Layanan dan pasar finansial

We will be measuring and reporting on health outcomes, utilization, and internal metrics such as cost of care relentlessly — both for our own improvement and to share best practices with the broader health community. Globally there is mounting evidence about interventions that improve health and livelihood, but one thing missing is "implementation research" about how to deliver these interventions quickly, affordably, and in a way that makes women more likely to seek skilled care. We will be partnering with top academic institutions to measure our impact in a way that is scientifically rigorous.

The Tomike-Health social business enterprise model has high potential for being replicable / scalable and thereby qualifies to be of immense value and interest to public sector organizations, corporate social responsibility organizations, social investors and mainstream venture investors and financial institutions especially in the developing world.

The projected impact of the proposed solution over the next 1-3 years can be summarized in two points:
-An improvement of health in low income settings especially among mothers through a better access to maternal healthcare, skills acquisition, job training, business incubation and funding.
-An improvement of the living conditions of rural women of child bearing age by creating jobs through involvement in all stages of the business model: supply, production, sales and through sustainable local microeconomics based on fair trading of products, good working conditions, and fair wage and employee empowerment.

To measure social impact, we use following methods :
- In-house tool to measure poverty level of our customers (cf. question "who is your customers"), to ensure that we are reaching our target population;
- Amount saved by using health services and by using network HCP for hospitalizations : we calculate this amount saved according to market price they would have paid if they were not Uplift members.
- Services ratio utilization : number of members having benefited from health services/ongoing members
- Social performance ("ROI" for members) = Amount saved on services and hospitalizations / Premium paid
- Out-of-Pocket expenses : our target is to minimize OOPEs for the members.

Uplift health mutual fund concept started in Maharashtra in Pune, then was extended to Mumbai, and has recently been deployed in Rajasthan.
For the project "Helping our helps", pre-conditions required to start in a city like Mumbai exist :
- Cooperatives housing societies are there
- Government schemes are ineffective
- Health infrastructures exists and we already have a network of HCP in Mumbai
- We are developing a web-based MIS which can be deployed from everywhere

For the "Helping our helps" project, we plan to reach out 2000 families, reduce their OOPEs for health expenses by at least 40%, create access to quality HCP at concessional rates, + activity plan for claims disbursed, amount saved, services utilization + increase usage of public and trust hospital by proper referral and guidance.

At Uplift level, we project to develop new partnerships with NGO and credit cooperatives in India, with or without link to micro-credit. In 2013, we are starting 2 new health mutual fund programs with partner NGOs, we have planned to reach XXX members.

Santiago Nuyoo, Oxaba on a first stage and similar communities of others states on consecutive stages. This project has the potential to operate everywhere in Mexico, impacting 30,000 communities.

Yes, Mi Fon is designed to operate across Mexico and the rest of the world. Today it is on its development stage for national application.

Achieve access to financial and micro-financial services for excluded population. Become the change agent (M-PESA Latinoamerica) of financial inclusion, in Mexico and the rest of the world.
To a national level, we impact 30 millions Mexican people giving them access to financial services for the first time. In Latin America, we impact 100 millions more.
With alliances, Rev Worldwide has already impacted 12 more countries, such as Kosovo, Rumania, Vietnam and India.

Beneficiaries should change their current paradigm in terms of money use and its related benefits.
Hence, we need:
1) Expand distribution points.
2) Continue working with allies, including retailers, municipal and federal governmental institutions, which will allow us to operate better with payment systems.

The C3 Card instrument is initially accessible to the population of Viçosa, MG, however in another moment will be expanded to people in other cities and communities, where residents have difficulties making purchases locally due to: i) hostilities created by the loan collection process; ii) difficulty in gaining the trust of micro entrepreneurs for purchase on credit; iii) exclusion from traditional banking sector and its services, such as credit cards.

The C3 Card instrument will work in other communities in Brazil as well as abroad. Where there are trust relationships in commercial transactions between clients and merchants, the C3 Card may be utilized.
This way, after the consolidation of the C3 Card in Viçosa, MG, the C3 Card will be expanded to other cities. The C3 Card initiative, as a self-managed too through Manager Groups, requires local partner organizations for its promotion.
In addition to partner organizations, the Manager Groups of the C3 Card is a local body for the definition of credit policies, credit analysis and loan collection that are fed into the management software and executed by the partner organization within the online C3 Card system.

With actions that foster the C3 Card, the learning curve over the course of 10 years, will enable numerous impacts, in addition to its expansion to other cities, states and countries.
The first impact to be highlighted is the gain in scale, in other words, a lower cost per transaction passed onto customers and micro entrepreneurs, making the initiative more accessible and less dependent on resources from supporters.
As an online tool, there is also the opportunity of provision of other financial services, with the possibility of transactions between customers themselves, such as the offer of insurance, consortia and other banking services.
It is also hoped that mechanisms to minimize the risk of default are developed, mainly by reducing the information asymmetries through new management reports for merchants and the management team of the C3 Card.

The main change required by the Educoop NGO regarding the C3 Card was the decentralization of its operation to its partner organizations, in other words, the NGO was developing a technology that required less of its partner organizations in relation to the previous stages of invoice generation, receipt and transfer of payments on to the merchants. These actions would be managed by Educoop, which demanded a technological wingspan, technical staff and other resources that it lacked and which would make expansion impossible.
As such, the business model was reformulated to include decentralized management activities where partner organizations would take on the above mentioned responsibilities as well as other previously defined responsibilities, such as promoting the Manager Groups, implementing the policies defined by the Managing Group, accreditation of customers and merchants, payment collection from defaulting customers and marketing activities aimed at consolidating the C3 Card.

Our solution focused on D and E segment’s urban communities, without financial services close to their home.

Our solution could work in every country with urban communities, which need affordable financial services.

We’ll increase the percentage of underserved people savings with less than 30% interest. People without savings will open bank accounts and people with previous savings will increase them. There will be fewer assaults in the street because people won’t have to carry cash with them. People will have better opportunities to access financial support, because they’ll have a credit history on their own. In summary, in ten years these communities will have more saving, more means to take care of their money and better access to opportunities.

The first thing that should be changed is the local tenant, who would be offering access to financial services. It would be the bank at the corner of the street. For our vision to be successful, we have to be able to make a cultural change and also change consumption’s habits in two different ways. First, to generate savings culture, show the benefits of saving some of their money and keep it to the future and have that money in a financial institution. Second, since our services are mainly interactive systems, we have to overcome the barriers of using technology that might cause “fear” in our clients.

Regalii is the first free and instant remittance system offering an instant benefit to all marginalized communities in Latin America. It also creates access to new financial services trough Regalli’s platform. Regalii is creating a very important distribution network in Latin America, which can offer all kinds of financial services in an affordable and friendly way. It uses its technology and network to create a new service for users to send and receive money via text messages. That allows having a financial interchange via mobile phones and redeeming its credit.

Regalii’s solution can operate in every country with local and international money delivery. Regalii has more control over the transfer resources, because they can be sent for particular needs. Today Regalii is operating in Mexico and Republica Dominicana, but we pretend to expand it throughout Latin America. Its model is very easy to export to many countries.

If by 2017 Regalii achieves to capture 1% of the $ 69 thousand million, it would be managing $ 690 million in transaction activities. This would be users’ savings for $ 69 million installments (in 2010 the average installment was 10%) (IFAD, 2011). In 10 years Regalii will include millions of underserved families in Latin America to new, easier and more affordable financial services. The Regalii’s network will have thousands of distribution points, increasing its market presence. Users will be able to send money to the entire world and have credit access to the distribution points via text messages.

Regalii’s network needs to keep growing to reach every city and corner of Latin America. Users would start using internal remittance within their countries. Increasing the amount of users and the use of regaliis. Regalii will be able to expand its financial services and offers. The needed technology already exists; it hasn’t yet been capitalized to money transfer, or allowing Latin America families’ access. This new service is much more affordable and can reach all Latin America by mobile phones.

Our solution currently serves indigenous women from five communities in the Central Valleys of Oaxaca. These women entrepreneurs are bread and tortilla makers, seamstresses, market vendors (cheese, poultry, vegetables), farmers, artisans, and food vendors. We currently work with 239 women of which 67% have a primary school level of education or lower, 24% have received just up to secondary entry level, and only 9% have received a high school education or higher-level education.

Our solution can be successful implemented anywhere there is an active tourism industry. To that effect our solution can work around the world. At this moment we work up to an hour outside of the city center. Depending on planning, the solution could work in even more remote areas, bring tourists out for overnight or multi-day day trips.

Funding can be the death or glory of an idea. Our solution taps into an underutilized, incredibly abundant source of funding, tourism revenue. Travelers are investors looking for memorable experiences. If organizations can appeal to said investors, and harness a .01% of tourism revenue to support economic growth in excluded and underserved communities, we could secure 600,000,000 million in funding annually.

Our ability to generate funds removes our focus from returns to banks and private investors to focusing on the success of our borrowers. In addition, participants see first-hand the growth and development that can be accomplished by communities and people that are afforded access to financial services. It removes stereotypes of the poor, connecting people to people, and allowing entrepreneurs to share their skills.

Financial barriers and misconceptions that marginalize communities need to be removed. Financial products need to be reinvented to be affordable, valuable, and accessible for clients. Aid/assistance programs need to re-evaluate their efforts and views of the “help” they provide; as it often promotes stagnation as people wait for handouts. Programs need to inspire participation of communities, and encourage people to utilization their skill sets. It is important to let rural communities become a part of the discussion, and define their own goals to success.

Kotingli, Kpenchila and zakal yili farming Communities in the Tamale peru-urban communities.

Beneficiary farmers would be self financial sustainable, food production in beneficiary communities would increase tremendously in output and then this can also help reduce the global food insecurity.

The change is from traditional farming system to modern technological farming system though a sound financial backup of the selected farming communities.

Single teenage mothers, destitute youths, girl child, rural and urban poor women.

Less developed countries should be the countries of replication as they all have similar characteristics/ problems.

The only way to make poverty a history is to help the poor make money. Therefore, success will mean that economic dependence is decrease from 85% to 15% in three years, all can easily gain access to financial services at the most cheapest cost and convenient way, just economic in which the poor are greatly empowered for self development and advancement of their own communities.

Increased Resources (material and finances) is the only catalyst to achieving this.