SANTE HAITI — home care for Haiti, funded and followed by families abroad

SANTE HAITI provides in-home nursing and caregiver services to elderly, recovering, disabled and chronically ill people in Haiti. The operating base is Les Cayes, in the Sud department. The platform described throughout this plan — public site, intake funnel, family portal, caregiver portal, administrative back office, bilingual French/English interface and online invoice payment — is already built and running.

Hundreds of thousands of Haitian households depend on money sent home by relatives abroad. When an aging parent needs daily help, that money is usually handed to a neighbour or an untrained helper, with no schedule, no clinical oversight and no way for the person paying to know what was done. SANTE HAITI turns that informal arrangement into a professional, documented service.

Licensed nurses and trained caregivers visit the home on a schedule. Vitals and care notes are recorded at the bedside, locked once submitted, and published to the family's account. A daughter in Miami or a son in Montréal opens the portal, sees the visit, reads the note, sees the blood-pressure trend, and pays the invoice by card. That combination — real care in Haiti, real visibility abroad — is the company's central differentiator.

• Operating today in Les Cayes, with Port-au-Prince, Pétion-Ville, Delmas and Carrefour identified as the next markets and Jacmel and Cap-Haïtien planned.
• Thirteen service lines already published, from elderly care and home nursing to chronic-condition support and respite care.
• Recurring revenue from hourly, daily, live-in, monthly and nursing-visit packages, plus a plan designed specifically for diaspora payers.
• Software built in-house: role-based access, clinical record locking, audit logging, alerting on abnormal vitals, and card payment on invoices.
• Capital is sought for clinical staffing, training, working capital and metro expansion — see the funding framework in Section 24.

SANTE HAITI is a home care and home health agency headquartered at 17B Catagena Ave, Les Cayes, Sud, Haiti. The company sells care to two audiences at once: the family member in Haiti who receives it, and — in most cases — the relative abroad who arranges and pays for it. Every operating decision, from documentation standards to payment methods to the bilingual interface, follows from serving both sides of that relationship.

Care is delivered by staff whose scope is enforced in the system itself: licensed nurses hold clinical responsibility, trained aides deliver personal and daily-living care, and supervisors review submitted records. The company does not offer hospice or palliative care today and will not do so until it is legally permitted and properly staffed.

• Haiti has no meaningful formal long-term-care sector. Residential facilities are scarce, expensive and culturally unpopular; families keep elders at home by default.
• The traditional caregiver — an adult daughter or a neighbour — is increasingly abroad, working, or caring for children of her own.
• Chronic conditions such as hypertension, diabetes and cardiac disease need routine monitoring between clinic visits, which rarely happens.
• Hospital discharge is a cliff edge: the first weeks at home are the highest-risk period and are usually unsupervised.
• Money sent from abroad for care is unverifiable. The payer has no visit record, no vitals, no receipt and no recourse.
• Informal helpers are untrained and unsupervised, exposing families to safety, medication and financial risk.
• Transport, connectivity and security constraints make U.S.-style agency models unworkable without local adaptation.

The need is therefore not only clinical. It is a trust and accountability gap between the person who pays and the care that is delivered a few thousand kilometres away.

The value proposition is verifiable care. Competitors can hire caregivers; the defensible asset is the documentation chain — bedside capture, supervisor review, immutable submitted records, family visibility, alerting and invoicing — that turns a remittance into an accountable service.

All thirteen active service lines above are published on the SANTE HAITI website today. Hospice and palliative care are listed as a future consideration only, contingent on Haitian regulation and on recruiting appropriately qualified clinical leadership.

The diaspora segment is addressed directly by a dedicated “Families abroad” page and by an English-language experience alongside French, because the paying customer frequently works and banks in the United States, Canada or France while the patient lives in Haiti.

1. 01Discovery. A relative abroad finds SANTE HAITI through search, social media, a church or an association, and reads the services, packages and coverage pages in their own language.
2. 02Request. They complete the five-step care request: who they are, who the patient is, what help is needed, when, and consent. Supporting documents can be attached.
3. 03Contact & assessment. The agency responds, then a nurse or supervisor performs an in-home assessment in Haiti and drafts a care plan.
4. 04Matching & scheduling. A caregiver or nurse is assigned by location, language and skill, and a visit schedule is agreed.
5. 05Care & documentation. Visits happen. Vitals and notes are captured at the bedside, then submitted and locked.
6. 06Visibility. The family opens the portal: upcoming visits, vitals trend, visit notes, assigned staff, alerts and documents.
7. 07Payment. Invoices are issued at the management-set rate. The family abroad pays by card; local payers are recorded with a numbered receipt.
8. 08Ongoing relationship. The care plan is reviewed as the patient's condition changes; abnormal vitals raise alerts and trigger family contact.

Revenue quality improves as the mix shifts from ad-hoc hourly work toward monthly packages and diaspora family plans, which are recurring, prepaid and far cheaper to service. Nursing lines carry a higher price point and anchor the clinical reputation of the agency.

Assumption. Assessment fees and paid family-caregiver training are proposed additions, not currently sold on the site.

Positioning statement: the professional, accountable option for families who are serious about their parent's care and who need proof, not reassurance.

Expansion is deliberately sequential. Each new city requires a local supervisor, a recruited and trained caregiver bench, and an assessment of security and transport conditions before any patient is accepted. Only Les Cayes is currently served; every other location above is planned.

Training covers safe transfers and mobility, hygiene and infection control, vital-sign measurement, medication safety within scope, dementia and end-of-life sensitivity, incident reporting, and documentation discipline. Scope of practice is enforced technically as well as procedurally: caregivers can document care but cannot edit clinical fields, and submitted records cannot be altered except by a supervisor or administrator.

Partnerships with nursing schools, hospitals and community organisations are planned to build a reliable recruitment pipeline in each new city. All employment, licensing and scope questions are subject to validation by Haitian professionals (Section 21).

The platform is mobile-first, because both the caregiver in the field and the relative abroad work from a phone. It is also deliberately lightweight: pages must load on a weak connection, and visit capture is being extended to tolerate loss of signal entirely.

Acquisition is trust-led rather than price-led. The single most persuasive asset is a real family saying that they can finally see what is happening at home.

The website does not publish prices. Care is quoted by invoice, and rates are set per patient by management inside the administrative portal, then applied to that patient's invoices. This is deliberate: needs, hours, clinical intensity and location vary widely, and diaspora and in-country payers have different capacities.

Assumption. No price points are asserted in this plan. The framework above is the proposed method for setting them: build up from direct caregiver cost, add supervision, transport, consumables, overhead and margin, then sanity-check against local willingness to pay and diaspora expectations. Rates should be reviewed on a fixed cadence to absorb currency movement.

Assumption. Percentage allocations are planning estimates for illustration. They should be replaced with a costed budget once hiring plan, city sequencing and the funding amount are fixed.

No historical financials are presented here. What follows is the model structure — the drivers, formulas and scenarios — so that actual figures can be dropped in without redesigning the plan.

Revenue driver

Unit economics

Cost structure

• Direct (variable): caregiver and nurse wages, statutory contributions, transport allowance, consumables, payment processing.
• Semi-variable: field supervision, scheduling and coordination staff, mobile data.
• Fixed: office and utilities, administration and finance salaries, insurance, software and hosting, licensing and professional fees, marketing baseline.

Three-year framework

Scenarios

Assumption. All rows above describe methodology and direction, not forecast amounts. Populate them from the agency's actual rate card, payroll and caseload data before circulating this plan to lenders.

Nothing in this plan constitutes legal, tax or regulatory advice. Business registration, healthcare agency licensing, nursing and caregiver scope of practice, employment and labour obligations, patient privacy and data protection, tax treatment, professional and liability insurance, and cross-border payment compliance must all be validated with qualified Haitian professionals and the relevant authorities before launch and again before each geographic expansion.

• Company registration and any required healthcare-operator authorisation in Haiti.
• Verification of nursing licences and definition of what aides may and may not do — enforced in the system, but grounded in law.
• Employment status, contracts, statutory contributions and workplace safety obligations for field staff.
• Patient data: consent, retention, access control and breach handling; the platform already applies row-level access control and audit logging.
• Cross-border payment, money-transmission and tax obligations arising from collecting from the United States, Canada and France.
• Professional liability and general insurance appropriate to in-home clinical care.
• Hospice and palliative care to be introduced only where legally permitted and properly staffed.

Growth, delivery and finance indicators are already derivable from the platform's own records (requests, visits, alerts, invoices and payments).

The funding target is stated per conversation rather than fixed in this document. The framework below is intended to be completed with the investor or lender.

Assumption. Every field above is a placeholder for negotiation, not a stated company position.

Haiti's elderly population is growing, its formal care sector barely exists, and the money to pay for care is already flowing in from abroad — unmonitored and unaccounted for. SANTE HAITI captures that flow and converts it into professional, documented, supervised home care, with the payer able to verify every visit.

The hardest part is already done: the agency is operating in Les Cayes, the service catalogue is defined, and the software that makes the model credible — intake, portals, clinical record locking, alerting, bilingual delivery and card payment from abroad — is built and running. Capital accelerates what exists: more nurses, more trained caregivers, more cities, and a documentation standard that becomes the benchmark for home care in Haiti.