Spring 2014

Client Contact: Hugo Flores International Development in Practice II

CES Development Advisory Team Jenna Ahn, Alexandra Searle, and Denise Umubyeyi

Compaeros En Salud (PIH) Connecting accompagnateurs in Chiapas, Mexico with the global health equity movement

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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 high-

quality health care and significant improvements in health outcomes for the regions coffee-

growing 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 in-

depth 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 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 Chicago-

born 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).

3 Partners in Health 2013 Annual Report. Partners in Health.

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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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 grant-

makers, 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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Potential Board Members

Dr. Mauricio Hernndez vila is Surgeon of the Faculty of Medicine of the National Autonomous University of Mexico, UNAM. He conducted his residency in pathology at the National Institute of Medical Sciences and Nutrition Salvador Zubirn INNSZ. He also obtained a Diploma in Statistics at the Institute of Research in Applied Mathematics and Systems, IIMAS, at UNAM. Finally, he has earned both a Masters and a doctorate degree in Epidemiology at the School of Public Health Harvard University (1984 and 1988, respectively). He completed a diploma of Senior Business Management, IPADE. He began his working career as a physician in the Division of Community Nutrition in INCMNSZ (1981); during his doctoral training he was invited to join as an epidemiologist in the Department of Medicine at Brigham and Women's Hospital Boston, Massachusetts, USA (1987-1988). Upon completion of his

graduate studies, he joined the Department of Epidemiology of the Ministry of Health where he served as Director of Epidemiological Surveillance of Chronic Disease and Injury (1988-1991). In April 1991 he was appointed Director of the Centre for Research in Public Health (now Centre for Population Health Research, CISP) National Institute of Public, Health of Mexico (INSP). From April 1999 to November 2006 he served as Director General of the National Institute of Public Health of Mexico. In 2006 he was appointed Undersecretary of Prevention and Health Promotion of the Ministry of Health by C. President Felipe Calderon Hinojosa. Dr. Mauricio Hernndez vila is a researcher renowned both nationally and internationally, as well as author and coauthor of over 200 articles and publications. Since 1990 he is member of the National System of Researchers (Level III). He has received several awards, among them the Miguel Alemn in the area of health, in 2006 and Academic Merit awarded by Harvard University in 2005.

Juan Enrquez Cabot Mr. Enriquez has served as Chairman of the Board of Directors and CEO of Biotechonomy Ventures, a life sciences research and investment firm, since 2003 and Managing Director of Excel Venture Management, a life sciences investment company, since March 2008. Prior to that, Mr. Enriquez served as Director of the Life Science Project at Harvard Business School from 2001 to 2003 and a fellow at Harvard's Center for International Affairs. He has published several key articles including, "Transforming Life, Transforming Business: the Life Science Revolution", co-authored with Ray Goldberg, which received a McKinsey Prize in 2000 (2nd place). He co-authored the first map of global nucleotide data flow as well as HBS working papers on "Life Sciences in Arabic Speaking Countries", "Global Life Science Data Flows and the IT

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industry", "SARS, Smallpox, and Business Unusual", and "Technology, Gene Research and National Competitiveness." Harvard Business School Interactive picked Juan as one of the best teachers at HBS and showcased his work in its first set of faculty products. Juan was also part of a world discovery voyage led by J. Craig Venter, who sequenced the human genome. The multi-stage sailing voyage sampled microbial genomes throughout the world's oceans. This expedition involved a number of institutions and top scholars including The Institute for Genomic Research, Woods Hole Oceanographic Institution, The Explorers Club, and Prof. E. O. Wilson. It led to the discovery of an unprecedented number of new species. He is a member of the Board of Directors of various boards including Cabot Corporation, The Harvard Medical School Genetics Advisory Council, The Chairman's International Council of the Americas Society, the Visiting Committee of Harvard's David Rockefeller Center, Tufts University's EPIIC, Harvard Business School's PAPSAC, and the J. Craig Venter Institute. He previously served as CEO of Mexico City's Urban Development Corporation, Coordinator General of Economic Policy and Chief of Staff for Mexico's Secretary of State, and as a member of the Peace Commission that negotiated the cease-fire in Chiapas' Zapatista rebellion. He earned a B.A. and an MBA from Harvard, with honors.

Arachu Castro, Ph.D., M.P.H., is Samuel Z. Stone Chair of Public Health in Latin America at Tulane University. As a medical anthropologist trained in public health, Dr. Castro works mostly in infectious disease and women's health in Latin America and the Caribbean. She has worked in Mexico, Argentina, Haiti, Cuba, Puerto Rico, Venezuela, Colombia, Peru, the Dominican Republic, and Nicaragua. Prior to joining Tulane in 2013, she was Associate Professor of Global Health and Social Medicine in the Department of Global Health and Social Medicine at Harvard Medical School, Senior Advisor for Mexico and Guatemala at Partners In Health, and Medical Anthropologist in the Division of Global Health Equity in the Department of Medicine at Brigham and Womens Hospital in Boston.

In recent years, most of her work has been conducted through The Latin America and Caribbean Initiative for the Integration of Prenatal Care with the Testing and Treatment of HIV and Syphilis (ILAP), which she founded in 2007 in collaboration with UNICEF, UNAIDS, the Pan American Health Organization (PAHO), and several Latin American national AIDS programs. Published country reports include: Peru, Nicaragua, Brazil, Uruguay, and the Dominican Republic. In 2010, building on the research strategy and strong institutional collaborations developed through ILAP, Dr. Castro set in motion a research approach to prevent maternal mortality. The Maternal Mortality Prevention (MMP) Project in the Dominican Republic is conducted in collaboration with the Ministry of Public Health of the DR and UNICEF. In Peru, MMP is conducted in collaboration with the Ministry of Health of Peru, Dartmouth College, and Partners In Health.

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Currently, Dr. Castro is focusing on the analysis of different models of primary health care throughout Latin America and the Caribbean and the different health outcomes they each achieve. The goal is to attain a better knowledge of which types of primary care arrangements and interactions with other levels of care are better suited to improve health indicators and, ultimately, to better serve the needs of the millions of people, urban and rural, who live in direst conditions.

Dr. Julio Frenk, M.D. Born in Mexico City, Julio Frenk has been serving as Dean of the Faculty at the Harvard School of Public Health and T & G Angelopoulos Professor of Public Health and International Development (a joint appointment with the Harvard Kennedy School of Government) since 2009. Dr. Frenk holds a medical degree from the National University of Mexico, as well as a Masters of Public Health (1981) and a joint doctorate in Medical Care Organization (1983) and in Sociology (1982) from the University of Michigan. Dr. Frenk served as the founding Director-General of the

National Institute of PUblic Health of MExico (1987 to 1992) and as the Executive Vice PResident of the Mexican Health Foundation (1995-1998). In 1998, Dr. Frenk joined the World Health Organization (WHO) as executive director in charge of Evidence and Information for Policy, WHOs first-ever unit explicitly charged with developing a scientific foundation for health policy to achieve better outcomes. Dr. Frenk served as the Minister of Health of Mexico from 2000 to 2006. He pursued an ambitious agenda to reform the nations health system, with an emphasis on redressing social inequality. He is perhaps best known for his work in introducing a program of comprehensive national health insurance, known as Seguro Popular, which expanded access to health care for tens of millions of previously uninsured Mexicans. Most recently, he served as a senior fellow in the global health program of the Bill & Melinda Gates Foundation and as president of the Carso Health Institute in Mexico City, an organization established by Mexican businessman Carlos Slim. He is chair of the board of the Institute for Health Metrics and Evaluation at the University of Washington. He is a member of the U.S. Institute of Medicine, the American Academy of Arts and Sciences, and the National Academy of Medicine of Mexico. In addition to his scholarly works, which include more than 130 articles in academic journals, as well as many books and book chapters, he has written two best-selling novels for young readers explaining the functions of the human body.

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Brian Kelley Brian Kelley joined Keurig Green Mountain, Inc. as President, CEO and Director in December 2012 from The Coca-Cola Company where he was named President of Coca-Cola Refreshments in September 2012. Most recently, he served as Chief Product Supply Officer, Coca Cola Refreshments. Prior to that, in his role as President of Coca-Colas North America Business Integration, he led the total integration of the acquisition of the North American assets of Coca-Cola Enterprises, combining Coca-Cola North America and Coca-Cola Enterprises North American operations into a new company, Coca-Cola Refreshments. Kelley joined Coca-Cola in 2007 as President and General Manager, Still Beverages and Supply Chain North America. Prior to Coca-Cola, Kelley was President and Chief Executive of SIRVA, Inc. (formerly North American Van Lines), a $3.7 billion leading provider of relocation solutions to a well-established and diverse customer base around the world. His earlier

experience includes Ford Motor Company, where he was President of its $13 billion Lincoln/Mercury division and The General Electric Company where he held roles of increasing responsibility until named Vice President and General Manager, Sales and Distribution at GE Appliances. Kelley began his career in sales and marketing at Procter & Gamble and over a period of years, worked his way up through brand management. Kelley is a graduate of College of the Holy Cross with a B.A. in Economics.

Christopher Murray is the Institute Director for Health Metrics and Evaluation (IHME) and Professor of Global Health at the University of Washington School of Medicine. A physician and health economist, his work has led to the development of a range of new methods and empirical studies to strengthen the basis for population health measurement, measure the performance of public health and medical care systems, and assess the cost effectiveness of health technologies.Dr. Murray is a founder of the Global Burden of Disease (GBD) approach, a systematic effort to quantify the comparative magnitude of health loss due to diseases, injuries, and risk factors by age, sex, and geography over time. He led the collaborative of almost 500 researchers from 50 countries that produced the Global Burden of Diseases, Injuries, and Risk Factors Study 2010 (GBD 2010). This latest iteration of the effort generated

nearly 1 billion estimates of health outcomes for 187 countries and 21 regions, and was published in The Lancet in December 2012. From 1998 to 2003, Dr. Murray worked at the World Health Organization (WHO), where he served as the Executive Director of the Evidence

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and Information for Policy Cluster while Dr. Gro Harlem Brundtland was Director-General. He went on to become Director of the Harvard University Initiative for Global Health and the Harvard Center for Population and Development Studies, as well as the Richard Saltonstall Professor of Public Policy at the Harvard School of Public Health, from 2003 until 2007. Dr. Murray has authored or edited 14 books, many book chapters, and 200 journal articles in internationally peer-reviewed publications. He holds Bachelor of Arts and Science degrees from Harvard University, a DPhil in International Health Economics from Oxford University, and a medical degree from Harvard Medical School. Dr. Murray is also on the Health Impact Fund, which is also chaired by Dr. Paul Farmer of Partners In Health. The Health Impact Fund is also connected to the foundation started in Honor of Thom Segerson a University of Notre Dame 1977 graduate who passed away tragically leading to the start of a foundation in his name. Murray is specifically from Mexico but helpful for making contacts either at his University or Harvard University.

Dr. Raul Ruiz, M.D. U.S. Representative Raul Ruiz, M.D. was born in Zacatecas Mexico and grew up in the community of Coachella, California, where both of his parents were farmworkers. After graduating from Coachella Valley High School, Dr. Ruiz graduated magna cum laude from UCLA. He went on to Harvard University, where he earned his Medical Degree, as well as a Masters of Public Policy from the Kennedy School of Government and a Masters of Public Health from the School of Public Health. He completed his Residency in Emergency Medicine at the University of Pittsburgh and a Fellowship in International Emergency Medicine at Brigham and Womens Hospital. During his training, Dr. Ruiz gained a global perspective, traveling to Chiapas, Mexico, with Partners In Health and spending a year as a fellow with the Harvard Humanitarian Initiative, working in the ER at Brigham and Womens Hospital and also in Serbia and El Salvador. In 2010, Dr.

Ruiz started the Coachella Valley Healthcare Initiative, which brought together stakeholders from across the region to address the local healthcare crisis. He has also worked internationally in the medical community. In 2010, Dr. Ruiz flew to Haiti immediately following the 2010 earthquake and served as the Medical Director for the J/P Haitian Relief Organization. Dr. Ruiz continued his work as an Emergency Room Doctor until he was elected to the U.S. House of Representatives in 2012. He represents Californias 36th District, which includes the entire Coachella Valley.Dr. Ruiz currently serves on the House Committee on Natural Resources and the House Committee on Veterans Affairs.

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Jose Salcedo Salcedo joined Advent International in 2010. Responsible for the evaluation and analysis of investments in various industries, but with a focus on the areas of consumption, trade and health services.Previously he was a partner at Morgan Stanley in the Investment Banking Group of Latin America in Mexico City and in the Principal Investment Group in New York. Before Morgan Stanley, Joseph worked at Credit Suisse, where he worked as an analyst in the investment banking group in Latin America.

Joseph received a BA Cum Laude in Industrial Engineering from the Anahuac University in Mexico City and an MBA from the Stanford Graduate School of Business at school. Key Connections

Arturo Aguilar Aguilar is an assistant professor of economics at Instituto Tecnolgico Autnomo de Mxico (ITAM). Arturos research interests lie mainly in the development, public policy, applied econometrics, and labor economics fields. His most recent work focuses on the medium-term impact of early life experiences on cognitive, physical, and learning capabilities of children. He has also analyzed whether poverty-alleviation programs (mainly Conditional Cash Transfers programs) offset some of the initial disadvantages that poor children have at birth. Arturo is also interested in the immigration and economics of education topics.Arturo holds a Ph.D. and M.A. in Economics from Harvard University and a B.A. in Economics from ITAM. He is also a research affiliate at the Institute for the Study of Labor (IZA).

[connected with Steve Reifenberg] Dr. Marcos Arana is the director of the CCESC, an AC that serves as a training center for rural health ecology and promoting a model of health education based on a concept of rights. They have worked in the Altos, Norte and Selva de Chiapas since 1983. They seek to strengthen

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local capacities to improve the living conditions and health, education and enforcement of rights. Dr. Marcos can be contacted by email, observatoriosalud@gmail.com. [connected with Steve Reifenberg via Allert Brown-Gort]

Allert Brown-Gort is a Faculty Fellow of the Kellogg Institute for International Studies at the University of Notre Dame, and a Senior Research Fellow at the Institute for Work and the Economy, an independent think tank. Previously he served for over a decade as the founding Associate Director of the Institute for Latino Studies at Notre Dame, where he was responsible for the executive direction of the organization. A citizen of both the United States and Mexico, he has worked on U.S. Latino, NAFTA, and Latin American issues. His major research interests include immigration policy, particularly its political, economic and public health implications; and the role of culture in shaping values, institutions, and political systems.

Current research projects include a national qualitative study of the opinions of the Mexican migrant and Mexican American communities; and the effects of the U.S. immigration discourse on Latino political behavior. He has served as an advisor to the Fox administration in Mexico and to the U.S. Senate Hispanic Task Force. He has also provided testimony before the Indiana Senate on potential effects of proposed legislation aimed at controlling unauthorized immigration. Prof. Brown-Gort regularly lectures and provides media commentary on issues related to Latinos, immigration, and U.S.-Mexico bilateral relations at the regional, national, and international levels. He is a regular analyst for the Instituto Nacional de la Radio in Mexico, and has appeared on PBS NewsHour, CBS News, and CNN en Espaol, among others. His opeds on immigration issues have appeared in magazines and newspapers such as The Boston Globe, Chicago Tribune, Dallas Morning News, El Universal (Mexico City), and Indianapolis Star.

John Burstein Burstein is President of Foro para el Desarrollo Sustentable, A.C., a civil society organization that provides professional services to Mexican rural producer groups and conducts citizen monitoring of national and international social and environmental programs. Burstein has conducted research on issues of sustainable development and governance for the Inter-American Development Bank (IDB) and private institutions of international assistance. He has written on environmental services and agriculture, trade and migration, and U.S.-Mexican relations. He served as facilitator for the Task Force on U.S.-Mexico Agricultural

Cooperation convened by the Woodrow Wilson Centers Mexico Institute and Fundacin IDEA in 2007. [connected with Steve Reifenberg via Allert Brown-Gort]

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Michael Layton Layton is a professor of international studies at ITAM. He is also the Director of the Project on Philanthropy and Civil Society. He studied Philosophy at Haverford College before continuing on to receive both a Masters and a Doctorate in Political Science at Duke University. He has served as a research member for the Center for Development Research (CIDAC) in Mexico and served as an advisor for the Sustainable Development Program of the Department of Economics at Universidad Iberoamericana. In 2009, he published an article called

Philanthropy and the Third Sector in Mexico: The Enabling Environment and its Limitations. [Connected with Steve Reifenberg via Allert Brown-Gort]

Daniel Chavez Moran is a retired businessman and entrepreneur from Mexico. He is also the founder of Grupo vidanta, a real estate consortium which operates over 30 hotels in Latin America. In 2010 he was ranked as Mexicos top 100 most important businessmen. He has also been a part of the United Nations Development Program (UNDP) as part of the advisory council in its recent 2013-2014 Regional Human Development Report. Moran is also the founder of the Non-profit Vidanta foundation, which aims to increase awareness of the political, economic and socioeconomic development in Latin America.

Andrs Trevio Trevio is a country manager of Mexico for Aegerion Pharmaceuticals. Aegerion Pharmaceuticals is a biopharmaceutical company dedicated to the development and commercialization of innovative therapies for patients with debilitating rare diseases. He is currently a co-chair of the Family Advisory Council at Boston Childrens Hospital. The Family Advisory Council vision is to be the voice of patients and families in improving the quality of childrens health worldwide through engagement, access, collaboration and education in partnership with Childrens Hospital Boston and its community. From September 2010 to August 2013, Trevio served as a board member for Boston Childrens Hospital International Health Services.The International Health Services Advisory Board

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has been tasked by the leadership of Children's Hospital Boston to govern and provide leadership in the area of International Health Services. Trevio studied Economics at Instituto Tecnolgico Autnomo de Mxico (ITAM) and Management at Universidad de las Amricas, A.C. [Connected with Steve Reifenberg]

Patricia Villarreal Vidales Patricia has worked at David Rockefeller Center for Latin American Studies (DRCLAS) since 2004 in various capacities, and is currently the Program Director of the Mexico and Central America Office. Previous to DRCLAS, she worked in several government and private institutions in Mexico, the United States and Italy. She was also part of the Summer Internship Program at the U.S. Congress House of Representatives in 1998. A native of Mexico, Patricia holds a B.A. in Economics from the Universidad de las Americas in Puebla. Patricia is a member of Phi Beta Delta under the Gamma, Sigma Chapter in Mexico, an award

representing demonstrated scholarly achievements in exchange abroad in international education. She holds a master's degree from the Harvard Graduate School of Education in the International Education Policy program. [Connected with Steve Reifenberg]

After conducting local interviews (including with a past CES volunteer, Rosie Conover),

the team has identified a potential opportunity in generally attracting individual donors to CES.

With the cyclical visits of medical students, international volunteers, and medical doctors to CES

who experience first-hand the great service of CES, there is a great opportunity to continue to

draw on these volunteers for support. As they leave their volunteering with CES with such

positive experiences and desires to stay connected, these volunteers and also their families and

friends could potentially continue supporting CES through individual donataions. In order to

quickly engage more individual donors, the team has produced a one-page brochure outlining the

great work that CES is doing to respond to NCDs in Chiapas [see appendix].

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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 US-based nonprofits operating domestically or internationally o Focus on communities identified as high-need 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 high-quality 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 train-the-trainer 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

o J.C. Gonzalez-Mendez 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 short-answer 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 start-up 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 country-specific 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 multi-year Financials Ended 2012 with $5.8 billion in assets

o In 2012, paid out $215.2 million in grants and program-related 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

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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 India-specific effectiveness of school-based 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)

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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 long-time 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)

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The Kresge Foundation

Priorities - Promotes the health and well-being of low-income and vulnerable populations by improving the environmental and social conditions affecting their communities and improving access to high-quality health-care (i.e. building a better primary-care safety net)

o Seeks projects that engage community residents as partners in promoting health in the places they live o Prefer cross-sector, 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 low-income 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 low-income 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 low-income communities

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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 high-priority include maternal and infant care, biomedical practice, emergency care, surgical care, education, and safe water (however, these tend to be site-specific)

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

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Appendix B

Brochure Side 1:

Saving Lives in ChiapasA Value Chain Approach to NCDs

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 clin-ics 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.

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 noncom-municable 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.

5,223Number of individuals CES reached in their homes in 2012

Partners In Health is a 501(c)(3) global health care organization that delivers high-quality health care in eightcountries 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

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Brochure Side 2:

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.

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.

Dr. Valdespino, a PIH-supported physician, listened intently to Velasquez, tak-ing 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.

Velasquez started receiving aspirin and beta blockers, which quickly led to clin-ical 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.

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.

A Value Chain Approach:

Active Case FindingPIH staff and Mexican medical students trav-el with clipboard and equipment to conduct door-to-door screenings in each community with a CES-supported clinic. Implementing ques-tionnaires 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 indi-viduals in their homes.

Strong Primary Care PlatformOnce 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 prob-lems 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.

Ongoing AccompanimentCES has developed a community health worker (CHW) accompaniment program for patients with chronic disease. These CHWs or acom-paantes 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.

1

2

3

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Appendix C