The document summarizes the activities and plans of the Divine Mother Society Trust. The Trust provides healthcare services through an outpatient center and medical camps, and also provides education and scholarships to poor children. It seeks funding to establish a 20-bed hospital to expand its healthcare services for the poor in the local community. The hospital would initially offer pediatrics, obstetrics, and general medicine, and expand over time to add more specialties and intensive care units to better serve the healthcare needs of the underserved population.
SOS Children's Villages Uganda operates projects in 4 locations that provide family-based care for 600 children and community development programs serving 4,300 people. It runs 4 children's villages, 4 kindergartens, 2 primary schools, 1 secondary school, and 4 medical centers. The organization has grown from serving 2,500 beneficiaries in 2010 to 4,900 currently. SOS Uganda aims to give children a permanent home and meet all their needs, while the community development program empowers vulnerable families.
VEDA is a Christian voluntary organization in Chilakaluripet, India that aims to uplift the lives of slum dwellers without discrimination. It provides several services and projects like a milk project that provides milk to children and malnourished individuals, a mid-day meal program for over 1,600 school children, basic education schools for over 1,200 slum children, medical care programs including antenatal care, income generation programs, housing construction, and plans to open a vocational training center. The organization works with Rural Relief & Development Foundation to help the poor and needy in the local slums.
This document provides an overview of Su Clinica, a community health center. It details the services provided, including clinical services across pediatrics, dental, women's health and more. It discusses the center's role as a Federally Qualified Health Center and its focus on serving the uninsured and those in poverty in Cameron and Willacy Counties. The document also outlines policies, procedures, emergency preparedness plans and compliance programs expected to be followed by employees, students and volunteers at Su Clinica.
Su Clinica Familiar Orientation presentation 2014dentalweb
This document provides an overview of Su Clinica, a community health center. It details the services provided, including clinical services across pediatrics, dental, women's health and more. It discusses the center's role as a Federally Qualified Health Center and its focus on serving the uninsured and those in poverty in Cameron and Willacy Counties. The document also outlines policies, procedures, emergency preparedness plans and compliance programs expected to be followed by employees, students and volunteers at Su Clinica.
This presentation gives a brief of Sukarya's Provision of Basic Health Care programme. It gives our primary goal and strategy/approach adopted for this programme. The presentation has a list of key projects done by Sukarya in this area like Primary Health Centre, Physiotherapy and Rehabilitation centre, Mobile Diagnostic Clinic, School Health Programme for NGO run schools, health camps, work in slums of Gurgaon.
MaD is a Cambodia-based nonprofit that provides various social services including operating an orphanage, rural development projects, and a mobile healthcare program called M.A.D. M.A.D. provides basic treatment and health education in schools and villages lacking easy access to healthcare. It has expanded its activities and aims to serve nearly 20,000 people in rural communities by the end of 2010 through school-based clinics, village clinics, and health education DVDs.
Rising Star Outreach aims to help leprosy colonies in India become self-sufficient through economic rehabilitation, medical care, and education initiatives. The organization provides microloans to help people start small businesses, operates a mobile medical unit to treat patients, and runs a school for children from leprosy colonies to receive an education. Through these efforts, over 1,000 families have benefited from economic programs, more than 800 patients have been cured of leprosy, and 240 children are enrolled in the school.
Over the last 10 years cancer cases have increased by 21% in Belarus. Each year about 230 Belarusian families face their child's cancer diagnosis. The project aims to provide financial and non-financial support to children with cancer through treatment assistance, food, activities, and psychological support. Volunteers spend time with children to organize activities and bring joy to help children cope with hospital boredom. The benefits of volunteering include directly assisting children, increasing the reputation of affiliated schools, and collaborating with other charity organizations, all working towards the goal of saving more children's lives.
SOS Children's Villages Uganda operates projects in 4 locations that provide family-based care for 600 children and community development programs serving 4,300 people. It runs 4 children's villages, 4 kindergartens, 2 primary schools, 1 secondary school, and 4 medical centers. The organization has grown from serving 2,500 beneficiaries in 2010 to 4,900 currently. SOS Uganda aims to give children a permanent home and meet all their needs, while the community development program empowers vulnerable families.
VEDA is a Christian voluntary organization in Chilakaluripet, India that aims to uplift the lives of slum dwellers without discrimination. It provides several services and projects like a milk project that provides milk to children and malnourished individuals, a mid-day meal program for over 1,600 school children, basic education schools for over 1,200 slum children, medical care programs including antenatal care, income generation programs, housing construction, and plans to open a vocational training center. The organization works with Rural Relief & Development Foundation to help the poor and needy in the local slums.
This document provides an overview of Su Clinica, a community health center. It details the services provided, including clinical services across pediatrics, dental, women's health and more. It discusses the center's role as a Federally Qualified Health Center and its focus on serving the uninsured and those in poverty in Cameron and Willacy Counties. The document also outlines policies, procedures, emergency preparedness plans and compliance programs expected to be followed by employees, students and volunteers at Su Clinica.
Su Clinica Familiar Orientation presentation 2014dentalweb
This document provides an overview of Su Clinica, a community health center. It details the services provided, including clinical services across pediatrics, dental, women's health and more. It discusses the center's role as a Federally Qualified Health Center and its focus on serving the uninsured and those in poverty in Cameron and Willacy Counties. The document also outlines policies, procedures, emergency preparedness plans and compliance programs expected to be followed by employees, students and volunteers at Su Clinica.
This presentation gives a brief of Sukarya's Provision of Basic Health Care programme. It gives our primary goal and strategy/approach adopted for this programme. The presentation has a list of key projects done by Sukarya in this area like Primary Health Centre, Physiotherapy and Rehabilitation centre, Mobile Diagnostic Clinic, School Health Programme for NGO run schools, health camps, work in slums of Gurgaon.
MaD is a Cambodia-based nonprofit that provides various social services including operating an orphanage, rural development projects, and a mobile healthcare program called M.A.D. M.A.D. provides basic treatment and health education in schools and villages lacking easy access to healthcare. It has expanded its activities and aims to serve nearly 20,000 people in rural communities by the end of 2010 through school-based clinics, village clinics, and health education DVDs.
Rising Star Outreach aims to help leprosy colonies in India become self-sufficient through economic rehabilitation, medical care, and education initiatives. The organization provides microloans to help people start small businesses, operates a mobile medical unit to treat patients, and runs a school for children from leprosy colonies to receive an education. Through these efforts, over 1,000 families have benefited from economic programs, more than 800 patients have been cured of leprosy, and 240 children are enrolled in the school.
Over the last 10 years cancer cases have increased by 21% in Belarus. Each year about 230 Belarusian families face their child's cancer diagnosis. The project aims to provide financial and non-financial support to children with cancer through treatment assistance, food, activities, and psychological support. Volunteers spend time with children to organize activities and bring joy to help children cope with hospital boredom. The benefits of volunteering include directly assisting children, increasing the reputation of affiliated schools, and collaborating with other charity organizations, all working towards the goal of saving more children's lives.
The document is a newsletter from the Center for Global Initiatives that includes the following:
1) An article about a famine affecting over 30 million people in 4 countries in Africa and the Middle East, and the need for increased humanitarian aid.
2) An announcement about a new book on global health leaders edited by the newsletter editor.
3) An announcement about the editor being interviewed on a nonprofit podcast.
Kalanjiyam was established in 2006 to transform underprivileged rural communities in Tamil Nadu through a sustainable development model. It works in 35 villages with about 15,000 people, providing education support like tutoring and nutrition to over 1000 schoolchildren. It aims to ensure school enrollment and completion, as well as offer skills training and healthcare access to improve lives in these communities. Monitoring and evaluation shows it has strengthened education quality and reduced school dropouts, making progress toward its goal of developing rich, healthy communities through participatory efforts.
World Child Cancer had a successful 2014, helping 3,460 children with cancer in 16 countries. They raised £1,955,734 in financial and medical aid, allowing them to spend £1,483,641 on projects. These projects included training 1,000 healthcare professionals, providing drugs and improving facilities. World Child Cancer continued existing projects in countries like Malawi and Cameroon and started new projects in Myanmar and for Wilms' tumour in Africa. They secured funding from UK government programs and partners like Celgene and Deutsche Bank. World Child Cancer aims to continue expanding their work to help more children globally in 2015.
This document provides information on Helping Hands, a social enterprise that aims to address healthcare challenges in Kenya through two main initiatives: Helping Hands Home Healthcare and Helping Hands Foundation. Helping Hands Home Healthcare connects patients with nurses and caregivers to provide home-based care, with 50% of profits supporting the poor through Helping Hands Foundation. The organization aims to equip itself over 5 years to fully fund the foundation and establish a healthcare center. It currently serves 26 patients and employs 6 nurses and 35 caregivers. Funding requests of $10,000 and $50,000 over 3 years are presented to expand services, purchase equipment, market the organization, and establish a home nursing facility and training school.
The Lalmba Association 2014 Annual Report summarizes Lalmba's mission to empower rural East African communities by addressing their needs for education, healthcare, economic opportunity, and nutrition. In 2014, Lalmba provided education to over 1,000 children, healthcare to nearly 50,000 people through its clinics, microloans to 52 individuals, and support for vulnerable children and elders. Lalmba assesses the success of its programs based on the emergence of similar community-led services, with the goal of eventually transitioning responsibilities over to local partners.
This document provides an overview of Christian Hospital Mungeli (CHM), a 120-year-old nonprofit hospital and educational institution located in rural India. CHM operates a 120-bed hospital, a school of nursing, an English medium school for K-12 students, and a community college. It serves over 120,000 people annually through its healthcare, providing subsidized and free care regardless of ability to pay. CHM aims to improve healthcare, particularly maternal and child health, through its hospital and initiatives like its school of nursing which trains and employs local women.
- Prem Jyoti has been working to improve health among the Malto tribe in Jharkhand since 1996 through a network of 86 community health volunteers, 10 peripheral clinics, and a 20-bed hospital.
- In 2010-2011, the community health program saw increases in treatments provided by volunteers and health education sessions while peripheral clinics saw a decrease in total beneficiaries.
- The hospital saw increases in total and normal vaginal deliveries as well as instrumental deliveries while maternal and newborn mortality rates remained high.
HOPE worldwide Kenya began in 2002 with 2 volunteers and a $1,700 monthly budget and has since expanded significantly. It now has 129 full time local staff and programs focused on health, HIV services, water/sanitation, community development, and youth livelihoods. Their mission is to improve quality of life for underserved communities through youth and child programs. They described their Kenya Kids sponsorship program which provides children and families with education, health insurance, nutrition, and small business support for $30/month.
National Child Relief Services is a non-profit organization located in Faridabad, India that aims to protect children and the environment. It provides underprivileged children with food, clothing, healthcare and education. It raises awareness on diseases and organizes health camps across India. It also offers technical assistance and training to private organizations and governments.
Providence's mission is to invest in preschool children with disabilities through early intervention programs. They currently serve over 300 children at 5 locations, but their goal is to serve 1000 children by 2009 by opening a new hub and 10 satellites, requiring $500,000 in additional annual funding. Providence saves the province $7 for every $1 invested by significantly improving children's conditions and reducing future education and healthcare costs.
This annual report summarizes the activities and accomplishments of the Community Health Centers of Burlington (CHCB) in fiscal year 2014. It provides an overview of CHCB's continued efforts to provide affordable, high-quality healthcare to all members of the community regardless of their ability to pay. Key highlights include a 33% increase in youth patients served, treating over 120 patients through medication-assisted treatment for opioid addiction, and the community health team providing care coordination and support to over 1,260 patients. Financially, CHCB ended the year with a net income of $978,695 and over $4 million in cash assets.
The document provides information about various Non-Governmental Organizations (NGOs) and Self-Help Groups (SHGs) in India, including Community Aid and Sponsorship Programme, Annamrita, Goa Outreach, and SVSKP. It discusses their areas of work, goals, initiatives and impact in improving lives of underprivileged communities through education, healthcare, livelihood generation, and community development.
Anjali House is a nonprofit in Cambodia that aims to reduce the cycle of poverty. It provides food, healthcare, education, and family support to vulnerable children and their families. Key services include providing meals and medical care to children, funding their education, teaching English, and offering job training and rice to families. The goal is to empower Cambodians and improve lives through opportunities in education, health, and employment.
HUM Welfare Foundation is a non-profit organization that aims to improve healthcare, education, and psychological well-being for underprivileged people in India. It conducts various initiatives such as healthcare lifestyle awareness programs, skills development training, and psychosocial intervention programs. Some of its ongoing projects include eye and dental care programs, nutrition and hygiene awareness, and providing e-rickshaws to rickshaw pullers to improve their income. The organization is registered as a non-profit and accepts donations to continue its social welfare activities.
WORKSHEET 9.1: Organization Background Exercise™
Children’s Care Acadamy of Pinellas
Accomplishments
Personnel
Location
123 Highland Avenue, Largo, Florida 31111
The Children’s Care Academy of Pinellas facilty is the result of the city of Largo, Florida, a locally-owned, state-franchised cancer center and a generous private endowment. The land on which the facility resides was donated by the the city of Largo, with the physical building donated by the cancer center. The operational facility became a reality with the generous endowment funds from a private benefactor.
Legal status
The Child Care Academy of Pinellas is an a 501(c)(3)non-profit licensed child care center in good standing with current up-to-date state inspections.
Date of founding
The Children’s Care Academy was founded on January 2, 2012, with incorporated status established on July 5, 2013.
The Children’s Care Academy of Pinellas was founded by a local business person with an innovative idea, compassion and a generous benefactor endowment.
Mission
The Children’s Care Academy of Pinellas exists to nuture children in a safe and enjoyable environment for those with parents undergoing cancer treatment. Our focus is to provide complimentary care for parents who do not otherwise have access to childcare. Our goal is to create a fun, loving and educational experience for every child.
Target population
The Children’s Care Academy cares for all children ages six months through age 13 for parents and care givers who are actively seeking cancer treatment in the central west portion of Pinellas County Florida. The academy also provides counseling opportunites for the parents to help ensure a positive emotional healthly well-being while they are engaging in cancer treatment.
Programs
Academic tutoring and cancer care counseling are two essential services provided by Children’s Care Academy to help promote education and a healthy mental and emotional well-being for children and parents. On-site academic tutoring is available for school-age children by certified educators from within the community. On-site child psycologists help to provide emotional support for children with questions and concerns regarding their parent’s cancer treatment. The academy also offers counseling opportunities for parents as part of their treatment to help further encourage the healing process. Tutoring and counseling sessions are offered by appointment on an as need basis. Clients who inquire about spritiual guidance are referred to local churches around the community.
Child psycologist, B.A.Rayburn, Ph.D., was honored in Psycology Today as one of the most influential philanthropists in the Tampa Bay area for her generosity within the community. Special recognition was noted regarding her dedication to serving the children of the Children’s Care Academy of Pinellas.
The academy recieves tutoring services from both active and retired educators within the community. Tutors hold bachelors degr.
The document summarizes a Community Health Promoters’ Training Course (CHPTC) run by the Health Ministries Department of the Myanmar Union Mission of Seventh-day Adventists. The 7-month course trains female students in basic medical skills and has graduated nearly 600 students since 1995. Graduates often work in mission clinics, private clinics, and hospitals or as health promoters in their villages. The school requests donations of teaching models, equipment, and funds to continue training and feeding students.
Leandrie Turner is a British national who has over 15 years of experience in healthcare administration and medical
secretarial roles. She currently works as a Medical Secretary for Basingstoke Colorectal Partners, a private medical practice,
where she provides direct administrative support to consultants and interfaces with patients. Prior to this, she held various
clinical and administrative roles for both private healthcare companies and independent agencies.
Bhoomika being one of the best Eye Hospital in India has chain of secondary and tertiary care hospitals in Odisha, Assam, Gurjat, Haryana, UP, Rajasthan etc. to bring in affordable healthcare specially Eye care at the doorstep of Urban, non urban communities through committed service delivery, healthcare education, training & research.
Comprehensive Guide to Balcony Waterproofing Repairs
Addressing Leaking Balconies, Roofs, and Rooftop Terraces
Leaking balconies, roofs, and rooftop terraces can cause catastrophic damage to structures below. Water leaks may cause not only aesthetic and superficial damage but can also compromise the structural integrity of the building envelope. If a failed waterproofing membrane is the cause, re-grouting or surface sealing is merely a temporary fix. Such band-aid methods will eventually fail, causing cracks in tiles, grout, and membranes as the balcony moves.
In many cases, failed membranes require a complete strip-off, structural repairs if needed, reinstallation of waterproofing, and a new finish surface. Key considerations in this process include the strength of the subfloor and screed, presence of substrate dips and hollows, correct balcony slope and fall, window and door frame installation, door threshold sealing, adequate drainage, and the potential for underlying pipe leaks. Existing tiling and expansion joints should also be assessed to determine their role in the balcony failure.
Waterproofing Preparation
Proper preparation is critical for any waterproofing membrane installation. The substrate must be clean, free of dirt and other contaminants. This involves vacuum cleaning and/or diamond grinding to ensure a smooth, dry, and debris-free surface. In some cases, washing the substrate may be necessary.
Waterproofing Detailing
Before installing a waterproofing system, construction features that interrupt the membrane layer must be adequately protected and sealed. This includes:
Perimeter Upturns: Attachment points for railings and balustrades, joints between horizontal and vertical surfaces, and structural and expansion joints. Sealant should be applied 15mm wide to all junctions, reinforced with polyester or fiberglass mat to a DFT of 1.2mm, 100mm above finished floor height, or 25mm above the water line. The membrane system should be installed 200mm onto balcony floor areas.
Door/Window Step Downs: Similar to perimeter upturns, apply sealant 15mm wide to all junctions, reinforced with fiberglass mat to a DFT of 1.2mm, ensuring the membrane system is installed 200mm onto balcony areas.
Drains & Floor Waste Details: All floor wastes should have a recessed leak control flange installed, primed with appropriate primer, and the membrane system installed as per specifications.
Waterproofing Installation: Australian Standards
The installation of a Class 2/3 waterproof membrane system to external concrete must comply with AS 4654.2. Key considerations for installation include:
Installation Conditions: Avoid installation in extreme temperatures (below 10°C or above 35°C) to prevent accelerated or decelerated cure times.
Type of Membrane: Use a flexible waterproofing membrane capable of withstanding normal cyclic fluctuations and ponding water.
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Similar to Hospital_Project_Report_Template[1].pdf
The document is a newsletter from the Center for Global Initiatives that includes the following:
1) An article about a famine affecting over 30 million people in 4 countries in Africa and the Middle East, and the need for increased humanitarian aid.
2) An announcement about a new book on global health leaders edited by the newsletter editor.
3) An announcement about the editor being interviewed on a nonprofit podcast.
Kalanjiyam was established in 2006 to transform underprivileged rural communities in Tamil Nadu through a sustainable development model. It works in 35 villages with about 15,000 people, providing education support like tutoring and nutrition to over 1000 schoolchildren. It aims to ensure school enrollment and completion, as well as offer skills training and healthcare access to improve lives in these communities. Monitoring and evaluation shows it has strengthened education quality and reduced school dropouts, making progress toward its goal of developing rich, healthy communities through participatory efforts.
World Child Cancer had a successful 2014, helping 3,460 children with cancer in 16 countries. They raised £1,955,734 in financial and medical aid, allowing them to spend £1,483,641 on projects. These projects included training 1,000 healthcare professionals, providing drugs and improving facilities. World Child Cancer continued existing projects in countries like Malawi and Cameroon and started new projects in Myanmar and for Wilms' tumour in Africa. They secured funding from UK government programs and partners like Celgene and Deutsche Bank. World Child Cancer aims to continue expanding their work to help more children globally in 2015.
This document provides information on Helping Hands, a social enterprise that aims to address healthcare challenges in Kenya through two main initiatives: Helping Hands Home Healthcare and Helping Hands Foundation. Helping Hands Home Healthcare connects patients with nurses and caregivers to provide home-based care, with 50% of profits supporting the poor through Helping Hands Foundation. The organization aims to equip itself over 5 years to fully fund the foundation and establish a healthcare center. It currently serves 26 patients and employs 6 nurses and 35 caregivers. Funding requests of $10,000 and $50,000 over 3 years are presented to expand services, purchase equipment, market the organization, and establish a home nursing facility and training school.
The Lalmba Association 2014 Annual Report summarizes Lalmba's mission to empower rural East African communities by addressing their needs for education, healthcare, economic opportunity, and nutrition. In 2014, Lalmba provided education to over 1,000 children, healthcare to nearly 50,000 people through its clinics, microloans to 52 individuals, and support for vulnerable children and elders. Lalmba assesses the success of its programs based on the emergence of similar community-led services, with the goal of eventually transitioning responsibilities over to local partners.
This document provides an overview of Christian Hospital Mungeli (CHM), a 120-year-old nonprofit hospital and educational institution located in rural India. CHM operates a 120-bed hospital, a school of nursing, an English medium school for K-12 students, and a community college. It serves over 120,000 people annually through its healthcare, providing subsidized and free care regardless of ability to pay. CHM aims to improve healthcare, particularly maternal and child health, through its hospital and initiatives like its school of nursing which trains and employs local women.
- Prem Jyoti has been working to improve health among the Malto tribe in Jharkhand since 1996 through a network of 86 community health volunteers, 10 peripheral clinics, and a 20-bed hospital.
- In 2010-2011, the community health program saw increases in treatments provided by volunteers and health education sessions while peripheral clinics saw a decrease in total beneficiaries.
- The hospital saw increases in total and normal vaginal deliveries as well as instrumental deliveries while maternal and newborn mortality rates remained high.
HOPE worldwide Kenya began in 2002 with 2 volunteers and a $1,700 monthly budget and has since expanded significantly. It now has 129 full time local staff and programs focused on health, HIV services, water/sanitation, community development, and youth livelihoods. Their mission is to improve quality of life for underserved communities through youth and child programs. They described their Kenya Kids sponsorship program which provides children and families with education, health insurance, nutrition, and small business support for $30/month.
National Child Relief Services is a non-profit organization located in Faridabad, India that aims to protect children and the environment. It provides underprivileged children with food, clothing, healthcare and education. It raises awareness on diseases and organizes health camps across India. It also offers technical assistance and training to private organizations and governments.
Providence's mission is to invest in preschool children with disabilities through early intervention programs. They currently serve over 300 children at 5 locations, but their goal is to serve 1000 children by 2009 by opening a new hub and 10 satellites, requiring $500,000 in additional annual funding. Providence saves the province $7 for every $1 invested by significantly improving children's conditions and reducing future education and healthcare costs.
This annual report summarizes the activities and accomplishments of the Community Health Centers of Burlington (CHCB) in fiscal year 2014. It provides an overview of CHCB's continued efforts to provide affordable, high-quality healthcare to all members of the community regardless of their ability to pay. Key highlights include a 33% increase in youth patients served, treating over 120 patients through medication-assisted treatment for opioid addiction, and the community health team providing care coordination and support to over 1,260 patients. Financially, CHCB ended the year with a net income of $978,695 and over $4 million in cash assets.
The document provides information about various Non-Governmental Organizations (NGOs) and Self-Help Groups (SHGs) in India, including Community Aid and Sponsorship Programme, Annamrita, Goa Outreach, and SVSKP. It discusses their areas of work, goals, initiatives and impact in improving lives of underprivileged communities through education, healthcare, livelihood generation, and community development.
Anjali House is a nonprofit in Cambodia that aims to reduce the cycle of poverty. It provides food, healthcare, education, and family support to vulnerable children and their families. Key services include providing meals and medical care to children, funding their education, teaching English, and offering job training and rice to families. The goal is to empower Cambodians and improve lives through opportunities in education, health, and employment.
HUM Welfare Foundation is a non-profit organization that aims to improve healthcare, education, and psychological well-being for underprivileged people in India. It conducts various initiatives such as healthcare lifestyle awareness programs, skills development training, and psychosocial intervention programs. Some of its ongoing projects include eye and dental care programs, nutrition and hygiene awareness, and providing e-rickshaws to rickshaw pullers to improve their income. The organization is registered as a non-profit and accepts donations to continue its social welfare activities.
WORKSHEET 9.1: Organization Background Exercise™
Children’s Care Acadamy of Pinellas
Accomplishments
Personnel
Location
123 Highland Avenue, Largo, Florida 31111
The Children’s Care Academy of Pinellas facilty is the result of the city of Largo, Florida, a locally-owned, state-franchised cancer center and a generous private endowment. The land on which the facility resides was donated by the the city of Largo, with the physical building donated by the cancer center. The operational facility became a reality with the generous endowment funds from a private benefactor.
Legal status
The Child Care Academy of Pinellas is an a 501(c)(3)non-profit licensed child care center in good standing with current up-to-date state inspections.
Date of founding
The Children’s Care Academy was founded on January 2, 2012, with incorporated status established on July 5, 2013.
The Children’s Care Academy of Pinellas was founded by a local business person with an innovative idea, compassion and a generous benefactor endowment.
Mission
The Children’s Care Academy of Pinellas exists to nuture children in a safe and enjoyable environment for those with parents undergoing cancer treatment. Our focus is to provide complimentary care for parents who do not otherwise have access to childcare. Our goal is to create a fun, loving and educational experience for every child.
Target population
The Children’s Care Academy cares for all children ages six months through age 13 for parents and care givers who are actively seeking cancer treatment in the central west portion of Pinellas County Florida. The academy also provides counseling opportunites for the parents to help ensure a positive emotional healthly well-being while they are engaging in cancer treatment.
Programs
Academic tutoring and cancer care counseling are two essential services provided by Children’s Care Academy to help promote education and a healthy mental and emotional well-being for children and parents. On-site academic tutoring is available for school-age children by certified educators from within the community. On-site child psycologists help to provide emotional support for children with questions and concerns regarding their parent’s cancer treatment. The academy also offers counseling opportunities for parents as part of their treatment to help further encourage the healing process. Tutoring and counseling sessions are offered by appointment on an as need basis. Clients who inquire about spritiual guidance are referred to local churches around the community.
Child psycologist, B.A.Rayburn, Ph.D., was honored in Psycology Today as one of the most influential philanthropists in the Tampa Bay area for her generosity within the community. Special recognition was noted regarding her dedication to serving the children of the Children’s Care Academy of Pinellas.
The academy recieves tutoring services from both active and retired educators within the community. Tutors hold bachelors degr.
The document summarizes a Community Health Promoters’ Training Course (CHPTC) run by the Health Ministries Department of the Myanmar Union Mission of Seventh-day Adventists. The 7-month course trains female students in basic medical skills and has graduated nearly 600 students since 1995. Graduates often work in mission clinics, private clinics, and hospitals or as health promoters in their villages. The school requests donations of teaching models, equipment, and funds to continue training and feeding students.
Leandrie Turner is a British national who has over 15 years of experience in healthcare administration and medical
secretarial roles. She currently works as a Medical Secretary for Basingstoke Colorectal Partners, a private medical practice,
where she provides direct administrative support to consultants and interfaces with patients. Prior to this, she held various
clinical and administrative roles for both private healthcare companies and independent agencies.
Bhoomika being one of the best Eye Hospital in India has chain of secondary and tertiary care hospitals in Odisha, Assam, Gurjat, Haryana, UP, Rajasthan etc. to bring in affordable healthcare specially Eye care at the doorstep of Urban, non urban communities through committed service delivery, healthcare education, training & research.
Similar to Hospital_Project_Report_Template[1].pdf (20)
Comprehensive Guide to Balcony Waterproofing Repairs
Addressing Leaking Balconies, Roofs, and Rooftop Terraces
Leaking balconies, roofs, and rooftop terraces can cause catastrophic damage to structures below. Water leaks may cause not only aesthetic and superficial damage but can also compromise the structural integrity of the building envelope. If a failed waterproofing membrane is the cause, re-grouting or surface sealing is merely a temporary fix. Such band-aid methods will eventually fail, causing cracks in tiles, grout, and membranes as the balcony moves.
In many cases, failed membranes require a complete strip-off, structural repairs if needed, reinstallation of waterproofing, and a new finish surface. Key considerations in this process include the strength of the subfloor and screed, presence of substrate dips and hollows, correct balcony slope and fall, window and door frame installation, door threshold sealing, adequate drainage, and the potential for underlying pipe leaks. Existing tiling and expansion joints should also be assessed to determine their role in the balcony failure.
Waterproofing Preparation
Proper preparation is critical for any waterproofing membrane installation. The substrate must be clean, free of dirt and other contaminants. This involves vacuum cleaning and/or diamond grinding to ensure a smooth, dry, and debris-free surface. In some cases, washing the substrate may be necessary.
Waterproofing Detailing
Before installing a waterproofing system, construction features that interrupt the membrane layer must be adequately protected and sealed. This includes:
Perimeter Upturns: Attachment points for railings and balustrades, joints between horizontal and vertical surfaces, and structural and expansion joints. Sealant should be applied 15mm wide to all junctions, reinforced with polyester or fiberglass mat to a DFT of 1.2mm, 100mm above finished floor height, or 25mm above the water line. The membrane system should be installed 200mm onto balcony floor areas.
Door/Window Step Downs: Similar to perimeter upturns, apply sealant 15mm wide to all junctions, reinforced with fiberglass mat to a DFT of 1.2mm, ensuring the membrane system is installed 200mm onto balcony areas.
Drains & Floor Waste Details: All floor wastes should have a recessed leak control flange installed, primed with appropriate primer, and the membrane system installed as per specifications.
Waterproofing Installation: Australian Standards
The installation of a Class 2/3 waterproof membrane system to external concrete must comply with AS 4654.2. Key considerations for installation include:
Installation Conditions: Avoid installation in extreme temperatures (below 10°C or above 35°C) to prevent accelerated or decelerated cure times.
Type of Membrane: Use a flexible waterproofing membrane capable of withstanding normal cyclic fluctuations and ponding water.
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Floor Waste Requirements for Bathrooms in Australia
Waterproofing Melbourne and the entire construction industry must stay updated with the latest amendments to the Australian Standard AS3740 and the National Construction Code (NCC). Recent changes emphasize floor waste requirements and fall requirements in bathrooms, which are crucial for maintaining high standards of commercial waterproofing and other waterproofing practices.
Scope
The amendments clarify the waterproofing of wet areas within residential buildings across various states, including New South Wales, Queensland, and Western Australia. The NCC, a performance-based code, includes Volumes 1 and 2 (Building Code of Australia) and Volume 3 (Plumbing Code of Australia).
Legislation Overview
The NCC provides the minimum necessary standards for safety, health, sustainability, and amenity in building and plumbing legislation across Australia. It is divided into performance requirements and allows for compliance through Deemed-to-Satisfy Provisions or alternative solutions.
BCA Volume 1
F1.7 Waterproofing of Wet Areas: Ensures wet areas in buildings are adequately waterproofed to prevent damage and maintain safety.
F1.11 Floor Grading: In Class 2 or 3 buildings or Class 4 parts of a building, bathroom or laundry floors located above a sole occupancy unit or public space must be graded to prevent water spillage.
BCA Volume 2
Performance Requirement P2.4.1: Addresses waterproofing of wet areas in Class 1 and 10 buildings, specifying that these areas must meet specific performance criteria to ensure effective waterproofing.
Floor Waste and Grading Requirements
The NCC Volume 1 and 2, along with the Australian Standard, provide performance requirements for waterproofing elements in wet areas. However, the BCA Volume 2 does not mandate floor waste installation in Class 1 buildings, such as single dwelling houses, except for rooms with wall-hung urinals. The floor in these buildings does not need to be graded to a floor waste gully, even if one is present.
In contrast, Class 2, 3, or 4 buildings with bathrooms or laundries located above other sole occupancy units or public spaces require floor waste installations to prevent water from entering the spaces below. The floors in these areas must be graded to the floor waste.
Importance of Compliance
Compliance with these standards is critical for preventing waterproofing failures, which can lead to significant post-construction issues, including structural damage and health hazards. Ensuring proper waterproofing in areas like basement waterproofing, retaining wall waterproofing, and lift pit waterproofing is essential for the longevity and safety of buildings.
The Role of Training and Education
Paul Evans highlights the importance of ongoing training and education in the waterproofing industry. By staying informed about legislative changes and best practices, professionals can improve the quality of their work and reduce the risk of defects.
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The construction industry is undergoing significant changes, particularly in waterproofing. Poor practices have caught the attention of regulators, and changes are coming soon. AIW will keep members informed about these developments. We aim to eliminate subpar contractors who compromise the industry with inadequate work.
Everyone makes mistakes occasionally, but persistent issues arise from those who consistently cut corners, using insufficient materials in unsafe conditions. These practices must end.
Summer Waterproofing Challenges
As summer approaches, common questions arise regarding membrane application in hot or humid conditions:
Is it too hot or humid to apply a membrane?
Will blistering occur?
How to address blistering if it happens?
Should a warranty be issued for such membranes?
Applying membranes in inappropriate conditions often leads to failures. It’s crucial to consider the long-term repercussions of these decisions. Consult your membrane supplier for guidance and ensure you ask the right questions. Industry peers are often willing to help.
Project Reference: QLD Public Hospital
Overview
Property Type: QLD Public Hospital
Contractor/Applicator: Waterstop Solutions
Testing: International Leak Detection Australia (ILD)
Category: Membrane Renewal
Products Used: A specialized bitumen-modified highly flexible waterproofing membrane installed in multiple layers over a moisture barrier primer system.
Project Details: The project involved renewing the waterproofing membrane on two leaking concrete tanks, critical for the hospital’s fire sprinkling system. Challenges included identifying all leaks and adhering to noise and downtime restrictions. The solution involved thorough surface preparation and the use of a compatible, highly flexible membrane, ensuring long-term effectiveness and compliance with Australian Standards.
AIW at Bayset Construction Trade Day
On August 24, 2018, AIW attended the Bayset Construction Trade Day at Coopers Plains Branch. The event was a great opportunity to connect with members and non-members, resulting in increased interest and new sign-ups. The day featured informative sessions, industry support, and excellent networking opportunities.
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The AIW Delivers on the Importance of Waterproofing
On March 29, 2017, the AIW attended and presented at the ADEB (Architects Designers Engineers Builders) Waterproofing Breakfast Seminar in Sydney. The focus was on addressing commercial waterproofing and residential high-rise waterproofing failures and solutions.
Presentations and Key Points
Paul Evans, AIW President, gave an overview of the AIW's role in raising waterproofing standards in Australia. Robert McDonald, an AIW member, delivered a session on the “Australian Standards in Waterproofing.” These presentations covered:
Common defects in internal and external waterproofing
Priming and substrate moisture content
Inspection and testing of waterproofing
Drainage and waterproofing techniques
Product knowledge and standards compliance, including:
CA 55 - 1970 (Design and Installation of Bituminous Fabric Roofing)
AS 3740 (Waterproofing Wet Areas in Residential Buildings)
AS 4858 - 2004 (Wet Area Membranes)
AS 4654 - 2012 (Waterproofing Membrane)
The AIW remains dedicated to updating, providing current information, and educational resources for all industries involved with waterproofing.
Achieving Uniform Waterproofing Compliance Nationally
Achieving uniform waterproofing compliance across Australia involves collaboration with State and Territory Regulatory Authorities, which play a crucial role. Current licensing requirements are often disjointed, and in many states, not mandatory.
Local authorities and building surveyors request Waterproofing Application Certificates to certify compliance with BCA and Australian Standards. These certificates must be issued by a competent person, whose work falls under the scope of their license or who has formal qualifications to carry out the work. Training and qualifications are regulated under the National Qualifications Framework.
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Advancing Waterproofing Expertise with AIW
Waterproofing Melbourne and beyond, the Australian Institute of Waterproofing (AIW) is proud to introduce an innovative commercial waterproofing course. Developed in collaboration with the Master Builders Association Vic, this course, led by Andrew Golle, is tailored for project managers overseeing balcony waterproofing, roof waterproofing, and concrete repair. Paul Evans emphasizes the critical nature of these roles in preventing costly post-construction issues. Private sessions for building supervisors are now available, addressing common mistakes due to poor applications and cost-cutting measures.
The course covers essential topics, including product selection, surface preparation, and the importance of basement waterproofing. Paul Evans highlights the recurring problems seen in the industry, where inadequate training and oversight lead to significant issues, from retaining wall waterproofing to lift pit waterproofing.
In response to these challenges, the AIW is developing a "Below Ground Waterproofing Standard" specific to Australia, inspired by UK standards. Paul Evans calls for industry-wide collaboration to ensure the standard encompasses diverse methods and materials, ultimately enhancing the quality and longevity of waterproofing work.
By equipping supervisors and builders with the right knowledge, AIW aims to improve the overall standard of waterproofing practices, reducing the risk of failures and the subsequent mental and financial stress on homeowners. This proactive approach is crucial for the sustainability and reliability of waterproofing in construction projects across Australia.
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Waterproofing Changes in Victoria
The Building Act 1993 remains, but the Building Regulation 2006 will be replaced by the Building Regulations 2017, expected to be legislated around September. Key changes affecting the waterproofing industry include Part 13, which mandates inspection prior to covering a waterproofing membrane in any wet area.
The regulations remain consistent in other areas affecting waterproofing, such as the adoption of the NCC and relevant Australian Standards, methods of assessment of compliance, material testing, and compliance certificates.
The VBA confirms that only a registered Building Practitioner can authorize compliance of waterproofing works. Subcontractors who are not registered cannot authorize compliance. Although they can state that they have complied with the relevant standards, liability lies primarily with the registered builder, now shared with the Building Inspector or Surveyor for wet areas.
QBCC Tradie Tours
Waterproofing is consistently one of the most common defects reported to the QBCC, with mistakes being costly. In June 2017, the QBCC presented ten waterproofing seminars throughout Queensland, dedicated to waterproofing and tiling issues with a focus on preventing waterproofing defects. Approximately 1000 builders, waterproofers, certifiers, and tilers attended these seminars.
Bayset’s Training & Quality Manager, Frank Moebus, provided in-depth information about avoiding installation problems. The Tradie Tour received positive feedback from the industry.
Project Reference: Botanicca Corporate Park
Overview:
Property Type: Commercial
Project Type: Restoration
Scope: Leaking roof joints affecting company suites
Applicator: Australian Waterproofing Company Pty Ltd
Area: 1150m²
Category: Waterproofing
Products Used:
Soprema Soprasun 3.0S
Soprema Sopradhere Primer
Soprema Alsan Flashing
Soprema Roof Vents
Project Details:
Botanicca Corporate Park experienced leaks in the roof joints that affected various company suites and balconies. The building, constructed in 2006, required a watertight roof to ensure its longevity. A 20-year warranty was provided, and the Soprema Torch On system was applied to achieve a high-quality waterproofing result, both aesthetically and functionally.
Gary Moody, project manager, described the project as challenging but rewarding due to the successful outcome achieved by the experienced applicator.
Importance of Waterproofing Standards and Compliance
Legislative Changes and Their Impact
The introduction of the Building Regulations 2017 brings significant changes to the waterproofing industry, particularly regarding inspection and compliance requirements. For the first time, building inspectors or surveyors must inspect waterproofing membranes before they are covered in any wet areas. This change emphasizes the importance of thorough inspections to prevent defects and ensure high-quality waterproofing.
Findlay Evans Waterproofing with AIW - Article August 2017
Hospital_Project_Report_Template[1].pdf
1. Hospital & Education Project Report
Divine Mother Society ( DMS Trust ) was founded in 1991 under the inspiration and guidance of Shri
Kamakshi Baba ( Shri E.S Govardhan){1932-1991} to extend love and affection and do service to humanity
without consideration of Caste, Community or Creed. The guiding principle is "Manava Seva, Madhava Seva" -
Service to humanity is Service to God.
DMS Trust is a public registered charitable Trust under the Indian Trusts Act. It enjoys the benefit of 80-G for
donors and has approval under Foreign Contribution Regulation Act.
Its activities are in broad categories: (A) Healthcare and (B) Education, Scholarships & Poor feeding.
Part A: Healthcare
The Centre is located at Alamadhi village about 32 kms from Chennai Railway station. Alamadhi and its
surrounding areas suffer from inadequate medical attention. The poor do not have access to even basic medical
care, at prices that they can afford. The Healthcare service carried out at our Centre is as follows:
Break up of OPD patients by Categories
S.No. Summary upto June '15 OPD-Nos.
1 School check ups 11116
2 Dental check ups 296
3 DMS Centre patients 27928
4 Gandhinagar patients 3005
5 Medical camp-Centre 892
6 Medical camp-Gandhinagar 425
7 Deworming 1246
8
Kamakshi Project (incldg. Rubella &
Typhoid) 4278
Total 49186
Our experience of over 20 years with our Medical centre has convinced us that there is a real need for an
agency with a sympathetic approach to this problem. The need is accentuated because we are not able to do
justice with an OPD facility to patients who do not have support at home for their continued treatment or for
post-surgery care etc. A hospital with 24X7 facilities will enable this care.
Part B: Education, Scholarships & Poor feeding:
Every Saturday we give tuitions to about 150 poor children who cannot afford private tuitions. Our service
extended till now is as follows:
Coaching extended
Parameter Extent Testimonials
Per year
average
numbers
200 to 300 children appearing for
Matriculation/State Board syllabus
HMs’ certificates for
their schools
Numbers
years given
Over 2000 students coached over
16 years
HMs’ letters about
school performance in
district
Standards
covered
Initially Std. X. Added Std. XII
five years back. Last three years
added VIII & IX stds.
Scholarships
provided
Average Rs. 60 Thousand per
year, gross amount over Rs. 6.0
lakhs
Typical economic and
family profiles of
students
2. The children are given nutritious lunch after the tuition (poor feeding).It is a testimony to our commitment that
these poor students who cannot afford private coaching have become school toppers and a few are District
rankers after coming to our Centre. We additionally inculcate moral values.
Under a project called Project Kamakshi we assume healthcare for any poor girl child born in the village up to
the age of 18. We undertake free checking and give free medicines/vaccines including Rubella which prevents
their getting deformed children when they are attaining motherhood. Over 1200 girls are covered till now.
Poor feeding for Leprosy
We offer food to persons with Leprosy every Thursday.
Exhibit I gives a detailed account of our activities.
We shall be grateful for your support in extension of our activities particularly to set up a 20-bed Hospital for
the poor. Detailed Project report is presented as Ex.II. The Outlay is Rs. 5.6 crores.
The reasons why we are confident of offering excellent service:
The following are the ways in which we are equipped:
o We own land in name of the Trust 2.5 acres freehold with Patta etc.
o OPD is being operated from 1994. Over 49000 patients examined/treated (till June 2015)
o Several Outreach camps already conducted with help from Apollo Hospitals, Rajan EyeCare, Jeevodaya
Cancer Hospice, Radhatri Netralaya
o Under Project Kamakshi over 1200 girls have been enumerated along with mothers and health supervised
o Qualified doctor in charge Dr. Geetha Badrinath who is MD, Ped, DCH with over 30 years experience
o Over 2000 students given tuitions over last sixteen years
o Poor feeding done over ten years
o Management is by trustees who are from IIM, Ahmedabad and rank holding CAs. They have held
senior level management positions with leading corporates such as TVS, HDFC, Best & Crompton
Ex. I
DETAILS OF ACTIVITIES CARRIED ON
Activities of DMS Trust
In line with our Preceptor’s advice, initially the Trust provided food packets to persons
afflicted with leprosy.
In 1993, the Trust decided that to pursue its activities it must have its own premises. It
purchased land in April 1993 (area 2.5 acres) in Alamadhi village, Sholavaram Firka, Ponneri
Taluk, Chengalput MGR District within the sub-registration district of Red Hills, Registration
district of Madras North in Tamil Nadu. Since then, The Trust has focused its attention on the
residents (including school children) of that area. The Trust’s activities can be broadly
classifies into (A) Health and (B) Education, Scholarships and Poor feeding for students.
3. Part A: Health care
Out-patient Centre and Camps:
• DMS Trust has been running an Out-patient Medical Centre at Village Alamadhi
with a doctor and two full-time nurses. The centre provides out-patient
treatment to the poor and counseling on heath care to residents of Alamadhi and
nearby villages. (Annexure I gives the break up of OPD patients by categories).
Gandhinagar is a hamlet where there is more density of population and it is about 2
kms from our Centre. We operate an outreach service twice a week at Gandhinagar
where the inflow of OPD villagers is high. The quality and availability of medical
facilities to the very poor is almost non-existent in the region, or very expensive and
beyond the means of the residents. Hence villagers who come to us find the outcome
very positive and economical.
• OPD cases DMS Trust has handled from 1994 till date may be divided into three
categories:
Infective. The following are typical cases we have been getting:
Malaria
Jaundice
Typhoid
Pneumonia
Gastroenteritis
Dysentery
Upper & lower respiratory tract
Non infective. The following are typical cases we have been getting:
BP
Cholesterol
Cardiac
Diabetes
Renal
Genetic problems
Preventive. The following are typical cases we have been getting:
Ante natal for infants
Pre natal for expectant mothers
De-worming
Vitamin supplements
The setting up of a hospital will make it possible to for us to devote more and
better attention to these cases as OPD may not be adequate to respond to all
cases. Besides, by operating OPD we are handicapped in serving patients who
lack the medical infrastructure at home or where the family members may not
devote their whole-hearted attention. This is particularly so when the patient is
old and is considered as a liability. For post-surgery cases where after
undergoing surgery elsewhere, we can give more appropriate service at our
Centre when we have a 24X7 hospital.
• For the boys who attend our coaching classes, we administer de-worming and
vitamin tablets to deal with stomach/intestinal infections due to poor hygiene
conditions/dental habits. The level of hygiene is very low in the village homes.
Children do not have the culture of brushing their teeth, or combing their hair or
washing their socks or clothes or cutting their nails or changing from school
uniform at home. With a view to inculcating the right attitude and practices, the
nurses inspect the children every week and students are motivated by the offer of
prizes if they do well on these counts. Due to this involvement, the problem of
4. dental cavities in the target area has been reduced substantially. Their appetite
picks up and this results in weight gain and greater concentration in studies.
Please see letter from Apollo Hospitals enclosed, marked as Exhibit V-A. Girls
are covered under Project Kamakshi described below.
• Outreach is an important attribute of our services by conducting free camps. DMS
Trust conducts free camps for villagers including children in association with
Apollo Hospitals/ Jeevodaya Cancer Hospice, Rajan Eye Care Hospital etc. For
the first time in the history of Tamil Nadu, a dental camp for children was
conducted with the help of Apollo Hospitals which moved doctors, equipment and
materials to the village where the extraction and filling was done instead of
requiring the patient to come to the clinic.
• The population in and around Alamadhi is widely dispersed and every 5 kms or
so there are a cluster of houses. Therefore DMS Trust serves a very wide
geeograhical base of the population. When camps are held at DMS Trust
premises, DMS Trust sends a team to these villages a few days before the camp,
to inform them about the camp and explain who and how the villagers would
benefit.
Project Kamakshi:
This is a project very dear to us which is focused on poor girl children from birth till
the age of 18. This project concentrates on preventing critical disabilities in the girl-
child including providing injections of Rubella vaccine.
DMS Trust with its experience in medical care is convinced there exists a felt need
for quality health care for certain typical problem cases such as for gastrointestinal,
typhoid, pre-term babies etc.
Part B: Education to poor children, Scholarships and Poor feeding
Tuitions:
• DMS Trust helps poor children in their studies, alongwith Food. Our Education
activity covers coaching on Saturdays/Sundays to poor students from 5 schools in
neighbouring villages who are to appear in their public exams.
• Most of the students who have been regular in attending classes eventually come out
successful in the public examination giving a consistent pass percentage of over 80%
year after year for our Centre. Some of these children also score centum as well as
top their schools and districts. Please see Exhibits V-B (i) to B (iv), and V-C (i) to C
(iii) being Testimonials from school HMs about the usefulness of our Tuitions and
their school performance due to our Tuitions.
• Many students who have benefitted from our coaching have gone on to join degree
and technical courses in various fields. More than anything, our coaching has
enabled a large number of youngsters aim at targets in life that they could never
dream of achieving.
• Annexure II gives the extent we have given coaching and the number of children who
benefitted.
• Microsoft has donated licensed MS-Office software free of cost. We have four desk
tops installed to give hands-on training to the children. Please see Exhibit V-D.
5. Scholarships:
• From the year 2004 we have been identifying approximately 15 students every year
who come to our Centre on merit-cum-means basis.
• Once the students pass out from 12th
standard, if they wish to pursue degree or
diploma courses in engineering, catering, technology etc., we provide them limited
financial support for this purpose.
• We have disbursed more than Rs. 6 lakhs in the past 10 years and over 150 students
have benefited so far.
• This is an enormous support for them as their parents for the most part are daily
wage workers. The men work as Casual labour in the farms or as manual workers in
the rice and onion godowns and the women as maid servants. The family income is
ranging from Rs.3,000 to Rs.10,000 per month. Please see Exhibit V-E.
Inspirational tours:
• DMS Trust organizes tours to IIT, Madras in the hope that such visits would light a
spark in the young minds. Please see Exhibits V-F and V-G. In the month of Sep,
2003 the first batch of Village Alamathi students numbering about 60 visited the
campus.
• Since then we have organized at least one tour every year. The itinerary usually
includes visit to laboratories and facilities of a few departments and IIT, Madras
Alumni Association sponsors their lunch.
• The rural kids get a chance of their life time to observe at first hand interesting
demonstrations on science & technology and to experience the inspiring ambience of
a premier institution of higher education.
Poor Feeding:
• On days when Tuitions are given DMS Trust provides nutritious food for the students,
which is presently prepared in-house. We are of the opinion that this is an important
ingredient of the ambience of total learning that we provide to students who are
preparing for their X and XII standard examinations.
Annexure I
Break up of OPD patients by Categories
S.No. Summary upto December'13 OPD-Nos.
1 School check ups 11116
2 Dental check ups 296
3 DMS Centre patients 26029
4 Gandhinagar patients 2633
5 Medical camp-Centre 892
6 Medical camp-Gandhinagar 425
7 Deworming 1040
8 Kamakshi Project (incldg. Ruebella & Typhoid) 3200
Total 45631
6. Annexure II
Coaching extended
Parameter Extent Testimonials
Per year
average
numbers
200 to 300 children appearing for
Matriculation/State Board syllabus
HM’s certificates for their
schools
Numbers
years given
Over 2000 students coached over 16 years HM’s letter about school
performance in district
Standards
covered
Initially Std. X. Added Std. XII five years back.
Last two years added VIII & IX stds.
Scholarships
provided
Average Rs. 60 Thousand per year, gross amount
over Rs. 6.0 lakhs
Typical economic and
family profiles of
students
Ex. II
PROPOSED HOSPITAL & EDUCATION PROJECT
OUTLINE OF PROPOSED PROJECT
The proposed project has two parts – medical and educational. DMS Trust has rich
experience in both these areas of Medical care and Education/Poor feeding/Scholarships as
explained in Exhibit II. The purpose of seeking approval under Sec. 35 AC and 80 GGA is to
mobilize resources from individuals and corporations to undertake the increased level of
existing activities.
These are separately discussed below.
Part A: Medical care
Alamadhi village and its surrounding areas suffer from inadequate medical attention.
Annexure I indictes the population numbers being served by DMS Trust. Particularly, the
poor do not have access to even basic medical care, at prices that they can afford. Annexure
II gives the services presently available with existing hospitals in and around Alamadhi and
Red hills. Our experience of over 20 years with our Medical centre has convinced us that
there is a real need for an agency with a sympathetic approach to this problem. The need is
accentuated because we are not able to do justice with an OPD facility to patients who do
not have support at home for their continued treatment or for post-surgery care etc. A
hospital with 24X7 facilities will enable this care.
The Proposal is to set up Kamakshi Baba Hospital Project which includes the on-going OPD
& Outreach Camps.
Part A in detail:
The proposal is to set up a 20-bed hospital at Alamadhi equipped to deal with the kind of
illnesses and health matters that are endemic in the area and to provide appropriate level of
care.
7. At least 15 beds will be for the poor and not more than 5 beds will be operated on
Commercial basis.
With this in view it is proposed to start with providing the following medical care as soon as
the facilities are ready for Phase I say by 1st
September 2015.
The Hospital will offer initially, say from 1st
Sept. ’15 upto 31st
Aug.2016:
• Pediatrics based on International standards for rural set up
• Obstetrics with qualified Obstetricians
• Labour room plus theatre including new born nursery
• General medicines – adult.
• Facilities for Testing/Screening:
Lab., X-ray, ECG, Ultrasound.
Laboratories are of three types:
Bio chemistry
Clinical Pathology
Pure pathology
We plan to have only Bio chemistry and Clinical Pathology
As further facilities are installed, we propose to expand the scope of medical activity in
Phase II to cover the following areas for diagnosis and treatment (starting from September
2016)
From 1st
Sept. 2016, this will be extended to:
• NICU: New born Intensive Care Unit
• ENT
• Dermatology
• Urology
• Gastroenterology
It is proposed that at least 15 beds will be for the very poor and the services will be free.
There will be no Consultation fees. Medicines and test will be charged. There will also be a
Room rent of per day Rs. 100 per bed intended to cover laundry, room upkeep, water,
power, administrative and establishment costs. Needless to say Rs. 100 is a token charge.
For the balance not more than 5 beds, Consultation fees will be charged as also Medicines
and tests. Any Consultation brought in from the city to examine/treat will also be charged.
The Room rent per day for each bed will be Rs. 500.
The existing OPD unit and Outreach camps will be integrated with the hospital and will
continue to function as at present.
Adequate documentation such as Aadhar card, Ration card, Head – panchayath certificate,
local inquiries, Voter id and for children, HM’s certificate will be prescribed and maintained to
ensure that the benefits inure to the target audience.
Location: The project will be located at our existing Centre in Village Alamadhi (Ponneri
Taluk, Tamil Nadu) where we have freehold land (Patta) 2.5 acres in the name of the Trust.
8. Part B: Tuitions, Poor feeding and Scholarships. These are presently on-going activities.
Part B in detail: Tuitions and Scholarships.
The existing activity of providing support for education of students from poor families – by
way of tuitions, inspirational tours, and scholarships, as explained in Exhibit II – will continue.
The Proposal aims at doubling the number of students from the present 250 numbers to 500,
and scholarships from Rs. 0.60 lakhs per year to Rs.1 .50 lakhs.
Annexure I
Population of Alamadhi Panchayat & Neighbouring Panchayats
S.No. Panchayath Population Numbers
1 Alamadhi Panchayat(Including Edapalayam) 25000
2 Kannikapuram Panchayath 5000
3 Koduveli Panchayth 5000
4 Poochiathipedu 10000
5 Ayilacheri 5000
6 Nallore & Ghandi Nagar Panchayath 40000
7 Konnimedu & Pammathukulam Panchayath 20000
Total 110000
Annexure II
List of hospitals in & around Alamadhi and Red hills
S.no Name Location Distance(in kms)
1 NMD Hospital (mostly for Diabetics) Bypass 5
2 PARK Hospital (PHC) Red Hills 5
3 GOVT Hospital Padiayanallur 10
4 Stanley Student Training Hospital Alamadhi 3 (1 day per week)
5 Thangasami Hospital ( for Eyes) Gandhi Nagar Yet to start
6 Vanaja Hospital Red Hills 5
Location:
The location is at our Centre where we have freehold land (Patta) 2,5 acres in our name.
This location is at Village Alamadhi. It is a Panchayath.
Benefit to patients:
The hallmark of DMS Trust would be medical attention with human care. Our
approach includes guidance in hygiene, nutrition and sanitation. Many cases of
patients who are considered liabilities in their households are treated by us and not
9. only their physical condition improves but they gain peace of mind from the love and
affection they get.
ESTIMATED COST
SUMMARY of CAPITAL OUTLAY & OPERATING EXPENSES
TIME FRAME: 3 YEARS (Rs./lakhs)
Need for (i) Hospital and (ii) improving Education, Poor feeding & Scholarships
The proposal for seeking approval under Sec. 35 AC and 80 GGA is to mobilize resources from
individuals and corporations to undertake new activities and to increase the level of on-going activities.
The Proposal
The Proposal is divided into 2 distinct parts as explained in Exhibit III:
Part A: Kamakshi Baba Hospital Project including on-going OPD & Outreach Camps
Part B: Tuitions, Poor feeding and Scholarships. These are on-going activities.
AA PART A: KAMAKSHI BABA HOSPITAL PROJECT Rs./lakhs
YEAR I
(Sept.’14-
Aug.’15)
YEAR II
(Sept.’15 –
Aug.’16)
YEAR III
(Sept.’16 –
Aug.’17) Total
AA1 I. Capital outlay
AA1a Building, facilities 39 72 111
AA1b Hospital equipment 60 33 93
AA1c Solar equipment 46 46
AA1d Equipment - Mechanised Kitchen 19 16 35
AA2 II. Operating expenditure 6 12 203 221
TOTAL 45 209 252 506
AB PART B: TUITIONS, POOR FEEDING, SCHOLARSHIPS Rs./lakhs
YEAR I
(Sept.’14-
Aug.’15)
YEAR II
(Sept.’15 –
Aug.’16)
YEAR III
(Sept.’16 –
Aug.’17) Total
AB1 I. Capital outlay
AB1
Equipment – LCD
Projector/Computers 10 5 15
AB2 II. Operating expenditure 13 13 13 39
TOTAL 23 18 13 54
AC
GRAND TOTAL-PART A & PART B:
HOSPITAL PROJECT, TUITIONS, POOR
FEEDING SCHOLARSHIPS
YEAR I
(Sept.’14-
Aug.’15)
YEAR II
(Sept.’15
– Aug.’16)
YEAR III
(Sept.’16 –
Aug.’17) Total
AC1 I. Capital outlay 49 202 49 300
AC2 II. Operating expenditure 19 25 216 260
TOTAL 68 227 265 560
10. AC
GRAND TOTAL-PART A & PART B:
HOSPITAL PROJECT, TUITIONS, POOR
FEEDING SCHOLARSHIPS
YEAR I
(Sept.’14-
Aug.’15)
YEAR II
(Sept.’15
– Aug.’16)
YEAR III
(Sept.’16 –
Aug.’17) Total
AC1 I. Capital outlay 49 202 49 300
AC2 II. Operating expenditure 19 25 216 260
TOTAL 68 227 265 560
BB TO BE MET BY
BB1 Investment as on 31st March 2014 available 13 10 7 5
BB2
Donations to be received during the year
utilised ( see CC1a below) 60 200 197 457
BB3
Interest received for the year based on
Prev. yr. bal. of FDs ( see CC3 below) 0 3 4 7
BB4 Income (other than Charity shows) 1 12 46 59
BB5 Charity shows – surplus 4 9 16 29
BB6
Investment as on 31st March 2014
withdrawn for use 3 3 2 8
BB7 TOTAL (BB2 to BB6) 68 227 265 560
CC
Donations mobilisation, Utilisation and
Investible surplus
YEAR I
(Sept.’14-
Aug.’15)
YEAR II
(Sept.’15
– Aug.’16)
YEAR III
(Sept.’16 –
Aug.’17)
CC1 Donations to be received during the year 101 210 495
Of which:
CC1a Donations to be utilised 60 200 197
CC1b Donations invested in FDs 41 10 298
CC2
Donations invested in FDs
(cumulative)(based on CC1b) 41 51 349
CC3
Interest received for the year based on
Opening bal. of FDs (see Notes below) 0 3.28 4.08
Notes: Interest @ 8% pa on Previous Year Cum. Bal. of FDs shown in CC2. It is Rs. 28
lakhs from Year IV onwards but not taken in above Table.
11. PART A: KAMAKSHI BABA HOSPITAL PROJECT – Buildings, Facilities
(ref. item AA1a of SUMMARY)
Cost estimates for (i) Buildings, (ii) Facilities Rs./lakhs
S. No. Particulars Qty Unit Rate Cost
1.00 BUILDINGS
1.01 Construction cost 4000 sq.ft 1600 64.00
1.02 Area development 10000 sq.ft 5 0.50
1.03 TOTAL 64.50
ROUNDED OFF 65
2.00 FACILITIES
2.01 Electricals/Sanitary/Water supply 9.67
2.02 Partitions 4000 sq.ft 300 12.00
2.03 Ramp cost LS 3.00
2.04 Oxygen lines 4000 sq.ft 200 8.00
2.05 Theatre specials 350 sq.ft 400 1.40
2.06 U/G/Tank(OH) 20000 Ltr. 40 8.00
2.07 Approvals etc/Demand charges LS 2.00
2.08 Fencing (marginal balance to be done) LS 0.25
2.09
Road/Approval/Hand stand, cycle stand/car
stand LS 2.00
2.10 TOTAL 46.32
ROUNDED OFF 46
GRAND TOTAL 111
PART A: KAMAKSHI BABA HOSPITAL PROJECT - Buildings, Facilities – break up
Year wise
S.No. Particulars
YEAR 1 (Sept.’14-
Aug.’15)
YEAR II (Sept.’15
– Aug.’16)
Total
(Rs./lakhs)
1.00 BUILDINGS
1.01 Construction cost 32 32 64
1.02 Area development 0.5 0.5
1.03 TOTAL 32.5 32 64.5
ROUNDED OFF 33 32 65
2.00 FACILITIES
2.01
Electricals/Sanitary/Wate
r supply 4 5.67 9.67
2.02 Partitions 0 12 12
2.03 Ramp cost 0 3 3
2.04
Oxygen lines, Central
Oxygen supply 0 8 8
2.05 Theatre specials 0 1.4 1.4
2.06 U/G/Tank(OH) 0 8 8
2.07
Approvals etc/Demand
charges 2 0 2
12. 2.08
Fencing (marginal
balance to be done) 0.25 0 0.25
2.09
Road/Approval/Hand
stand, cycle stand/car
stand 0 2 2
2.10 TOTAL 6.25 40.07 46.32
ROUNDED OFF 6 40 46
GRAND TOTAL 39 72 111
HOSPITAL EQUIPMENT
(ref. item AA1b of SUMMARY)
Break up of Capex between Years II and III (Rs./lakhs)
S.No. Item Qty
YEAR II
(Sept.15-
Aug.16)
YEAR III
(Sept.16-
Aug.17)
Total Cost
(Years II + III)
1 Cot including Baby cots 20 2 2 4
2 Mattress 20 0.8 0.8 1.6
3 Bedside cot with mat 20 1.4 1.4 2.8
4 Bedside locker 20 1 0 1
5 Computers 1 2 3
6 Air conditioners 10 1 3 4
7 Fridge 10 1 3 4
8 OT Table 1.5 0 1.5
9 Labour Table 1 0 1
10 OT Light/Ward Light 2.75 0 2.75
11 OT Instruments 2 0 2
12 Boyles 14 0 14
13 Warmer 1 0 1
14 Phototherapy 1 0 1
15 Consumables 6 9 15
16 Scan Machine 10 0 10
17 X-ray, Ultrasound, ECG 5 0 5
18 Laboratory 5 10 15
19 Misc. 2.05 2.18 4.18
TOTAL 59.50 33.38 92.83
ROUNDED OFF 60 33 93
Notes:
1. X-ray, Ultrasound, ECG to be operated in house
2. Misc. includes IV Stand (Saline stand), Oxy meters, Nebulizers, Suction apparatus,
Digifusion, Pillow covers, Stretchers, Trolleys, Wheelchairs, Chairs, OT Linen, Fire
extinguishers, Spot light (Focus), Examination Table etc.
13. SOLAR EQUIPMENT (Year II: Sept.’15 – Aug.’16)
(ref. item AA1c of SUMMARY)
S.No. Item
Cost
(Rs./lakhs)
1
Building-wide convenience power, essential for lighting, fans,
ventilation and power outlets 12KWp + 72 KWhr. Battery back up
for 4 hrs 15.11
2
Kitchen equipment including 5 KW Solar Power for other
commercial kitchen equipment 6.3
3
Building wide air conditioning 18 KW of solar without battery back
up 17.28
4 Major medical equipment 5 KVA transformer 7.2
TOTAL 45.89
Rounded off 46
Notes:
Cost has been arrived at after taking Subsidy offered. The vendor takes the responsibility.
KITCHEN EQUIPMENT
(ref. item AA1d of SUMMARY)
OPERATIONAL DETAILS
CAPACITY: 500
RICE MEALS PER
DAY FOR PREPARING
ITEM KGS MEALS (Nos.) GRAMS/ML
RICE 250 500 500
VEGETABLES 100 500 200
SAMBAR/RASAM 100 500 200
EQUIPMENTS NOS EACH VESSEL
DOUBLE JACKET
VESSELS 4 200 LITRES
MILK VESSEL 1 100 LITRES
VEG. CUTTING 2 50 KGS
SUPER BOILER 1 500
500 : No need for
LICENSE
14. FINANCIAL DETAILS Rs./lakhs
EQUIPMENTS Per vessel Cost
YEAR II
(Sept.15-
Aug.16)
YEAR III
(Sept.16-
Aug.17)
Total
Cost
(Years II +
III)
DOUBLE JACKET
VESSELS 4.0 8 8.0 16.0
MILK VESSEL 1.5 1.5 1.5
VEG. CUTTING 0.8 1.5 1.5
SUPER BOILER 4.0 2 2.0 4.0
TROLLEYS 1.0 1.0 1.0
WEIGHING MACHINE 0.5 0.5 0.5
CHEST FREEZER 0.3 0.3 0.3
REFRIGERATORS 2.0 1 1.0 2.0
MISC. EQPMT 3.0 3.0 3.0
VESSELS/POT
RACKS/FIRE FIGHTING 5.0 3 2.0 5.0
TOTAL 18.75 16.0 34.8
ROUNDED OFF 19 16 35
Notes:
1. The Mechanized Kitchen is intended to service the Poor feeding requirements on
Weekly basis and Hospital & DMS Trust staff requirements on Daily basis.
2. Only Rice meals are to be prepared and not Chappati as Chappatis are not feasible.
Chappatis made need to be consumed within an hour of preparation, else they
become hard.
3. Entire Kitchen will be outsourced to outside vendor.
KAMAKSHI BABA HOSPITAL PROJECT
OPERATING EXPENSES
(ref. item AA2 of SUMMARY)
1.00 STAFF COSTS Rs./lakhs
S.No
. Particulars
Salar
y
Nos
.
Monthly Total
(Rs.) Annual
1 General Physician 50000 2 100000 12.00
2 Paediatrician 50000 1 50000 6.00
3 Orthopaedic 75000 1 75000 9.00
4 Dentist 50000 1 50000 6.00
5 Physiotherapist 20000 1 20000 2.40
6 Gynaecologist 75000 2 150000 18.00
7 Neonatologist 75000 2 150000 18.00
8 Gastroenterologist 75000 1 75000 9.00
9 Duty Doctors 35000 8 280000 33.60
10 Sonologist 50000 2 100000 12.00
11 Nursing staff 10000 20 200000 24.00
12 House keeping 7000 12 84000 10.08
15. 13 Ward boy 10000 4 40000 4.80
14 X-ray etc. Technicians 25000 2 50000 6.00
15 Lab. Technicians 25000 3 75000 9.00
16 Administrative staff 10000 6 60000 7.20
17 Laundry 10000 2 20000 2.40
18 Watchman 6000 4 24000 2.88
19 Pharmacist 15000 2 30000 3.60
20 Canteen 5000 2 10000 1.20
TOTAL 78 1643000 197.16
2.00 Power & water charges (Per Bed*Nos.) 2000 20 40000 4.80
3.00
Kamakshi Project for Girl
children 0.50
4.00 Camps (Outreach) 10000 4 0.40
TOTAL 202.86
ROUNDED OFF 203
Notes:
1. Operating Exp. for Year 1 (Period Sept.’14 to Aug.’15) are assumed to be the
Operating Exp. that prevailed in the financial year 2013-14. The components of
Operational Exp. taken for Year I comprise Staff costs, costs of organizing two
Outreach camps, costs for Kamakshi Project and OPD administrative costs.
2. Operating Exp. for Year II (Period Sept.’15 to Aug.’16)are the Operating Exp. for
Year I plus additional staff expenses in Year II during which the Hospital becomes
operational.
3. Operating Exp. for Year III (Period: Sept.’16 to Aug.’17) is given for a fully operational
Hospital for the entire period of twelve months.
Tuitions, Poor feeding, Scholarships
(ref. item AB1 of SUMMARY)
Break up of Capex between Years I and II (Rs./lakhs)
S.No. Item Qty
YEAR I
(Sept.14-
Aug.15)
YEAR II
(Sept.15-
Aug.16)
Total Cost
(Years I + II)
1 LCD Projector 1 1.0 1.0
2 Computers 5 1.5 1.5
3 Audio systems 1 0.5 0.5
4 Licenses 5 2.0 1.0 3.0
5 Surveillance cameras 1 0.5 0.5
6 Air conditioners 2 0.5 0.5 1.0
7 Furniture 10 0.5 2.0 2.5
8
Printers, UPS, False
ceiling, 3.0 1.0 4.0
9 Misc. 1.0 1.0
TOTAL 10.0 5.0 15.0
ROUNDED OFF 10 5 15
16. OPERATING EXPENDITURE
Tuitions, Poor feeding, Scholarships (ref. item AB 2 of SUMMARY)
S.No. Particulars Per month (Rs.) Cost (Rs./lakhs)
1.00 TUITIONS 40,000 4.5
2.00 POOR FEEDING 50,000 5.0
3.00 SCHOLARSHIPS 1.5
4.00
IINTERNET LEASED
CONNECTIVITY 1.6
5.00 TOTAL 12.6
ROUNDED OFF 13
Notes:
1. Tuitions are for 10 months per year.
2. Poor feeding is done on Tuition days by providing nutritious food which so far was
being prepared in-house but hereafter will be prepared in a Mechanized Kitchen.
3. Students are given prizes for meritorious performance in class-tests (Rs. 20,000 per
year). Faculty are given incentives based on exam results (Rs. 30,000 per year). 10
faculty members will be engaged @ Rs.1000 per member per week for 4 weeks for
10 months (1000*10*4*10=400,000).
4. Scholarships will be increased from the present Rs.0.60 lakhs per year to Rs.1.50
lakhs per year.
5. Internet leased connectivity is required to access on-line data bank of questions,
lessons in English and computer classes. Annual rates are Rs. 1.4 lakhs for 2 MBPS
and Rs. 0.20 lakhs for maintenance.