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TOUCH HEALTH INC
NEW YORK, NY · EIN 201469976 · Form 990 · FY2023 · NTEE P80 · Human Services · Medium ($1M-$10M) · touchhealth.org
revenue
$3.5M
expenses
$4.6M
net assets
$3.1M
employees
5
volunteers
17
program ratio
78%
mission · from form 990

THE MISSION OF TOUCH HEALTH IS TO HELP BUILD THE HEALTH SYSTEMS OF THE FUTURE FOR SUB-SAHARAN AFRICA. WE DO THIS BY STRENGTHENING THE FOUNDATIONAL BUILDING BLOCKS OF HIGH-QUALITY CARE: A STRONG HEALTHCARE WORKFORCE, WORKING IN WELL-RESOURCED, WELL-MANAGED HEALTH FACILITIES, ENSURING THAT PATIENTS CAN RECEIVE THE HIGH-QUALITY CARE THEY NEED AND DESERVE, WHEN AND WHERE THEY NEED IT.

profile · synthesized from sources

Touch Health strengthens health systems in sub-Saharan Africa by improving the healthcare workforce, expanding patient access, and advancing hospital operations. The organization partners with governments and donors to implement data-driven solutions in Tanzania, Lesotho, and Kenya. Programs focus on emergency transport for pregnant women, post-natal care for newborns, and health facility management through digital tools and workforce optimization.

irs program accomplishments · form 990 part iii · fy2023

What they reported doing

  1. #1 primary $602K
    FBO NETWORK TZTOUCH WORKED WITH CSSC NETWORK OF FAITH-BASED HOSPITALS TO FINALIZE A DECISION MAKING DASHBOARD THAT UTILIZES DATA AVAILABLE AT THE FACILITIES TO MAKE MANAGEMENT AND BUDGETING DECISIONS. THE DASHBOARD WAS DEVELOPED BY TOUCH AND ROLLED OUT TO A TOTAL OF 8 FACILITIES, WHERE STAFF WAS TRAINED ON THE USE, MAINTENANCE AND UPKEEPING OF THE SYSTEM. THE COLLABORATION WITH CSSC ALSO INCLUDED THE IMPEMENTATION OF THE FAST-TRACK REVENUE GENERATING SERVICE AND TELECONSULTATIONS AT 5 CSSC HOSPITALS, WHICH SUPPORT FINANCIAL RESILIENCE AS WELL AS EXPAND ACCESS TO SERVICES TO THE MOST UNDERSERVED.
  2. #2 $373K
    WATOTOCARE TZFY24 SAW THE LAUNCH OF THE WATOTOCARE SERVICES AT SENGEREMA HOSPITAL IN THE LAKE ZONE OF TANZANIA, AFTER SEVARAL MONTHS OF CO-DESIGN AND SET UP IN COLLABORATION WITH THE GOVERNMENT. THE WATOTOCARE SERVICES PROVIDE TAILORED POST-NATAL CARE SOLUTIONS TO NEWBORNS BASED ON THEIR RISK PROFILE WHEN DISCHARGED FROM THE HOSPITAL. THE WATOTOCARE STARTED IN JULY 2024 AND HAS BEEN ENROLLING APPROXIMATELY 300 NEWBORN PER MONTH.
named programs · 6 · from sources

What they call their work

Human Resources for Health (HRH) Optimization
Uses POA+WISN system to improve healthcare workforce planning and deployment in Tanzania
MediFIKIA
Program improving medicine availability and tracking for non-communicable disease patients across 28 facilities in Tanzania’s Lake Zone
ROOT Model (Results-Oriented Operations Transformation)
Hospital excellence program providing strategies for operational transformation in low- and middle-income countries
SimuConsult and Fast-Track
Teleconsultation and fast-track service programs to improve access and financial resilience in CSSC hospitals
m-mama
Emergency transportation system for pregnant women and newborns, implemented nationally in Tanzania and Lesotho, expanding to Kenya in 2024
watotoCare
Technology-enabled post-natal care program for newborns in Sengerema, Tanzania, aiming to enroll 5,000 newborns by December 2025
activities · 6 groups

What they do

  • Healthcare Workforce Training & Career Pathways 1 activity
    • Expanding rural health worker training and retention through Treat & Train program
      Runs the Treat & Train clinical education program to expand medical student rotations to rural areas and increase health worker retention in rural communities by 10x. Established a network of healthcare and educational institutions in Tanzania’s Lake Zone and improved student willingness to serve in rural areas.
  • Healthcare Delivery Networks and Coalitions 1 activity
    • Improving non-communicable disease care through MediFIKIA and GAINS programs
      Implements the MediFIKIA initiative to strengthen supply chain management and patient tracking systems for non-communicable disease (NCD) patients across 28 hospitals in Tanzania’s Lake Zone. Also runs the GAINS program, which uses Community Health Workers to connect NCD patients in rural areas to primary care services.
  • Perinatal Support Services 1 activity
    • Newborn post-natal care enrollment and follow-up via watotoCare program
      Enrolls high- and medium-risk newborns into the watotoCare program using community drivers for home-based follow-up visits and transportation to hospital visits, supported by telehealth. The program aims to enroll 5,000 newborns over 18 months and has increased newborn retention in care by 240% in the first six weeks of life.
  • Program Evaluation and Impact Research 1 activity
    • Research and evaluation of maternal and newborn health programs
      Conducts research and evaluation of health programs including cost-effectiveness analysis of the m-mama emergency transportation system and documentation of best practices. Also evaluates health worker training capacity and proposes strategies to double output.
  • Telehealth and Urgent Care Access 1 activity
    • Telehealth consultations for rural patients via SimuConsult
      Provides telehealth consultations in partnership with Tanzanian hospitals through the SimuConsult program, enabling 60% of patients to be discharged at the community level without travel. The program is expanding to 8 additional hospitals and aims to reach 23,000 patients by 2025.
  • Uncategorized 5 activities
    • Biomedical engineering and medical equipment management at Bugando Medical Center
      Established a Centre of Excellence in Biomedical Engineering at Bugando Medical Center to improve medical equipment uptime and reduce repair times. Achieved a 30% increase in operating theatre uptime and 80% reduction in repair time, improving care pathways for over 350,000 patients annually.
    • Emergency transportation for pregnant women and newborns via m-mama program
      Operates and scales the m-mama emergency transportation system to provide timely transport for pregnant women and newborns in Tanzania and Lesotho, including nationwide implementation across all 184 districts in Tanzania and national rollout in Lesotho. The program has transported over 60,000 emergency cases and reduced maternal mortality by 27% in two rural districts.
    • Founding and scaling of medical education at CUHAS
      Established the Catholic University of Health & Allied Sciences (CUHAS) in Tanzania to increase production of doctors and health workers, growing annual graduate output from 10 to 250 and training 18% of all Tanzanian doctors.
    • Health workforce planning and deployment using POA and WISN+POA systems
      Develops and implements data-driven tools including the Prioritization & Optimization Analysis (POA) and WISN+POA systems to plan, allocate, and manage over 6,000 health workers annually across Tanzania’s public primary care facilities. The system is mandated by the President's Office Regional Administration and Local Government (PORALG) and supported by training for all 185 local government authorities.
    • Strengthening hospital management and financial resilience
      Implements integrated health system solutions in Tanzanian hospitals, including fast-track revenue-generating services, teleconsultations, and data-driven management dashboards to improve financial resilience, patient access, and operational performance. Deployed decision-making dashboards and revenue initiatives in multiple faith-based hospitals.
financials · form 990 · fy2023
revenue
Total revenue$3.51M
Contributions & grants$3.42M98%
Program service revenue$81K2%
Investment income$2K0%
Other revenue$0
expenses
Total expenses$4.59M
Program expenses78%
Admin / overhead9%
Fundraising13%
Salaries & benefits$2.22M
Grants paid out$1.44M
Largest expense lineCompensation
balance sheet
Total assets$3.17M
Cash$725K
Investments$0
Liabilities$66K
Net assets$3.11M
Liquid reserves1.9 mo
5 years on record · 2019–2023 · YoY revenue -34.9%
leadership · form 990 part vii · fy2023

Who runs it

paid leadership · 6
NameTitleHours/wkCompensation
MASSIMILIANO PEZZOLI CHIEF EXECUTIVE OFFICER 40 $285K
ALLISON HOWARD-BERRY CHIEF ADVANCEMENT OFFICER 40 $209K
VALERIO PARISI CHIEF PROGRAM OFFICER 40 $192K
LINDA DENG DIRECTOR OF PROGRAMS 40 $168K
FERNANDO GABRIEL ORTEGA GALLI CHIEF FINANCIAL OFFICER (LEFT 9/2024) 40 $165K
LUCAS HILLE DIRECTOR OF PROGRAMS 40 $142K
board members · 17
  • ABDI MOHAMED — DIRECTOR (AS OF 9/2023)
  • CELIA FELSHER — VICE CHAIR & DIRECTOR
  • CHARBEL TAGHER — DIRECTOR
  • CLAUDIA JOYCE — DIRECTOR
  • CLAUDIO BRAZ FERRO — DIRECTOR
  • DANA KIRCHMAN — DIRECTOR
  • JESSICA OYUGI — DIRECTOR (AS OF 9/2023)
  • JUDITH HAZLEWOOD — DIRECTOR
  • KEVIN CURNIN — DIRECTOR
  • LOWELL BRYAN — CHAIR & DIRECTOR
  • MBAGO KANIKI — DIRECTOR
  • MICHAEL PATSALOS-FOX — DIRECTOR
  • RICHARD KIRKLAND — DIRECTOR
  • ROBERT NIEHAUS LEFT 122023 — DIRECTOR
  • SEAN RYAN — DIRECTOR
  • STEPHEN REDWOOD — DIRECTOR
  • VIKRAM MALHOTRA — DIRECTOR
relationships · 49

Who they work with

  • AstraZeneca Partner — Collaborates since 2018 to improve hypertension care in Tanzania as part of the Healthy Heart Africa program.
  • Bugando Medical Center Partner — Partner hospital where Touch Health implemented its HTM model and established a Centre of Excellence in Biomedical Engineering.
  • Bugando Medical Center Partner — Partnered to transform the medical engineering department using private-sector operations expertise.
  • Bugando Medical Centre Partner — Collaborated with Touch Health at founding and hosted the Centre of Excellence in Biomedical Engineering.
  • CHAI Partner — Collaborated with Vodafone Foundation to expand the M-MAMA emergency transportation system to additional districts in Lesotho.
  • CSSC Network Partner — Collaborated to develop and deploy a decision-making dashboard and implement revenue-generating services at faith-based hospitals in Tanzania.
  • Catholic University of Health & Allied Sciences Partner — Partnered with Touch Health to increase production of medical doctors in Tanzania.
  • Christian Social Services Commission of Tanzania Partner — Partner and technical advisory relationship to co-create hospital management solutions and improve care delivery.
  • DAK Foundation Partner — Funds the HTM model to improve health technology management and medical oxygen systems at Tanzanian tertiary hospitals.
  • Fund for Innovation in Development Partner — Partners on the watotoCare program to scale innovative solutions for newborn retention in healthcare.
  • Gates Foundation Funder — Funds the GAINS initiative to support a continuum of care for NCD patients in rural Tanzania.
  • Government of Guinea-Bissau Partner — Works with Touch to deploy the POA tool for specialized health workforce planning.
  • Government of Lesotho Government — Collaborated to finalize policies, embed the M-MAMA system into routine government activities, and link it with national health information systems.
  • Government of Mozambique Partner — Works with Touch to deploy the POA tool for specialized health workforce planning.
  • Government of Nigeria Partner — Works with Touch to deploy the POA tool for specialized health workforce planning.
  • Government of South Africa Partner — Works with Touch to deploy the POA tool for specialized health workforce planning.
  • Government of Tanzania Partner — Collaborates on health-systems strengthening programs at national, regional, and district levels; partner since 2004.
  • Government of Tanzania Partner — Collaborates to distribute healthcare workers across the national public health system using the POA tool.
  • Grand Challenges Canada Partner — Partners to scale up the M-Mama program to reduce maternal mortality in sub-Saharan Africa.
  • Kenyan Government Government — Government partner collaborating on the implementation of the m-mama emergency transportation system in Kenya.
  • M-Pesa Foundation Partner — Funding partner supporting the m-mama emergency transportation system expansion to Kenya.
  • McKinsey & Company Partner — Collaborated to assess national healthcare worker training capacity and develop strategic initiatives in Tanzania.
  • McKinsey & Company Partner — Provides in-kind support, strategic guidance, employee donations, and board representation since Touch’s inception in 2004.
  • Ministry of Health (Tanzania) Government — Collaborated to expand the POA system to secondary and tertiary facilities and to include all health cadres in national workforce planning.
  • Ministry of Health in Tanzania Government — Adopted Touch Health's POA model for national health workforce planning.
  • Mulago Foundation Partner — Supported the m-mama program; awarded Rainer Arnhold Fellowship to Touch Program Director Linda Deng in 2023.
  • Pathfinder International Partner — Implementing partner with Touch Health for the m-mama emergency transportation system in Kenya.
  • President's Office Regional Administration and Local Government (PO-RALG) Government — Partnered to finalize, deploy, and transition ownership of the POA and WISN+POA systems for health workforce planning in Tanzania.
  • Riders for Health Partner — Partnered with the Government of Lesotho and Vodafone Foundation to build capacity for long-term management and ownership of the M-MAMA system.
  • Safaricom Partner — Implementation and funding partner for the m-mama emergency transportation system in Kenya.
+ 19 more
strategies · 5

How they approach the work

Named approaches extracted from this org’s sources. Where others share an approach, follow it to see the full set of orgs running it.

  • Data-Driven Health System Strengthening
    methodology: data-driven_solutions
    By using data at all stages of program design and implementation, we strengthen health systems because evidence-based decisions improve workforce deployment, facility management, and patient outcomes.
  • Integrated Transport and Telehealth for Postnatal Continuity
    methodology: integrated_transport_and_telehealth
    By combining transportation and telehealth, we maintain continuity of postnatal care for newborns because removing geographic and financial barriers ensures timely access to care, especially in rural communities.
  • Local Ownership and Capacity-Building for Sustainability
    methodology: local-ownership-transition
    By co-designing and co-implementing health programs with local stakeholders and transitioning ownership to local entities, we ensure long-term sustainability because locally led systems are more resilient and contextually appropriate.
  • Private-Sector Operations Expertise in Public Health Systems
    methodology: operations_management_in_healthcare
    By embedding private-sector operations experts into rural hospitals and applying operations management science, we improve hospital efficiency and culture because disciplined operational practices from the private sector can transform under-resourced healthcare delivery.
  • Risk-Stratified Follow-Up for Newborns
    methodology: risk-stratified_follow-up
    By using risk-based triage at hospital discharge, we assign tailored follow-up visit schedules for newborns because targeting higher-risk infants improves health outcomes and optimizes limited healthcare resources.