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Compaeros!En!Salud!(PIH)!!!!!!!!!!!!
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Connecting!accompagnateurs!in!Chiapas,!Mexico!
with!the!global!health!equity!movement
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Spring!2014!
Client!Contact:!Hugo!Flores!
International!Development!in!Practice!II!
CES!Development!Advisory!Team!
Jenna!Ahn,!Alexandra!Searle,!and!Denise!Umubyeyi!

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Table&of&Contents&
Executive&Summary.................................................................................................................3!
Context&and&Goals...................................................................................................................6!
Approach ................................................................................................................................7!
Project&Evaluations .................................................................................................................9!
Local!Organizations...................................................................................................................................................................9!
Grantmaking!Foundations...................................................................................................................................................12!
Individuals..................................................................................................................................................................................14!
Moving&Forward&and&Conclusions..........................................................................................24!
Appendices ...........................................................................................................................25!
Appendix(A:((Grant.making(Foundation(Research....................................................................................................26!
Appendix(B:(CES(One.Page(NCDs(Brochure..................................................................................................................35(
Appendix(C:(Development(Advisory(Team(Bios...38!

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Executive Summary
Within the broad movement for global health equity, Compaeros En Salud (CES),
working in the rural Sierras region of Chiapas, Mexico, is at the forefront of opportunity and
innovation. Substantial funding from Green Mountain Coffee Roasters (GMCR), as well as
diverse partnerships with key actors, including the Mexican governments Ministry of Health,
EAPSAC (a trusted NGO working in the region), the broader organization of PIH, and influential
institutions such as Harvard Medical School, Brigham and Womens Hospital, and the Tec de
Monterrey Medical School, have enabled CES to build and strengthen a unique model of health
systems in Chiapas that harnesses native potential within the Mexican health care delivery
system. Though relatively young, the organization has already proven its ability to deliver highquality health care and significant improvements in health outcomes for the regions coffeegrowing communities. However by expanding the depth and scope of its strategic partnerships, it
is poised to do even more.

This report seeks to analyze this enormous potential by exploring a broad range of
promising partnership options. By power-mapping prospective partners in the context of CES
current contacts, our analysis provides a picture of where CES stands within the global
movement for health equity, and how it can best strengthen its presence by building further
relationships. Drawing on personal connections, quantitative data, recommendations from field
experts, relevant literature and expansive database searching, this reports findings can be broken
into three general partner profiles - local, foundational, and individual. Each can be summarized
as follows:

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 Local partners are important for building trust and sustainability within the
community. This is especially important due to the politics of Chiapas in connection to
the Zapatista rebellion as well as the involvement of religious institutions in the region.
Foundation partners comprise a vast wealth of potential funding, largely through
institutional grants. We identified four foundations/grants, in particular, which appear to
align most closely with CES mission and operational specifics. They are:
Ronald McDonald House Charities (RMHC) Global Grant Program
The Rockefeller Foundation
The John D. and Catherine T. MacArthur Foundation
The Carlos Slim Foundations Insttuto Carlos Slim de la Salud (ICSS)
Outstanding Institution Award
Individual partners can contribute in myriad ways. Powerful, wealthy,
knowledgeable, and well-connected individuals present a viable option for directing,
connecting, and funding CES work. Other individuals may be inclined to contribute
financially if an appropriate giving campaign is designed.

Given these findings, our research indicates that building and elaborating on ties with
diverse relevant partners present solid paths to additional funding, guidance, security, and
expansion for CES. We recommend that pursuing the suggested avenues should be a strategic
imperative for CES. The strongest recommendations within each partner profile are as follows:
Local: We suggest that CES pursue a partnership with the identified local organization as
well as utilize the contacts to broaden partnerships within the region. We also suggest

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that the database be used to search for more organizations that fit CES funding and
partnership criteria.
Foundation: We suggest pursuing partnerships with the four grant-making targets
identified. Prior to doing so, CES may benefit from an operational compatibility check
with each organization, ensuring that measuring and evaluation expectations are feasible
and in line with CES priorities or current practices.
Individual: We have identified several individuals with high power and interest in
Chiapas and recommend beginning the process of connecting with each of these key
individuals as a step towards building an advisory board to support and expand CES
work. Moreover, there is a great opportunity to gather more diverse support from
individuals by implementing an easily accessible brochure communicating CES work
with non-communicable diseases (NCDs).

Looking forward, our analysis has provided specific bases for connecting with the
recommended partners wherever possible. In particular, we sought to capitalize on established
reputations and situate CES future engagement within the context of links, both personal and
organizational, that it has already established. For an organization whose core value is to
overcome the perceptions of solitude and isolation facing the individuals it serves, CES itself
stands in an exceptional possession to extend its network and command further clout within
Chiapas and the global health equity movement. A detailed description of our approach, findings,
and recommendations follows.

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Context and Goals:

Compaeros en Salud (CES) expressed an opportunity to strengthen partnerships with
local development organizations, create effective relationships with public officials in Chiapas,
and bolster its presence within the larger networks of Partners In Health (PIH) and Harvard. In
just three years as a formally established non-governmental organization, CES has made
incredible progress, and continues to make healthcare a preferential option for the poor in the
Sierras region of Mexico. Having successfully piloted and expanded from one clinic to six on
only a year, CES now hopes to expand and sustain its work even further by deriving strength,
wisdom and resources from bolstered connections with the broader global health equity
movement. They hope to do this by strategically partnering with like-minded foundations and
also attracting a diverse range of both large and small-scale donors as partners for largely
financial support.

In commissioning this report, CES provided a list of current and potential partners. This
list, as well as focused planning sessions with Hugo, Lindsay, and Steve, was used to formulate
four key objectives in strengthening CES relationships:
1.

Explore financial grants provided by larger foundational organizations.

2.

Research potential key players that would add value in a CES advisory board.

3.

Form relationships with locally-based NGOs, healthcare initiatives, and religious

organizations.

4.

Provide CES with a tangible way in which to involve new partners and potential donors
at an individual level.

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Approach:
In response to CES opportunity to expand and diversify effective and strategic
partnerships, the team has identified four main categories of potential partnerships for CES.
These include partnerships with Chiapas-based non-governmental organizations (NGOs) and
religious institutions, larger institutional granting organizations, potential board members for a
CES advisory board, and individual donors (see Fig. 1). Our main strategy was to power-map
and research these four categories of potential partnerships as they related to CES goals.

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Figure 1: Framework for research and power-mapping

The team was attentive to CES pre-existing networks and relationships with the larger
institution of Partners In Health (PIH), Harvard University, and University of Notre Dame
throughout its research. As such, the produced research includes (when possible) natural
approaches to leveraging of strategic networks.
Using local organization databases and on-campus interviews with personal connections
deeply familiar with the Chiapas region and surrounding regions, the team focused on forming
key relationships with locally-based NGOs, health-care initiatives, and religious institutions.
Though the team faced challenges due to the lack of proximity and limited knowledge of
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Spanish, there is a great opportunity here to expand relationships and connect with local religious
institutions.
The team explored financial grants provided by larger foundation organizations with indepth analyses of the priorities, geographic focus, grant-making process, financial information,
recently selected grants, and potential contacts. The research and analysis includes only those
foundations that best aligned with the work and mission of CES with the hope that the presented
foundation grants might be further researched through key contacts and considered as CES
formulates grant proposals.
As part of CES opportunity to expand and diversify stakeholders, the team researched
key individuals with high interests and high influence in Chiapas for a proposed advisory board.
Again, special attention was given to pre-existing contacts and leveraging strategic networks
with Harvard and Notre Dame. Many of the proposed board members are professionals in their
field and have connections to the Mexican Ministry of Health, Harvard, and global health
initiatives.
Finally, the team hoped to research new partners and potential donors on the individual
level. These potential partnerships, though not necessarily opportunities for an advisory board,
are also important as many of these key connections are already working in the Chiapas region or
have personal connections with Steve Reifenberg and Notre Dame. Moreover, as a way to
engage and communicate with potential individual donors and organizations, the team produced
a brochure summarizing CES current work to cure NCDs in Chiapas.
Ultimately, through these four classes of potential partnerships (local organizations,
granting organizations, potential board members, and individual donors), the team seeks to
identify, explore, and enhance a wide variety of effective partnerships that may align with CESs
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mission and work in Chiapas in order to effectively power map an effort forward that will
provide CES with tools to not only sustain, but also expand its work.

PROJECT EVALUATIONS
Evaluation: Local Organizations
In light of the history and contentious political scene in the Chiapas region, particularly
surrounding public perceptions of its governmental and religious organizations, the team
concluded that building effective regional relationships is crucial for CES future success. CES
partnerships with EAPSEC and Triunfo Verde were viewed as models of successful local
networks. Thus the team sought to find similar connections with organization in Chiapas and the
surrounding regions. However, the team experienced some challenges to extensive research of
potential partners due to language barriers, lack of proximity to the locality of Chiapas, as well as
organizations with inactive websites. Despite these challenges, the team has included some
useful findings:
1. An NGO database: The Comisin de Fomento de las Actividades de las Organizaciones
de la sociedad Civil.1 This is a free database and would be useful for searching local
NGOs and Health Initiatives that align well with CES objectives and goals as well as its
funding needs. This database includes information on formally enrolled organizations in
Mexico. Using the "Mostrar Campos de Busqueda Avanzada" one can narrow the search
to health organizations in Chiapas.

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
1
http://www.corresponsabilidad.gob.mx/?p=f8e8b1feff822753a39b21de69259fd6&
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2. Locally Based NGO: Amigos de San Cristbal is one organization that seems to fit CES
criteria for both a funding institution as well as a partner that would help broaden its
network as can be seen from the summary below.

Amigos de San Cristbal

Amigos de San Cristbal2 is a not-for-profit organization whose mission is to provide
financial support to projects focused on improving the health, education, and economic well
being of disadvantaged families and individuals in the San Cristbal area as well as the greater
Chiapas area. They are very interested in projects from NGOs that are at least three years old,
which CES qualifies. In their funding criteria Amigos de San Cristbal places value on the
following aspects of NGOs or projects:
Has an impact on beneficiaries (number of beneficiaries as well as intensity of benefit)
Illustrates impact on sustainability and strength of NGO itself
Show stability and reliability of NGO (number of years in operation; past successes)
Number of past Amigos grants given to the NGO
NGOs that are resourceful and use partners to reduce cost and maximize impact
Based on these priorities, CES exceeds qualifications for a grant from Amigos de San Cristbal.
CES would not only benefit from Amigos de San Cristbals funds, but also its connections as a
granting institution. Therefore, CES can add them as a part of their network-broadening efforts.
Looking at the Board of Directors for the organization, we identified some key synergies
for CES. The first is Alison Abbott who taught for 35 years at a primary school in Chicago
before moving to Chiapas to serve Amigos, where she worked for three years as a treasurer and
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2
http://www.amigosdesc.org/who.html
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one year as an administrative coordinator. She currently volunteers as an English teacher and is
still on the Board of Directors for the organization. The second, Katherine Faydash, is Chicagoborn and the current co-director of DePaul Universitys Chiapas Human Rights Practicum.
Although Katherine is new to the board of Amigos she has lived in San Cristbal since 2005. Of
the seven Board of Directors, both of these contacts were chosen because of their place of origin
and connection to Chicago. They would be more familiar with Notre Dame, providing a clear
path forward (perhaps, in particular - next semesters groups first contact with this
organization). The second contact is of particular interest as a source of information due to her
role at DePaul University and her history and connection with Chiapas. Even though the above
organization is not helpful financially, the contacts provided above could be great opportunities
to broaden CES local network.

Evaluation: Foundations and Grants

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In 2013, PIH received $15.2 million in grants from foundations and corporations. In
2012, it received a staggering $27.8 million from these same sources, which provided the
primary financing for its construction of a University Hospital in Haiti.3 However despite these
enormous contributions to the broad organization of PIH, few foundational dollars find their way
to Mexico. In 2013 less than one percent of PIHs expenses were allocated to the combined
programs in Mexico and Guatemala (Figure 2). CES, unlike the rest of PIH, is grappling with the
unique precarity of a financial reality in which over 90% of their operations are funded through a
single donor, Green Mountain Coffee Roasters (GMCR).

Figure 2: A diagram showing PIH's annual expenses for 2013 by country program.
Mexico makes up the program with by far the smallest funding combining with
Guatemala for just 1% of the organization's $97.3 million dollar annual budget.

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3
Partners in Health 2013 Annual Report. Partners in Health.
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While CES relationship with GMCR has proven to be incredibly rewarding thus far,
benefitting not only from GMCRs continued generosity but also from its intimate commitment
to the impoverished coffee-growing communities that CES serves, the solitary nature of this
funding leaves little resources for growth, and little assurance of sustainability. Furthermore,
because CES has so successfully evolved one such relationship, there is both evidence and
optimism that it can continue to do so with other funding organizations.
Although the broader organization of PIH has a long and rich history with foundational
grant-makers, CES has been less involved in these conversations, and has yet to directly connect
with and benefit from large foundation grants. By exploring the ways in which CES work in
Chiapas reflects and promotes the outcomes and approaches integral to a number of top grantmakers, there lies an exciting opportunity to replicate the success of its funding from GMCR by
bridging the gap between CES and large-scale foundation grants, such as those supporting PIHs
efforts in Haiti and Rwanda. We therefore conducted an in-depth literature review of the most
promising foundation candidates identified from a broad compatibility search, focusing
specifically on those grant-makers with an overall yearly giving total exceeding $1,000,000. By
highlighting the ways in which CES aligns with these grants and establishes itself from other
competitors as well as coordinating efforts with PIH and adopting its broad grant-seeking
strategies, we can facilitate foundation connections for CES to pursue.
Potential foundations/grants were identified and then evaluated for alignment with CES
based on similar criteria used by researchers at PIH. Our analysis revealed four prime candidates,
which are described in detail below. A number of others were extensively researched, but
eliminated due to one or several gaping inconsistencies with CES practice. These foundations
are included in the Appendix.
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Moving forward, the next logical step would be to investigate the more operational
aspects of these potential grants. For example, monitoring and evaluation protocols are
oftentimes defined explicitly by the grant-making organization. In such cases, it is important to
ensure prior to pursuing a grant that the grant-makers M&E expectations are within the goals
and capacity of CES operations. Therefore, researching CES current M&E practices, as well as
those defined by targeted grant-makers to ensure compatibility represents a logical and necessary
next step before further pursuing these partnerships.

Evaluation: Individual Support

A key component to the evaluation of strategic partnerships for CES was networking
with and considering individuals with high power and high influence in Chiapas for a potential
advisory board. It is our hope that the advisory board would be a great asset to CES not only in
expanding its networks, but also in an increase in diversified individual donors. The team has
compiled a list of professionals in the global health movement, government, and business. Many
of the bios include information on potential synergies like the Harvard network, PIH, or direct
experiences in Mexico.
Within this compilation of bios, the team has also included profiles of key individuals for
connection in expanding CES work outside of the realm of an advisory board. Some of the
members on this list are already connected with Steve or have already been contacted for input
and local knowledge. The hope is that these individuals will be good connections and networks
as CES moves forward with building a stronger and more diversified network.

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The brochure was designed in inDesign and was aimed at effectively and easily
communicating the great work of CES to the non-technical audience. With the use of larger
figures, narrative, and images, the brochure seeks to both captivate the viewer to understand and
appreciate the work of CES as well as promote financial support from individual donors. The
implementation of this brochure could be easily spread amongst the wider volunteer community
at CES as well as at informational lectures presenting the work of CES.

Moving Forward & Conclusion

After compiling the teams research and analysis within the four categories of potential
partnerships, we have identified the following logical next steps for continuing this important
work of building strategic partnerships and strengthening CES networks:
1. Utilize the contacts identified on the Amigos de Salud Board of Directors as resources for
identifying and forming partnerships with organizations in San Cristbal.
2. Investigate the M&E expectations defined by targeted grant-makers, as well as CES
current M&E practices and capacity for change. This compatibility check is a logical
next step before further pursuing partnerships with specific foundations.
3. Begin making connections with identified key individuals for a potential CES advisory
board as well as good individual partnerships. Begin implementing the NCDs brochure to
visiting volunteers and interested individuals to garner financial support from a broader
more diverse audience.

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Appendices:
Appendix A: Grant-making foundation research
Appendix B: NCD brochure
Appendix C: DAT team bios

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Appendix A
Ronal&McDonald&House&Charities&(RMHC)&Global&Grant&Program&
&
Priorities!!Immediate!improvements!in!childrens!health!
o Highly!values!sustainability!and!replicability!of!projects!
o Prefers!a!holistic!approach!
o Requires!a!train<the<trainer&model!
o Organizations!must!have!proven&outcomes&and&strong&partnerships!with!
key!stakeholders!
o Seek!innovative!approaches!
!
Geographic&focus!!Supports!USLbased!nonprofits!operating!domestically!or!
internationally!
o Focus!on!communities!identified!as!highLneed!
o Latin!America!(incl.!Mexico)!is!one!of!the!areas!they!fund!projects!in!
!
Grant&making&process!!Evaluate!organizations!based!on!their!execution!of!past!or!
current!projects!by!the!following!outcomes:!
o Program!performance!
o Community!outreach!
o Financial!sustainability!
o Management!effectiveness!
o Application!opens!July!1!
!
Financials!!Ended!2012!with!$131,500,000!in!assets!
o In!2013,!invested!$4.3!million!in!nonprofits!(9!Global!Grant!recipients)!
o Over!the!last!11!years,!over!$97!million!has!been!invested!in!Global!Grants!
!
Recent&selected&grants&
&
o $407,460!in!2012!to!PIH&Rwanda!to!support!the!extension!and!
enhancement!of!highLquality!health!care!delivery!to!the!rural!poor!by!
training!generalists!and!maternal!and!neonatal!healthcare!professionals!in!
three!hospitals!and!36!health!centers!in!topics!such!as!nutrition,!
reproductive!health,!family!planning!and!HIV!prevention!
!
o $35,000!in!2013!to!Burma&Humanitarian&Mission!for!training!and!
equipping!backpack!medics!who!annually!administer!healthcare!services!to!
5,280!children!in!villages!
!
o $200,000!in!2013!to!Childrens&Hospital&of&Philadelphia!for!decreasing!
child!mortality!in!Botswana!through!a!trainLtheLtrainer!health!care!ystem!
that!uses!a!Pediatric!Emergency!Assessment!Recognition!and!Stabilization!
(PEARS)!approach!with!plans!to!reach!230,000!children!over!two!years!
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o $736,140!in!2013!to!Concern&Worldwide!for!implementing!several!
Community!Case!Management!programs!and!care!groups!that!will!help!
address!the!issues!of!child!mortality!in!Burundi,!with!plans!to!reach!46,000!
children!
!
o $991,553!in!2013!to!Curamericas&Global!for!expanding!its!Casa!Materna!
project!(previously!funded!by!RMHC!in!2011),!to!bring!health!education!
services!to!womens!homes!through!training!and!mobilizing!birth!attendants!
in!35!rural!communities!in!Guatemala,!benefiting!26,!592!children!

o $50,000!in!2013!to!Global&Healing!for!improving!acute!care!for!210,000!
critically!ill!patients,!institutionalizing!standard!nursing!practices,!creating!a!
team!of!national!trainers!and!empowering!nurses!at!the!National!Hospital!of!
Pediatrics!in!Hanoi,!Vietnam!

&

Potential&contacts&and&synergies&
o J.!Christopher!Reyes!
Board!of!Trustees!at!RMHC!
Active!member!of!the!International!Council!for!the!Belfer!Center!for!
Science!and!International!Affairs!at!the!Harvard!Kennedy!School!
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o J.C.!GonzalezLMendez!
Board!of!Trustees!at!RMHC!
Senior!Vice!President!for!McDonalds!Corporate!Social!Responsibility!
and!Sustainability!
Former!President!of!McDonalds!Latin!America!
Originally!from!Mexico!
Started!at!McDonalds!in!1984!as!the!first!employee!for!
McDonalds!Mexico!
B.S.!from!the!Monterrey!Institute!of!Technology!

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The&Rockefeller&Foundation&
&
Priorities!!Health!is!one!of!their!primary!issue!areas!of!focus,!with!explicit!
initiative!areas!in!transforming&health&systems!and!universal!health!coverage!
o Seek!to!promote!resilient!health!systems,!especially!those!that!involve!
government!and!community!collaborations!
&
Geographic&focus!!Funds!projects!that!serve!diverse!regions,!incl.!Mexico&
&
Grant&making&process!!Only!accepts!unsolicited!funding!inquiries!through!its!
online!inquiry!process.!!The!preliminary!portal!does!not!include!an!opportunity!to!
submit!a!proposal.!!Instead,!it!asks!a!series!of!multiple!choice!and!shortLanswer!
questions.!!They!will!follow!up!for!more!info!if!there!is!possible!interest.&
&
Financials!!Ended!2012!with!$3,696,000,000!in!assets&
o In!2012,!invested!$135,082,747!in!grants!and!direct!charitable!activities!
&
Recent&selected&grants&
&
o $200,000&in!2013!over!two!years!to&BRAC!in!support!of!the!startLup!phase!of!
the!BRAC!Healthcare!Innovations!Programme!(bHIP),!a!comprehensive!
healthcare!financing!scheme!in!the!Rangpur!district!of!Bangladesh!
!
o $80,5000&in&2013!to!Harvard&University!for!use!by!its!FXB!Center!for!
Health!&!Human!Rights!in!support!of!producing!a!countryLspecific!tool!to!
assist!in!determining!and!costing!the!benefits!package!of!a!universal!health!
coverage!system!
!
o $250,000&in!2014!to&Harvard&University!for!use!by!its!Ministerial!
Leadership!in!Health!initiative,!within!the!School!of!Public!Health!and!the!
Kennedy!School!of!Government,!in!support!of!highlighting!Universal!Health!
Coverage!as!a!central!focus!of!the!2014!and!2015!annual!Ministerial!
Roundtable!meetings!!
!
o $141,900!in!2012!over!two!years!to!Kigali&Health&Institute!in!support!of!
the!eHealth!Centre!of!Excellence!providing!health!informatics!training!and!
serving!as!a!national!and!regional!institution!for!research,!education!and!
capacity!building!in!the!field!of!eHealth!
!
o $330,130!in!2013!to!Christian&Health&Association&of&Ghana!for!
documenting,!developing!and!expanding!its!innovative!Health!Systems!
Strengthening!(HSS)!model!throughout!its!network!in!Ghana!as!a!means!to!
widening!access!to!health!services!and!increasing!quality!of!care!
!
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o $300,000!in!2012!to!PIH!in!support!of!expanding!the!rollout!of!the!
electronic!medical!record!system!by!the!Rwandan!Ministry!of!Health!through!
support!for!enhancements!to!the!core!OpenMRS!platform!and!customizations!
for!the!clinical!environments,!and!conducting!an!evaluation!of!the!
performance!and!data!quality!of!the!system!
!
o $105,040!in!2011!to!the!Center&for&Promotion&of&Quality&of&Life!for!a!
project!to!strengthen!health!systems,!address!climate!change!challenges!and!
increase!access!to!health!insurance!for!poor!communities!in!Tien!Giang!
Province,!Vietnam!

o $110,000!in!2005!over!two!years!to!the!University&of&Notre&Dame!toward!
the!costs!of!an!exhibition!and!educational!activities!focused!on!raising!
awareness!of,!and!creating!a!public!forum!around,!new!artistic!
interpretations!of!Mexican!migration!to!the!United!States!

Potential&contacts&and&synergies&
&
o David!Rockefeller,!Jr.!
Director!and!former!chairman!of!Rockefeller!and!Co.!
Board!of!Trustees!at!the!Rockefeller!Foundation!(Board!Chair)!
Graduate!of!Harvard!College!and!Harvard!Law!School!
o Ann!M.!Fudge!
Board!of!Trustees!at!the!Rockefeller!Foundation!
MBA!from!Harvard!!
Serves!on!the!Harvard!Board!of!Overseers!

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The&John&D.&and&Catherine&T.&MacArthur&Foundation&
!
Priorities!!Population!and!reproductive!health!is!a!focus!of!theirs,!with!the!goals!of!
reducing!maternal!mortality!and!morbidity!and!advancing!young!peoples!sexual!
and!reproductive!health!and!rights&
o Explicit!emphasis!is!placed!on!strategies!for!scaling&up&successful&pilot&
efforts&
o Seeks!to!reduce!the!gap!in!reproductive!health!inequities!by!focusing!on!
populations!in!greatest!need!for!improved!access!to!reproductive!health!
education!and!services,!such!as!marginalized&indigenous!women!and!
young!people!
&
Geographic&focus!!Their!population!and!reproductive!health!grant!making!focuses!
its!work!in!three!countries,!one!of!which!is!Mexico&
o Mexican!office!focuses!especially!on!rural!indigenous!areas&
Specific!focus!on!Oaxaca,!Chiapas,!and!Guerro,!the!states!with!the!
highest!maternal!mortality!ratios!
!
Grant&making&process!!Submit!a!letter!of!inquiry!
o Support!provided!is!typically!multiLyear!
!
Financials!!Ended!2012!with!$5.8!billion!in!assets&
o In!2012,!paid!out!$215.2!million!in!grants!and!programLrelated!investments!!
o Since!1978,!has!awarded!more!than!22,000!grants!totaling!over!$5.4!billion!
to!over!8,000!institutions!
o In!2012,!76.3!million!went!to!international!programs!
Of!that,!$13.0!million!went!to!population!and!reproductive!health!
o Since!1986,!has!awarded!733!grants!totaling!nearly!$116!million!to!
institutions!and!individuals!in!Mexico!
320!grants!totaling!nearly!$48!million!in!support!of!population!and!
reproductive!health!in!Mexico!
&
Recent&selected&grants&
&
o $350,000!in&2010&over!three!years!to&Family&Care&International!to!
strengthen!accountability!mechanisms!for!maternal!health!programs!in!Latin!
America.!!This!was!in!addition!to!funding!it!was!already!receiving!from!the!
foundation,!and!an!additional!$1,000,000!grant!that!followed!two!years!later&
&
o $500,000!in&2012&over!three!years!to&Action&Health,&Inc.&to!establish!a!
residential!training!center!and!library!to!enable!it!to!increase!the!impact!of!
its!sexual!and!reproductive!health!education!work.!!Between!2003!and!2014,!
the!Foundation!has!awarded!Action!Health,!Inc.!$2,756,000!total!
!
31!
!

o $350,000!in!2010&to&Action&Research&&&Training&for&Health!to!support!the!
purchase!of!office!space,!partial!construction!costs!for!a!field!campus,!and!a!
contribution!to!the!endowment.!!Between!2003!and!2014!the!Foundation!has!
awarded!Action!Research!&!Training!for!Health&$955,000!total!for!diverse!
PRH!projects!
!
o $450,000!in!2013!over!four!years!to!Sangath!for!a!project!to!develop!and!
evaluate!the!IndiaLspecific!effectiveness!of!schoolLbased!interventions!aimed!
at!promoting!reproductive!and!sexual!health!and!gender!equity.!!Between!
2003!and!2014!the!Foundation!has!awarded!Sangath!$1,525,000&total!for!
PRH!projects,!including!construction!for!new!clinical!and!training!centers!
!

o $600,000&in!2013&over!three!years!to&Sociadad&Mexicana&Pro&Derechos&de&
la&Mujer&(Semillas)&to!fund!six!locally!absed!indigenous!womens!
organizations!to!design!and!implement!projects!to!improve!the!reproductive!
health!of!youth.!!The!Foundation!has!given!Semillas&$3,775,000&total&
between!2003!and!2014!for!PRH!projects!

!
!
&
&
&
&
&
&
&
&
&
&
&
&
&
&
&
&
&
&
&
&
&
&
&
&

Potential&contacts&and&synergies!(No!strong!connections!found)&

32!
!

The&Carlos&Slim&Foundation:&Insttuto&Carlos&Slim&de&la&Salud&(ICSS)&
&
Priorities!!Solve!Latin!Americas!main!health!issues!via!four!key!approaches:&
o Prevention!
o Innovation!
o Quality!of!life!
o Development!
o Has!also!prioritized!efforts!to!prevent&and&combat&NCDs!and!build!strategic!
alliances!with!state!governments!in!working!to!improve!maternal!and!
newborn!care!
o Appreciates!models!that!link&health&care&professionals&to&the&home!
&
Geographic&focus!!Focused!solely!on!Latin!America!and!the!Caribbean&
o Special!emphasis!on!Mexico&
o Recent!history!of!working!in&Chiapas!specifically,!as!part!of!its!focus!on!rural!
and!indigenous!communities&
&
Grant&making&process!!$100,000!awards!conferred!yearly!in!two!categories:&
o Life!Achievement!in!Research!Award!
o Outstanding&Institution&Award&
o Has!also!contributed!to!a!number!of!other!initiatives!and!institutions,!such!as!
the!Mesoamerican!Health!2015!Campaign!($50&million)!and!the!Hospital!
Infantil!de!Mxico&
&
Financials!!N/A&
&
Recent&selected&grants&
&
o $100,000&Outstanding&Institution&Award&to!PIH&Peru&(Socios&En&Salud)&
in!2008&for&
o 2013&Outstanding&Institution&Award&to&The&Drugs&for&Neglected&
Diseases&initiative&(DNDi)&Latin&America&recognizing!the!R&D!
organizations!longLtime!commitment!and!achievement!in!developing!and!
delivering!two!new!treatments!in!Latin!America,!one!for!Chagas!disease!and!
the!other!for!malaria.!!The!award!will!be!used!for!developing!and!
implementing!a!coordinated!response!for!overcoming!Chagas.!
&
Potential&contacts&and&synergies!(No!strong!connections!found)&
!
!
!
!
!
!
!
33!
!

The&Kresge&Foundation&
&
Priorities!L&Promotes!the!health!and!wellLbeing!of!low<income&and&vulnerable&
populations!by!improving!the!environmental!and!social!conditions!affecting!their!
communities!and!improving!access!to!highLquality!healthLcare!(i.e.!building!a!better!
primaryLcare!safety!net)&
o Seeks!projects!that!engage!community!residents!as!partners!in!promoting!
health!in!the!places!they!live!
o Prefer!crossLsector,!multifield!projects!that!address!environmental!and!
policy!change.!Programs!that!are!primarily!aimed!at!changing!individual!or!
group!behavior!are!a!low!priority!
o Focus!on!innovative!community!health!partnerships!
o Other!interests!include!lowLincome!minority!communities,!healthy!food,!and!
leveraging!the!effectiveness!of!networks!
&
Geographic&focus!!Claims!to!fund!organizations!supporting!work!both!
domestically!and!internationally&
o However,!no!recent!grants!for!projects!serving!Mexico!were!found,!and!few!
serving!other!international!regions!were!
&
Grant&making&process!!Currently!accepting!open!applications!for!a!number!of!
focus!areas,!including!Community!Health!Partnerships&
o Rarely!funds!projects!that!are!focused!on!direct!health!services!
o Construction!or!renovation!of!facilities!is!ineligible!for!funding!
&
&
Financials!!Ended!2012!with!$3,025,786,097!in!assets&
o Made!grants!of!approximately!$160,377,000!in!2012&
&
Recent&selected&grants&
&
o $750,000!in!2010!over!three!years!to!North&Country&Healthcare&Inc.!to!
support!its!Hermosa!Vida!project!to!provide!lowLincome!children!with!
access!to!health!information,!fitness!programs,!nutrition!counseling,!and!
healthy!lifestyle!supports!
o $1.5&million!to!Local&Initiatives&Support&Corp.!in!2013!to!help!finance!
Federally!Qualified!Health!Centers!which!serve!lowLincome!communities!
&
!
!
!
!
!
!
!
34!
!

GE&Foundation&
&
Priorities!!Has!identified!developing!health!globally!as!an!area!of!interest!
o Supports!programs!designed!to!increase!access!to!primary!care!for!
underserved!populations!in!targeted!communities!
o Specific!health!needs!targeted!as!highLpriority!include!maternal!and!infant!
care,!biomedical!practice,!emergency!care,!surgical!care,!education,!and!safe!
water!(however,!these!tend!to!be!siteLspecific)!
!
Geographic&focus!!Global!health!focused!on!three!regions,!including!Latin&
America&
o Mexico!is!not!one!of!the!14!countries!it!currently!serves!
!
Grant&making&process!!Developing!Health!Globally!(DHG)program!seeks!
countries!in!which!it!partners!with!local!Ministries!of!Healh!to!determine!the!
specific!hospitals!and!clinics!in!need,!and!then!provide!healthcare!facilities!with!
tools,!technology,!and!training!to!upgrade!the!quality!of!care!they!provide!
o DHG!sites!are!primarily!rural!district!hospitals!(WHO!Level!IV!facilities)!
o May!not!fund!unsolicited!organizations!with!grants/partnerships!
!
Financials!!Ended!2012!with!$19,071,405!in!total!assets!
o Total!giving!was!$130,695,809!
o Total!DHG!program!investment!totals!more!than!$50!million!

35!
!

Appendix B
Brochure Side 1:

Saving Lives in Chiapas

A Value Chain Approach to NCDs

5,223

Number of individuals CES reached

in their homes in 2012

Why Chiapas?

Chiapas is one of the poorest regions in Mexico where

half of the population lives below the poverty line. The
government offers universal health insurance, but in
a remote mountainous region like Chiapas, clinics are
often under-equipped or closed. People must travel
long distances for treatment, and the cost of travel and
medication forces many people into extreme poverty. As
a result, the prevalence of both infectious and noncommunicable diseases (NCDs) is high and people suffer a
cycle of poverty and disease.
Partners In Health in conjunction with Compaeros
En Salud (CES) work with the Mexican government to
restore and strengthen the primary health system in
Chiapas. It improves the supply chain and trains medical
staff to provide accessible and continuous care to those
excluded from the health system. Since 2012, when PIH
officially launched its sister organization in Chiapas, PIH
has treated tens of thousands of patients.

Why NCDs?

Chiapas has very high rates of chronic diseases such as diabetes, hypertension,
epilepsy, depression and asthma. People are often unaware of the extent of their
condition, or unable to travel and pay for services and medication. Without clinics or medication, people suffer long-term, debilitation illnesses. PIH staff and
volunteers search for individuals suffering from chronic diseases and educate
them and provide medication. Patients are monitored throughout treatment.
Partners In Health is a 501(c)(3) global health care organization that delivers high-quality health care in eight
countries to people and communities devastated by poverty and disease. Learn more at www.pih.org.
 #OMMONWEALTH !VENUE RD &LOOR s "OSTON -!  s    s WWWPIHORG s INFO PIHORG

36!
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Brochure Side 2:

A Value Chain Approach:

Compaeros En Salud (CES) has created a value chain of services
to identify people in the area with NCDs, connect them with
care and help ensure they remain connected with care for the
long term.

1
2

Active Case Finding

PIH staff and Mexican medical students travel with clipboard and equipment to conduct
door-to-door screenings in each community with
a CES-supported clinic. Implementing questionnaires and identifying risk factors for NCDs,
Mexican medical students provide an essential
case finding program so that all community
members suffering from NCDs can be identified
and treated. In 2012, CES reached 5,223 individuals in their homes.

Strong Primary Care Platform

Patient Profile:
Living in the remote community of San Rafael atop
the Sierra Madre Mountains, 55-year-old Don Fausto
Velasquez, a big man with crystal blue eyes and grey
hair tucked under a cowboy hat started having chest pain. The pain was so bad
he could barely walk a block without resting. He was eventually diagnosed with
hypertension and stable angina.
Yet, the family was unable to make the costly four-hour-long trek to Tuxtla once
a month for the proper treatment. Velazquez stopped making the trip saying,
there just wasnt any money. Coffee farmers in Chiapas often earn a meager
living.

Once identified, patients with NCDs receive

comprehensive, quality care at PIHs clinics.
NCD patients are monitored at bi-weekly or
monthly visits at the clinic to identify any problems or side effects early on. As part of their
focus on monitoring and evaluation, CES has
developed an electronic medical record (EMR)
system to better track patients over time.

Dr. Valdespino, a PIH-supported physician, listened intently to Velasquez, taking in the clinical and social challenges the patient faced. Soon after, PIH/CES
started traveling to San Rafael so that Velasquez and other residents of the tiny
town could consistently access high-quality care.

Ongoing Accompaniment

For Velasquez and the 24 other citizens of San

Rafael with chronic diseases, PIHs presence has
not only provided the medication and treatment to
prolong and improve the quality of their lives, but
it has also saved them catastrophic spending in
search of medical care.

CES has developed a community health worker

(CHW) accompaniment program for patients
with chronic disease. These CHWs or acompaantes follow chronic disease patients in each
clinic community. Through home visits and by
accompanying patients to clinics, acompaantes
support patients through recovery, ensuring they
receive the medication, counseling, and support
they need.

Velasquez started receiving aspirin and beta blockers, which quickly led to clinical improvements. His hypertension is under control as well; he can now walk
four blocks without resting and can tend to a small crop of corn.

37!

Appendix C

38!