primary Health Centres (PHCs) for delivery
1)First year:
a) Selection of the health workers and establishing the network - DHF and the location of the health centres have to be carefully chosen based on the pre-defined criteria such as distance of the centre from the other health facility, number of private practitioners in the region, etc.
b) Capacity building of the DHF - Training of the selected females as entrepreneurs and training in maternal health care. Women are also trained in effective communication skills such as holding a community meeting or interaction with the women
c) Partnering the ANM and Gynaecologist
d) Setting a schedule for the ANM and Gynaecologist
e) Community meetings – For the awareness generation related to the need of the proper maternal care, institutional delivery and post natal care
f) Setting a monitoring schedule
g) Starting the scheduled operations
h) Partnering hospital for referrals
2)Second Year:
a) Monitoring of the ongoing operations
b) Monitoring the sustainability indicators for each DHF
c) Tracking the pregnancies
d) Monitoring the impact indicators for the region
e) Ongoing community sensitization
3)Third Year:
a) Evaluation of predefined impact indicators based on the end line survey
b) Incorporating the changes based on the lesson learnt
c) Expansion to the next region
In the proposed plan, DHF has to interests of involvement. The entrepreneur interest and the social interest. The balance between the two has to maintain for the success of the project.
Loss of either of the two will severely impact the idea of the project.
1001‐10,000
Less than $50
Operating for less than a year
Yes
Drishtee Foundation
Please select
Yes
Yes
Yes
Approximately 150 words left (1200 characters).
1) Capacity Building of the set-up: The project should grow in future to address the emergency maternal situations. Although at this stage, we have partner hospitals and local government facilities where the emergency cases can be referred. But the network has to be strengthened to address these more effectively.Also,capacity building of the DHF as trained birth attendants should be done. This will make the DHF to attend to the deliveries taking place at home.
2) Ensuring sustainability of the DHF: Monitoring for the sustainability of the DHF is required. There are chances of the DHF to loose the motivation to participate if she can not sustain her health kiosk
3) Government Support: Government support is required to utilize the existing government infrastructure for provision of quality service to the pregnant females.
For last ten years, Drishtee is working for the development of the rural communities through ICT based services. Constant efforts in the field and learning indicated the need for a health model for the rural population. A model which can help the villagers to access the health services within the villages.
In 2006, health model involved as a pilot in areas of UP. The health model has under gone several changes to address the needs of the villagers.
During the health camps, Drishtee health team witnessed that the major part of the beneficiaries were females. Especially the pregnant females participated in the camps who were otherwise unable to travel to the distant locations.
In 2009, the project was launched in Assam based on Drishtee Health Model but focusing on the needs of the pregnant women.
Satyan Mishra
Managing Director, of Drishtee, Satyan Mishra has a Masters in Business Administration from University of Delhi - Delhi School of Economics with International Business. Besides this he has extensive 11 years of enterprising experience. He has worked towards combining the passion with his managerial and technical expertise to create a viable organization. The concept has motivated like-minded people to come together and form an intellectual horsepower behind Drishtee. This team has also taken up limited equity in order to facilitate the growth of the organization along with few instituional investments.
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