Health—General & Rehabilitative


Quick Facts

aka Centre de Santé Union de Grand Gosier

Salisbury, CT


To strengthen existing health structures along the Haitian-Dominican border region. To improve healthcare services to low resource communities on the island of Hispañola in partnership with local community groups and existing healthcare structures in conjunction with and aided by community partners, concerned citizens, and independent medical personnel.

Ruling Year


Executive Director

Louise Lindenmeyr

Main Address

374 Taconic Road

Salisbury, CT 06068 USA

Formerly Known As

Centre de Santé Communautaire de Marre-Joffrey


Integrative primary health care





Cause Area (NTEE Code)

Health Treatment Facilities (Primarily Outpatient) (E30)

Nonmonetary Support N.E.C. (G19)

IRS Filing Requirement

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Programs + Results

What we aim to solve

HHP's projects are located in southeastern Haiti, in an area called the Arrondissement de Belle Anse, about five hours by rough jeep roads from the capital of Port-au-Prince. WHO estimated in 2008 there was one clinic for every 45,000 people in the region. An area of extreme poverty where subsistence farming is the predominant economy, prior to the partnership between HHP and the community in 2013 there were no health care services available in the region. The closest health care was more that a 30 minute ride by motorcycle on treacherous roads. Cervical cancer is the leading cause of female cancer-related death in Haiti and its rate of cervical cancer is one of the highest in the world. The Haitian Ministry of Health does not yet have a national program to prevent, screen, and treat women for cervical cancer. When HHP initiated a cervical cancer screening and treatment program in the rural southeast, less than one percent of women had been previously screened.

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Marre-Joffrey (a.k.a. Majofre) Clinic

Mobile Clinics

Cervical Cancer Screening

Where we work

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

HHP is working with the community to bring basic health care to all of the region's residents and to prevent mortality and morbidity wherever and whenever possible. HHP’s priority is to encourage program creation and administration from the ground up with the ultimate goal of self- sustainability by the local population. We invest in Haiti every step of the way – personnel, transportation, manpower and equipment. We require transparency and accountability and foster capacity building as we guide our projects toward self-sufficiency.

HHP's projects represent a proven need and value to the community in which they serve. Our philosophy is to build from the bottom up. The CSUG clinic that HHP helped develop was initiated by and belongs to the locals; conceived by the community because there was a critical scarcity of healthcare in the remote region and people were suffering. HHP’s priority is to run programs for the people and by the people. HHP presently supports operations by investing in personnel – paying the salaries of 10 clinic workers that are the heart and soul of HHP’s impact. Other expenses are covered by the clinic’s own revenue streams - pharmacy, laboratory and consultation services and administrative fees from grant proposals. Employees are encouraged to write proposals for projects that benefit the region, moving closer to self-sufficiency, strength and longevity. As revenue streams independent of HHP become stronger, our investment in the region will diminish.

1. Increasing visibility in the region - through daily primary care at CSUG and outreach programs concerning female cancer prevention, hypertension and vaccination. 2. Strong sense of professionalism - our Haitian personnel has a deep sense of pride and accountability for their work. This is helped by bimonthly visits by our medical director and monthly reports to HHP on all aspects of clinic operations - patients seen, epidemiology, finances, etc. Personnel are rewarded for hard work and reliability and are given increased responsibility as they show capability. HHP's ED visits all sites every 3 months. 3. Partnership with MSPP, the Haitian Ministry of Health and other NGOs in the region. 4. Utilization and support of an established network of community health workers in the region to help promote our projects. 5. Strong community leadership rooted in founding local committee.

Metrics for progress: 1. Increasing number of patients using services annually that are assisted and supervised by HHP. 2. Increasing number and enhanced quality of services offered to public responding to needs decided by community and clinic staff. 3. Increasing number of births at the Center. 3. Decrease in number of hypertensive crises and strokes in region. 4. Complete vaccination of all children and pregnant mothers. 5. Increasing profit margin for CSUG and 10% less investment by HHP by 2020.

Our present projects include: Centre de Sante Union de Grand-Gosier – a primary care clinic in SE Haiti, in a mountain community of 17,000, which prior to CSUG’s existence was inaccessible to any healthcare center. Initiated in the early 2000s by local citizens, HHP partnered with them in 2013 and together they finished the health clinic. CSUG began providing daily care for the community in January 2016 with a full-time doctor and nurse, a pharmacy and a mobile clinic. CSUG works in partnership with the Haitian Ministry of Health (MSPP). In the fall of 2017 full laboratory services were added. CSUG attends to over 7000 people annually. Patients are asked to pay a modest fee for consultations and medications. Care for everything from births to machete wounds, hypertension to ear infections is provided, along with education concerning emerging epidemics, cancer, and stroke and heart attack prevention. HHP’s mobile clinic began in June 2016; twice a month CSUG staff set up pop-up clinics at marketplaces and community centers in remote villages. The sickest and the most needy are found there. In April of 2018 CSUG’s Dr. Daniel Antoine designed a blood pressure program, “Wi menm la,” that detects and treats hypertension in the far corners of our region. Already 1200 people have been screened and 25% are receiving treatment. Women’s Health and Cancer Prevention – HHP began a screening and treatment program for cervical cancer in April of 2013 and since has screened more than 2500 women in the Arrondissement of Belle Anse, using a technique approved by the World Health Organization for low resource areas called VIA/cryo. Haiti has one of the highest rates of cervical cancer rates globally and 95% of the women attended by HHP had never had cervical screening. HHP began a training program whereby local doctors, nurses and health care promoters, in collaboration with the Haitian Ministry of Health, have learned the technique and have taken over the role of cervical cancer detection and treatment in 4 clinics in the region. The Cervical Cancer Prevention Center, a program that supports and sustains continuing efforts in the fight against female cancers in Haiti, is sponsored by HHP and located at CSUG. In August of 2018, with generous grant support, CSUG launched “Ede Tèt Nou,” a female cancer screening program using HPV self-testing and self breast exams which is reaching 800 women in the countryside.

External Reviews



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The people, governance practices, and partners that make the organization tick.

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Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization


Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?



Has the board conducted a formal, written assessment of the chief executive within the past year?



Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?



Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?



Has the board conducted a formal, written self-assessment of its performance within the past three years?