NAYA JEEVAN, visant à améliorer la vie des populations à faible revenu des pays émergeants en leur offrant un plan de sante
Esta presentción ha sido seleccionada como finalista del desafío
Innovations for Health: Solutions that Cross Borders .
NAYA JEEVAN, est la première ONG visant à améliorer la vie des populations à faible revenu des pays émergeants en leur offrant un plan de sante de qualité.
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Estados Unidos, CT
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¿Tu organización ha recibido premios y/u honores? Cuéntanos sobre ellos.
Ashoka Changemakers Making More Health Competition - Early Entry Prize Winner; October 2011
• 2008 NYU Stern Business plan Competition; Winners – Social Entrepreneurship Track ($75,000 1st prize)
• 2009-11 Draper Richards Fellowship ($300,000)
• 2009 TED India Fellowship
• 2009 Clinton Global Initiative Invited Membership
• 2010 Asia 21 Young Leader
• 2010 Robert Wood Johnson TEDMED fellowship
• 2010 Clinton Global Initiative Invited Membership
• 2010 Opportunity Collaboration Cordes Fellowship
• 2010 Aspen Network of Development Entrepreneurs (ANDE)
• 2011 Ashoka Fellowship (USA)
• 2011 Ariane de Rothschild Fellowship
• 2011 World Economic Forum/Schwab Foundation Social Entrepreneur of the Year - Asia
Referencias – Por favor provee dos referencias con una biografía de dos renglones y una dirección de e-mail para cada una.
Mr. Zulfi Jafri- CEO, American Technology International; Entrepreneur/Investor; Former Finance Director GE, firstname.lastname@example.org, 203-517-5193
Mr. Saad Amanullah Khan- CEO Gillette Pakistan; Vice-President American Business Council; email@example.com; +92-
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Expansión (el siguiente paso será crear un impacto a escala regional o incluso mundial)
¿Cuánto tiempo se lleva poniendo en práctica tu iniciativa?
Operando entre 1-5 años
¿Cuál de las siguientes describe mejor la(s) barrera(s)s a la que da respuesta tu innovación? Elige hasta dos.
La necesidad: ¿Cuál es el problema que tratas de solucionar?
In Pakistan and India, at least 800 million earn less than $3 a day. Like other developing nations, South Asian governments spend just 1.7%-3% of GDP on a woefully under-resourced, overwhelmed public health sector. Consequently, 97% of all health care expenditures occur out-of-pocket and ‘catastrophic’ medical expenses (e.g. for heart attacks, pregnancy complications, etc) are a major precipitant of generational poverty.
The three priority issues that low-income, marginalized populations have to contend with are: (i) Access, (ii) Affordability and (iii) Quality.
La solución: ¿Cuál es tu solución? Sé específico.
An entire ecosystem of multiple hybrid value chains (HVCs) can be structured around multinational corporations that can potentially serve the needs of approximately 660 million lives globally (including 50 million uninsured lives in the US). Both contractors, small businesses and SME employees that are integrated in the supply chains of MNCs can be protected under a national scale health insurance plan catalyzed by the corporate sector that rewards suppliers, distributors, retailers, customers, etc. with affordable access to quality healthcare, co-financed by the corporation as part of a loyalty/incentive program.
A good illustration of the above is our ongoing project with Proctor & Gamble (P&G) where P&G’s distributors are in the process of identifying the top 40,000, high-performing small-retailers across Pakistan. These small retailers and their employees/dependents will all be enrolled in the NAYA JEEVAN health plan as part of a tiered loyalty/incentive program.
El Modelo: Muéstranos a través de un ejemplo específico cómo tu solución hace una diferencia, incluye tus actividades primarias
NAYA JEEVAN’s accessible, affordable, quality healthcare plan for underserved communitie has been cascaded by Kansai Paints (a Japanese industrial/residential paint company) to over 200 small business painters who lie at the end of Kansai’s supply chain. Kansai has financed the annual health insurance program costs ($30/life/year) of these painters and their dependents in a tiered loyalty/incentive program in which the corporation has fully subsidized the health insurance plan of their loyal customers. This model can be replicated globally with a varying degree of Corporate co-financing/subsidy which is contingent on: (i) the strategic value of these supply chain partnerships (ii) the cost of the health plan in that specific market and (iii) the impact on their bottom line – i.e increased revenue/sales per dollar invested in this loyalty program
NAYA JEEVAN’s health insurance plan includes:
• Annual medical check-up, which promote the early detection of disease
• A 24-hour telemedicine helpline managed by doctors available to all beneficiaries to handle any concerns or emergencies that may arise.
• A Health Rescue Fund, which assists beneficiaries for uninsurable conditions or when their hospital management/health care exceeds the maximum annual insurance coverage.
• Preventive Health workshops that detail the causes, symptoms, treatments and prevention against most common maladies to allow individuals to be better able to protect themselves and their families. Our workshops include: Healthy Heart – Keep your Heart Happy & Nutrition – How to Eat Right
El mercado: ¿Quiénes son tus pares y competidores? Identifica a otros que también estén trabajando para dar respuesta a las necesidades que tú abordas y en qué te diferencias de ellos. ¿Cuáles son los desafíos que estos jugadores podrían representar para tu éxito o crecimiento?
NAYA JEEVAN collaborates with MNCs to cascade our health plan to their 3rd party contract staff, through their corporate supply chains (e.g. retail pharmacies) or to the domestic, household staff of corporate employees.
NAYA JEEVAN's potential competitors include large health insurance companies, but we have strived to pre-empt this competition by positioning ourselves as their customer.
Emerging academic partnerships with research universities allow for the rigorous assessment of both the financial, social and environmental impact of this cross-border initiative. This enables us to prototype novel ideas/approaches in a real-world community setting while developing an evidence-based approach to transforming lives through health.
Esta presentación se trata de
Historia de la fundación: Queremos saber acerca del momento en el que hiciste "¡Ajá!". Comparte la historia de dónde y cuándo el/los fundador(es) vio (vieron) el potencial de esta solución para cambiar el mundo.
The founder and CEO of NAYA JEEVAN is Dr. Asher Hasan, an ASHOKA fellow who strongly believes in the universal right to healthcare.
Raised in the UK where everyone has access to healthcare, Asher was troubled to see the disparity in access to quality health care in Pakistan and India on his frequent trips to the subcontinent as a child. The poor living conditions of the base-of-pyramid (BOP) population coupled with complete lack of sanitation and poor hygiene awareness led to rampant infectious disease and maternal/infant mortality. Given his training as a medical doctor in the US, Asher was exposed to the best and worst aspects of the US healthcare system and felt there must be a better way to finance and deliver quality health care. He resolved to try a new approach to healthcare accessibility and financing for low-income families which would bring about a unique convergence of CSR, social entrepreneurship and institutionalized citizen philanthropy.
Por favor, describe el objetivo de tu iniciativa: un resumen de lo que están tratando de lograr
By scaling this “health plan for the marginalized”, our organization aspires to help developing countries such as Pakistan make progress towards the UN MDGs by significantly decreasing the rate of preventable maternal and neonatal deaths and infant mortalities/morbidities.
Other business objectives include:
• Poverty alleviation – by reducing the financial impact of catastrophic medical expenses
• Reduction in Maternal/Child Mortality - through timely intervention and 24/7 access to ambulances, medical doctors, ERs, trauma centers, etc.
• Improvement in Primary Health Outcomes - through preventive health education and behavioral change workshops
• Mitigation of Child Labor/Sexual/Physical Abuse - healthy breadwinners will enable
¿Cuál ha sido el impacto de la solución hasta la fecha?
NAYA JEEVAN has successfully enrolled nearly 14,000 low-income members from over 100 corporations and SME organizations. Our member profile consists of five sectors: the corporate, academic, NGO, and SME sectors plus the informal domestic household staff sector. Amongst our newest enrollees are approximately 7500 NGO school children, faculty, and staff.
We have already enabled over twenty critical, life-saving interventions and over 1500 urgent medical consultations by mobile phone.
Other indicators of success would be improved health and socioeconomic outcomes in our beneficiary population. These outcomes are being monitored closely over time and will likely take 2-5 years to demonstrate a substantial effect. In the interim, surrogate markers such as decreased incidence of infectious disease and e.g. time from medical helpline call to revascularization in unstable angina patients should be indicative of positive health outcomes.
Cuál es tu impacto proyectado para los próximos 5 años?
Over the next five years, NAYA JEEVAN plans to replicate its “HMO for the Marginalized” health plan model in neighboring countries including India, and the UAE. There is also a possibility that we may grow by franchising our model or entering into joint ventures in other developing markets such as South Africa, Indonesia, Philippines, etc.
(i) NAYA JEEVAN plans to replicate its health care model in India followed by the UAE. There are large pools of low-income laborers in the UAE who have family members/dependents back in India and Pakistan. These workers can be a a very attractive target market to sponsor the health care of their loved ones.
¿Qué barreras pueden dificultar el éxito de tu proyecto? ¿Cómo planean superarlas?
Barriers to the success of NAYA JEEVAN include a cultural/national mindset of ‘guilty until proven innocent’
Another major barrier is the legacy of a post-colonial, hierarchical, social structure that discriminates against low-income workers – especially informal, household employees such as drivers and maids, etc. Thanks to globalization and the internet, nowadays workers are much more aware of their labor rights and no longer submit to the abuse that was perpetrated on them in the past. Beyond this, NAYA JEEVAN continuously challenges this informal system of ‘socioeconomic apartheid’ between rich and poor as part of its corporate value system.
Las iniciativas ganadoras presentan un plan fuerte de cómo van a alcanzar y realizar un seguimiento del crecimiento. Identifica tus metas a seis meses para el crecimiento de tu impacto
Enroll 25,000 lives over next 6 months across 125 organizations
Identifica tres grandes tareas que tendrás que completar para llegar a las metas de seis meses.
1. Increase awareness about NAYA JEEVAN around Karachi, from multi-national companies to other NGOs and urban slums
2. Run fundraising campaigns to enroll marginalized children of NGO schools into our health plan
3. Launch the P&G supply chain initiative with an initial target enrolment of 10,000 lives
¡Ahora piensa en grande! Identifica tu meta de impacto a 12 meses.
Enrollment of 100,000 lives across 250 organizations
Identifica tres grandes tareas que tendrás que completar para llegar a tu meta de impacto a 12 meses
• Open regional offices in Lahore and Islamabad
• Activate the Pakistani diaspora in US, UK, UAE to enroll their dependents/relatives in our health plan in Pakistan
• Increase the amount of doctors on staff to cater to increased number of beneficiaries
Cuéntanos sobre tus alianzas.
NAYA JEEVAN partners with major insurance companies such as Allianz-EFU who underwrite our health plan for the marginalized. In addition, NAYA JEEVAN has collaborated with Unilever, GSK, P&G, Pfizer, Deutsche Bank and others in terms of delivering value-enriched services to our low-income beneficiaries. NAYA JEEVAN is also a member of the World Economic Forum/Schwab Foundation, Clinton Global Initiative, TED, the Aspen Network of Development Entrepreneurs (ANDE), the Ariane de Rothschild Fellowship and Ashoka and seeks to leverage these networks to enhance the social impact it is making.
¿Actualmente te estás dirigiendo a otras poblaciones, lugares o los mercados para tu innovación? Si es así, ¿dónde y por qué?
Our beneficiaries are predominantly from low income marginalized communities (average income less than $5/day), which inhabit urban slums. These communities typically retain archaic social taboos regarding diet and obesity (which is often viewed as a sign of prosperity and not disease), limited access to health care for women, family planning/contraception, and numerous other health related issues. Previous efforts to provide medical care have ranged from mediocre to none with little government assistance, intervention, or representation.
¿Qué tipo de sistema operativo y factores internos de la organización hacen que tu innovación sea un éxito?
NAYA JEEVAN leverages corporate distribution channels which results in a win-win partnership for the beneficiaries, MNCs, supply chains and the overall healthcare ecosystem.
The health insurance industry in Pakistan (and many other developing countries) is still in its nascent stages but growing at a robust 35%-40% per annum. This positive 'halo effect' is conducive to NAYA JEEVAN's rapid growth.
NAYA JEEVAN's internal corporate values are encompassed by the acronym 'RISE ABOVE' which embodies R- Respect, I - Innovation, S -solidarity, E - Entrepreneurial, A - Action-oriented, B - Beneficence, O = Open, V - Vocal and E - Ethical
Por favor, pon en claro las necesidades u ofertas que hayas mencionado anteriormente y/o sugiere categorías de apoyo que no están especificadas en la lista
|66 weeks ago Natalie Zuniga Gogny said: Dear Asher, I could kiss your opening paragraph! It's all true! However, the single group plan, co-financed by the beneficiary, ... about this Competition Entry. - leer más >|
|67 weeks ago Asher Hasan said: Hi Kristin. Good question. There are 2 ways in which we would apply this model to the US: (i) There are over 50 million uninsured in ... about this Competition Entry. - leer más >|
|67 weeks ago Asher Hasan said: Hello Akhila and thanks for your question. Access to quality healthcare can be a challenge in many parts of the developing world. ... about this Competition Entry. - leer más >|
|67 weeks ago Asher Hasan said: Thanks for your question. The low-income status and designation of the beneficiaries is verified directly by their (formal or informal) ... about this Competition Entry. - leer más >|
|69 weeks ago Dr. Ruchi Dass said: This program in Pakistan is attempting to combat urban poverty, the root of many Pakistanis' problems, by providing affordable health ... about this Competition Entry. - leer más >|
|69 weeks ago Kristin Jerger said: Congratulations to you and your project for being selected as an early-entry prize winner for this competition! It is a great project ... about this Competition Entry. - leer más >|
|69 weeks ago Akila Maheshwari said: Hello Asher, This is a wonderful initiative.Regarding the two barriers mentioned Access and Quality can you be more specific with an ... about this Competition Entry. - leer más >|
|73 weeks ago Laura Spero said: Hi Asher - first, this program certainly addresses a crucial and ubiquitous problem. During my time in rural Nepal I have marveled at ... about this Competition Entry. - leer más >|
|73 weeks ago Rose Reis said: For more about this program, you can check out their profile at CHMI: http://healthmarketinnovations.org/program/naya-jeevan Plus be ... about this Competition Entry. - leer más >|