All around the world, grassroots innovations are blossoming in remote towns and villages, elevating the economic wellbeing and health of rural citizens. Among the most successful of these, proving rural poverty is a solvable problem, are winners of three quite different Changemakers competitions. These solutions have been endorsed not only by Changemakers’ expert thought leaders, but also our social change community as a whole. See what has everyone applauding:
Strength in Numbers
Small groups of individual farmers coming together to share labor, pool resources, and develop market strategies: this is what SKDRDP has successfully fomented in India. Through cooperation, these “affinity groups” have been able to minimize risks due to over dependence on a single crop, purchase equipment and supplies in bulk, and strengthen their traditional methods of farming, among other benefits. SKDRDP was a winner in the Banking on Social Change: Seeking Financial Solutions for All competition.
Better Health for Rural Communities
Getting medical treatment to those with complex health problems in rural communities is made much easier with the innovation of ECHO in New Mexico, US. This organization was a winner of the Disruptive Innovations In Health And Health Care: Solutions People Want competition.
Using teleconferencing and videoconferencing; Internet-based assessment tools; online presentations; and telephone, fax, and e-mail communications, ECHO helps connect specialists with primary care providers in rural areas to promote the use of identified best practices and keep rural residents healthier.
Women Farmers as a Key to Development
The idea is to put those who are among the most vulnerable to the struggles of rural poverty – women -- squarely in the driver’s seat for change. SRREOSHI, in West Bengal, India is putting land ownership back into the hands of women farmers By helping women secure land and property rights, SRREOSHI breaks down gender inequalities, giving women a bigger stake in their economic livelihood and nutrition.
Winner of the 2009 Cultivating Innovation: Solutions for Rural Communities collaborative competition, SRREOSHI plans to continue working with local governments, providing legal assistance to women, and even spearheading a seed bank to help strengthen the voices and value of women in rural India.
Digital Green works towards improving food security and alleviating rural poverty. It does this by producing and disseminating videos by farmers, for farmers, and of farmers on locally relevant agricultural information. Its communication model blends technology and social organization to bring about behavior change, which empowers individuals to sustainably increase their productivities and incomes.
Created: 02/09/10 by Anonymous
Nobody was more surprised that Wikiloc’s website for crowdsourcing hiking and walking trails was a winner of the Changemakers / National Geographic 2009 Geotourism Challenge than its founder, Jordi Ramot.
The soft-spoken, pony-tailed software engineer was invited to travel from his home in the Pyrenees mountains in northeast Spain to the annual Geotourism Change Summit at National Geographic’s headquarters last week in Washington, D.C. where he was “amazed to be able to work with people from National Geographic.”
Created on 07/13/2009 by Elizabeth
When it comes to genetic food engineering, claims are often made about farmers ability and interest to adapt. And how about vitamin-rich rice? ... Are these realities or misrepresentations? Tell us what you think here
[Also check out our GMO Risk or Rescue competition. Share your idea or initiative to get noticed and to be eligible for various prizes. Submit your entry by October 21, 2009.]
Created on 06/9/2009 by htcgroup
Join the Geotourism Challenge Changemakers group to share ideas and opinions about issues impacting destination stewardship and wisely managed tourism.
Hear about best practices, identify solutions to key challenges, and link to resources that may help you overcome obstacles and succeed as a changemaker in geotourism. Each week will focus on a specific issue; join the dialogue now and tell your story.
Created on 05/14/2013 by Fanny Widadie
School of SL-PTT is the place of farmer school to learn how producing rice with integrated farming management approach - land, water, plants. School of SL-PTT is create to help farmer repairing their cultivation ways with Integrated-organic and increasing their rice productivity, income and welfare
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara tempat organisasi ini menciptakan dampak sosial
Indonesia, YO, Sleman - Yogyakarta
Apakah organisasi Anda adalah:
Entitas pemerintah
Has the organization received awards or honors? Please tell us about them
Government Honors, Indonesian Ministry of Agriculture
(Supporting for the existence of SL-PTT program)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName your entry
School of SL-PTT - Education of Integrated Farming System on Rice
Stage
Start-Up (a pilot that has just started operating)
This Entry is about (Issues)
Elevator Pitch
School of SL-PTT is the place of farmer school to learn how producing rice with integrated farming management approach - land, water, plants. School of SL-PTT is create to help farmer repairing their cultivation ways with Integrated-organic and increasing their rice productivity, income and welfare
Problem
Indonesia farmers do not have knowledge and information enough about rice cultivation system in a sustainable and integrated, so that the rice productivity is still very low. It causes low farm income and food insecurity in farmer household. Besides it, the type of rice produced is also low nutritional quality. Indonesia farmer need knowledge and new technologies on integrated rice farming practices which are sustainable, healthy and prosperous
Solution
Establishing and Developing school of integrated agricultural management by enganging the farmers and agricultural extension workers.Indonesia farmers are generally lack knowledge of rice cultivation and information access, therefore it needs to solve through the development of SL-PTT School. This school is intended to help farmers acquiring knowledge and technology transfer in an integrated agriculture and cultivation. This school is facilitating farmers and agricultural extensions to learn and discuss together determining the types and methods of agricultural technology that will be selected and developed. These technologies include the selection of rice varieties, tillage, seeding, fertilizing, pest control, harvest and post-harvest.
Example
Integrated farming is a cultivation system that integrates the resources of land, water, plants, organism and climate to be able to increase the productivity of land and crops. School of SL-PTT will help all the problems of farmers in relation to technology transfer. For example, selecting to use rice varieties suitable local environment, managing of plant spacing to use legowo system, fertilizing, integrated pest management-avoiding of pesticides and harvesting effective through mechanization. All was done to improve the productivity and efficiency of rice farming. The learning process is doing for free which facilitated farmers to solve their problems with extension in SL-PTT school. The learning is done directly on the practice field.
Impact
School of SL-PTT have an impact on increasing rice production, farmers’ income and it has changed the way of rice cultivation by implementing integrated farming system.Generally, rice production in 1 ha paddy field was producing 5 tons, but after implementation of integrated farming sstem from SL-PTT school, it is rising to 8 tonnes/ha. The high rice productivity is due to the adoption of technology by farmers in a changing rice cultivation way. Integrated farming system combining resource of land, water, plants, management of pest and pos-harvest can improve rice production and farmers’ revenue. The kinds of technology that farmers adopted widely such as spacing of plant using legowo system, yielding varieties, using organic matterial and reduce on chemical. In addition, the quality of rice is higher and healthier because the residu of the chemical substance is low.
Marketplace
Training of rice cultivation have been carried out but using the integrated farming system approach is very rare. The model of SL-PTT learning is done directly in the paddy field where the farmer can determine the combination of technologies used to increase their rice production. School of SL-PTT is only as a medium of information and knowledge center for integrated farming system and then farmers and agricultural extension together applies these technologies in the field. Each of selected technology is adapted to land potential, the ability of farmers and knowledge of agricultural science.
Sustainability Plan
To development and sustainability of SL-PTT school will be undertaken in collaboration with ministry of agriculture and developing a business unit. The facilities in SL-PTT School will be upgraded, not only as education institutional but also providing of farming materials and production equipment and marketing services. Therefore, the production budget of this project is not few and it needs banking services.
Founding Story
The establishment of SL-PTT school begans from the declining productivity of rice farming and the wrong manners of rice cultivation by farmers – unsustainable and high production cost. These problem make ministry of agriculture to move agriculture extension of guidance and assistance the farmers to reform the way with technolog transfer. One way to solve this problem, the goverment has created and developed of SL-PTT school. Because of the limitations of government aids, consequently the SL-PTT school do not operation well to service farmers. Therefore to make SL-PTT more optimal, we built new SL-PTT in Sleman-Yogyakarta. This school was not only as education institutional but also serving the needs of rice farmers both inputs and markets.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhere do you ensure the availability of nutrients?
Healthy environments., Nutrient-rich farming.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Full nourishment foods.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
To be able to grow and existence in serving the needs of farmers, it will be set up a business unit of the SL-PTT. These business will be providing farming inputs and services. The farming input such as fertilizers, seeds, farming equipment rental and harvest and post-harvest mechanization. In addition, SL-PTT will provide marketing services helping the sell of rice yields to the official government agencies and rice milling industry. The cooperation between SL-PTT school and farmers are mutually beneficial cooperation where farmers are served to get knowledge and services – input and market.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanHow is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Hunger Below Zero.
Created on 05/5/2013 by HungerBelowZero
Our mission is to Curb world hunger starting from creating a Hunger free Africa where we can Plant,Eat and Repeat nutritious vegatables while greatly reducing environmental damage
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanStage
Start-Up (a pilot that has just started operating)
This Entry is about (Issues)
Elevator Pitch
Our mission is to Curb world hunger starting from creating a Hunger free Africa where we can Plant,Eat and Repeat nutritious vegatables while greatly reducing environmental damage
Problem
Millions of people who live in disadvantaged communities in Kenya suffer from poor nutrition. They need easy access to affordable, fresh, organic vegetables on an ongoing basis!
Solution
Hunger Below Zero effectively tackles the challenge of providing food security to disadvantaged communities in a financially sustainable way by establishing grassroots entrepreneurs who are trained to start and run small scale agri-businesses that supply their families and neighbourhoods with fresh, organic produce. Our solution is scalable and replicable. The key to our success in each target community is our innovative hub and spoke model.
Example
We use Foodboxes, a " FoodBox"is a 35m² collection of 200 crates which are purpose-built crates used for growing vegetables. The base and sides of the crates are lined with hessian fabric that acts as a special planting layer for a mixture of soil and compost manure which is poured into this make-shift container.
Vegetable seedlings or seeds are planted directly into this grow medium. Each crate accommodates twenty seedlings. The ideal grow medium makes it possible for crops to be harvested within a few weeks of planting. Crates are movable and easily replaced once the produce has been consumed or sold. This innovation eliminates all soil preparation and preservation, which reduces maintenance to a minimum.
Impact
Hunger Below Zero is well positioned to reduce the level of Hunger and poverty by 50% (215,000 people of 1,208,009 ) in the first 2 years through our intended 8 Strategically placed hubs within the pilot region. These hubs will train over 2,100 Franchisees per month (25,200 p.a) who will intern add up to the number of people already not going hungry by constantly feeding an extra 151,200 poor individuals with affordable, fresh, organic vegetables on an ongoing basis!
Hunger Below Zero project is scalable and replicable to neighboring regions hence it is the Revolution for drastic drops in Poverty and Hunger indexes in Africa there by ANSWERING the question of "feeding 9 Billion people by 2050."
Marketplace
Sales and distribution is facilitated through a ‘hub and spoke’ model.The hub is a well-established community project, NGO, church or school in the target community. It functions as a manufacturing, sales, distribution, training and resource centre. The hub enlists individuals who live in the immediate vicinity as Franchisees.
Each franchisee is provided with a FoodBox and trained to grow organic vegetables for their tables and to sell excess produce to their neighbours. When the produce in each box has been consumed or sold, the Franchisees exchange it for a new, ready-to-sell box
Sustainability Plan
The income generated from the sale of excess produce enables the Franchisees to sustain their livelihoods and replenish their boxes from the Hub. The business operation of the Hub is sustained through box sales to repeat customers. Hunger Below Zero, the company, sustains its operations by providing Hubs with soil, compost, crates, hessian, seed, seedlings, training and support.
Founding Story
We care about the creation of a Hunger free Africa where we can Plant,Eat and Repeat. This is why we use initiative to pioneer implementation of viable ideas and work as part of a team to achieve predetermined goals,which in this case is Curbing world Hunger using a concept we developed named "Triple I" meaning
-Idea
-Implementation
-Impact
"Triple I" is A process involving thinking brilliant viable ideas, implementing them and creating sustainable impact in a society.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhere do you ensure the availability of nutrients?
Healthy environments., Nutrient-rich farming, Human wellness and vitality.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Full nourishment foods.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Approximately 100 words left (800 characters).
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanHow is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
Our mission is to Curb world hunger starting from creating a Hunger free Africa where we can Plant,Eat and Repeat nutritious vegatables while greatly reducing environmental damage
To etymologically transform our ability to arrest the production of Garbage.
To build small very easily replicable systems that use little or no knowledge.
To take brand new approaches every time to completely utilize 100% of everything we consume.
Particularly food.
The result will be:
Nothing remains.
Staying off the landfills.
Reduction of fossil fuels used.
Reduction in energy consumption.
Robust economies for all,
Opportunity to Wealth Creation instead of Struggling with poverty alleviation.
Created on 05/2/2013 by BenitoB
AgriCool tackles poverty by creating opportunities in agriculture. AgriFoods is a start-up social enterprise that forms part of AgriCool. AgriFoods adds value to the produce by developing nutrient-rich food products, sold through an advocacy marketing to "awaken" the consumer to healthy consumption.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanStage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
AgriCool tackles poverty by creating opportunities in agriculture. AgriFoods is a start-up social enterprise that forms part of AgriCool. AgriFoods adds value to the produce by developing nutrient-rich food products, sold through an advocacy marketing to "awaken" the consumer to healthy consumption.
Problem
Poverty in the Philippines is widespread with more than 20 million slum dwellers, a great majority of them ending up in gangs or in unregulated jobs. This, the unhealthy food that is available to them because of cheap imports, and the survival-mode lifestyles, prevent the development of lives characterized by wellness and well-being. The problem: How to eliminate poverty and enable healthy consumption - without sacrificing our planet.
Solution
Through AgriCool we create dignified employment in organic and sustainable farming. Our platform is the Enchanted Farm, which we use to enhance at the same time the wider provincial farming cooperatives (2700 farmers). This work includes the advocacy of organic farming as employment and the provision of trainings that focus on integrated farming bio systems, as well as establishing the farmers’ autonomy as primary producer in society. AgriFoods seeks to expand our impact by bringing the consumer into our value chain. We must enable nutrient-rich food to all. This requires an advocacy marketing to make the Filipino aware of the importance of healthy consumption. With AgriFoods, our motto now is: "Wellness from Source to Shelf".
Example
Farming is seen as the lowest form of employment here (average age of farmers is 57). We seek to redefine a farmer's life as a life in dignity; with essential social value. We send the kids of farmers to school, and teach them six days a week on how to cultivate the land and grow crops sustainably and organically. We believe that this creates the greatest chance that they will later wish to take up farming as occupation. With AgriFoods, we are currently investigating the feasibility of producing nutrient-rich ketchup and sweet potato chips from our organic Tomatoes and Camote; fit for a healthy lifestyle. We believe that these ordinary products are the gateway to making the average consumer aware of the importance of healthy consumption.
Impact
Two and a half years after we started, we are employing 20 farmers and are sending 42 kids to school. 44 college students graduated a month ago as teachers from our program. As of last week, we commenced collaboration with 2700 provincial farmers on 3600 Ha of land to optimize their productivity and to establish a secure market for their produce. We are also preparing ourselves to expand our social enteprise in 5 additional Enchanted Farms that are being developed. As we seek to establish a brand that attracts and pushes consumers to consume healthy, locally sourced food, we really address poverty over the entire spectrum: pursuing human-nature harmony at the source through organic farming; poverty eradication by providing dignified jobs in farming and agri-industries; and solving the food security problem by providing affordable nutrient-rich food on the shelves.
Marketplace
There are two basic dimensions to our work: countryside development (farming) and nutrient-rich food production. On the farming side, we partner with the Department of Agrarian Reform (DAR) and with the Department of Environment and Natural Resources (DENR), as we share similar goals. They provide land, equipment, seedlings and expertise. On the market, we operate in a category that would typically be called organic, but without the exclusive price-tag & high-end branding. Here, we seek to partner with other food producing social enterprises to create a wide and consistent marketing campaign.
Sustainability Plan
With regard to the farming itself, our partnerships provide us the resources needed. Where we need capital is on the part of the education (the Agricool program) and on the establishing of our brand and setting up the production process of intermediate ingredients (dried veggies, spices and vinegar). We must also acquire an expert in food production, and an additional colleague to manage the expanded farm operations. Our market is already secure.
Founding Story
AgriCool started April 2011 on two Ha of idle and quarried land (31 Ha today). The founders felt challenged by the fact that the Philippines has twelve million Ha of unproductive land, and still, 41% of the people are claiming they are going hungry. AgriCool, started as an educational program of sending 10 kids to school (we call them 'Agricoolers'). They're taught about agriculture at the farm aside from their regular classes, and we promote farming as the new cool and fashionable career option. Five of their fathers, former construction workers, drivers and rebel returnees, were the first to become farmers. Bottom line, seeing an idle land and hopeless people, the founders began to dream of flourishing sustainable farming communities.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhere do you ensure the availability of nutrients?
Healthy environments., Nutrient-rich farming, Full nourishment foods, Human wellness and vitality.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Healthy environments, Nutrient-rich farming, Full nourishment foods, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
With regards to farming, establishing human-nature harmony and the wellness and vitality of our farming communities, the added capacity would enable the expanse of our work, such that our scope increases. It would also increase the quality of our work through the enabling of expertise and/or technologies. Greater capacity in the dimension of full nourishment foods would enable the development of such food products (through AgriFoods), which in turn impacts on the wellness and vitality of our customers.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanHow is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
Created on 04/18/2013 by victoradamu
The AIC is a win-win for PAD Ltd & host communities. PAD makes profit while communities achieve better access to info and markets for agribusiness. AIC has various agric value chains on the same space, feeding off each other with technology integrated for effective/efficient production & marketing.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Premier Agricultural Development Limited
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
Hybrid
Has the organization received awards or honors? Please tell us about them
Yes the organization has received award/honors and they are;
- Federal Government of Nigeria Youth Enterprise with Innovation in Nigeria (YouWiN) Program Grant Award, 2012.
- Batadon Community Honors Recognition for contribution to community development
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName your entry
Agribusiness Incubation Center (AIC)
Stage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
The AIC is a win-win for PAD Ltd & host communities. PAD makes profit while communities achieve better access to info and markets for agribusiness. AIC has various agric value chains on the same space, feeding off each other with technology integrated for effective/efficient production & marketing.
Problem
There is impending food crisis, poverty, increasing unemployment and life threatening effects of climate change. Agriculture is the highest employer in Africa and can do more if well developed. One key thing that has prevented development of agriculture is the poor utilization of technology for agriculture in Africa, right from production up to market access. Lack of interaction with optimum systems has also reduced adoption by rural farmers.
Solution
Have a functional model Agribusiness Incubation Center (AIC) in place. Here various activities will interact with each other on the same space. For instance feeds are produced to feed livestock and the livestock waste is then used as manure for vegetable production with technology integrated for efficient and effective production & marketing. The farming community then interacts with the AIC by supplying raw materials for production and also serving as out-growers (contract farmers) to generate sufficient volumes for consistent market supply under same brand for sales. That way there is fast adoption of new and optimum technology by the rural communities as earnings are generated corporately.
Example
Our operational facility has the entire catfish value chain in operation. To this we have integrated ICT & training services with students and professionals undergoing educational visits to the facility. As a result catfish farming in about 65km radius of our location has developed tremendously. Over 50% of beneficiary farmers make use of waste water from their farms to grow fruits and vegetables all year round, which we have demonstrated at our facility. Most recently one of such beneficiaries won the best small scale entrepreneur in Nigeria and was a West African runner up under the VSO/OXFAM scheme for small scale agri-entrepreneurs. His farm in Fadia Gida, Zonkwa, Kaduna is now a community market where farmers & women sell their wares.
Impact
At present AIC which is only about 15% implemented has generated 6 new jobs in 6 months, which directly impacts on 6 new families in addition to 14 other staff of PAD Ltd. We have reached over 1,255 farmers in 2 years of the executing the pilot phase through training, implementation of demonstration farms, supporting farmer groups and agribusiness clusters and working with educational institutions for excursion to our facility as well as creating internship positions on our facility. At 75% functionality AIC has the potential of affecting 2500 farm families directly. This should be realized in 2 years with availability of funds. Average family size is 6 persons. Envisaged impact is increased income for better nutrition, education and health conditions for over 10,000 person directly and indirectly.
Marketplace
At present no one does exactly the same thing we do, which reinstates the innovation in our approach. However, because of the hybrid nature of the solution we have various people doing one unit of what our entire system proposes. The major difference with what is found around is the synergy of our system and synergy among businesses. The system has various units working together independently but interdependently and also the farming community and AIC work independently but interdependently all to reduce unit cost and increase unit profits and create a win-win.
Sustainability Plan
The AIC sustains itself through multiple income streams and a fast replication of the ideas and technology through the active training activities on the facility targeted mostly towards youth. This way sustainability is not only achieved through generation of income but also training of hands and minds that will subsequently get involved in managing AIC beyond the active years of the current management.
Founding Story
While implementing a World Bank funded project for development of the catfish farming industry in Kaduna we put up a small demonstration facility to support business development service provision, which was the focus of the project. Through this we were able to generate additional substantial earnings and we discovered people learnt faster interacting with the facility than through structured courses. Again funds from donors were not forthcoming at some point and it was that moment that we realized that what we can go about actively chasing income through production and allows disadvantaged farmers learn from what we do rather than concentrating on teaching and earn little since the poor beneficiary farmers cannot pay for our services.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhere do you ensure the availability of nutrients?
Healthy environments., Nutrient-rich farming.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Full nourishment foods, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Having trees and vegetables such as moringa, sour-sop which are potent medicinal plants we have a potential to work around human wellness and vitality. Being able to deal diversify into this sector will improve utilization of our existing resources and increase traffic to the AIC which will impact positively on the other activities taking place on AIC.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanHow is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
Created on 04/18/2013 by juan almeida
Our company develops and sells functional snacks (products that provide health benefits to our customers)
We have developed snacks using a grain called quinoa.
We want to create impact not just selling beneficial products but also creating impact with quinoa producers and our stakeholders.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
dosmargaritas functional foods
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
Bisnis
Has the organization received awards or honors? Please tell us about them
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName your entry
dmff (functional and nutritional cereal bar)
Stage
Start-Up (a pilot that has just started operating)
This Entry is about (Issues)
Elevator Pitch
Our company develops and sells functional snacks (products that provide health benefits to our customers)
We have developed snacks using a grain called quinoa.
We want to create impact not just selling beneficial products but also creating impact with quinoa producers and our stakeholders.
Problem
Children from families with low income, especially in the developing countries, lack complete nutritional food intakes.
This problem produces effects that do not let our children develop their whole potential resulting in poor academic and physical development and, in some cases, general unhappiness.
Solution
We develop and sell a product (quinoa cereal bar) that has 90% of the required micronutrients (without additional micronutrients) for children from 5 to 12 years old.
Example
Our company, initially sold our products to the World Food Programme in Ecuador, until Ecuador government started doing the operation of this programme activities (buying, logistics, etc...) by itself.
Later on, Ecuadorian authorities approached our company with corruptive practices. Therefore, we stoped our product production, until we find another institution interested in our product.
Our company and our products make a difference because we have high ethical standards and corporate values. We are interested in all stakeholders - not just clients or governments - from the quinoa producer to the child who enjoys our bar.
We want to make a real impact by actioning our ideas, values and by not taking short cuts.
Impact
When children eat products full of micronutrients (powder) is good for them but the bioavailibility of our product is much better because it has 90% of the required micronutrients into it,
Quinoa helps their body to intake all the macronutrients and micronutrients thanks to its "high quality protein".
Marketplace
Some companies have products to feed vulnerable children and work with different institutions, what our product brings to these children is the bioavailability that give them better chances to intake all macro and micronutrients into their body system.
Sustainability Plan
We plan to work with quinoa producers given them chance to access better harvest efficiency practices, better commercial practices (fair prices) and also offer them be part of the company ownership (through selected process).
We consider that our product will bring more health and happiness to the vulnerable children of our world.
Founding Story
Our company started with a very strong feeling that we have a role to play in changing the future of our region (Andes region, Bolivia, Peru and Ecuador).
We started developing a functional soft candy, later on, we developed this amazing product - the quinoa cereal bar (focused on helping children from low income families).
Every time we found that we had a product that will bring very effective benefits to our customer, we knew and know that our company has a very bright future not only because of our products qualities but also because we want to be part of the "changemakers movement". To leave a better world for our children.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhere do you ensure the availability of nutrients?
Full nourishment foods, Human wellness and vitality.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Healthy environments, Nutrient-rich farming.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
If we have the chance to develop practices to have better quinoa production activities, we would get better and more quantities of our raw material, which will give us the chance to offer our product to more children in need.
Also could be interested to have access to develop healthy environments because around them people get better information about what to eat and what food is better for their body, therefore people will reconized our products in a better way and we will have the chance to benefit more people with our work.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanHow is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
Created on 04/17/2013 by Eugenio Scannavino Netto
Promoting and supporting participatory processes of integrated and sustainable community development managed by the residents themselves, with programs focused on health and sanitation, education, culture, communication and digital inclusion, youth participation, women and children's rights, land and environmental planning, social organization, citizenship, income management, and the environment.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Health and Happiness Project
Organization's Country of Operation
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Years in Operation
Operating 1-5 years
Has the organization received awards or honors? Please tell us about them
1999-2001
Pioneers of Century XXI Award from World Media in the Eco-activist category (on
behalf of founder Eugênio Scannavino)
2002
-Milton Santos Award for Health and Environment from the Oswaldo Cruz Foundation
and Pan-american Health Organization
-Super Ecology Award in the NGO/communities category sponsored by the magazine
Super Interessante
-World Bank Citizenship Award for Innovative Social Experiences sponsored by the
World Bank, Solidarity Community, and the United Nations
2003
-Finalist for the Bank of Brazil Foundation's Social Technology Award-Experiences
2004
-Stories of Youth Mobilization sponsored by Aracati with the support of the Kellogg
Foundation
-Listed on the BOVESPA Social Stock Exchange
2005
- Yeomans Award for Local Content granted by the Open Knowledge Network
and Global Knowledge Partnership for the project Mocorongo Network of Popular
Communication, received at the II World Summit on the Information Society in Tunis
-Social Entrepreneurs Award sponsored by Ashoka / McKinsey – for the Income
Generation Project in the urucureá community through community management of
tucumã straw for the production of handicrafts.
-Experiences in Social Innovation in Latin America and the Caribbean Award- awarded
by the Economic Commission for Latin America and the Caribbean (ECLAC), with
support from the Kellogg Foundation
- 5th place with the project Action for Community Health in the Tapajos National
Forest.
-Social Entrepreneur of the Year (Eugenio Scannavino) - Folha de São Paulo and the
Schwab Foundation.
2006
-Humanist of the Year - Latin Trade Magazine (selected in the top three)
-Planet House Award in the Social Action category-given by Casa Claudiamagazine
-Finalist in the Stockholm Challenge Award Award 2006 - The "Nobel" of the Internet
for the project Digital Inclusion in the river communities of the Amazon
-Chosen by the magazine Selections as the best social project investing in health.
-Angel of the Earth award, Prince Albert II of Monaco Foundation
2007
- X World Citizenship Award 2007 - Defense of the Environment in United Actions-
Bahai community in Brazil
2008
Sustainable Stewart Award 2008 - Pamela Peeters Sustainable Film Festival
2009
Dom Helder Camara Medal - National Council of Secretaries of Health
2013
- Global Mobile Award for Best Mobile Product, Initiative or Service for Emerging
Markets - Ericsson
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
In 1984 the physician and educator Marcia Eugenio Scannavino Gama, went to the
Amazon to serve isolated communities, where they could feel more useful. They found
a very serious health situation and social exclusion. In 1985, with his brother Caetano
Scannavino and other volunteers, he created Health & Happiness. After an arduous
struggle to get external support, in 1987 the work was resumed on a broad scale.
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Health and Happiness in the Forest
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
We work with isolated communities in the Amazon, living in social exclusion and with basic services only, but that, even though being fragile, struggle against enormous external pressures of devastation of their reserves, being the true guardians of the forest. With them, we seek to contribute and adapt modern and innovative social technologies that bring social inclusion and citizen participation, and that indicate real and replicable models of development that are sustainable, integral, and harmonious with these people.
Health is the biggest issue! In 2006, after years of health education and sanitation, we completed the proposal for two hospital boats, creating an innovative model for the River Family Health Program. Adapted for the rivers of the region, the boats serve 150 locations (30,000 inhab.), with all basic programs (prenatal, child health, women, family, elderly care, oral health, medical care, outpatient examinations, as well as surgical and dental rounds). Besides doctors and nurses, clowns and educators join in promoting issues of hygiene, school health, nutrition, STDs / AIDS, and citizenship (like women and children's rights, social control, environment, etc.). Also a boat—A school with
internships for university research and professional training. It was considered a model of health success adapted to the Amazon and, in 2010, it became a national public policy of the Ministry of Health, allowing it to be funded by the Health System for similar models in all municipalities of Amazonia and the Pantanal.
Describe how your innovation model is distinct from any other organization in your field?
Health is a chronic emergency for the communities of the Amazon. Simple and preventable diseases become serious and health levels deteriorate. With municipalities as the size of countries, long distances, scattered populations, difficult access, low investment in sanitation, transport and communication difficulties and high costs of logistical access, public health has a limited range in these areas, without any sort of public funding mechanisms or appropriate models for this context. Patients must go to the nearest cities, facing long lines and waits, inadequate services, and travel costs that
they do not have the means to pay. We created a model adapted to Amazonian reality, which brings leading quality healthcare to their door, offering all the basic programs and complementary action and also a regular and efficient training of local collaborators in their own communities.
What type of operating environment and internal organizational factors make your innovation successful?
The PSA, as initial project executor and throughout these 26 years of health work
together with the communities, acquired much experience, methodologies and efficient
approaches to reality in the region. The partnership developed with local governments,
community representatives, universities, and related organizations allow a demonstrative
model of participatory and dynamic health, attuned to the local reality and diversity in
offering services and solutions, which today is the Ministry of Health's reference for
implementation of policies and primacy care strategies across the region.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Art, play, and communication are the main instruments of education and mobilization.
Based on the most pressing needs and considerations of the residents, we seek to involve
all sectors, age groups, leaders, local agents, and fulfillment teams in collective creation
processes, creating tailored solutions and qualifying them as agents of actions, who
serve as demonstrative references of replicable socio-environmental technologies -
principally by the Government - raising the scale and scope of work. Participatory
diagnosis facilitates continued monitoring of results and joing planning of actions,
providing the tools to support the population in managing its development.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThe systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Given the difficult context of health in coastal communities, the expertise accumulated by the PSA with solutions, and the opportunities opened especially after the 2191 Ordinance, there is already a growing demand for extending the reach and the passing on of the methodologies developed. For this, a larger institutional structure is necessary to facilitate replication in other municipalities through training and advisory programs (like the Boat School), so that direct areas of expertise can be consolidated into a laboratory for social technologies that are transferrable to other regions in need.
Stage that best applies to your solution [select only one]
Scaling (growing impact on a regional or global scale)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare), New financing strategies for health.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Education/training.
Please describe your solution in more detail
The developed model can be reapplied on a large scale and generate systemic improvement in the form of service to all those previously excluded populations. We want to set up a specific program to meet this demand, systematizing the experience and transferring technology to other social actors in partnerships with NGOs, local public power, regional and federal governments, universities, and the private sector, functioning as a laboratory of best practices, qualifying basic actions and inducing internalization of health. Structuring the current Boat Hospitals as Boat Schools to train managers for replicating similar models in other regions likely to get funding for the Ministry of Health's Ordinance 2191.
What are your vision and overall objectives?
- To promote participatory processes of integrated and sustainable community development, which contribute in an evident manner to the improvement of public policies, quality of life and the exercise of citizenship. It works directly in four counties in western Amazon.
- To consolidate the basic health care model integrated with public policies and adapted to the Amazon region - demonstrative, participatory, resolute, sustainable, expanding access to health services together with the most excluded riverside populations and promoting its replication in other regions.
What is your value proposition?
Health model = R$ 77 per capita per year
Continuity PSA / 3 years:
Support for healthcare services R$ 128.000
Complementary Health Project R$ 54.000
Monitoring/Continuous Advisory 244.000
Training R$ 90.000
Total. R$ 516.000
Who is your customer(s)?
Possible direct executors of basic health like CONASEMS / National Council of Municipal Health Secretaries, federations of municipalities, as well as potential beneficiaries (networks od social movements and riverine populations as REDE GTA, etc), as well as other private organizations and businesses involved social responsibility programs and other NGOs and advisory services for rural community development in other similar contexts.
What approaches to you use to reach your customers?
Carrying out a systematization of experience and the publication of guidance manuals and for those interested in and replicating it, offering training and technology transfer services. Fulfillment of requests for consultations and field visits and prospective plans for spontaneous demands that arise. Broadening the impact of materials and publications.
What are your primary activities?
Currently, education/prevention campaigns, training local agents, social control training,
health-related information technologies, and links with other related institutions to establish joint activities (surgical rounds, volunteer reception, residents and students via universities, etc.) With the structure of the Boat School, offering courses, residency, field visits to doctors and stakeholders in implementing the RiverFamily Health Model in their municipalities.
Who are your peers and competitors? What problems could these players pose to your success or growth?
There aren't really any competitors because it is a unique model in Brazil, but there are indeed risk factors that could impair or interfere with the quality of the initial design. Among them, little managerial attention to these populations, unpreparedness of healthcare managers in meeting the requirements established by ordinance, leading to discontinuation of funding. A more welfare-centered project concept, displacing the education, prevention, sanitation, organization and popular participation components. Turning the service into what is just a replica of existing neighborhood health centers, with irregular quality and limited outreach. Lack of managerial ability to enhance other partnerships and institutions, supporting with research, education and service-related training.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Currently we have neither the funding nor the permanent staff that would permit us to develop the strategies proposed. We would like to systematize the experience and its divulgation, manage communication with clients and partners, and build mechanisms for sustainability in the future.
Briefly describe your growth strategy going forward
- Qualify complementary health actions:
-Health Education and Prevention / Education and Mobilization for Social Control
-Boat-School: Research and Professional Education / SFF Residency
-Support for the implementation of Sanitation Technologies
-Assistance to Municipalities in managing USFFs
-Cooperation with public, private and social institutions
- Publication of results
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s).
What makes your business "ready" for growth?
For twenty-five years, it has promoted basic health along the riverside with very significant impacts. And for eight years we have deployed a successful model featuring territorial coverage and complete basic healthcare, which has become public policy. This model has provided municipalities with the opportunity for funding via the Ministry of Health through its replication across the Amazon and Pantanal.
What are your key growth objectives?
To consolidate the health model's demonstrated character in a social technology laboratory, complete integration into the public system, and the role of PSA as advisor for management, education, social control, teaching and research, information systems, rounds, etc. Institutional structuring for replication by training programs and assistance to other regions in need.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In 3 years: Dissemination of PSA's technologies and social practices to NGOs, social movements, public and private sectors, education, research and systematic model
Readjustment of PSA's role in the co-implementation of health actions Health (mobilization, education, prevention, social control, sanitation, education, and research).
Activities:
Assembling a portfolio of advisory services
Preliminary links (Municipalities, networks, etc.)
Initiatives emphasizing the surrounding region
Initiatives with other regions of the Amazon
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat has been the impact of your solution to date?
Throughout the years, the results have been quite positive, covering 72 communities (13,000 inhabitants), with an annual average of 20 thousand health procedures and resolution of 93% - only 7 per 100 patients are referred to the urban centers,
-200 educational activities, 22 research projects and 48 interns and medical residents received, contributing to improvements in quality of life, particularly in the reduction of maternal and infant mortality.
In 2008 we already had the best indices that the whole region north and Brazil, who have been improving since then.
Coverage of ACS (community health agents) Brazil = 14% / 35% = North / PSA 100%
Vaccination coverage: Brasil91, 1% / 85.8% = North / PSA = 96.5%
Exclusive breastfeeding: Brazil = 72.6% / 76% = North / PSA = 89.9%
Prenatal Consultations: Brazil = 84.3% / 73.2% North = / = 98% PSA
Malnutrition: Brazil = 3.3% / 3.9% = North / PSA = 1.8%
Comparative data between communities served (AT) and missed (NAT) for PSA in the Tapajós basin
Pregnant women receiving prenatal care: AT = 82.36% / NAT = 74.6%
Source of drinking water (Well / microsystem): AT = 80.1% / 70.2% = NAT Rio: AT = 18.21% / 31.26% =
NAT Using Chlorine: AT = 32.9% / NAT = 6.6%
Pregnant women <20 years: AT = 25.9% / 44.5% = NAT receiving prenatal care: AT = 72.7% / NAT21, 4%
Children 6-22 years in school: AT = 92.4% / 85.4% = NAT Skipping school: AT = 11.11% / NAT = 18%
Extracurricular training: AT = 44% / NAT = 1.07%
A member of the family participating in any community organization: AT = 79.3% / 49.2% = NAT
Source: Brazil, North Pará - DATASUS (2007) Abare - Sosniski, Cristina (2008), Health and Socioeconomic Research and Reports from Abaré
What methods for quantification of social impact are you applying (if at all)?
Every 5 years, we conduct general and technical diagnostics, comparing the health indicators of the population served and its unserved surroundings. Independent consultants are hired from universities and specialized institutes to complete this task. We maintain a system of computerized, automatically-updated health information and for all procedures, which monitors the health of the whole population registered on the boat. This system is integrated with SUS time, generating absolute and comparative data on the health coverage of the population, which are inserted into the official system. Audits are conducted annually on accounting activities by independent expert bodies.
Could your solution work in other geographies or regions? If so, where?
Yes, in all municipalities with populations isolated in rural areas, especially on rivers or around protected areas, including similar contexts in other countries. Particularly, all of the municipalities of Amazonia and Pantanal (the coverage area of the Ministry of Health's Ordinance 2191) which now are demanding our assistance.
What is your projected impact over the next 1-3 years?
Indicadores / Ano 1 /Ano 2 /Ano 3:
N° Famílias com acesso regular à Atenção Básica de Saúde /2.754 /4.851/ 9.271
N° Famílias com acesso à água encanada / 1.800/2.000/2.200
Taxa mortalidade infantil bacia do Tapajós/31,9/28,7/25,5
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanElaborate on your current financing strategy
Building on the success of local experiences, the strategy is to develop new, larger projects focusing on territorial development in a comprehensive and sustainable way, in protected areas where we work and to scalesuccessful models, involving a network of institutions of excellence and partners with different expertise.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Private businesses, Other beneficiaries.
Licensing fees, e.g., for technology/franchise model (in percent)
Apply via consultancies and service providers
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Yayasan, LSM, Private businesses, Regional government, Pemerintah negara, Others.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Yayasan, LSM, Private businesses, Regional government, Pemerintah negara, Others.
Explain your revenue generation strategy in more detail
Perform consulting services and establish agreements to qualify management and methodologies to interested customers, municipalities, governments and private institutions. Specially provide services facilitating the implementation of compensation programs and corporate socio-environmental responsibility in connection with the large projects currently underway or planned in the government's PAC (Growth Acceleration Program) in the Amazon and Brazil, and also the projects of domestic companies operating in other countries (for example: Mozambique and Angola).
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Participating in bids for large projects with territorial focus or establishing executive partnerships with other entities through integrated programs having to do with sustainable community development.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
long-term projects, continued sustainability through public policies and formation of an endowment found
Created on 04/10/2013 by swapchesa
A social enterprise that aims to empower the development organizations by providing them with a web based powerful information dissemination tool that allows them to send out alerts/reminders/information customizable according to the demographic needs.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanOrganization's Country of Operation
Type of Organization
tidak ditentukan
Year of launch of the organization
Years in Operation
Idea phase
Has the organization received awards or honors? Please tell us about them
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
2 of the team members went for village stay where they realized that there exist huge information gap in the villages and how it affects their progress .Eg:ASHA workers are little motivated to get the children vaccinated on time, people are not aware of the govt. schemes in their villag , Team member realized that reaching to these people through voice call instead of SMS could solve the problem.
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Disseminating health related information in rural areas through voice calls.
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
The innovation lies in the model which we have built around the existing IVRS technology which can be used to send voice calls. Following are some of the innovation in the proposed business model:
1. Ours is a web based tool which do not require any extra hardware and software installations. The tool is very easy to operate and can be used by any development sector organisation / government to reach out directly to rural people.
2.System allows us to automatically send voice reminders based on a customizable schedule using algorithms . eg: The system can be used to send Prenatal and post natal related vaccination reminders to expecting mothers.
3.The system allows us to communicate real time information to a targeted group of people. eg: The system can be used to send voice reminders to all families in a village who have female child less than 10 years of age for the upcoming health camp.
4.The design of the system is designed in such a way that it fits right into the structure of development sector organisation / funding organization which generally have a head office and several area offices. We will be providing separate login ids to all the area offices and head office. The system user at the head office can operate on a much larger basis by working on the data gathered by all the area offices.
5. The system also allows us to import data from already existing databases. eg: National Population register, It will save us the cost of collecting the data and also ensures verifiability/authenticity of the data.
Describe how your innovation model is distinct from any other organization in your field?
There are some organization in the field like Emamta , Awaaz de, Armaan Foundation (AF) but they are limited by the medium they use (emamta is sms based), the scale of operation (AF has developed voice based tool but for inhouse purpose only- its not scalable.) Also there is as such no platform which allows for automatically sending out of personalized voice messages based on a schedule (eg: pre and post natal vaccination reminders). Our model is very easy to use , scalable and can be implemented in any development sector organisation (DSO) without much modification. Our model gives the power in the hand of the DSO. Our model makes ensure that call is regenerated in case the message is not communicated. The system also take feedback from mother about timely administration of vaccine.
What type of operating environment and internal organizational factors make your innovation successful?
Some of the characteristics of the community which is ideal for the testing are as follows:
1. High mobile-penetration
2. Environment not conducive for proper information dissemination
3. Cases of failure of existing government schemes due to low awareness
4. Uncertain and dynamic weather and environmental conditions
5. Low immunization levels
6. Cases of inactive front line health workers ( ASHA workers).
7. Highly spread out villages, making information exchange very tough
International Organisation Factory:
1. Good mix of people in our team
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
We have used Incremental Design as a software development stratergy where in the core module is sending voice reminders to a registered number. Other module have been built over it which includes other functionality like system generated personalized reminder, Feedback call, Auto Calling to user after some time if doesn't pick up the call have been built around the core functionality.We believe the model is as such it can incorporate new functionality and fine tune itself with the local situation which might uncover when we test this out in the upcoming few months. In that way we can seek out its more and more possible applications in different contexts and innovate continuously.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThe systemic challenge you are trying to overcome (select one)
Realign the incentives in the public healthcare system in mature markets, or
Health area (target market) where the need is [select only one]
Maternal care
Categories along the health continuum you are covering [select all that apply]
Prevention, Intervention, Follow-up, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
There exists a big information gap in the rural areas because of which the negative consequences are being suffered by the people. Based on our experiences of field work in the villages of Uttarakhand, India we noticed that the government appointed ASHA workers were not doing their work effectively as the households were scattered across the hills sue to which the expecting mothers and babies were at a loss and hence the IMR and MMR was high. Our service allows to send voice reminders automatically to the expecting mothers reminding them for the immnunization and other basic health check ups. The system can be easily customized to create voice call algorithms for any other service as well.
Stage that best applies to your solution [select only one]
Piloting (a pilot that has just begun operating)
Core strategies of your business model [select all that apply]
Patient-centered design, New/redefined roles for healthcare service provision, New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare).
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, New skills, Education/training, Community financing.
Please describe your solution in more detail
Our solution is a cloud based voice call platform accessible over internet. System allows you to generate customizable voice algorithms for a particular user. Eg: Currently we have built an algorithm that a voice call in the local dialect will go from time to time to all the expecting and early mothers of an area reminding them checkups & vaccinations. Also the frontline health workers (ASHA in India) will also receive a weekly plan indicating all the beneficiaries she has to remind for the coming week.
What are your vision and overall objectives?
We want to reduce the negative effects on a women and her baby caused primarily due to this big information gap. The tool developed is scalable and can be used by any development organization (NGO/For Profit/Govt.) to disseminate information and reach out to end beneficiaries, customizable according to the given demography so that they are not deprived of the first hand information without which they have to face serious consequences. Our objective is to develop a people centric information tool which includes all the stakeholders, our current system involves ASHA (Indian frontline health workers) at the forefront so that they also take pride and do the work diligently.
What is your value proposition?
Our strength lies in the customizable feature – depending upon the demography, type of information broadcast. For eg: Our system can send in voice reminders to all the cancer patients in a community according to their respective schedules for chemotherapy sessions. At the same time it can be used to send voice reminders to all the females reminding them respectively to maintain hygiene/use pads during their menstrual days.
Who is your customer(s)?
Our target clients are start-ups, liveilihood promotion programmes, and grassroot NGOs who can mobilize the ASHA workers in their work area to collect the necessary data, and have significant mobile penetration in their work area. The end beneficiaries of this product would be expecting mothers and mothers whose children are less than 10 years of age, living in rural areas and have at least one mobile phone connection in their household.
What approaches to you use to reach your customers?
Currently we are field testing the technical platform with an organization. We plan to do a Randomized control trial and prepare a Impact Assessment accordingly. With the impact assessment study we wish to reach out to the development organization using our alumni and college (IRMA) networks. It can be easily implemented under NRHM or any NRLM schemes of the Indian government.
What are your primary activities?
Our primary activites include getting the exhaustive community data (Data surveying or our system allows to import data from any existing government or organization database). Once the data is fed in, the development organization can design an algorithm from a user friendly interface. Currently the system already has a built in algorithm to send vaccine reminders during both pre and post natal.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Our peers and competitors include all the existing organizations which are providing a similar voice based service. They might also start giving a platform which allows users to design customizable voice call algorithms. We don’t see any threat or problems even if the start a particular service because the end beneficiaries are the rural population served through the development organizations and there is no dearth of development organization who wants to serve the needy. We will always have the prime movers advantage in this regard.Our peers and competitors include all the existing organizations which are providing a similar voice based service. They might also start giving a platform which allows users to design customizable voice call algorithms.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Currently we are assessing the needs and expectations of the deprived population with respect to the information gap in the health sector and accordingly updating our system with the parameters so that the system supports in future all type of information broadcast services in the future. Studying this is a problem and very time consuming as each rural setting is different from others and therefore we have a real tough time in designing and accommodating those variables accordingly. This is challenging but at the same time which gives us a lot of insights and opportunity to serve them according to their needs and expectations.
Briefly describe your growth strategy going forward
As described above we will do some RCT trials and come up with an Impact Assessment study which will allow us to testify and will prove the robustness and functionality of the model. We plan to reach out to the development organizations working in Rural India in our network.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
As soon as we have an Impact assessment study ready we can reach out to the areas via development organizations. We will be looking at geographies which have a relatively high mobile penetration our sparsely populated where people find difficulty in communicating and hence are not able to reach out.
What are your key growth objectives?
Mobile Penetration in the geographical area, Impact Assessment study based on RCT (Randomized Control Trial) and Inclusion of all the stakeholders (Beneficiaries, Health workers, Development Organization)
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In the short term (next 6 months) we plan to test the robustness of the model and create Impact assessment studies with different geographies and varied applications in Health. Using these we wish to reach out to maximum development organizations possible across India. Currently the system technically is almost built we plan to do the beta testing of the model during June-August (3 months). In the next three months (by Nov-december) we should be ready with our Impact assessment studies which testifies and proves the effectiveness of the service.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat has been the impact of your solution to date?
We are currently at the final stages of finishing the product with its envisaged functionality. We are now looking to beta-test the product with a grass-root NGO operating in an area where health information dissemination is a significant impediment to development. Following the beta-test, we would have a much clearer idea about the potential impact, and how to refine the product to increase this potential.
What methods for quantification of social impact are you applying (if at all)?
The end outcomes of this initiative is to lower the infant mortality rate(IMR) and maternal mortality rate(MMR). We aare aiming to target and eliminate the number of infant and maternal deaths that are attributable to low immunization rates and low awareness about health schemes.Thus, with the reasonable assumption that the reduction in IMR and MMR is, amongst many other factors, a function of immunization rates, we will use the increase in immunization rates as a medium-term quantifiable indicator of social impact. The second indicator would be the reduction in number of incidences of diseases that are normally preventable by immunizations. Third, the reduction in health expenditure over medium term is also a significant quantifiable indicator.
Could your solution work in other geographies or regions? If so, where?
Yes. One of the reason why we wanted to develop a web-based dynamic and portable platform was to introduce scalability and flexibility in operations. One of the key features of the product is that voice alerts can be recorded in any local language or dialect. Second, given that it is a web-based platform, only to be operated from the implementing agency's computer, it doesn't require any heavy capital inputs for regional diversification. The interface allows the agency to operate the product in sync with its organisational structure. It is operable in any area, and only requires the end users, i.e. villagers, to possess mobile phones.
What is your projected impact over the next 1-3 years?
Over the next 1-3 years, we hope to have tested the product, identified and removed the bugs and refined the functionality. We aim to engage and put the product to use through 8-12 NGOs, hoping to reach close to 3 million end beneficiaries, who will receive vaccination reminders, health related information, and alerts regarding government health schemes regularly. We hope that these alerts would increase immunization rates in the work areas by 15-20% over the next 3 years, and significantly reduce the number of diseases preventable by ante-natal and post-natal vaccinations, and also reduce the percentage of income spent on health.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanElaborate on your current financing strategy
Currently we need finances (seed fund) to develop our technical infrastructure completely and get technical person on board who maintains and constantly develops the system. The complete technical infrastructure will allow is to beta test the functionalities and modules completely. We will be also launching the SMS based reminder service in urban areas the revenue generated from the urban areas will be used for the voice call service in rural areas to cross subsidize it.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
0% from end beneficiaries
Of the possible sources of these sales listed below, check all that apply to your current strategy
Individu.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Yayasan, LSM.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Yayasan, LSM.
Explain your revenue generation strategy in more detail
Revenue will be generated via two modes:
1) Revenue from the similar SMS service model from the urban areas which will be used to cross subsidize the rural voice call service.
2) Development organization will be charged a one time user development cost (around Rs. 5000) and an annual maintenance fee of (Rs. 1000).
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
We are not doing any direct philanthropy as such but through our cross subsidization we are trying to reduce the cost of voice call which will be incurred buy the development organization. The end beneficiary will not have to pay for the service.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Once we receive a seed fund which would help us to develop the system completely and develop impact assessment studies, we wish to sell our service to the development organizations thereafter who would pay us the user development fee and annual maintenance cost. Our current cash flow indicates that as soon as we are able to sell our service to 10 development organizations this would bring approximately around $4000 to the firm.
Created on 04/6/2013 by Anna Papadomarkaki
Utilizing the ancient knowledge on herbal treatments from ancient Greek Ippocrates and Indian Ayurveda, a company in a rural area could offer assistance to people in preventing diseases and treating mild conditions with herbal treatments. This could improve the health level of population through natural therapies, decompress the healthcare system and contribute to the local agriculture.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanOrganization's Country of Operation
Type of Organization
Bisnis
Year of launch of the organization
Years in Operation
Idea phase
Has the organization received awards or honors? Please tell us about them
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
It was the story telling about ancient scriptures that refer to Asklepios and Ippokrates transferring the knowledge of medicinal plants to Asia and back, for maintaining health or healing patients. Traditional medicine through plants, can be achieved nowadays through the knowledge of ancient Greece scriptures and Ayurveda. Both can work, in a supplementary way.
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Preventive medicine through natural sources
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
Herbal therapies have always been in demand in this certain Cretan region. People in the rural area of Heraklion, are close to nature, as most are farmers. According to the storytelling of the elder in the villages, they already apply certain available recipes to themselves. But the complete knowledge of herbal medicine is lost through the years. Moreover, that is an aging region, so not much knowledge can be attained.
But still, ancient Greek scriptures exist and more organized knowledge can be added through Ayurveda (the traditional medicine of India), after adapting with the available plants, according to the climate and the possibilities of cultivation.
Using herbal remedies to recover from easily managable diseases, can be very cost effective, even though it is not applied extensively in Greece. But as patients follow instructions of their physicians, research on wild flora of Greece has led to certain formulas for skin treatments, with few products already approved and found in the market.
The use of herbal remedies could also be most effective for the society, with the use of the agricultural cooperatives in several parts of the country, in order to get the supplies needed for these remedies. The agricultural unions or farmers themselves, they have started showing great interest in medicinal plants, changing cultivation in favor to those herbs, following a new agricultural market trend. Indeed, for special kind of cultivation, farmers can achieve EU funding, in assistance for cultivating these plants.
Describe how your innovation model is distinct from any other organization in your field?
So far herbal remedies are only applied in spa's and especially in forms of aromatherapy, along with alternative methods of healing, in large cities of Greece. The present model has nothing to do with this. It is focused on the use of the herbal remedies given though nature for treatment, not only wellness, along with education of the people on keeping a healthy way of living. (Lately, the Mediteranean diet in the region is fading away and alcohol consumption is increasing).
What type of operating environment and internal organizational factors make your innovation successful?
A small company,in a suitable location, into an olive oil plantation could be self sufficient for the beginning, by using the income of olive oil production, plus the use of part of the same production as base to the medicinal preparation, in oily forms of administration of the herbs. Collaboration with the agricultural unions for supplies though, would give the company easier access to the market, by giving another perspective to the products the farmers are selling, making it well known to the area, in an easier way.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
This kind of treatment, refers to the individual, treated according to its needs. Being completely customised, possible challenges, could only come from the established health care system which is under a lot of pressure at the moment and for the next 3-5 years, at least. Meanwhile, there are chances for establishing the model company, improving its fame and given the rise of alternative medicine in the country, there are strong possibilities of expanding, in other islands, where primary care is insufficient.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThe systemic challenge you are trying to overcome (select one)
Realign the incentives in the public healthcare system in mature markets, or
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
The continuously increasing costs of healthcare, drives the public healthcare systems in the developed countries in restructuring as funding is becoming harder. Given this situation the role of preventive medicine as well as primary care, seems as a valuable option. Both preventive medicine and primary care, are capable of sustaining the public health in reasonable levels, avoiding costs of hospitalization. But the primary care through the healthcare system of Greece it is offered through hospitals mainly, making the access very difficult to the patients. So, preventive health especially through traditional medicine, could be important solution to relieving the pressure to the public system.
Stage that best applies to your solution [select only one]
Idea (poised to launch)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, New/redefined roles for healthcare service provision, New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare).
Most relevant tools you are using to implement the strategies outlined above [select only two]
New skills, Consultation.
Please describe your solution in more detail
The idea is based on the individual approach of the patient, including training on how to prevent the disease, by changing everyday’s habits. At the same time, it accepts the distinctiveness of everyone’s needs, taking care of aspects of life that cannot be changed, and at these cases, in intervenes with the use of natural medicines, according to the whole constitution of the patient, treating him and not only his disease.
The solution can work outside the public healthcare system, functioning complementary, at a time when pressure of healthcare services demand is intense. The whole approach refers to a cheap solution, bringing relief to the patient as well as the public system.
What are your vision and overall objectives?
The vision is to help people in identifying the hazards of health through bad habits, learn how to handle them if it is not possible to avoid them and maintain a good level of health through prevention. So, when the first signs of the disease are aproaching, simple treatments can be efficient. This way the health level of the population can increase, permitting the health care system to handle more serious cases.
What is your value proposition?
Who is your customer(s)?
In the beginning about 30.000 people in the close region could be possible customers. In the case of expansion, then more people of the areas where the organization will operate, could be supported, as well as tourists, In that case, tourist agents could also be customers.
What approaches to you use to reach your customers?
What are your primary activities?
Who are your peers and competitors? What problems could these players pose to your success or growth?
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Possible accusations of unapproved medicines, which can be solved through clinical trials according to the recent EU regulations.
Briefly describe your growth strategy going forward
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
What are your key growth objectives?
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat has been the impact of your solution to date?
Approximately 200 words left (1000 characters).
What methods for quantification of social impact are you applying (if at all)?
Could your solution work in other geographies or regions? If so, where?
It could work in any place where the effect of the local plants is known, in combination of the personal needs of every patient.
What is your projected impact over the next 1-3 years?
Use of local agriculture for the benefit of the health level of the local society, with prevention and easy access in a very low cost, decompressing of the local healthcare system.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanElaborate on your current financing strategy
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Friends and family, Individu, Patients.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Pemerintah negara.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
LSM, Private businesses.
Explain your revenue generation strategy in more detail
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Created on 04/4/2013 by rhcf2009
We provide primary health care to the downtrodden and poor people residing in remote villages.Poor people residing in these remote villages where we offer these facilities either have no access to such services or the services are not affordable. Our aim is to reach out to those people who cannot afford to spend money for quality healthcare, our model of work is designed to meet their ends.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Rural Health Care Foundation
Organization's Country of Operation
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Rural Health Care Foundation
Years in Operation
Operating 1-5 years
Has the organization received awards or honors? Please tell us about them
It is always a humbling experience when our work is appreciated by people and organisations. Some of the awards that we have received over a period of time are as follows:
1. AmeriCares India awarded the Certificate of Merit to our founder Mr. Arun Nevatia in recognition of outstanding contribution towards healthcare for society.
2. UN has selected the success story of Mr. Arun Nevatia for a publication of UN Volunteers.
3. RHCF was awarded the Social Enterprise Of The Year Award at the 3rd Annual India Leadership Conclave & Indian Affairs Business Leadership Awards 2012.
4. RISHAB JAIN (Leader - Youth Brigade) received YOUTH AWARD from Govt. Of India for his extra-ordinary contribution to Society from RHCF platform.
5. ARUN NEVATIA (Trustee - RHCF) finalist at INDIA VOLUNTEER AWARDS, 2011 initiated by APEEJAY GROUP.
6. ARUN NEVATIA (Trustee RHCF) received SALAAM BANGAL AWARD 2011 initiated by ABP GROUP.
7. Our Model was One of the Winning Entries at 3rd IDIYA CHALLENGE COMPETITION, 2011 organised by INDIAN SCHOOL OF BUSINESS, Hyderabad.
8. Won Mahindra Spark The Rise Award Season 2 Round 1 in Award Section.
9. We were invited to attend the Innovator-Investor Conference organised by World Health Care Congress in Washington, DC
10. We are also recipient of "Karmaveer Puraskaar" by iCONGO.
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
In a trip to Mayapur a lady beggar requested Arun to arrange a Cataract surgery for her. He arranged the surgery and in the next trip she offered him (2 cents) to buy sweets which she had begged. Arun saw God in her face and from that day he decided that he will dedicate his life to the poor and he gave up his successful construction business and started working for the health care for the poor.
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Sustainable solution to primary health care problems in rural India
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
The idea of providing a sustainable solution to the primary health care problems in rural India may seem challenging. Our innovation is not in the idea itself but in the implementation as well. We have four primary health centers running in rural areas where such quality services were not available previously either due to government failure to deliver such services or the existence of quacks more interested in minting money. Our centers have amply demonstrated that such services can be made affordable to the rural poor with the help of generic medicines and maintaining a supply chain of near expiry medicine. This model is sustainable and we are able to create a large social impact which is amply demonstrated by increasing number of footfalls in our centers over the years.
Describe how your innovation model is distinct from any other organization in your field?
Currently our centers are located in the remote villages of West Bengal and some of the villages where we operate have government primary health care center units but such centers are mismanaged and are always short on medicines.Apart from such centers the primary health services of such remote villages in rural India is left at the fate of unqualified quacks who do more harm to the health of rural India than good. Our organisation does not have any competition as such and the distinctness of our centers is making it possible for the rural population to have affordable and quality healthcare facilities within their reach.
What type of operating environment and internal organizational factors make your innovation successful?
We operate in an rural setting environment where the understanding of the needs of the rural poor become utmost important. The main aspect for the success of our model is the ability to keep our costs low and passing over the benefit to the rural poor as a result of which these services become affordable for them. It is in this regard that the internal organisation factors play a prominent role. The qualification and years of work experience and business background of the trustees is one of the major enabling factors in ensuring the sustainability of the organisation.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
The model as it stands today is the result of years of hard work and innovative changes made in the model over the period of time . The board of trustees are passionate to increase the number of centers over the next few years in order to widen the social impact. The urge to improve the primary health scenario of the rural India has constantly motivated us to innovate in order to create a model that is sustainable and replicable.
Our founder Mr Arun Nevatia has discontinued his successful businesses and devoted his entire time in the running of the organisation. With his help and support from our dedicated trustees and volunteers we are able to constantly innovate to meet various challenges head on.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThe systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Detection.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
In rural India people live in abject poverty and are not able to afford primary healthcare. The primary health centers set up by the government are mismanaged and are not able to deliver the expected results.
78% of Indian population stays in rural area with only 2% of human resources deployed in healthcare services. 80% of expense in health care is beyond the reach of villagers. Public health care delivery system is low quality & inefficient.
In such a scenario our mission is to eradicate the lack of health care facilities in rural India through the deliverance of affordable quality health care by opening primary health care units in those remote villages where health care delivery system of the state is sparse.
Stage that best applies to your solution [select only one]
Established (past the previous stages and has demonstrated success)
Core strategies of your business model [select all that apply]
Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New approaches to distribution of health products and services.
Most relevant tools you are using to implement the strategies outlined above [select only two]
New skills.
Please describe your solution in more detail
To achieve our objective we have opened four centers at four different locations namely, Mayapur, Kusumgram, Swarupnagar, Namkhana. At each of these centers we have four departments running namely General Medical Department, Eye Department, Dental Department, Homeopathy department. The patients are charged Rs 50/- (90 cents) for which they are provided with medical checkup and also seven days free medicine.We have been successful in keeping our costs low by maintaining an efficient supply chain of generic and near expiry medicines.
Besides catering to varied basic healthcare problems, our centers also arrange for cataract surgeries in association with Rotary Eye Hospitals. We are also in collaboration with Smile Train Foundation at CMRI, Kolkata for Cleft lip/palate surgeries
What are your vision and overall objectives?
Our vision is to open hundreds of units in the remotest corners of India. Our feasible vision includes the opening of 50 more centers in the next 10 years at various rural places in India. Our immediate vision comprises setting up 20 to 25 similar Health Centers to be opened in the backward areas of rural Bengal and a mobile hospital to give basic medical services at the door step of the poorest of poor.
Our mission is to eradicate the lack of health care facilities in rural India through the deliverance of affordable quality health care by opening primary health care units in those remote villages where health care delivery system of the state is sparse.
What is your value proposition?
Our value proposition is to address the basic need of primary health care services in rural areas. These services are non existent in rural areas and our main objective is to make such facilities affordable and available to the people residing at the bottom of the socioeconomic pyramid. We have identified a huge need for the rural healthcare facilities especially in remote areas where such facilities are non existent and not affordable. We propose to address this issue by opening of our centers at such locations with four departments Eye, Homeopathy, Dental and General Medicine. A nominal amount of Rs 50 (90 cents) is charged against which the patient is allowed a check up from a doctor and seven days medicine based on the medication prescribed by the doctor.
Who is your customer(s)?
Our beneficiaries (we do not believe in calling them customers) are the poor people residing at the bottom of the socioeconomic pyramid and dwelling in remote villages where the quality primary health care facilities are either non existent or not affordable. Over the years we find that following is the distribution of patients across department
General Medicine - 57%
Eye - 23%
Dental - 10%
Homeopathy - 10%
The age group of our patients is as follows:
0-5 years - 3%
5-12 years - 7%
12-60 years - 68%
Above 60 years - 22%
Gender wise break up:
Male - 33%
Female - 67%
What approaches to you use to reach your customers?
Before opening of any new center we advertise in the radius of 50 km about our upcoming center. The primary modes of our advertisement is distribution of hand bills and making announcement in and around the area . After a center is up and running we believe in more of word of mouth advertisement where in the patients who receive good treatment at our centers encourage their friends and relatives to visit our center and this is how our organisation has been growing year on year.
What are your primary activities?
We have 4 departments running simultaneously in each of our centers- General Medicine, Eye, Dental and Homeopathy. These services not only include the diagnostics of the patient but also providing of generic medicines. The Primary healthcare services offered through these centers are affordable to the poor which is amply demonstrated by the increasing footfalls in each of the center.
Besides catering to varied basic healthcare problems, our centers also arrange for cataract surgeries in association with Rotary Eye Hospitals. As of now approximately 5000 successful cataract surgeries have taken place. About 100 Cleft lip/palate surgeries for children have been conducted free of cost through Smile Train Foundation at CMRI, Kolkata.
Who are your peers and competitors? What problems could these players pose to your success or growth?
The environmental conditions in which we operate, it is difficult to ensure the sustainability of the organisation and as a result of this we do not face any competition. The need for such services in rural India is huge and we would encourage the government to improve the management of its primary health care centers and also to any other individual or organisation who would help to make rural India a healthier place to live in. We do not have competition not because of choice but because of the circumstances under which our organisation operates.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
The major challenges that we face is to get donation for starting of new centers. Also there have been few instances where we had started a center in a particular location but have to change later on in order to serve more people. We want to set up centers in location where the impact is maximum. Identification of such a location and getting a place on rent in such a location is a challenge.
As per the regulations there must be an MBBS doctor at each of the centers. We face certain challenges in finding such individuals, however, our experience suggests that the hiring of such an individual may take some time but eventually we are able to find the right person for the job.
Briefly describe your growth strategy going forward
Over the years we have made our model sustainable. We need donations only in the initial capital expenditure stage when we open a new center in a new location. The growth strategy is to raise funds for opening of new centers and making the operations sustainable.. Any surplus from any of the centers that accrue can be ploughed back into the working of the organisation.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
The success of our four centers that are currently fully functional and having a huge social impact in rural areas amply corroborates that our model is sustainable and replicable. There is a need for these facilities in rural India and we believe that our model can help to serve this need and benefit millions of people living below the poverty line.
What are your key growth objectives?
Each center that we open in the rural area has an impact radius of around 50 km. In order to impact more lives and provide basic healthcare facilities to rural population residing at the bottom of the socioeconomic pyramid in each of the next three years we plan to set up a new center in every quarter thus spanning a total of 12 centers in three years each located in a different village.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In the short term we plan to open one new center every quarter thus opening up of a total of 12 centers in the next three years. In the next 5 years we want a total of 50 fully functional centers.
Main Activities to replicate the model:
-Identification of four such locations where the impact of opening up of a new center would be beneficial to a larger section of the rural poor.
-Hiring and Training of doctors and support staff of running of the center.
-Improvement in the supply chain of medicines
The growth milestones would be to ensure that all the centers are operating at least at 90% of their capacity which is about 6000 patients per month.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat has been the impact of your solution to date?
In rural India the families are large and the economic condition is poor so when the sick get affordable healthcare near their home, the family as a whole get to save their hard earned money which is diverted to other expenditures like education and better nutrition for their children. Due to our presence even serious illness is diagnosed specially for women at an early stage which in turn saves them from going into the vicious cycle of apathy and misery. The presence of our centers has also resulted in local quacks closing down their shops which is beneficial to the rural residents both financially and in terms of their health.
Because of the large footfall local retailers set up their shops to serve the visiting patients which in turn improves their economic condition. Local transporters also benefit because of the same reasons. We also add to the sale figures of pharmaceutical companies because of our medicine inventory.
The direct beneficiaries of our facilities are the sick rural populace around our centers. We have treated more than 600000 patients so far in all our four centers. More than 25000 patients are treated every month. We also provide employment to the doctors and support staffs approximately 10 people per centers.
What methods for quantification of social impact are you applying (if at all)?
Quantitative Measures:
• Number of Patients Treated per day in each of the centers: Since its inception more than 600000 patients have been treated so far in all our centers. On an average more than 25000 patients are being treated every month in all our centers.
• Number of cataract and cleft lip/palate operation done: More than 4600 cataract operation have been done in association with Rotary Eye Hospital and over 150 cleft lip/palate operations have been performed in association with Smile Train Foundation.
• Number of spectacles sold at subsidized rates: Around 20000 spectacles have been provided to the needy at subsidized rates besides providing wheel chairs, artificial limbs, and blankets to the needy patients.
Could your solution work in other geographies or regions? If so, where?
Our model is replicable and can work in emerging markets where the primary health care services provided by the government is a failure. New centers such as ours can be opened in any rural area of all emerging and underdeveloped economies where the provision of such services is either sparse or non-existent. However to ensure that the model is sustainable the center should be opened in areas which are densely populated.
What is your projected impact over the next 1-3 years?
Over the next three years we would like to grow from four centers to twenty centers thus impacting the lives of millions of people living below the poverty line. The new centers would open in new villages thus making the primary health care facilities available to such remote places where such quality services are either not affordable or non existent. Currently we treat around 25000 patients per month at our centers, with twenty centers we can treat approximately 150,000 patients per month. Each center covers a radius of 50 kms and opening of 20 new centers will help us to a large extent in reaching out to those remote villages where such facilities are still non existent.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanElaborate on your current financing strategy
We meet our funding requirements through voluntary donations by various institutions and individuals who have belief in the good work that we are doing. In the past we have received voluntary donations from reputed organizations such as Lotus Trust, Mumbai and Birla Academy of Art And Culture, Kolkata. Recently we have collaborated with Giveindia.org through which we receive online voluntary donations albeit of smaller amounts. We have a sustainable model and the beneficiaries contribute around 78 - 80 % of our cost of operations. We need funding only for the capital expenditure at the time of opening up of a new center.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Patients.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Explain your revenue generation strategy in more detail
At each of our centers the patients are charged Rs 50/- (90 cents) for which they are provided the facilities of getting diagnostic from a doctor and seven days medicines as prescribed by the doctor. There are patients who are below the poverty line and cannot afford to pay Rs 50/-.(90 cents)
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Single strategy.
Explain your philanthropic approach in more detail
The facilities that we have made available to the rural villages have been set up with philanthropy at the heart of these activities. The nominal charge that is collected from the patient is to recover the cost of operations. The patients who are below the poverty line and are not able to pay the nominal amount are never refused treatment. The surplus if any generated is ploughed back to recover the deficit of other center. About 100 Cleft lip/palate surgeries for children have been conducted free of cost through Smile Train Foundation at CMRI, Kolkata. To facilitate poor, needy and physically challenged patients around 150 Wheelchairs have been distributed. In their aid, around 2000 blankets have also been distributed.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
As per the provisions of the proposed companies act which has been passed by the lower house of the parliament it is mandatory for prescribed companies to spend 2% of their net profit for corporate social responsibility (CSR). After this provision comes into effect it is estimated that around INR 273 million ( approx. 4.93 million USD) would be invested in these projects . Our organisation fulfills all the criteria to qualify for CSR activities. We believe that a substantial amount of this sum would be allocate to our organisation by various organisation. This would be in addition to the voluntary donations that we receive from individuals, organisations and Giveindia.org.
We are also exploring opportunities of collaborating with organisation wherein we can help them in rural marketing and charge them for our services. We have a large proportion of rural population visiting our centers, approximately 25000 patients per month and with the increase in number of centers this number is bound to increase many fold. The funds raised through these can be ploughed back for opening of new centers and running of operations.
Created on 04/1/2013 by chua_cmg
Hapinoy Health Hub works within the Hapinoy network of community stores in delivering quality healthcare products and services. One of its thrusts is providing access to universal healthcare. By partnering with Philhealth, it will create registration and premium payment hubs at the sari sari store level.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara Organisasi
Philippines, XX, Quezon City
Organization's Country of Operation
Philippines, XX, Quezon City
Type of Organization
Pilih
Year of launch of the organization
Years in Operation
Operating 1-5 years
Has the organization received awards or honors? Please tell us about them
-PLDT SME Nation Bossings Awardee
-Ernst and Young Finalist for Social Entreprise 2010
-Asia Society Public Service Award Finalist 2010
-World Economic Forum / Schwab Foundation for Social Entrepreneurs: 2011 Social Entrepreneur of the Year (Asia)
-United Nations Project Inspire Grand Winner - 2012
-Sankalp Forum – Social Enterprise of the Year / Southeast Asia - 2012
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
Mark Ruiz saw the opportunity given his Fast-Moving Consumer Goods background – “There are hundreds of thousands of very small sari-sari stores. How come they are unable to grow?”; His co-founder Bam Aquino had a social development background and wanted to create a new kind of “people power” to support microentrepreneurs. Both saw the opportunity in the network as a way to bring social impact.
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Hapinoy Health Hub: Universal Healthcare for the Rural Poor
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
The innovation revolves around re-imagining the community store/small village shop, locally called sari-sari store, not only as a distribution center for fast moving consumer goods (FMCG), but also an avenue to provide solutions with social impact particularly for healthcare. One of the first steps is working with the government in providing access to universal healthcare to rural communities in the Philippines. In 2010, the government mandated all Filipinos to receive affordable and quality health benefits. This resulted in the establishment of Philhealth, where it is responsible for giving allowances for hospitalization, medicines, diagnostics and other medical services. Yet, status quo shows that only an estimated 39% of Filipinos are registered. Furthermore, membership rate dwindles upon reaching rural areas due to far distances one has to travel to register or pay premiums regularly, and also due to lack of program awareness. This is alarming because one of the main beneficiary groups, such as rural self employed farmers, fisher folk and vendors, are not able to benefit from the program created for them. As a result, they constantly have financial shocks whenever they seek medical attention. Despite this, there is great potential in sari sari stores because of their ubiquity as hubs for FMCG items. It sees to add a Philhealth center to the sari sari store, where customers can register and pay their premiums. In tapping the existing network of Hapinoy, Hapinoy Health Hub provides the solution of connecting those in remote areas into the network of universal healthcare.
Describe how your innovation model is distinct from any other organization in your field?
Being first of its kind, Hapinoy Health Hub revolutionizes the role of sari sari stores in the community. By linking into the existing robust Hapinoy model, it discovers the capacity of the stores to provide solutions with social impact, such as Philhealth, apart from the usual FMCG goods. Adding to this is the information drives for members on claims and benefits, where they can maximize the Philhealth program. All of this will be made possible by integrating mobile solutions in the process to facilitate ease of sending data and payments to and fro Philhealth and rural areas. Hence, in re-imagining the sari sari store beyond being an FMCG hub, we are able to help solve the challenge faced by the Philippine government of bringing national healthcare to scale.
What type of operating environment and internal organizational factors make your innovation successful?
The environment resulting to success entails an integrated and efficient system of communication, remittance and data transmission between target customers and agencies included in the value chain, such as Philhealth and our technology partners.
Internally, it also follows that there must be proper communication and training cascaded throughout the network to provide for seamless operations and continuous system improvements. To properly gauge success, a system of checks and balances and key performance indicators will be included in order to analyze success of the venture.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Constant innovation will be achieved on three main levels. The first is to venture into other healthcare opportunities that serve the needs of rural communities. Providing Philhealth is only the beginning of a wide range of products and services that can be offered at the sari sari store level. Second is to be updated with technology and to gain additional technology partners. With the rate of development, particularly in mobile, being updated can help us in finding better, more efficient solutions for our communities. Lastly and most important of all is establishing a transparent feedback loop with the communities themselves. This is in order to understand them and their needs better, so that we may be able to gain insight and build solutions that will benefit them.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThe systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
On the grassroots level, there is a problem of financial shock whenever one gets sick because they are not Philhealth members, and given their limited savings, they cannot shoulder such large medical expenses. To be part of Philhealth however, entails travel to centers that are situated far from the communities to register or pay their premiums. With this they incur a large transportation expense, while spending much time just to fulfill their premium payments.
In the same manner, the government also faces the problem of distance, as it finds itself unable to include those in the rural areas into the national healthcare system because of the distance and lack of resources to build enough satellite offices to cater to the entire population.
Stage that best applies to your solution [select only one]
Piloting (a pilot that has just begun operating)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New/redefined roles for healthcare service provision, New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare).
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Education/training.
Please describe your solution in more detail
In tapping into the Hapinoy network of sari sari stores to serve as Philhealth registration and payment centers for rural communities, we eradicate the problem of distance and high transportation expenses, because the payment center itself will be present within the community. Through this, membership will be more accessible for everyone, thereby helping lessen the financial shock that people experience in availing of healthcare services. Additionally, we assist in solving the systemic challenge of reaching out to those in the under served rural areas by providing the government an additional solution through this program.
What are your vision and overall objectives?
We envision our existing Hapinoy Store network diversifying beyond fast-moving consumer goods into social impact services. Through this, we also see accessible and affordable healthcare services to be available at the base of the pyramid. To achieve this, we aim to significantly increase membership in Philhealth. Secondly, we aim to forge strategic partnerships with key players such as sari sari stores, technology partners and Philhealth in realizing national healthcare in the Philippines. Another aim is to push for more proactive healthcare management at the base of the pyramid, achieved through properly disseminating information that they will be able to use, such as Philhealth benefits.
What is your value proposition?
Our value proposition is convenience accessibility and education. In providing those at the base of the pyramid the accessibility to be part of a government mandated and supported program, we also open up other opportunities for them to better care for themselves. We are also unique in focusing on proper communication of relevant information such Philhealth benefits. Furthermore, for Philhealth as a stakeholder, we offer them the solution of reaching out to a wider audience through the existing channels that we utilize in offering the service.
Who is your customer(s)?
Our main customers are those in rural communities who are self employed but who are also at the base of the pyramid. They are generally uninsured against health risks, thus resulting to out of pocket spending for any sudden healthcare service they need. From these, we extract two general profiles: the first group comprises those who know little to nothing about Philhealth, hence they are not yet included in the program. The second group may be members of Philhealth but are unable to pay their premiums regularly because of the barriers that were previously stated. Farmers, fisher folk, vendors and drivers of jeepneys and tricycles are some examples of our customers.
What approaches to you use to reach your customers?
Aside from the information campaign that will be launched about the program, we realize that to effectively reach our customer, we need to tap into established channels in the community. This thus falls on our existing partnerships with our network of sari sari store owners, where they will have additional training on Philhealth, its benefits, and how the program will work. We are confident in utilizing such channel to reach our customers because of the important position that these sari sari store owners already have in the community. Because of this, she can serve as a spokesperson for the program and its benefits, which will serve as the main driver for member registration and retention.
What are your primary activities?
Primary activities of the program include complete and accurate gathering and transmittal of information, with proper database maintenance, including regular updating. Also, there will be the consistent collection of premiums and transmitting these to PhilHealth. To complete the process, we will work together with our technology partner to ensure that our customers get their membership cards, as this is needed to validate their membership. To tie this all together is constant training that will be administered to the community stores while also having an information campaign in order to increase awareness. Furthermore, all throughout the process, there will be open and constant communication within the value chain, with consistent re-evaluation of the system for over-all efficiency.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Our main peers consist of technology partners and sari sari stores. For technology partners, they will be assisting us in providing services to our customers, whether it be delivering membership cards or creating the seamless transmittal of data and payment across the different organizations. For the sari sari store owners, since they are the access points of our customers, their role is integral in the success of this project.
In contrast, possible competitors will be other payment centers that have also tied up with Philhealth, as they can serve as a substitute to our service. However, seeing that they are situated in urban or city centers, they may not be much of a threat to our model. As such, we see ourselves as increasing the overall market through accessibility
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Some challenges that we expect to encounter consist of people’s mindset and their assumptions on healthcare and healthcare insurance. Thorough education and complete information must be communicated properly in order to overcome this hurdle. Another might be the infrastructure that is needed to ensure that operations are run at utmost efficiency. Proper partnering and research on the latest capacities in the technology industry will be able to help us ensure quality of service to our customers and stakeholders.
Briefly describe your growth strategy going forward
The Philhealth service that we provide is just a foundational building block. Aside from replicating this in other geographical areas, we are also looking at expanding by adding more solutions on top of our current offer. With the feedback loop that will be established, we will be able to understand the needs of the community and thus craft solutions for them.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New regions(s).
What makes your business "ready" for growth?
The business will be ready for growth upon collation of data from the pilot. If upon assessment, there is acceptance of the model by the target market, marked by increased member enrollment with increased and consistent remittances by new and old members alike, then the business is ready for growth.
What are your key growth objectives?
Key growth objectives focus on membership and expansion. These are 90% registration of eligible people in the community for Philhealth membership. After the 6 month pilot period, there is 90% retention rate for those that registered in our Philhealth hub. In terms of expansion, it is actualized 2 new hubs that are setup in our community network every 6 months.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
The short term is defined over a period of 6 months. This period is the launch stage, where we introduce and test the program in select communities. In this stage, new members will be enrolling and there should be an increased remittance rate for Philhealth premiums in the area. Mid term growth on the other hand encapsulates 1-2 years. In this period, there ought to be a stable stream of remittance by our members, and on top of this, an additional healthcare service or product should be launched within the community store and, payable by the Philhealth premiums.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat has been the impact of your solution to date?
Access to goods in the rural areas, particularly healthcare, is very difficult because of the large distance and time one spends. For some, the cost can take as much as 10% of the daily minimum wage. For others, such as those that are self employed in rural areas, the portion can go higher. With a large barrier, there is poor healthcare when one goes to the provinces. This is particularly true for Philhealth, as current status of enrollment is only at 39%. To add, membership is highly concentrated in urban areas. For the rural, self- employed, less than 50% are aware of the Philhealth program and benefits. Because of this, reports state that out of pocket spending for healthcare has increased from 45% in 1998 to 54% in 2007, even though Philhealth has already been established at that time. In contrast, sari sari stores abound in the Philippines, having a ratio of 8 stores per 1000 Filipinos. They already comprise a strong distribution chain, especially in the rural areas, as they are the prime sources of daily goods. Thus, to solve the problem of healthcare of rural locations, we tap into the already existing sari store model as an opportunity to provide healthcare solutions to the communities. By integrating this new solution into an existing value chain, we fill in the gap by delivering healthcare, practically to the doorstep of the community.
What methods for quantification of social impact are you applying (if at all)?
Aside from tracking membership rates and retention, to quantify impact we will also be conducting interviews amongst members from our store hubs. These will answer the primary questions of: given that they are now regular members and know more about the program, do they find it easier to get healthcare now that they are insured by Philhealth; if they are able to avail of more services, and are the added ones enough. For our Philhealth stakeholder, a variance analysis will be conducted on membership and premium increase before and after program launch. Over- all these seek to answer the question of effectiveness of the program.
Could your solution work in other geographies or regions? If so, where?
Since the current pilot is focused in provinces in Luzon, it is possible to expand to other regions in the Philippines such as Visayas and MIndanao, given that they also have sari sari stores, but most likely, will have dismal membership ratio for Philhealth.
What is your projected impact over the next 1-3 years?
Projected impact in the next 1-3 years include an over-all improvement of healthcare services offered at the base of the pyramid. As we start with Philhealth, and make our way to attaching additional services to the sari sari store, we project lower cases of epidemics and death due to non-treatment of sicknesses. We also predict that people will be more productive since there are less cases of sickness in the community, at the same time, they will no longer be susceptible to financial shocks. Furthermore, with this program, we also envision a constant learning and innovation process, as we improve on understanding those at the base of the pyramid and their needs in a better way.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanElaborate on your current financing strategy
The current Financing Strategy is reflected by being a Hybrid Social Enterprise – having both for-profit and non-profit arms; The For-Profit generates financing from social investment as well as revenue from sales of products and services; The Non-Profit realizes resources from grant funding.
Share of revenue generation in total income of organization (in percent)
Social Investment = 0%, Revenue from Sales and Services= 60%, Projects and Grants= 40%
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Individu, Private businesses.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Yayasan, LSM, Private businesses.
Explain your revenue generation strategy in more detail
Our revenue generation for 2013 is from servicing the companies and organizations.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Hapinoy’s non-profit arm – MicroVentures Foundation – realizes resources from multiple grant sources who want to fund and support women training and empowerment, as well as corporate sponsors utilizing their CSR budget.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Hapinoy is currently transitioning its sales and distribution model; Whereas it previously directly handled logistics, the move is now to outsource this to partners. This allows for a lower margin but at the same time significantly lower cost structure. As the network further scales, a percentage of the volume of sales through the stores will become the primary source of revenue for the organization.
Created on 03/31/2013 by rhcf2009
We continuously strive to ensure availability of quality and affordable primary healthcare facilities to poor people who reside in rural areas and are not able to either afford such services or do not have access to such services. These people who reside at the bottom of the socioeconomic pyramid are served by our centers located in such areas where the government primary health care services are a failure and quality health care services are sparse and not affordable.The most innovative aspect of our model is to make the primary health care services affordable to the rural population.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Rural Health Care Foundation
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
a. Nirlaba
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Providing affordable primary healthcare services to rural poor through a sustainable model.
Pilih tahap yang paling sesuai untuk solusi Anda:
Established (past the previous stages and has demonstrated success)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
We continuously strive to ensure availability of quality and affordable primary healthcare facilities to poor people who reside in rural areas and are not able to either afford such services or do not have access to such services. These people who reside at the bottom of the socioeconomic pyramid are served by our centers located in such areas where the government primary health care services are a failure and quality health care services are sparse and not affordable.The most innovative aspect of our model is to make the primary health care services affordable to the rural population. We have an expertise in managing the supply chain of near expiry medicines, we procure such medicines at very cheap price and pass on the cost advantage to the people who cannot afford costly medicines.
What are your organization's top three priorities in the next year?
The top three priorities of our organisation in the next year is
1. To create a lager impact by opening of more centers in rural areas where the poor people do not have access to such services at affordable rates. We would like to open one new center in every quarter of the next year.
2. To build a sustainable model to ensure such services can be made available o more people who live at the bottom of the socioeconomic pyramid.
3. Since its inception more than 550000 patients have been treated so far in all our centers, Our priority is to serve more and more of patients each year.
Need #1
Consumer/Audience Acquisition
Need #2
Staffing Capabilities
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We open our new centers in locations which are situated in rural areas and where the healthcare services are either non-existent or are not affordable. However, in order to ensure that we have a sustainable model we need to have a certain number of patients visiting our centers per month. In the past we have faced situations wherein we opened a center in a new location, however due to low number of patients we had to shift the center to some other place where we could have a greater impact. As stated earlier our model is tested and we have been been successful in providing quality primary healthcare facilities to the rural poor at affordable rates, however, in order to scale our model we need to better identify the locations which would have the maximum social impact apart from making our model sustainable. We believe that the diligent human resource of American Express can help us find solution to this problem.
1.
Passion for the work we do.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
We are in the growing phase wherein we want to reach out to more people who reside in rural areas and are in absolute need of quality primary health care services. We would like to collaborate with American Express in this regard to help us meet our objective of serving more people by opening up of new centers in more villages in rural areas. Thus the focus would be on the overall organisation and creating a more wider social impact. We are also in the process of making it a sustainable model and professional insights from the American Express would also help us to achieve this objective.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have been committed to our mission of eradicating lack of rural heath care services for the past 4 years. Initially our focus was to ensure the success of our model and with time and a lot of efforts we have been able to build successful model. Now that we know that our model is a successful and replicable model we have shifted our focus on making it scalable and sustainable. We have not worked with any outside consultants before, however with the help of qualified trustees and volunteers who are respected professionals in their respective fields we have been able create wide social impact
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Bridging the gap between demand and supply (government facilities) in basic primary health care.
2.
Access to primary health care in spite of insufficiency of funds.
3.
Eradication of primary health care problems.
What has been the impact of your solution to date?
Some of the quantitative measures that help us to determine the social impact of our activities are:
Number of Patients Treated in our centers: Since its inception more than 550000 patients have been treated so far in all our centers. On an average more than 18000 patients are being treated every month in all our centers.
Number of cataract and cleft lip/palate operation done: More than 4600 cataract operation have been done in association with Rotary Eye Hospital and over 150 cleft lip/palate operations have been performed in association with Smile Train Foundation.
Number of spectacles sold at subsidized rates: Around 17850 spectacles have been provided to the needy at subsidized rates besides providing wheel chairs, artificial limbs, and blankets to the needy patients.
What is your project future impact after receiving professional support from American Express?
Currently we have four centers operational in the rural areas of Bengal, with only one having ECG facilities. We plan to introduce these facilities in the other centers as well. Our mission is to open a new center every quarter in the next 5 years. We plan to make this model self sustainable so only the initial set up costs needs to be funded. With the support received from American Express we plan to open up new centers in other prospective areas of Bengal first and then we plan to move into other states. The professional support from American Express will help us to scale our operations thus benefiting a lot of people in dire need of primary health care services.
This Entry is about (Issues)
Created on 03/31/2013 by Travis Horsley
TOHL developed a patent-pending technology for installing pipelines cheaply, quickly sustainably, and in any location. This technology utilizes much longer segments of pipeline than what is traditionally used. Single segments of pipeline are manufactured in lengths of 500 meters to several kilometers, and these long segments are loaded directly onto large spools that are deployed via helicopter or truck.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTitle
Mobile Infrastructure: Water Installations for Marginalized Communities in Chile
Negara tempat organisasi ini menciptakan dampak sosial
Chile, RM, San Jose de Maipo
Apakah organisasi Anda adalah:
Hybrid
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
TOHL: Mobile Infrastructure
Pilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
TOHL developed a patent-pending technology for installing pipelines cheaply, quickly sustainably, and in any location. This technology utilizes much longer segments of pipeline than what is traditionally used. Single segments of pipeline are manufactured in lengths of 500 meters to several kilometers, and these long segments are loaded directly onto large spools that are deployed via helicopter or truck. The pipelines have fewer connections, which decreases labor hours during installation and allows the pipelines to be in operation faster than is possible if using conventional infrastructure technology. The installation methods also allows for TOHL to access previously unreachable areas.
www.thetohl.com
Documentary: http://youtu.be/_vkmSIEaqiQ
TOHL Services: http://youtu.be/3fpUKXYT9VU
What are your organization's top three priorities in the next year?
-Have five installations complete in separate Chilean communities by the end of 2013
-Hire a Chilean country manager so that upper-management can focus on expansion to other Latin-American countries
-Measure impact on an estimated 1,100 individuals who will be receiving water at a constant flow for the first time in their lives
Need #1
Staffing Capabilities
Need #2
Opportunity Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
TOHL has demonstrated significant demand for their services globally, partnerships and alliances have been formed with key industry players, and legal corporate structures as well as patents are in place. Now TOHL needs to grow their team in order to be able to implement the infrastructure contracts that will be signed in the coming months and years. Some of the pieces of the team are in place, but some clear positions are missing. TOHL’s growth is severely hampered if we are unable to hire salaried team members now. TOHL’s management see no reason to wait reason to wait until having enough cash flow from operations. It is inefficient to wait for organic growth when there is a clear demand for TOHL’s services globally. In order to hire the experienced professional needed for implementing these projects and pursuing others through our strategic partnerships, TOHL is raising between $500,000 and $1,000,000 USD. This money will be used for working capital for operations, to hired a CFO, 2 operations team members, a Chilean country manager, and two more sales team associates. TOHL plans to build the best company possible in line with the financial and human resources it currently has.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
As TOHL continues to address the global demand for increased access to water and other fluids, it is important for TOHL to locate an human capital partner with the ability and the aptitude to assits our team in its growth. As our product seeks to scale in the Latin American sphere, and potentially outside of this region, we believe that American Express excels in areas of social impact and targeted growth. We are seeking partners to scale outside of Chile, and could uses American Express' help in writing a narrative that coincides the the mission behind a social enterprise.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Our board of advisors includes five separate individuals who are experts in their fields: from heavy industry (construction, mining), academics (civil engineering professor), to innovation and inventiveness (CEO of an innovation center in Chile). All of these individuals provide in-depth technical support, and and wide breadth of industry know how. However, due to the nature of our new product, we are seeking to define a new paradigm in infrastructure development. Our previous consultants/advisors have succeeded in bringing us a few contracts, but we seek consultancy in defining our technology
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
# of people receiving constant flow of water via our pipeline installations (rural/industrial)
2.
# of lives who rank that their livelihood has improved 1 and 5 years post installation
3.
% fossil fuel and carbon output reduced due to the installation of our system vs. tradition means (conventional pipeline and wa
What has been the impact of your solution to date?
The technology behind TOHL’s success is proven and market-ready for a variety of industrial and humanitarian needs. The first successful pilot of the Mobile Infrastructure technology took place in July 2012 with direct assistance from a variety of Chilean-based partners, including the Chilean Red Cross, Tigre, EcoCopter, SIDE Chile, and CORFO. This working product demonstrated the ability to deploy 1.2 kilometers of pipeline over an 86 meter elevation change in mountainous territory. The actual pipeline installation occurred in 9 minutes, with the subsequent power source, pump, and filtration system being installed in another 8 hours. A flow rate of 14 liters/minute was achieved in this pilot, which is a significant amount considering the small size of the tubing.
What is your project future impact after receiving professional support from American Express?
With TOHL’s plans for gradual global expansion outside of Chilean operations, a similar path will guide the management team’s actions. The passion to provide continuous water flow technologies to marginalized communities in emerging economies acts as a motive to seek out such customers. Stakeholders with a vested interest in these communities (municipalities, local businesses, NGOs and multinational organizations) will pay for such systems. The provision of such services to industrial clients outside of Chile will be sought in the near future as well. Prospective industries that have already been in contact with executives from TOHL include defense industry, construction, and oil and gas. Over 135 separate municipalities are currently on TOHL’s list of possible clients.
This Entry is about (Issues)
Created on 03/27/2013 by vtorassa
In Argentina, many rural communities are faced with the problems of inequality, resignation, apathy and isolation. Azul Solidario fosters social innovation through public-private partnership methodology and since 2005 has coordinated a rural development project (ProMeCER) that focuses on improving education, health, women’s empowerment and youth involvement. This integrated approach strengthens rural identity, promotes more sustainable rural development and helps prevent rural exodus to major cities.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Asociación Civil Azul Solidario
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
a. Nirlaba
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Developing and Empowering Rural Communities in Argentina
Pilih tahap yang paling sesuai untuk solusi Anda:
Penyekalaan (langkah selanjutnya adalah menumbuhkan dampak pada skala regional atau bahkan global)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
In Argentina, many rural communities are faced with the problems of inequality, resignation, apathy and isolation. Azul Solidario fosters social innovation through public-private partnership methodology and since 2005 has coordinated a rural development project (ProMeCER) that focuses on improving education, health, women’s empowerment and youth involvement. This integrated approach strengthens rural identity, promotes more sustainable rural development and helps prevent rural exodus to major cities.
What are your organization's top three priorities in the next year?
1. Strengthen current management structure with paid staff.
2. Reinforce current inter-institutional bonds and involve new peers from both private and public sectors.
3. Expand our donor network and improve our accountability and communication with them (fundraising strategy).
Need #1
Peer Benchmarking Analysis
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
In the last 8 years, Azul Solidario has worked to learn how to build a stronger organization and design sustainable fundraising campaigns. We are currently searching for advice on strategies to draw interest from a broader group of citizens, companies and government sector employees in order to improve our support network and sustainability.
2.
Outreach (community involvement)
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
We would like to utilize support from American Express in order to address the 3 previously stated priorities.
1. Strengthen current management structure with paid staff.
2. Reinforce current inter-institutional bonds and involve new peers from both private and public sectors.
3. Expand our donor network and improve our accountability and communication with them (fundraising strategy).
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
No. We have already formed a strategic plan but we are still seeking strategies to overcome our organizational scaling and its financial sustainability.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Local new partners (100 citizens and 10 companies)
2.
Regional & National partners (3 NGOs/ Foundations and 10 companies)
3.
Devise an efficient communication program
What has been the impact of your solution to date?
22 rural primary schools and 9 rural kindergartens have developed the personal, familiar and community links to become Changemakers in the areas of education, health, female empowerment, and environmental care.
1. Education. Children are receiving a well-rounded education with an enriched curriculum including arts, music, sports, computing and English.
2. Health. Approximately 500 children are involved in annual vaccination schemes and annual pediatric and odontopediatric rounds. In addition, health and nutrition education is provided through two exemplary organic orchards.
3. Female Empowerment. 32 rural women from 8 regions are involved in our sheep wool spinning and knitting project
4. Environmental Care. 4 sanitary wells have been built in farms to prevent hydatidosis.
What is your project future impact after receiving professional support from American Express?
We would like to utilize support from American Express in order to address the 3 previously stated priorities.
This Entry is about (Issues)
Created on 03/26/2013 by BethT
Women's Microfinance Initiative is committed to alleviating poverty among rural E. African women. WMI's Transition to Independent Banking Program (TIP) lends $50 to $250 for 6-month terms so borrowers can start their own businesses and increase their incomes and living standards. Since 2008, WMI has made over 5,200 loans through 10 "hub" locations in 3 countries.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Women's Microfinance Initiative
Negara Organisasi
United States, MD, Bethesda, Montgomery County
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
a. Nirlaba
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Women's Microfinance Initiative: An Innovative Model for Women's Economic Empowerment
Pilih tahap yang paling sesuai untuk solusi Anda:
Penyekalaan (langkah selanjutnya adalah menumbuhkan dampak pada skala regional atau bahkan global)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Women's Microfinance Initiative is committed to alleviating poverty among rural E. African women. WMI's Transition to Independent Banking Program (TIP) lends $50 to $250 for 6-month terms so borrowers can start their own businesses and increase their incomes and living standards. Since 2008, WMI has made over 5,200 loans through 10 "hub" locations in 3 countries. The WMI program is innovative because: 1) It is fully sustainable; after 2 years of WMI loans, borrowers transition to commercial bank loans on terms negotiated by WMI and WMI's funds are recycled to new borrowers; 2) Local African women's organizations administer the WMI loan program, thus building skills and leadership capacity; 3) Borrowers receive extensive financial literacy training, mentoring and technical support.
What are your organization's top three priorities in the next year?
WMI's top three priorities in the next year are to:
1) Fund the second year of loans for 600 borrowers in 5 existing locations in Uganda, Kenya and Tanzania.
2) Expand the loan program to service 1,200 new borrowers in 10 new locations in Uganda, Kenya and Tanzania.
3) Finance the construction of 2-3 additional loan program offices and community centers to service the expanded loan program throughout Uganda. The new buildings will help local partner women's organizations administer the program more effectively in their regions by providing office and meeting space.
Need #1
Message & Brand Strategy
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
WMI's specific project need is to raise funds more effectively. As part of a 3-year strategic plan, WMI is committed to funding locations launched in 2012 and expanding its program to 10 new locations in 2013. Professional support from American Express will help WMI improve its messaging and branding in its written and on-line marketing and will help WMI communicate more effectively with institutional funders and individual donors. WMI's unique approach of transitioning rural women into the mainstream commercial economy through the TIP and its success rate, measured by the economic impact of the loans and a 100% repayment rate, are compelling. However, it is important that WMI communicate effectively that: 1) it is an innovative and sustainable loan program; 2) as a sustainable loan program, WMI occupies a unique niche within the universe of microfinance lenders; and 3) WMI's record of success and high program impact merit funding. A cogent message and brand strategy will set the stage for WMI to accomplish Need #2: reaching and acquiring a broader audience of individual donors and institutional funders to support the scaling of WMI's program in East Africa.
2.
Respect for Other's Experience and Opinions
3.
Collaborative Decisionmaking
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express will be focused on improving WMI's overall messaging and branding and expanding its audience of funders. WMI has a single mission: to provide microloans to impoverished, rural women in East Africa. Therefore, assistance with message and brand strategy and audience acqusition (i.e., increasing of base of institutional funders and individual donors) will provide increased funding for the loan program and aid the delivery of WMI's specific product (i.e., the Transition to Independent Banking Program).
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Several years ago, WMI recieved 10-15 hours of pro bono assistance from a local communications consulting firm. The firm worked with WMI's president to create a program brochure for potential funders and for distribution at WMI events and programs. WMI continues to use the brochure to this day, and the brochure reminds us of how effective even a small amount of professional guidance can be to a small non-profit organization. Since then, WMI has not engaged any consultants to assist with message and branding strategy or more effective outreach to our audience of funders.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Review and revision of WMI's message and branding in its printed materials and on-line presence
2.
Develop new marketing strategies to help WMI increase its institutional and individual donor base
3.
Write concise mission statement that highlights the unique elements of WMI's program.
What has been the impact of your solution to date?
The impact of WMI's solution to rural poverty to date has exceeded all expectations. As of first 2013Q1, WMI has made over 7,000 loans with a 100% repayment rate and graduated 500 women to bank loans. Based on semiannual borrower surveys, WMI loans have had the following quantifiable impacts: 99% of borrowers doubled their income within 6 months; after 3 years, over 50% of borrowers have increased their incomes by 1800%; 100% of borrowers substantially increased savings; 100% of borrowers report the top 3 uses of their income as food, school fees and business expansion. 85% of borrowers report improved business skills; 80% report improved personal skills and self-confidence. Each loan positively affects 20 people (borrower, extended family, employees, suppliers, community members).
What is your project future impact after receiving professional support from American Express?
The support will help WMI create a more powerful message and brand highlighting WMI's unique niche in microfinance as the only program focused on transitioning rural women borrowers to regulated banking, financial autonomy, and full participation in the formal economy. AmEx's support will help WMI improve marketing materials and on-line presence. The messaging and branding analysis will help WMI more effectively communicate with a wider audience of institutional funders and individual donors; raise WMI's profile in international development circles. The goal will be increased funding to allow WMI to meet its 3 primary goals: continued funding for loans to existing borrowers; expansion of the loan program to 10 new communities; and construction of office and community space in Uganda.
This Entry is about (Issues)
Created on 03/25/2013 by sveldanda
This project,has established Web-enabled rural 'e-Seva Centres' run by self-help groups of women from the poorest segments of society. The aim is to help them achieve economic independence.Many women in villages are semi-literate or illiterate and they struggle a lot even to earn bread for the family. They do not have economic independence.At the same time government services are not easily accessible to public in villages.This "saukaryam" project is intended to bridge these gaps and uplifting the lives of women.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
Pilih
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Bridging the Gender Divide with Information Technology
Pilih tahap yang paling sesuai untuk solusi Anda:
Established (past the previous stages and has demonstrated success)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
This project,has established Web-enabled rural 'e-Seva Centres' run by self-help groups of women from the poorest segments of society. The aim is to help them achieve economic independence.Many women in villages are semi-literate or illiterate and they struggle a lot even to earn bread for the family. They do not have economic independence.At the same time government services are not easily accessible to public in villages.This "saukaryam" project is intended to bridge these gaps and uplifting the lives of women.
What are your organization's top three priorities in the next year?
1. Increasing accessibility, awareness
2.Adding additional service lines
3.Upgrading technology
Need #1
Consumer/Audience Acquisition
Need #2
Staffing Capabilities
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
1. Many villagers have little or no literacy so fear being cheated when making payments online. - there is a need to increase awareness
2. The expected encouragement is not materializing at village level.
Increasing awareness among consumers
3. Pace of government services. There may not be synchronisation in government services if officers are de-motivated. For example e-Seva workers forward applications to appropriate government departments according to the citizen's requirements. There may be a risk of officers deliberately delaying the process of such applications
Need to improve transparency .
3.
Innovation to reach larger segments
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Once support is received, it can be extended to all self help groups to gain advantage from it so that they can improve their services.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
2.
Fast, cheap and transparent services for public
3.
Private public partnership
What has been the impact of your solution to date?
In Jan 2002 there were 46 centres involving 92 member/partners. By Jan 2004 this had grown to 200 centres with around 292 member/partners. There are currently 384 women running e-Seva Centres, carrying out over two million transactions per year. Income and transactions are increasing month by month and are much higher in 2004 than in 2002; this of course is true of e-Seva overall due to the increase in the number of centres but the income of individual centres is also said to be rising.
The major costs for the women running the centres are loan repayment, stationery and consumables, salaries of other staff, and electricity. The service which provided most income was utility payments; used by at least 6,000 people per month who are charged about US$0.03 per payment.
What is your project future impact after receiving professional support from American Express?
Women in villages are multi-faceted, but they are not able to come out of their shell because of social, economic problems. With an availability of additional budget it will be possible to upgrade facilities and motivating villagers to take part in this initiative.
This Entry is about (Issues)
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Benevolence Inn.
Created on 03/15/2013 by rv4life
The mission of Benevolence Inn is to provide exceptional, family-oriented lodging accommodations that supports operating funds for youth development programs while providing meaningful employment for youth.
A key component attracting guests to Benevolence Inn will be our giving to youth development programs. Imagine being able to benefit charity by staying at a hotel that is very comparable to already existing national brands.
Created on 03/10/2013 by ujjeewan
Many years back family physicians gave all advices and also visited the patients home when required. However, this system is not available now, except in a case where a relative or close friend is a doctor. Now people need to visit private clinics or hospital OPD for any health advice which is time consuming and costly, as the person will have to pay for each visit to the clinic irrespective of the gravity of concern. In order to avoid this hassle people practice self-medication or take advice from local pharmacy stores, which has its negative repercussions.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Ujjeewan Healthcare Pvt Ltd
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
Hybrid
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Family Physician for every Indian
Pilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Many years back family physicians gave all advices and also visited the patients home when required. However, this system is not available now, except in a case where a relative or close friend is a doctor. Now people need to visit private clinics or hospital OPD for any health advice which is time consuming and costly, as the person will have to pay for each visit to the clinic irrespective of the gravity of concern. In order to avoid this hassle people practice self-medication or take advice from local pharmacy stores, which has its negative repercussions.
We are connecting people with specialist doctors as their easily accessible FAMILY PHYSICIANS through Tele-Medicine which is cost effective and time saving. EMR stores medical data of family and give regular reminders, information.
What are your organization's top three priorities in the next year?
1. To provide the family physician service in 10 towns/ rural areas in West Bengal
2. To have a drug information system with detailed information on drugs which would be used for patient counseling and also to register any adverse drug reaction in a particular person.
3. To design and setup a process for data entry and data management with automated reminder facilities as per our needs to handle medical data of a large customer base.
Need #1
Consumer/Audience Acquisition
Need #2
Performance Management
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
To get help in designing and planning of customer acquisition strategies for different segments like educated and uneducated people.
To have a standard procedure to register, document feedback from the customers and then developing analytics on the feedback.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The support from American Express will only be focused on the services and products offered through its Family Health Centers only.
The family health center has a tele-medicine division through which medical advice is given and along with it there are some health related products (devices, supplements) which is also shared with the customers.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have not worked with outside consultants before. In our pilot, we focused on acquiring of customers and it was done through personal social contacts by having one to one and group meetings.
Most of the data entry and storage is done on google drive and the reminders are set through outlook calender. This involves a lot of time with chances of manual error being very high.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Increase in number of customers through direct efforts and through referrals of satisfied customers
2.
Increase in per person productivity of the employees and developing faith and belongingness of the employee towards the company
3.
to have a clear SOP which will help in achieving the above two outcomes
What has been the impact of your solution to date?
Till date we have provided service to nearly 300 people by making available to them health screening, checkups and medical advice and drug information through patient counseling. It has helped in;
1. saving time for solving health problems
2. saving money
3. early detection in many cases for lifestyle disorders (like hypertension, diabetes, osteoporosis, obesity) and thus decreasing the chances of diseases morbidity
4. proper health management due to regular touch with the health professional (doctor & pharmacist)
4.
What is your project future impact after receiving professional support from American Express?
1. People will have access to a medical professional when required, without any hassle.
2. Self-Medication will be stopped being practiced in every home.
3. Performance of each employee could be documented and properly honored.
4. would move towards becoming the largest company providing non-hospital primary healthcare to people
This Entry is about (Issues)
Created on 03/7/2013 by Ukuli Homeofprojectu
Project U is a program that I am passionate about. We help people by giving back to the community, two-fold: We sell donated lightly used or new professional clothing at a discounted price via our online store. All garments will be priced below $10.00 so that anyone can "dress for success" on a budget. Project U is making it professionally affordable for people who may need help for an interview (for the unemployed), new job, business meeting/functions, and etc. 6% of our sales goes to charities like ADA (American Diabetes Association), Children's Hospital of Richmond, VA, and more to come.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
Pilih
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Ide (yang Anda yakini layak diluncurkan)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Project U is a program that I am passionate about. We help people by giving back to the community, two-fold: We sell donated lightly used or new professional clothing at a discounted price via our online store. All garments will be priced below $10.00 so that anyone can "dress for success" on a budget. Project U is making it professionally affordable for people who may need help for an interview (for the unemployed), new job, business meeting/functions, and etc. 6% of our sales goes to charities like ADA (American Diabetes Association), Children's Hospital of Richmond, VA, and more to come. Project U is a win-win for everyone! Donated cloths makes room in for new cloths, helps others "dress for success", and in turn helps charities. The job market is fierce, we need to help each other win.
What are your organization's top three priorities in the next year?
Priority 1: Make a presence, connect with people and other organazations or companies that are like-minded.
Priority 2: Make a considerable donation to a charity from sales of the Project U Program
Priority 3: Find other ways we can empower people as it pertains to the professional success of others.
Need #1
Message & Brand Strategy
Need #2
Customer Relationships
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We need donations of lightly used or new professional work cloths/attire. 6% of all sales goes to charity and in turn we have helped someone "dress for success" for whatever professional event, interview or otherwise, at a really affordable price. Its all about helping others; People help us, we help people, and we all help charities save the lives of others. HELP US GET OUR MESSAGE OUT!! HELP ME BUILD MY BRAND,...MY PROJECT,...MY PASSION!!
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
American Expresses focus will be on the overall program.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
I have worked with marketers via elance.com and used various social media connections aside from our website at teamukuli13@wix.com
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
2.
Hold an event that helps and empowers upcoming professionals
3.
Connect or partner with a company or organization that will help us continue to impact others
What has been the impact of your solution to date?
What is your project future impact after receiving professional support from American Express?
Our project could help someone who has been unemployed for a while and may not have the means to buy new clothing for an upcoming interview, or business engagement. Sometimes the way you look can break the deal. Also, by helping our project, you help charities. Helping to get our project out to the world will help me spread the word for other causes.
This Entry is about (Issues)
Created on 03/5/2013 by Juan Ignacio
Approximately 50 words left (400 characters).
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanOrganization's Country of Operation
Type of Organization
tidak ditentukan
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Continuing Medical Education for poor and rural areas' doctors
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
Most doctors working in the poorest areas don’t have a medical specialty after finishing their Medical careers and can’t continue their professional education. In that way, there’s an increase of disparity in the quality and effectiveness of medical assistance.
This initiative emerges because of the doctors working in poor and rural areas’ necessity to continue their education, so that they can do a better use of their available resources.
We developed a Distance Continuing Education Course on evidence-based medicine (EBM), in order to teach doctors how to use the best medical evidence to improve the quality and effectiveness of the medical assistance and manage a better use of the available resources.
Describe how your innovation model is distinct from any other organization in your field?
This Project is based on a course that gives doctors the skills to independently acquire new medical knowledge in the future. The course’s program is focused on EBM and research issues. Thereby, doctors working in poor areas will learn to use tools that allow them to use diagnosis or treatment strategies, based on the best evidence; at the same time, they will be able to dismiss the non validated data that deteriorates the assistance’s quality and increase the population’s health costs.
Other organizations offer several courses focused on illness. However, our courses teach how to use the internet, the medical search sites, UpToDate or Dynamed and the critical reading of the specialized bibliography.
What type of operating environment and internal organizational factors make your innovation successful?
The innovation success is based on the knowledge that provides: searching, critical reading, EBM and updating. Thanks to that, once they finish the course, doctors will be able to continue their continuing education independently, using the Internet tools. The EBM has proven to be a useful tool to reduce the population’s health costs. Once doctors get the necessary skills, community’s health costs will be lower and the quality of the medical assistance will be higher.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Due to the lack of high quality methodological courses taking place in poor and rural areas, the project will grow once the professionals start to use the tools on high quality experimental studies, right where they work. Our specialists will offer support and advice to perform studies (randomized, controlled and prospective studies) with direct outcomes from the populations.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThe systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Multiple factors may determine health inequality. One of them is that doctors working in underserved or rural areas can’t continue their education, after they finish their academic degree. The medical assistance and the use of the available resources, depends on doctors’ knowledge about the best diagnostic tests and treatments based on the best evidence. The problem to be solved is the lack of knowledge to search for proper bibliography, critical reading and the application of proven evidence in the community.
Stage that best applies to your solution [select only one]
Idea (poised to launch)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.).
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, New skills, Education/training.
Please describe your solution in more detail
The solution is to generate knowledge that allows doctors to continue their own independently education. They will learn to use the Internet and search for relevant information in pubmed, Up To Date, Dynamed and Medscape, according to their own needs. They will also acquire knowledge through the specialized bibliography’s critical reading. The goal is to improve the medical assistance’s quality and the use of the available resources.
What are your vision and overall objectives?
The organization wants to bridge the gap between more socio-economical developed regions and poor or rural ones, regarding medical assistance’s quality. The goal is that the course provides doctors the skills to acquire new medical knowledge in an independent way.
What is your value proposition?
Who is your customer(s)?
The first beneficiaries are the doctors working in poor or rural areas, but with the improvement of the medical assistance’s effectiveness, also the entire community in the long-term.
What approaches to you use to reach your customers?
What are your primary activities?
My activities in this project are:
1- creating the course’s curriculum.
2- implementing the course and providing distance tutorial.
3- selecting other professors to conduct the courses and tutoring students.
Who are your peers and competitors? What problems could these players pose to your success or growth?
My pairs are doctors trained in evidence-based medicine with teaching experienced in this field.
I can’t recognize competitors for this project.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Briefly describe your growth strategy going forward
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New regions(s).
What makes your business "ready" for growth?
What are your key growth objectives?
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat has been the impact of your solution to date?
The Evidence-Based Medicine has shown to improve health costs and the quality and effectiveness of medical assistance. The EBM teaching strategy hasn’t been used yet to help doctors, working in underserved and rural areas, to take decisions for reducing costs at a community or individual level.
What methods for quantification of social impact are you applying (if at all)?
In order to assess the medical assistance’s quality, we will measure the medical practices based on Clinical Practice Guidelines or based on the best available evidence. On the other hand, cost-effectiveness analysis of the decisions made might also be carried out before and after the course.
Could your solution work in other geographies or regions? If so, where?
What is your projected impact over the next 1-3 years?
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanElaborate on your current financing strategy
For now, it is just an idea. If we settle on the project, we will apply for scholarships and economic support.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Friends and family.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Regional government, Pemerintah negara.
Explain your revenue generation strategy in more detail
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Created on 03/5/2013 by gogia7
Minor problems of the lower limbs like ulcer, venous diseases and Lymphedema with 40 million affected are a leading care of morbidity in India. These have been grossly neglected due to little awareness of the possibility of treatment, distance of the care delivery centers as well as need for repeated counselling and care. We have showcased that proper care can result in a dramatic improvement in outcomes and is easily possible through a mixture of remotely located healthcare practitioners monitored as well as supported by tele-medicine through regional surgical clinics,
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Society for Administration of Telemedicine and Healthcare Informatics
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
a. Nirlaba
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Telemedicine Supported Limb care Centres in Rural Areas
Pilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Minor problems of the lower limbs like ulcer, venous diseases and Lymphedema with 40 million affected are a leading care of morbidity in India. These have been grossly neglected due to little awareness of the possibility of treatment, distance of the care delivery centers as well as need for repeated counselling and care. We have showcased that proper care can result in a dramatic improvement in outcomes and is easily possible through a mixture of remotely located healthcare practitioners monitored as well as supported by tele-medicine through regional surgical clinics,
However our results are still only in 1000s and need to be expanded rapidly. A nationwide solution is needed for the millions through the correct input of knowledge enhancement, training and technology.
What are your organization's top three priorities in the next year?
To widen the scope of our limb care project to the length and breadth of our country - we have already entered Goa.
To generate funds for the above activity.
Expand our existing tie ups with the government for our other running projects to give us financial stability
Need #1
Message & Brand Strategy
Need #2
Opportunity Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We are absolute leaders in India in the management of Lymphoedema. While almost the entire medical community is neglecting the problem as they feel it cannot be managed, We have showcased a management approach which is effective but has to be community based as it is life long. We have only two existing centres and are negotiating for a few more. A mere drop in the ocean, With 40 million plus patients in India,the need is for 100s of thousands of such centers over a huge geographical area.
Since more than 70% of care in India is private and less than 10 % are covered by Insurance, we prefer to have centers which provide affordable care but able to generate adequate profit for the persons who will run the centers. Our analysis shows that even that is possible But will require mass based training as well as orientation.
We plan to have the same centers treat other related minor problems like ulcers,diabetic foot etc, This will help make the centers financially viable Similar, although a little wider set o tools and training will be required.
The concept is absolutely new, will provide succor to millions who are suffering but not even considered disabled (rating is 20%)
1.
A common understanding that the problem exists and needs to be looked into
2.
In healthcare provision success may not mean financial profit
3.
Projects have to be win win for all the stakeholders to be ensure particiapation and success
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The specific service /project that we are planning is as outlined above.
Being an NGO, our projects are funded with absolutely tight rules and do not allow us enough revenue to divert to a different project. The same, at present, is absolutely new so finding funds as well as additional resource person(s) for this is a strain on our organization.
In any case our members are doctors, ICT specialists and Social scientists who work on a voluntary basis we are very strong on technology but less so in management.
We need management support
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
A thesis on lymphedema in 1981 showed promising outcomes, We designed a machine as well as treatment outcomes and started a small firm - AMLA MEDIQUIP (www.amlamed.com) which has had moderate success but has had modest sales largely due to lack of involvement of persons from the marketing arena. SATHI was started for Telemedicine, and we have now realized how we are uniquely placed to merged of the two different technologies to create a new level of care which never existed before. So we are technologically sound, with well researched products. We need administrative and marketing help.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Large number of centers providing care to millions
2.
Widespread knowledge that lymphedema is treatale
3.
Financial success for the stakeholders in rural areas (so that care can continue)
What has been the impact of your solution to date?
We did our research at AIIMS, New Delhi in 1981. Results were 50-60% but recurrence was there. We found similar results with our own private center. Here we have got long term follow up with gratifying results. Additional advances in care have improved the results to 60-70% physically but better understanding that this is a problem one can live with.
Centers created by Tamilnadu Govt showed promise in the short term.
AIIMS has invited us back to run a center for them which is still running. A center has been started at Goa Medical College with scope of expansion to many more.
All centers are now showing similar long term outcomes, where we only provided the Initial guidance. Our work has been scientifically published see http://ijps.org/searchresult.asp?search=&author=gogia&journal=X
What is your project future impact after receiving professional support from American Express?
Our long term goals -i.e having a center in each affected area as well as in every cancer hospital will mean that lymphedema and ulcer are no longer considered to be problems which can lead to isolation and near suicide of the victims.
Thanks to mass based DEC program there is already a falling incidence of Filariasis but lymphedema incidence, is if anything, increasing due to other causes. This can and should be tackled and we hope to showcase that the time for managing common but neglected problem of the limbs like lymphedema, venous diseases, diabetic foot etc is here and now.
Care needs to be at the community level. Travel costs add to the overall cost of healthcare, but it is not recognized by any insurance company or the government in India esp for such minor problems
This Entry is about (Issues)
Created on 03/4/2013 by IEI2013
The International Eye Institute is revolutionizing eye care in western China to improve care and reduce preventable blindness. Through international partnerships, IEI will implement new management systems, education programs, and surgical techniques. By 2022, IEI will train 200 new surgeons and perform 550,000 surgeries, bringing quality eye care to a region with significant need.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
International Eye Institute
Negara Organisasi
United States, OK, Norman, Cleveland County
Organization's Country of Operation
Type of Organization
Bisnis
Year of launch of the organization
Years in Operation
Idea phase
Has the organization received awards or honors? Please tell us about them
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
In May 2012 during the Dean McGee Eye Institute's annual academic exchange visit to the Sichuan Provincial People's Hospital, the partners realized they could expand their impact in the region by creating a joint venture eye institute. The institute would provide patients greater access to leading care and serve as a training hub for ophthalmologists in Sichuan Province.
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
International Eye Institute
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
IEI is poised to reduce blindness and improve eye care in Western China by introducing a fundamentally different mechanism of delivering care. In partnership with public Chinese hospitals, IEI will construct ophthalmic institutes that will serve as a nexus for quality ophthalmic care and education. Care at IEI facilities will be provided through an international team of surgeons. Chinese surgeons and medical staff from the partner hospital will work in tandem with ophthalmic subspecialists who are recruited internationally for 2-week rotations in China. In this way, patients will receive previously unavailable care from a team of skilled surgeons, and surgical skills will be transferred between countries. IEI will further provide a differentiated patient experience through improved service models, including patient scheduling and clinical management systems. A mixed management team will implement these efficiency measures while ensuring that they are integrated with typical systems of care in order to meet the expectations of patients.
These systems of care will be combined with educational programs that will provide advanced ophthalmic training to medical residents and practicing ophthalmologists. IEI will implement an industry-standard 4-year residency and fellowship program for medical school graduates to give them comprehensive surgical experience and training in the most effective systems of patient care. Thus, using international partnerships to transfer skills, management systems, and education programs, IEI will improve care and reduce blindness in Western China.
Describe how your innovation model is distinct from any other organization in your field?
There are 3 main types of ophthalmic service providers in Western China that cannot address preventable blindness in the region
• Large public hospitals serve the majority of the population but cannot provide efficient and quality care due to overcrowding and mismanagement.
• Local private hospitals may focus on eye disease but lack the scale, resources, and public support to adequately address the needs of the local population.
• Elite coastal private clinics deliver high-quality care but do so at an average of 7 times the price of public hospitals while also requiring cross-country travel, making them unaffordable or inaccessible to most patients
IEI provides high-quality care at a price patients can afford. It also trains ophthalmologists to address ophthalmic capacity issues.
What type of operating environment and internal organizational factors make your innovation successful?
IEI benefits from partnering established Chinese hospitals with international ophthalmologists from leading academic medical institutes. Chinese hospitals have local industry knowledge, an established presence to attract patients, and existing infrastructure. International surgeons bring previously unavailable best practices to the region. Academic medical institutes implement efficient hospital management practices into China and create programs to train Chinese medical residents and ophthalmologists. IEI's first joint venture with the Sichuan Provincial People's Hospital (SPPH) benefits from an established 12-year relationship through with partners have experience working together and are committed to the endeavor.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Innovation will be measured by growth of the core IEI model: establishing institutes with other Chinese partners, providing quality care to a greater number of patients than before, training more skilled eye care providers in Western China. IEI will carefully monitor its ratio of urban: rural patients served to ensure adherence to its innovative offering: dissemination of ophthalmic knowledge (and thereby services) across the region. Additionally, IEI will monitor specific surgical outcomes to ensure that care provided is superior to the status quo. Finally, IEI will track economic improvement of previously impaired patients to verify that its services directly contribute to economic empowerment in the region.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThe systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Acute care (hospitalization, etc)
Categories along the health continuum you are covering [select all that apply]
Prevention, Intervention, Follow-up, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Half a million people in China go blind each year and nearly 90M more develop some type of eye disease. Many of these cases go untreated, adding 450k cases of blindness each year to the backlog of 22M blind individuals . 80% of these cases are avoidable, arising from treatable conditions; however, there are major systemic issues that inhibit the majority of the population from seeking adequate eye care:
• An insufficient number of ophthalmologists to meet patient demand
• Limited surgical expertise of local ophthalmologists in addressing complex eye care needs
• Reduced quality of service owing from a lack of focus on outcomes-based medicine
Stage that best applies to your solution [select only one]
Idea (poised to launch)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare).
Most relevant tools you are using to implement the strategies outlined above [select only two]
Education/training, Others.
If other, specify here:
Paired surgeon model of providing care
Please describe your solution in more detail
Care at IEI facilities will be provided through an international team of surgeons. Chinese surgeons and medical staff from the partner hospital will work in tandem with ophthalmic subspecialists who are recruited internationally for 2-week rotations in China. In this way, patients will receive quality care from a team of skilled surgeons, and skills will be transferred between countries.
IEI will increase the capacity of skilled ophthalmologists in the region through educational initiatives. IEI will institute a comprehensive ophthalmic residency program for Chinese medical school graduates and training programs for rural surgeons and administrators.
What are your vision and overall objectives?
The vision of the International Eye Institute is twofold:
1. To reduce preventable blindness in Western China through increasing the number of skilled ophthalmologists in the region
2. To improve upon the fundamental mechanisms of providing ophthalmic care in China.
In order to accomplish this, the International Eye Institute will form joint ventures with hospitals across Western China to establish a system of leading eye institutes.
What is your value proposition?
IEI will increase ophthalmic capacity and expertise in Western China. Over 8 years, IEI will train 45 residents, who collectively will perform 550,000 surgeries by 2022. In addition to this, IEI will bring advanced surgical techniques and efficient management systems, thus raising not only the quantity, but the quality of care.
Who is your customer(s)?
IEI’s primary revenue-generating markets will include upper middle class Chinese families (annual incomes greater than $30,000), and expatriates residing in China.Through its partnership with the Sichuan Provincial People’s Hospital, IEI’s first hospital will be located in Chengdu. This geographic segment will develop 36,000 cases of eye disease annually, while 90% of the target population will seek some form of general vision care . Ophthalmic surgical procedures and vision care together make up an initial market of $167M annually.
Once financially solvent, IEI will expand to include urban residents across socioeconomic spectra, and will serve patients in rural areas of Sichuan Province.
What approaches to you use to reach your customers?
IEI will leverage its strong affiliation with its well-known public partner hospital to achieve its market penetration goals. Specifically, IEI will utilize the following marketing strategies:
1. Patient referrals: SPPH surgeons will refer patients to IEI during clinical consultation. Additionally, IEI will reach out to other hospitals around Chengdu as a provider of tertiary care for complex or unusual ophthalmic cases
2. Television and radio advertisements: over 25% of residents of Chengdu choose their healthcare provider based on messages from mass media, and IEI has access to free television and radio advertising through its public partner .
IEI will reach patients in rural areas through sending its residents to rural hospitals during their fourth-year fellowships.
What are your primary activities?
IEI will focus initially on performing surgeries, training residents, and augmenting the skills of current Chinese surgeons. Later, IEI will begin rural outreach programs to train rural doctors and administrators, allowing IEI to reach under-served segments of the population. In addition, IEI will serve as a regional center for eye disease and treatment research. Focusing on the core activities of care delivery and education will provide the foundation needed to expand into other areas.
Who are your peers and competitors? What problems could these players pose to your success or growth?
IEI is basing its model off the successes of other organizations in similar fields. The Aravind Eye Care System, has achieved rapid growth in quality and accessibility of care through pricing tiers. The International Spine and Orthopedic Institute is bringing world-class orthopedic care to major cities in China through international partnerships and a paired rotating surgeon model, and has raised $16 million to construct a facility in Suzhou. Based upon their success, we believe IEI will be effective in its efforts to improve eye care in Western China and is capable of filling the gap left by existing care providers (as previously outlined) through its international partnerships.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
It is possible that IEI will encounter unexpected cultural barriers, which cause friction, misunderstanding, or divergent interests and goals between the two parties. To mitigate this risk, IEI administrators will occupy a majority of the board of each joint venture hospital, ensuring adherence to IEI’s mission. Furthermore, IEI will use the 2-year proof-of-concept and reciprocal exchange programs to align the visions of both partners. A mixed management structure will facilitate consensus on operational matters.
While governmental policy may become less amenable toward foreign intervention in health care, IEI's public partner hospitals will be incentivized to leverage their local political clout as they have financial stakes in the venture.
Briefly describe your growth strategy going forward
IEI will use a 2-year proof of concept to refine the model. Following the success of the proof of concept and the construction of an independent facility, IEI will operate at 50% capacity, scaling out to 100% over 5 years. During this time, IEI will begin its rural outreach program through the Blindness Prevention Office and will partner with a new Chinese hospital roughly every 2 years.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s).
What makes your business "ready" for growth?
IEI will draw on the strength of a 12-year relationship between the Dean McGee Eye Institute (DMEI) and the Sichuan Provincial People's Hospitals (SPPH) to launch a proof of concept. Additionally, the central Chinese government has recently lifted barriers to entry for foreign healthcare investors, and has facilitated foreign ownership of hospitals.
What are your key growth objectives?
IEI is focused on increasing the number of surgeries performed, training more skilled ophthalmologists, and improving surgical outcomes. By 2022, IEI will train 45 residents, who collectively will perform 550,000 surgeries. IEI will ensure the quality of its residency program and surgical outcomes through training programs based on those of leading eye institutes.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Prior to building an independent facility, IEI will launch a small-scale pilot program that will exist within SPPH’s existing facilities in order to reduce initial costs and time to start-up. The proof-of-concept facility is set to open in January 2014 and will operate as a profit center within SPPH for approximately 2 years while IEI’s first independent hospital is constructed. Every 2 years thereafter, IEI will establish an additional hospital with a different Chinese partner hospital. In May 2013, the IEI team will to travel to Chengdu with surgeons from Dean McGee to finalize the implementation plan, review the renovation of the pilot facility, and develop legal agreements. Additionally, a Chinese Medical Officer will be selected to complete training at DMEI prior to project launch.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat has been the impact of your solution to date?
Although DMEI surgeons have been performing surgeries and running training programs in Chengdu for over 10 years, the International Eye Institute itself is still in the ideation phase. During negotiations in Oklahoma City in November, leaders from DMEI and SPPH agreed upon the concept of IEI, and further negotiations to sign a formal agreement will take place in May in Chengdu. IEI's proof of concept is scheduled to open in the beginning of 2014, so IEI will begin having an impact within a year.
What methods for quantification of social impact are you applying (if at all)?
• Number of new ophthalmologists trained: IEI will provide comprehensive training to 45 ophthalmic residents, and will train 120 rural surgeons to competency in cataract surgery over 8 years.
• Number of eye surgeries performed: IEI’s surgeons and residents will perform 550,000 surgeries over 8 years.
• Number of hospitals within sphere of influence (urban hospitals owned and rural hospitals in outreach network): IEI will construct 3 hospitals and work with 60 rural hospitals within 8 years.
• Economic improvement of previously impaired patients: IEI expects to return 12.5 Disability Adjusted Life Years to each patient, or a total of 3.75M DALY's to the region by 2022
Could your solution work in other geographies or regions? If so, where?
Following the the success of the proof of concept and during the construction phase of the independent facility in Chengdu, IEI will seek out new partners across western China with which to form other joint venture eye hospitals, modeled after the Chengdu institute. This will allow IEI to implement its model across western China and maximize its impact.
What is your projected impact over the next 1-3 years?
In 2014, IEI will launch its pilot program in Chengdu. IEI expects to perform 1,200 surgeries in its first year of operation, and to begin training its first 5 ophthalmic residents. In the second year of the pilot facility, IEI expects to increase volume to 1,800 surgeries and add another 5 first-year residents. IEI will also begin construction of its first full-scale facility so that it is ready to launch in 2016. At this independent institute, IEI will provide care to 2,500 patients in its first year of operation while taking on another 5 first-year ophthalmic residents.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanElaborate on your current financing strategy
In December 2012, the Sichuan Provincial People's Hospital's Leadership Committee expressed willingness to provide up to $1.5M in capital to launch the pilot facility. IEI's independent facilities are expected to cost $11M each to construct. The Chinese partner hospital will have the opportunity to finance up to $5.5M in exchange for equity in the venture. Any remaining funds will be raised by institutional investors. The consortium investors will be comprised of healthcare-focused and China-focused investment funds, in addition to IEI's rotating subspecialist surgeons who will have the opportunity to purchase shares of equity in exchange for long-term participation agreements.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Friends and family, Patients.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Explain your revenue generation strategy in more detail
IEI’s primary revenue-generating markets will include upper-middle class Chinese families, expatriates residing in China, and nonresident Chinese citizens living abroad, as these groups are increasingly willing and able to seek high quality health care. Research shows that these groups will pay up to 3 times the public hospital price. By charging a premium for services, IEI will generate adequate revenue to fund its educational and outreach initiatives.
IEI will generate ancillary revenue from the urban poor through partial reimbursement through the Urban Resident Health Insurance program, a policy that covers all urban citizens.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
IEI will be investor-funded, and will not rely upon philanthropic support.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
In order to fund its proof-of-concept phase, IEI will require $1.5M to cover the purchase of ophthalmology equipment, salaries expenses, and renovation costs for the hospital. Proof-of-concept investors will receive a pro rata percentage of proceeds generated by IEI relative to their proportional ownership interest. Investors will break even on their investment during the first quarter of the second year of operations.
In 2015, IEI will commence construction of an independent facility in Chengdu. The stand-alone facility will cost $11M, which includes building renovation, building lease, salaries expense, and equipment costs. These funds will be raised through an equity allocation. SPPH will have the option of financing up to $5.5M, and the remainder will be raised from international investors. The consortium of investors will be comprised of healthcare-focused and China-focused investment funds, in addition to IEI’s rotating subspecialist surgeons who will have the opportunity to purchase shares of equity in exchange for long-term participation agreements.
IEI intends to establish new independent facilities with different partners within Western China every 2 years thereafter. These institutes will be financed half through equity allocation and half through debt financing in order to minimize dilution of previous investors.
Created on 03/3/2013 by purkalstreeshakti
1. A very backward rural hilly area without access to regular Income; absence of a craft or organized industry. The American craft of quilting given an Indian flavor and a market developed for the products. Potential buyers developed. Now needs to be well established among discerning customers; the brand “PURKAL” has to reach those capable of appreciating and affording designer products. Strategies and resources for brand building and marketing these designer products at premium prices needs development.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Purkal Stree Shakti Samiti
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
a. Nirlaba
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Brand Building to Change Rural India
Pilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
1. A very backward rural hilly area without access to regular Income; absence of a craft or organized industry. The American craft of quilting given an Indian flavor and a market developed for the products. Potential buyers developed. Now needs to be well established among discerning customers; the brand “PURKAL” has to reach those capable of appreciating and affording designer products. Strategies and resources for brand building and marketing these designer products at premium prices needs development. Payment of fair wages and social security measures with pension and provident fund to the artisans will then become possible. This project which is now in its infancy has the potential for employing very large numbers and the face of this economy can be transformed and become a role model.
What are your organization's top three priorities in the next year?
I. Train enough trainers so that the skills can be transmitted. Document and standardize training processes apart from documenting and securing designs developed. Equip and open three more outreach programmes to induct a hundred more women. Employ additional designers capable of creating products.
II. Develop a brand building/marketing strategy capable of implementation of over a 3 /4 years period.
III. Invest in training of youth in digital and other retailing skills. Elementary ability to handle English is a prerequisite. A six months period of planned and intensive programme will create the needed support from among our community.
Need #1
Message & Brand Strategy
Need #2
Digital Marketing Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We have established a viable economic proposition in a backward rural area.
II. We have proved that women can be skilled and helped to earn.
III. Our products are designer premium products and eminently marketable.
IV. We know that the market is widely spread among discerning customers with disposable incomes. We need to reach our products to these select customers.
V. We need to improve production to meet the demand that will be created through conscious branding and marketing strategies.
VI. With enough investment and knowhow we can accomplish this goal and change the face of a whole community.
1.
Honesty, Openness and complete transparency with regard to our dealings.
2.
Highest quality of our products with materials which are as good as we claim they are.
3.
Complete accountability to all our stakeholders with meticulous care to their interest.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
We are hoping that American Express will focus on our entire organisation. We have only one product although there is a range and a variety. We deeply value the expertise and experience of your executives. Although we have focused on brand building we would appreciate counsel in all areas listed. Digital marketing and acquiring consumers have not been planned activities with us. We need a SWOT analysis and build effective management information.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
5. Never have been able to afford outside consultants. The excellence of our design, awareness of the need for quality among the workers, its verification at every stage and our desire to practice kaizon have helped us build dedicated customers. Our market share has grown steadily over the years through word of mouth of satisfied customers. Fair trade practices have provided dedicated workers. Self Help Groups which establish ownership ensure dedicated stakeholders. As for brand building, SWOT analysis and performance management we have been reading books and experimenting.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Winning national and international recognisitions to our brand "Purkal" and building our sales on its strength.
2.
Build a viable and vibrant market for our products through digital marketing portals based on integrity.
3.
Training our women workers and the youth of community so that we become a viable self dependent business enterprise.
What has been the impact of your solution to date?
6. The experiment with the idea of planting a skill among the rural women has worked. We now have over a hundred of them earning regularly. The designs that we have developed are very popular and we are unable to make enough. The product pricing has yielded surpluses and we believe it can be improved.
Outstanding infrastructure for our present level of activities has been developed through donations. The altruistic attitude of the promoters has had an appeal that helped us collect all our working capital as well.
The potential of this model has encouraged us to commence an outreach programme so that another cluster of villages can be helped to benefit from our experience.
What is your project future impact after receiving professional support from American Express?
7. A well-developed marketing strategy with a well-established brand would help us widen our client network geographically. However I do not expect that the seed grants that you may offer can help us with our training and production needs. It can help us build a brand and we hope to match the additional demand generated with support from other grant givers. Additional demand will need to go hand in hand with training trainers, additional workers and creation of new clusters. Our working capital needs will also grow.
This Entry is about (Issues)
Created on 03/1/2013 by iambmiller
This project creates ecologically and economically self-sustaining communities with over 100 new jobs, clean water, healthcare, education, activities and more, providing the opportunity for families to have a decent quality-of-life. It does this with no government money and no ongoing donations. All profits from the community businesses are used for building what the community needs, operations, maintenance and to begin the next community. Thus the self-sustaining communities are self-replicating.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Our Family Orphan Communities, Inc
Negara Organisasi
United States, CO, Denver, Denver County
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
a. Nirlaba
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Sustainable Family Communities (that are self-replicating)
Pilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
This project creates ecologically and economically self-sustaining communities with over 100 new jobs, clean water, healthcare, education, activities and more, providing the opportunity for families to have a decent quality-of-life. It does this with no government money and no ongoing donations. All profits from the community businesses are used for building what the community needs, operations, maintenance and to begin the next community. Thus the self-sustaining communities are self-replicating.
What are your organization's top three priorities in the next year?
Tactical plan for acquiring corporate sponsors
Acquisition of the land on which the prototype community can be built.
Acquisition of the sponsors needed for the construction of this first self-sustaining community.
Need #1
Message & Brand Strategy
Need #2
Digital Marketing Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Clarification of how to present this large and comprehensive project in a way that is quickly understandable to potential sponsors, supporters and foundations. An "elevator pitch" for corporate sponsors and foundations.
1.
Ability to see the big picture and the capacity to understand a truly visionary project
2.
Experience in implementation of large multi-faceted projects
3.
Ability to facilitate access to corporate sponsors
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
It will be focused on the overall project and how to gain the support and sponsors needed to proceed.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Three years ago we did have one consultant from S.C.O.R.E. who did give us some GREAT ideas.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Successful demonstration of the viability of a Sustainable Family Community.
2.
Ecological, economic and social sustainability for each community.
3.
Demonstrate that the project model/framework can have a significant impact on poverty and the welfare of children.
What has been the impact of your solution to date?
Based on a recent trip to speak to Rotary Clubs in Mexico we find strong desire there to see these communities implemented in their country. We are working to build the relationships to gain the support needed to implement the first community there. I will be returning to Mexico at the end of April for three weeks of meetings with more than ten Rotary Clubs across the country.
What is your project future impact after receiving professional support from American Express?
The assistance we receive will enable us to be more effective at partnering with individuals, organizations, sponsors and foundations to enable implementation of the prototype community.
This Entry is about (Issues)
Indian Language SMS Dictionary is especially designed for rural people to use as their very own mobile SMS dictionary. This service enables rural people to find the meaning of any English word in their own local languages. Since India’s GSM subscriber base is growing significantly, this SMS service could be a boon for mobile users. It especially targets mobile users like students, teachers, villagers,professionals and linguists in rural areas.
In conclusion, the objective is set up a guar gum splits and guar gum powder manufacturing unit in Andhra Pradesh. It helps in building guar gum eco system in Andhra Pradesh which gives good returns to farmers. It also gives very good returns for the miller because AP is one of the states in India where there is lot of scope for production of Guar Gum and also there is a possibility of supplying guar gum powder at competitive prices if it is set up in Andhra Pradesh.
Created on 01/27/2013 by Dwenger
The SEEM project (an acronym for Self Esteem, Education, and Motivation ) will greatly effectuate change in two of the most destitue areas of the world- The Democratic Republic of Congo (DRC) and the Darfur region of Sudan through the three exemplary projects- the Solar Cooker project (a localization of cooking), Animal Husbandry Project (providing women with small animals to breed and sell, raising their self esteem and growing the market economy) , and the Sons of Congo project (Educating men using messages from various biblical texts, teaching them about women's rights and that women are no
Created on 01/21/2013 by LouiseKoch
Grundfos Lifelink is delivering a new model for sustainable water supply in the developing world that enables long-term financial and technical sustainability through an innovative combination of pump solutions, revenue management, and professional service support.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
The drive of my work is to develop new models for sustainable development building on business and cross-sector partnerships. My background is a master’s degree in anthropology and innovation, which I apply in my work as a Programme Manager of Global Partnerships & Communication in Grundfos Lifelink. I am part of a dedicated team of 10 people in Denmark, 4 in Kenya, and one in Thailand. I am 34 years old, from Denmark, and considering myself a global citizen. I feel most passionate and alive when I am together with engaged people exploring new ideas and solutions.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
With my combined background in anthropology and innovation, together with my experiences in the intersect ion between business, innovation and international development, I am able to see the bigger picture of a situation, to understand human relations and motivations, to work and mediate across sectors and cultures, and to develop new ideas and solutions in collaboration with other people. I have always been driven to find solutions to social challenges. I keep my vision and passion as my guiding star and let this guide me to where I can make the biggest difference through my work.
Primary country where this project is creating social impact
Additional countries or regions
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Penyekalaan (langkah selanjutnya adalah menumbuhkan dampak pada skala regional atau bahkan global)
The Need: What social or environmental problem are you trying to solve?
What social or environmental problem are you trying to solve? [100 words]
884 million people do not have access to safe water. This causes 2 million deaths annually due to waterborne diseases, and it causes a great loss of human potential, when people struggle daily to cover their most basic needs. 8 billion USD are invested annually in total aid for the water sector. Unfortunately, the current models for water projects cannot cover the needs and are not sustainable. Most evaluations conclude that 50% of rural water projects fail within two years. The failures are primarily caused by lack of financing, capabilities, and spare parts for operation and maintenance.
The Solution: What is your solution? Be specific!
The Grundfos Lifelink (GLL) solution is an innovative water supply system for rural and urban water projects in the developing world. It combines a pump driven by solar energy with an automatic water dispenser including an innovative payment system based on mobile payment, remote monitoring and a professional service contract. The small user fee for water is transferred in a closed system to a service account, which covers for service and maintenance. A Grundfos certified technical team monitors all projects remotely via the internet and carry out service on behalf of the community. With the water revenue financing the on-going service and maintenance, this is a new and scalable model for long-term sustainable and self-financing water projects.
The Solution: Why is this solution innovative for your company and industry?
Why is this solution innovative for your company and industry? [70 words]
For Grundfos, this is the first initiative directly focused on the Base of the Pyramid segment. This requires an innovative approach in terms of technology, business models, value chains, partnerships, and service set-up compared to Grundfos’ main markets. For the water and development sector, GLL changes the game from low tech and unsustainable solutions to an intelligent and holistic approach that overcomes the main challenges of financial and technical sustainability.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Musingini is a community of 2000 inhabitants in rural Kenya and was the first community to benefit from a Grundfos Lifelink system in March 2009. Before, they had a hand pump, but it was broken down, so people walked several kilometers to the river to fetch water.
The pump was installed in the borehole and the entire Lifelink system implemented by the Kenyan Grundfos Lifelink team. Each household got a smart card ‘water key’ and the community received training on how the system works and on the relation between safe water and good health.
The community reports that water is now near and easy to tap, that there is no waiting time, that water borne diseases have gone down and children are more in school. Several young men have started a ‘water distribution business’ and others use the water for growing vegetables and tree seedlings. One year later, the community raised funds for extending a distribution line to the school, the health clinic and the central market place. Since inception, nearly 4 years ago, the community has only seen one day with interruption in the water supply, which was solved by the Kenyan technical service team from Grundfos.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Who are your peers and competitors? Identify others who are working to address the same needs you are, and explain what differentiates you from them. What challenges could these players pose to your success or growth?
Water Health International also works holistically with payment system on a safe water solution. There is no direct competition yet, but possibly in Asia on water treatment in the future.
Elster Kent offers water metering and payment systems in Africa, but do not provide a total solution with remote monitoring and service team.
The primary challenge for GLL is to change the mindset in the sector from the traditional and often unsustainable approach with short term investment in low tech hand pumps, towards a long-term approach focusing on lifecycle cost and the sustainability of the solution.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The story of Grundfos Lifelinks starts back in 2006 when the chairman of Grundfos, Mr. Niels Due Jensen, was travelling in Thailand and saw how poor people struggled to get clean water. Mr. Jensen declared that Grundfos should do something about this and established a team to develop a sustainable solution. Both the solar driven pump and the remote monitoring system were existing products, but now combined in a totally new solution with the water dispenser and the integration of the MPESA mobile payment system developed by Safaricom in Kenya.
What has been the impact of your solution to date?
38 projects in Kenya and 2 projects in Uganda provide reliable access to safe water for nearly 100,000 people. On average, each community consumes around 1000 m3 of safe water each year. The social impacts in the community are multiple. Health clinics report that incidences of water borne diseases has reduced significantly; school teachers report that children are performing better in school due to better health and more time spent studying; micro-business activities with water distribution, brick making, and growing of vegetables and tree seedlings have started. Conflicts around management of water and money have reduced in the communities. And even the men have become more involved in fetching water, alleviating women to spend more time and energy on family and productive activities.
What is your projected impact over the next 1 to 3 years?
On all our demonstration projects in Kenya we have committed ourselves to service and maintain the water systems for a minimum of 10 years. This will provide a reliable platform for a continued socio-economic development.
In the next 3 years we will scale up operations to a range of countries in East and West Africa through networks of local sales & service partners and partnerships with government, NGOs and water companies as our customers. Our goal is to reach 3 million people in 2015 with safe water from a Grundfos Lifelink dispenser, and continuously scaling up from there.
What barriers might hinder the success of your project? How do you plan to overcome them?
A: It takes time to establish a new organisation in a new country.
Solution: Alliances with local Grundfos companies or distributors as sales and service partners.
B: The cost of the water dispenser was too high to demonstrate a clear value for money.
Solution: Redesigning the dispenser from scratch and launching a new version in early 2014 at 10% of the price.
C: The ‘total project solution’ does not always match the need of the customer.
Solution: Apply a modular approach where the customer can buy only the dispenser or a larger set-up with pumps solutions according to needs.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
A: Building a new market for Grundfos in the BOP segment
B: Creating positive awareness through e.g. BBC Horizons documentary on Grundfos Lifelink and receiving the ‘World Business and Development Awards’ by UNDP a.o. at Rio+20.
C: Pioneering new models for business, service and partnerships in Grundfos.
D: Creating pride internally amongst Grundfos employees about the initiative
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Grundfos is investing long-term in the development of GLL as a new business company. From being a very independent start-up company and platform for radical innovation, GLL is now becoming more integrated in the larger Grundfos Group in order to scale up. This means leveraging R&D knowledge, production facilities, market analysis, marketing and communication efforts, and not least distribution, sales and service through the local Grundfos companies in Africa and later Asia. With this set-up, we can rapidly scale up production and delivery by building on the global capacity and reach of Grundfos across 50 countries.
Expand on your answer, explaining the long-term funding and support plan.
Sustainability and social responsibility is in the DNA of Grundfos, a family owned global company with 18,000 employees, strong values and strong economy. With GLL, Grundfos is pioneering a new model of ‘business with a social purpose’ with top-level commitment. Grundfos is investing in the development of new products for GLL, including the new water dispenser and a new water treatment system. During 2013, GLL will get three dedicated business development managers in East Africa, West Africa, and in Southern Africa to drive the scale up. A business development manager in Thailand is preparing the introduction to the Asian market.
Tell us about your partnerships across your company and externally that are key to your project's success.
Internally, the support from top management and product development is key, together with buy in from regional managers in Africa and Asia.
Externally, we have benefitted from partnerships with Safaricom, from the support of the Danish Ministry of Foreign Affairs, Government of Kenya, and from partnerships with development actors like the UN and the Red Cross, who are our customers.
What internal support have you gotten for your project? What kind of push-back have you received?
The vision and commitment from the chairman Niels Due Jensen and the management to invest in this initiative has been crucial to keep momentum.
Being a radical new business, there has been many disbelievers, but the people who believe in our mission and support us directly or indirectly is growing both internally and externally.
Santa Monica United States
34° 1' 10.0344" N, 118° 29' 28.2876" W
00-O Benefit Corporation, led by former Panama Peace Corps Volunteer, Alexander Blum, will work in conjunction with The Floating Doctors (floatingdoctors.com), an international, non-profit medical team, to develop and implement a first responder phone app for Indigenous Ngobe Panamanians. Once established, the software's functionality will expand to include microloans. From there, 00-O and The Floating Doctors intend to expand the model to a larger population. For more info visit www.00-O.com.
Empowering for a smartly distributed energy and information network, through entrepreneurship.
VIDEO: http://www.ruralspark.com/beinspired
Rural Spark designs systems for entrepreneurship from within the context, to grow the world's next energy network, smartly distributed, viable and sustainable. Start the energy revolution today!
Created on 01/16/2013 by ahmerashraf
Our program is to educate rural women of Pakistan regarding the harmful effects of tobacco usage and smoking, through demonstrative and captivating theatre plays/ re-enactments, which would not only help them understand easily (due to high illiteracy levels), but also aid in cessation of this disease burden.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
The team comprises of a few individuals from the Public Affairs wing of Pfizer Pakistan Limited, as well as the core team of the All Pakistan Women’s Association (APWA), who want to make a difference by working towards eradication of tobacco and smoking from Pakistan.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Diverse team, with passion to dedicate efforts towards alleviating tobacco burden from Pakistan.
Primary country where this project is creating social impact
Additional countries or regions
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
The Need: What social or environmental problem are you trying to solve?
Looking at our country, and the general trends prevailing in our society, smoking has seen an alarming rise. More and more people take up smoking every day, without realizing the harmful effects it poses to their health, or not paying enough ‘attention’ to those harmful effects. According to a survey, more pregnant women are using tobacco and 92% of women said that smoking was allowed in their home, and 50% said they and their young children were frequently or always exposed to tobacco smoke indoors. Among India’s immediate neighbors, only Pakistan figures in this infamous list of worst in the world when it comes to women smokers.
The Solution: What is your solution? Be specific!
In a unique concept and following insights from the rural areas – we aim to develop demonstrative enactments/ theater street plays, as a way of providing counseling and education to rural women and highlighting effects of smoking on women health. In most rural areas, such plays and reenactments are successful in delivering the message to the audience, as opposed to literature (due to high levels of illiteracy).
The Solution: Why is this solution innovative for your company and industry?
The solution is innovative as previous ways have been focused on professionals and not communities. The communities need to be aware of the hazards of smoking and since most of them are illiterate, demonstrative ways are only solution. A women’s social welfare organization, such as the All Pakistan Women’s Association (APWA), with the technical expertise of National Alliance for Tobacco Control (NATC), is a unique combination that will aid in developing sustainable solutions.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
The model is a simple training, counseling and awareness program; I will share two major examples below;
APWA has a vast network of Lady Health Workers (LHWs), these LHWs work with the local communities by paying door to door visits and counseling women on health related problems. The first step was to train these workers on WHO’s M-POWER model for smoking cessation and certify them as smoking cessation counselors. Once the training had taken place, the LHWs were given adequate materials to discuss with the women in these communities. Our model has introduced smoking cessation counseling in their daily curriculum of health and now it is a part of the basic health topics that these LHWs discuss with the communities. This started a debate around a new health topic and kicked off the discussions in the homes. As many as 95% of the total women population visited were not specifically aware of the hazards smoking poses to health, they were just aware of the fact that ‘it is bad’.
The second innovative way to reach out to communities were through a series of street theatre workshops where a leading theatre group working for women activism partnered with APWA to put together a stage play. This play captured two different stories in low income households where individuals suffer from smoking and tobacco abuse. The play was moving and staged in the communities so women can easily attend the plays as well as learn from looking at the enactment as opposed to reading (since illiteracy levels are quite high).
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
There are not many people working with women groups on smoking cessation primarily. A number of other groups work on smoking cessation including the National Tobacco Control Cell (NTCC, a public office) and National Alliance for Tobacco Control (NATC, a private NGO) but with different aims, once focusing on addressing overall smoking problem in the country from a Federal level and one working on training healthcare professionals in smoking cessation and counseling. The latter has been our training partner in this program. There are no obvious challenges any of the above could pose to the program as this is the first ever time such a program has been implemented.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I will capture a heart moving moment from the Central Prison for Women and Juvenile Jail where APWA held a session with the women inmates. After the awareness session was held, women were shocked by the dangerous effects of smoking and explained how difficult it is for them to get their hands on cigarettes whilst in prison. Many women got up one by one and promised to quit, save money and send it to their families.
What has been the impact of your solution to date?
Reached out to 40,000 women, create awareness about the consequences of tobacco consumption and motivate them to quit this addiction, through door-to-door visits, as well as through the theater plays.
What is your projected impact over the next 1 to 3 years?
Significantly high awareness levels for smoking hazards among low income communities and households in various parts of Karachi city, and other cities in Pakistan. This awareness will be able to drive ‘quit smoking rates’ as well as having a positive impact on the overall health of the communities.
What barriers might hinder the success of your project? How do you plan to overcome them?
Social pressure, cultural norms, and peer pressure, are some elements that can hinder this project. The target audience indulges in various forms of smoking due to stress and pressure, mainly building on from low-standards of living, increasing costs due to economic recession, unemployment, and increasing number of family members and those women who are not smokers but are susceptible to smoking due to the environment and surroundings.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
Pfizer focuses on building partnerships to address health related issues. With Pfizer Foundation’s involvement in this project, which is carried out by an NGO working for women’s welfare, Pfizer is seen as a responsible corporate entity committed to addressing key public health issues in the country. It also builds the company’s image in a positive light.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We are committed to the cause and have invested a great deal of time in the project and have encouraged our partners to utilize internal resources. With Pfizer’s core team, having the experience of handling such a project in the past, the knowledge and learning was transferred to APWA. The smoking cessation training certification developed with the help of NATC was used for the training of LHWs in APWA. APWA also utilized internal auditorium, and office spaces for meetings etc.
Expand on your answer, explaining the long-term funding and support plan.
APWA will continue to monitor and reach out to women with the objective of training and counseling the communities. The play has been developed and can be replicated with minimum funding to more communities. Similarly, the training provided to APWA LHWs can be refreshed. All these factors provide sustainability to the program. There is no long-term funding plan, however, we may be able to allocate some funds for activities in future.
Tell us about your partnerships across your company and externally that are key to your project's success.
This idea mainly involves three organizations – Pfizer Foundation, APWA, and the National Alliance for Tobacco Control (NATC). APWA is responsible for the execution of the plays, whereas NATC is responsible for providing training and expertise to the workers of APWA.
What internal support have you gotten for your project? What kind of push-back have you received?
The current leg of the project has been funded by the global Pfizer Foundation, and Pfizer Inc, and so far the project has continued to meet its objectives.
Created on 01/15/2013 by yudhanti
PT Pertamina Geothermal Energy Kamojang Area, embracing local community to eradicate poverty and build dream toward a brighter future through education and entrepreneurship CSR program.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
I’m PR Assistant Manager for PT Pertamina Geothermal Energy (PGE), whose job description is corporate social responsibilty (CSR) program for community around PT PGE operation site. CSR Program is expected to increase community welfare through education and entrepreneurship, thus eradicating unemployment and poverty.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Approximately 100 words left (850 characters).
Primary country where this project is creating social impact
Additional countries or regions
Industry
Communications, Utilities
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
The Need: What social or environmental problem are you trying to solve?
Identification from CSR PGE Kamojang Area shows that the problem of the surrounding area, the community of which is concentrated in Ibun village is the low education level of villagers and high rate of school drop-out. This condition is partly the result of the community low economic level due to the low skill level. Poverty potentially leads to various social problems, which eventually creates conflict and unfavourable situation for industry operation.
The Solution: What is your solution? Be specific!
Our solution is increasing the human resource quality of the surrounding area through education and life skill training. Training and education for teacher and student is expected to increase the human resource quality, preparing them for more alternatives of profession in the future. Training for unemployed and senior citizen is expected to grow entrepreneurship in the area, as a mean to open new employment opportunity and increase economic level.
The Solution: Why is this solution innovative for your company and industry?
The increase of community social economic level would create harmony in company operation site. In the long term, company would have a pool of human resources and small enterprise that could be recruited or involved for the company operation. This is in accordance with the government’s appeal of absorbing local community in company operation.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
In collaboration with local community partner, our company started in 2005 by building a facility and a solid training program for local learning center, PKBM An-Nur.
The learning center operation consists of:
1. education from kindergarten level to high school equivalent for local children
2. entrepreneurship and life skill training for unemployed and senior citizen.
The company also supported the learning center with education equipment (computer, stationery) and production machinery (sewing machine, food processing machine, packaging machine, etc.). From 2007-2010, the entrepreneurship and life skill program has shown a good progress. Export quality products from the venture have served the market of neighboring countries like Malaysia and Singapore as well as local market.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Within this area we saw that no other company is working to address this issue. However, we are working in partnership with local government and community figures
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Rather than starting from scratch, we are aiming to support the already existing effort in the community. We found then Ms. Tjitjih Rukaesih, a down-to-earth retired lady with a big passion to develop her home village. She saw how the area was severely lacking education facility, which, combined with poverty has resulted in the high number of unschooled children who have to struggle hard for the family to survive. She also saw education and entrepreneurship as the key to create a generation of independent and skilled workforce, as a solution to break the cycle of poverty and start the change in the village. This is aligned with our CSR vision, “toward a better life”. Thus the partnership and program started based on local needs and incorporating local figures for the benefit of all.
What has been the impact of your solution to date?
PKBM An Nur learning center has served 350 students and 150 unemployed and senior citizen trainee. However the economy impact is slowly reaching the whole of around 70,000 population of Ibun District. Aside from that, the learning center and students have won various competitions on provincial level.
What is your projected impact over the next 1 to 3 years?
Replication of the program to other PGE operation across Indonesia, so that PGE operation grow together with and bring benefit for local community
What barriers might hinder the success of your project? How do you plan to overcome them?
The existing mentality of local community (unconfident, introverted) in their own preparation to face future challenge. Solution: motivation through various self-help training
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
In the long term, company would have a pool of reliable and quality human resources and small enterprises that could be recruited or involved to serve the company operation.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We create a short term (1 year) and long term (5 year) planning, and regular monitoring and evaluation of program implementation.
Expand on your answer, explaining the long-term funding and support plan.
Funding is obtained from PEG CSR for initial/ start-up capital (e.g. school building, training, machinery). As entrepreneurship and life skill program has been able to achieve export quality production, the profit is returned to fund operational cost of the education and entrepreneurship and life skill training program.
Tell us about your partnerships across your company and externally that are key to your project's success.
We’re working in partnership with local government and community figure.
What internal support have you gotten for your project? What kind of push-back have you received?
Other directorates give valuable inputs/ ideas/motivation in development and implementation of the program.
Created on 01/15/2013 by Stefan Maard
CleanStar Mozambique is an integrated food, energy and forest protection business, producing and retailing an ethanol-based cooking solution for urban households in Africa – thus reversing the destructive cycle of charcoal and harnessing urban spending to drive rural development and reforestation.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
I am Senior Advisor (Sustainable Development) at Novozymes and I'm charged with identifying and developing opportunities for Novozymes to engage in “Base of the Pyramid” (BoP) markets, using clean biotech solutions to help alleviate poverty in financially sustainable ways. Acting as an “intrapreneur” I develop new BoP business concepts, anchor them within relevant departments across Novozymes, and build the external partnerships required for effective incubation. My first major success is with CleanStar Mozambique (www.cleanstarmozambique.com), where I have played a pivotal role in the design and incubation of the business. I have since played an active role in venture management and am now focused on scale-up and replication of the business across sub-Saharan Africa.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I believe that highly scalable and replicable business solutions will often be the only means by which to meet many of the massive challenges of poverty and environmental degradation (not least by framing them as opportunities). With this fundamental conviction I have set out to achieve impact, which for a given venture requires 1) developing an innovative business concept, 2) navigating and combining internal and external agendas, mandates and resources, 3) developing a detailed business plan and financial model, 4) raising capital, and 5) building the team to execute on the plan. Being successful with these activities has required a range of traits and skills, not least creativity, business and impact analysis, networking, pitching, and business development skills.
Primary country where this project is creating social impact
Additional countries or regions
Maputo province (Maputo city)
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baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
The Need: What social or environmental problem are you trying to solve?
We are addressing 4 interconnected problems: 1) A subsistence farming crisis with rural families practicing "slash-burn-degrade-move" agriculture. 2) Accelerating forest destruction caused largely by charcoal production. 3) Widespread nutrition deficiency and food price instability, with rural families over-reliant on a small mix of staple crops and urban families experiencing major food price fluctuations due to over-reliance on imports. 4) Major cost and health impacts of charcoal use for urban households given high (and increasing) prices and that it is equivalent to smoking 2 packs of cigarettes per person per day, mostly affecting women and small children (according to the WHO).
The Solution: What is your solution? Be specific!
CleanStar Mozambique (CSM) is an integrated food, energy and forest protection business. producing and retailing a modern and affordable ethanol-based cooking solution for urban households in Africa. The company invests across the entire cooking fuel value chain. In rural Mozambique, CSM enables smallholder farmers to transition from subsistence “slash and burn” farming to sustainable surplus production by adopting a low-input agroforestry system that produces cassava, cowpeas, soya, sorghum and groundnut while planting and managing native trees. CSM buys the surpluses from farmers, and efficiently converts them into packaged food products and an ethanol-based liquid cooking fuel in the company’s integrated food and energy facility. CSM’s distribution network - strategically located in Maputo’s low-income neighborhoods – sells cookstoves and fuel at prices that are comparable to charcoal.
The Solution: Why is this solution innovative for your company and industry?
The business model is innovative in that it is not merely about taking a position in an existing value chain, but is building an entirely new one. Also, it combines a range of existing technologies rather than developing a new one. It is also innovative in its partnerships: combining multinational corporations (like Novozymes, ICM and Bank of America Merrill Lynch), small entrepreneur groups (like CleanStar Ventures and Zoe Enterprises), and rural smallholder farmers.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
CSM is a highly integrated business that will create economic, social and environmental value at every point along its value chain. Rural smallholders in Sofala province will experience improved nutrition and income increases of at least 300% while planting millions of trees and enhancing biodiversity. Urban households in Maputo will experience cleaner air, a reduced disease burden and lower energy costs while reversing deforestation by transitioning from charcoal to ethanol. By 2014 the venture will involve 2,000 smallholders over 10,000 acres (4,000 hectares), supply at least 20% of Maputo households with a clean and cheaper alternative to charcoal and thus protect 9,000 acres of indigenous forests per year. The company will also employ approximately 1,000 people in Mozambique. From a commercial standpoint, CSM is replicable and scalable across large parts of the developing world, offering the promise of widespread development impacts and significant reductions in global greenhouse gas emissions. By helping establish proof-of-concept in Mozambique, Novozymes intends to catalyze the development of agriculture, food and ethanol industries in developing countries, creating new, sustainable, bio-based markets.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
CleanStar Mozambique is essentially competing with charcoal. Given that we price our solution at the same level but offer greater convenience and functionality, we are confident that we can reach our goal of at least 20% market share by end 2014. Also, we are including the charcoal value-chain players in our new value chain, so we expect minimum resistance from incumbents. It could be argued that we are also competing against other (largely only emerging) cooking solutions like LPG and electricity, but they are weak on various accounts (notably cost and safety) so we do not see them as major threats.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The first idea came in 2008, when I saw that sustainable biofuels could be a driver of rural development in sub-Saharan Africa, leveraging energy markets to drive investment in agriculture (as opposed to food markets rendered largely dysfunctional by agricultural policies in rich world). The first idea was to develop large mono-culture farms producing transport fuel for export to e.g. Europe. However, after extensive consultations with a plethora of organisations (incl. future business partner CleanStar Ventures) and extensive studies, the focus changed to smallholder-based agro-forestry to produce ethanol for cooking fuel. This change maintains the overall idea but has many more positive impacts. The final concept (as has been implemented) came into shape around mid-2010.
What has been the impact of your solution to date?
By end 2012 we had: 1) over 1300 smallholder farmers involved in the venture; 2) over 150 employees in the company, across the value chain; 3) over 4000 ethanol stoves sold.
What is your projected impact over the next 1 to 3 years?
By 2014 CleanStar Mozambique will eliminate demand for charcoal that causes approximately 4,000 ha worth of native forest loss annually by providing 80,000 households with the ethanol-based cooking solution. The greenhouse gas GHG reductions from eliminating charcoal demand will be about 500,000 tons of CO2eq per annum, assuming each stove reduced emissions by around 6 tons CO2eq per annum. Additionally, the venture will ensure the restoration and reforestation of 2.4 million native trees in shelterbelts over the 3,000 ha of smallholder land with mixed native tree species. This will involve over 2,000 farmers whose incomes will be tripled.
What barriers might hinder the success of your project? How do you plan to overcome them?
At this point we see few realistic "show-stoppers". However, one is extreme weather, with the risk of wiping out the smallholder production systems before they are sufficiently resilient. While we can plan to deal with this (supporting farmers, getting insurance as possible, etc.), it could break the business.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
The CleanStar Mozambique project is in line with Novozymes’ commercial strategies. Novozymes has a strong presence in developed markets as well as in large emerging markets like China, Brazil and India, but many of the company’s technologies also fit the needs of businesses and people in less developed markets that are also experiencing high growth. Novozymes has thus been looking at how to bring its technologies more effectively to these markets, well aware of the need to be innovative with business models and partnerships. CSM is the first attempt.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Novozymes has allocated significant resources to the development of CleanStar Mozambique, incl. a few million dollars in equity and debt financing, several key staff (at first just me but eventually a team of 8), the enabling technology to make the ethanol, and bringing key partner organisations to the table (incl. ICM). At first resources were secured through the sponsorship of our CEO, but as we progressed, the project has achieved elevated and more formal status in the company (now headed by our Chief of Staff and Executive Vice President of Stakeholder relations).
Expand on your answer, explaining the long-term funding and support plan.
The ambition is to work with our partners (notably CleanStar Ventures) to replicate the business model in other regions of Mozambique and other countries currently relying heavily on charcoal for cooking. This will involve additional financial, human and technical resources, the levels of which are currently being discussed with the aim of announcing a plan in Q1 2013.
Tell us about your partnerships across your company and externally that are key to your project's success.
Novozymes and CleanStar Ventures have jointly founded CleanStar Mozambique and have since joined forces with ICM (US-based world leader in ethanol production plants), Dometic (Sweden-based business that produces the world’s leading ethanol cookstove), Bank of America Merrill Lynch (world leader in carbon finance) and Soros Economic Development Fund (world leading Impact Investor).
What internal support have you gotten for your project? What kind of push-back have you received?
Originally the project was supported directly by our CEO. As the project progressed and matured it was given a wider backing, headed by our Chief of Staff and Executive Vice President of Stakeholder relations. Initial push-back was rife at all levels of the organisation, but the support base grew rapidly as milestones were achieved and the project now enjoys widespread support.
Smaat Community Water Center is a flagship program of Smaat, to quench the thirst of crores of people in India by providing healthy drinking water through community water centers.
Created on 01/14/2013 by Miriam Turner
Building a community-based value chain for discarded nylon fishing nets which will:
• improve the coastal & marine ecosystem
• create supplementary income for coastal communities
• supply Interface with an innovative source of recycled material for its core product
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
The Co-innovation team itself is very small, very new – and a very exciting place to work! As AVP Co-innovation I support the business to innovate together across regions and functions by becoming more 'permeable', open and collaborative.
The project in this application is not our first attempt at inclusive business. I brokered a partnership with an social enterprise which launched in 2008 but was not successfully commercialised (see vimeo). Learning is richest when things haven't quite gone as planned, and in retrospect without that 'successful failure' this project would not have flowered.
We’ve been incubating this particular idea since 2011 and have built a brilliant cross-disciplinary team from inside and outside the company to develop, prototype and now grow this new project.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Sustainability is ‘the mother of all collaborations’ so I have always mixed and matched expertise and ideas from inside and outside the company in pursuit of sustainable innovations.
Not all of them have been successful, but what I have honed is my ability to work across sectors and geographies on projects with a higher purpose. I broker and translate between partners, and of course 'navigate' the project's passage through the corporate landscape.
I get excited when someone says “that won’t work because x”, or “we’ve tried that already and it’s not worth it because y“. Why? Because I honestly believe we can overcome systemic challenges by getting the right people in the room and asking the right question... (And anyway, if it were easy it would boring, right?!)
Primary country where this project is creating social impact
Additional countries or regions
We are also at an earlier stage in India and West Africa (Sierra Leone, Liberia, Senegal)
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
The Need: What social or environmental problem are you trying to solve?
Around 640,000T of discarded fishing ends up in the oceans each year, or 10 percent of the world total of marine debris, (FAO/UNEP study). Many fishing nets discarded due to wear and tear and then replaced. In developing countries, Artisanal fishers often dispose of their nets on beaches - where they cause pollution - or in the sea, where they can last for centuries continuing to catch or injure marine life - a process known as “ghost fishing”.
The fishers that discard these nets are often living in extreme poverty and locked into declining fisheries which are only further degraded by ghost nets. 23 million people rely on the oceans for their livelihood and have few opportunities to break the cycle of poverty and environmental degradation.
The Solution: What is your solution? Be specific!
Global carpet tile manufacturer Interface, and the Zoological Society of London (ZSL), a conservation NGO, have teamed up to develop an innovative supply chain approach that aims to tackle the environmental problem of discarded fishing nets whilst helping to address issues of poverty and overfishing: We’ve christened this partnership ‘Net-Works’.
Building a community-based value chain for discarded nylon fishing nets will:
- improve the coastal & marine ecosystem
- create supplementary income for coastal communities
Nets will then purchased by one of Interface's yarn suppliers, Aquafil who will recycle them to new carpet yarn. This will provide Interface an innovative source of recycled material for its core product.
We have tested and are expanding this solution in Danajon Bank - a double barrier reef in the centre of the Philippines, and one of the most degraded coral reefs in the world. The area has high population densities as well as high levels of poverty.
The Solution: Why is this solution innovative for your company and industry?
I worked on Interface’s first foray on inclusive business in 2006 . The product was not core and the line was discontinued. This is our first inclusive model on core product.
Our yarn supplier (Aquafil) purchases thousands of tonnes of feedstock pa - including some industrial trawler nets . So it’s not new that fishing gear has gone into nylon yarn. What is new is the socio-economic and conservation benefit created by supplying this demand in a different way.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Imagine you live on Danajon Bank in the Philippines in a village..
You find it tough to get cash other than through fishing which is becoming more and more difficult as stocks decline. Through a community organiser you hear about a village meeting – you learn that you can join a Village Saving and Loan Association (VSLA) which will give you access to financial services. You don’t have much to bank in the first place though… and loans are always such high interest rates. At the meeting you learn that your old fishing nets can be deposited instead of cash! A simple test kit is demonstrated and it seems easy to run - if the prong melts the net it’s the right material, and pretty much all the nets used around here are the right stuff. When you go crab fishing you have to replace hundreds of metres of nets every few months. You had no idea this material was valuable to someone else. It turns out that for every 2 kilo of net you could buy almost one kilo of rice. This sounds better than some of the ‘craft’ training sessions you have done before – difficult to get the hang of and then the orders dry up. It actually turns out that the nets last for hundreds of years and when you use them to protect your seaweed farm they get washed out to sea and end up killing fish that you then never get to catch and sell. You hadn't realized that your used nets would do this... You let your neighbors know about the next meeting..they're too old to fish now and don't have nets themselves,but there are plenty they could collect from beaches right by their house...
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Many organisations are working on vital projects to tackle marine debris, alternative livelihoods for poor fishing communities and conservation programmes. What is exciting about Net-Works is that it integrates many of these aspects into one programme which has the potential to be commercially viable longer term and not propped up by aid/charity. Conservation experts also seem interested in how this programme integrates financial services with conservation objectives.
The waste nylon market is nascent in the areas we are working most successfully so far. If local competitors for nylon emerge and are able to pay a higher price this will challenge the model. The differentiating factor is the access to financial services that our model offers communities.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
“Couldn’t we buy nets from communities in India we worked with on that other project” our Sustainabilty Director Ramon Arratia asked me, after learning that one of our major suppliers was purchasing trawler nets made of nylon to feed their huge recycling plant. I’d started “the other project” in 2006 as Interface’s first foray into inclusive business. It wasn’t core nylon product, but a new natural fibre range, and had been discontinued. Could this be an opportunity to bring an inclusive model to carpet, and differentiate us from other recycled carpet? Hmm.. I started badgering smart people in the marine and development sectors about artisanal fisheries - the volume of nets? what happened at the end of their life? who owned them? who made them? We got some of these people in a room together in London in 2011 . The “aha” moment? Dr Hill reviewing his PhD and calculating that enough net was discarded annually from a handful of Filipino villages to go round the world more than once..
What has been the impact of your solution to date?
A pilot was run for 6 months which successfully completed in October 2012. We chose to run the pilot in the Philippines, which is global centre of marine shore fish biodiversity, but it faces some of the greatest levels of threat of all marine areas globally.
The objectives were to:
• Build a detailed model plan with options for implementation
• Build the social infrastructure and implement net collection in 6 communities (the target – which was met – was to collect 1-2 tonnes by the end of 6 months)
• Initial evaluation of social and environmental impacts (after 6 months)
• Improved understanding of costs involved in implementing and supporting this programme
Our real impact so far has therefore been limited to the 6 pilot communities in Danajon Bank, where training, beach clean ups and supplementary income was generated.
The pilot demonstrated that the model of working through VSLAs/MFIs was viable and that running costs once scaled could be covered by cash flow.
What is your projected impact over the next 1 to 3 years?
Project impact from first full year (from Nov 2012 - Nov 2013)
1. Improved access to financial services (through initiation of VSLAs/MFIs) for 1,400 people by helping them to manage household finances and improve their capacity to access basic services (e.g. education, health, housing).
2. Measurable improvements in the condition of beaches and mangrove areas
3. Reduced the practice of burning waste (and associated detrimental health affects)
4. Measurable reduction in the practice of discarding nets at sea (and associated effects of “ghost fishing”)
5. Diversified livelihoods resulting in increased resilience to shocks and disasters from the sale of nets into rural and impoverished communities (average family income is < £100/month)
6. Full-time employment for 4 local people
What barriers might hinder the success of your project? How do you plan to overcome them?
Exporting ‘waste’ has been challenging so we've e worked with our yarn supplier from the start of the project to ensure material can make it the final leg to their plant at the correct purity level and packed density.
The emergence of competition for buying the waste nets could represent a challenge if they match or exceed our pricing. Unfortunately for the planet there is little sign of this in many poor regions where plastic waste like nets is most of a problem. We are designing for this now though, by making sure that engaging with our value chain brings additional non monetary benefits of access to financial services through the VSLAs, and by working in remote areas that are unlikely to be attractive to more conventional operations.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
Thanks in part to Interface’s sustainability leadership 100% recycled nylon yarn is now manufactured by Aquafil, one of our major suppliers. This nylon is purchased by us and our competitors, and others outside our industry.
Net-Works takes ‘recycled’ up a notch. By supplying our supplier and having exclusivity on the story we give our salesforce an important sustainability differentiator at core product level in a mature and highly competitive market. This 'social ingredient brand' could ultimately supply other sectors too (e.g. auto/electronics)
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
I’ve had the pleasure of working with colleagues across all disciplines on this project to support ZSL on this project. Our small Co-innovation team has worked with procurement, legal, marketing, design, sustainability and technical teams to put this new value chain together and plan how to integrate it into an offering for our customers.
Funds have covered expert scoping trips in India, West Africa and the Philippines . After selecting the Philipppines for the pilot we invested in a 6 month pilot and have just secured Interface commitment for a year long expansion of the model into Growth phase.
Expand on your answer, explaining the long-term funding and support plan.
We see the role of Interface as connector , catalyst and market maker. But we will not ‘prop up’ or otherwise subsidise the model. It must stand alone and supply our supplier at market prices in the long term. Our pilot demonstrated that in Danajon Bank the ongoing maintenance costs can be covered by cash flow.
Set up costs (all research, model iteration and piloting) have been invested by Interface . We are starting to explore how set up costs for expansion into other areas could be sought elsewhere, or seeded concurrently to accelerate scaling speed. The longer term plan for replication in SE Asia and beyond is to build our learning into a Net-Works ‘tool-kit’’ that development agencies and/or conservation groups can integrate when working in coastal communities the world over.
Tell us about your partnerships across your company and externally that are key to your project's success.
ZSL and local partner PSF bring scientific rigor and local expertise which has put meat on the bones of an idea and made it happen. We have pulled in many other external organisations and experts – many of whom have collaborated both formally and on their own time.
I also talk about this seminars I give - we have ended up collaborating with engineering students from Imperial to make sure our nylon ID methods will work in the field and can be replaced in country.
What internal support have you gotten for your project? What kind of push-back have you received?
Interface has been extremely supportive of this initiative. We have kept investment request incremental and reasonably low (<£250K total since 2011).This has supported numerous small assignments with various experts globally to assess viability and partnership opportunities in different parts of the world.
Push back has been limited until the investment requests expand which is why we continue to work hard to show the model can maintain itself once established.
Our organic farming initiative is aggregating farmers in a cluster and delivering high quality organic liquid fertilizers at a low cost. Eco friendly holistic solutions in the form of experience. The program, service and product are scalable and designed to be end to end to substantially enhance farmer incomes.
Created on 01/13/2013 by rbachinger
OMV started a vocational training initiative in Tataouine to improve employability of local people in various industries
Triggers:
- Scarcity of technical and engineering skills on local labor market
- Very high unemployment rate particular among young generation
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
My Mission as Community Relations Manager at OMV: Maintain license to operate through transparent, honest and reliable relations with our communities worldwide
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
- Keen sense of cultural differences due to the ability to successfully manage international community development and IT projects in sensitive regions (e.g. Kurdistan Region of Iraq, Libya, Tunisia, Pakistan, and Yemen)
Primary country where this project is creating social impact
Additional countries or regions
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Ide (yang Anda yakini layak diluncurkan)
The Need: What social or environmental problem are you trying to solve?
The unemployment rate in Tataouine is over 50%. This means every second person is unemployed - and that often already for a long time. At the same time OMV - as well as the overall oil&gas industry - is expanding its operations in the South of Tunisia and has demand for skilled labour.
The Solution: What is your solution? Be specific!
Resourcefulness – our concept for responsible business behavior - is about proactively understanding and responding to the broader needs of the communities within which we operate. We seek projects addressing specific requirements and demonstrating long-term partnership, while also providing OMV with business opportunities. In the case of Tataouine we started the setup of a Vocation training center. Our aim is threefold: a) increase market orientation of existing vocational training programs in the region, b) function as placement center and hub between existing institutions and agencies and c) promote entrepreneurial spirit low self-employment.
The Solution: Why is this solution innovative for your company and industry?
Resourcefulness – our concept for responsible business behavior - goes beyond classical CSR. We look for win-win solutions. In the case of the Tataouine Vocational Training Center we aim to provide on the one hand the local population with the skills the need to be successful and on the other hand OMV with the skilled labour force we need to operate.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
The win-win setup makes all the difference, as it ensure sustainability of the program by design. We hope to be the spark for Tataouines future prosper economic development.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
We already shared our project idea with other oil&gas related companies in the regions - and they are very excited to be part of it. When it comes to existing vocations training programs and institutes, we see each other not as competitors but as partners!
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
We presented the project idea at the North Africa Oil & Gas Summit in Vienna last year. In the break there was a long queue in front of the speaker - all the oil&gas people wanted to exchange about the project and their future involvement. Win-Win-Solutions based on rock-solid facts are the future of Community Relations and Development
What has been the impact of your solution to date?
Overwhelming positive responds from all stakeholder groups involved to fat.
What is your projected impact over the next 1 to 3 years?
We will invest 3mio EUR over the next 2 year to setup an inspiring and sustainable center for vocational training in the Tataouine region.
What barriers might hinder the success of your project? How do you plan to overcome them?
Engaging with all relevant stakeholders without diluting our efforts. As the need for economic development in the region is significant, we need to be very resourceful. Professional and transparent stakeholder engagement will be an important tool for success.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
Stimulating economic growth in the regions where we are active we see as our utmost social responsibility. As a key for this we promote the skills people require to be successful. We invest in the economic development of the communitiesin which we operate by vocational trainings, local workforce development and local supplier development.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
OMV will invest 3mio EUR over 2 years to ensure a sustainable setup
Expand on your answer, explaining the long-term funding and support plan.
In order to sustain our program we design it in strong cooperation with local ministers and authorities in line with existing market demands.
Tell us about your partnerships across your company and externally that are key to your project's success.
Internally the setup requires a multi-disciplinary team (community relations, procurement, legal, communication, business operations,...) and a strong partnership with a Hilfswerk Austria International, an international NPO with many year of experience and extensive knowledge in vocational developing cooperation. Excellent stakeholder engagement with local authorities and ministries will be crucial for a sustainable handover.
What internal support have you gotten for your project? What kind of push-back have you received?
I truly believe: If the meaning is clear everyones in and supportive.
Created on 01/13/2013 by Ankur Garg
This is to provide digital education in remote areas. Mobile van equipped with digital infrastructure will be traveled in remote location and will give a chance to rural schools to take their classes into it.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
Before coming to HHL-Leipzig Graduate School of Management, Germany to pursue Master in Business Administration, I owned an Education Solution Provider Company back in India. Our company provided animated and digital education to schools. We had a strong presence in regional market and our solution was cost-effective. I always want to work in education domain because I believe that Good education is the only thing, which can change the faith of a country. It would be my pleasure to serve society by providing them interactive education tools.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I don't know what makes me an intrapreneur. But i can't work for others when I am able to work for myself and to contribute in economic and social growth of society.
Primary country where this project is creating social impact
Additional countries or regions
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Ide (yang Anda yakini layak diluncurkan)
The Need: What social or environmental problem are you trying to solve?
Research proves that Visual education helps in retaining close to 50% information as compared to 5% through books. ‘Education with Entertainment’ is the mantra for arousing student interest in learning. But Developing countries are lacking with required infrastructure to implement such technology and hard to afford in rural areas.
The Solution: What is your solution? Be specific!
Mobile Digital Education (MDE) propose to provide digital education in remote areas. Mobile van equipped with digital infrastructure will be traveled in remote location and will give a chance to rural schools to take their classes into it.
The Solution: Why is this solution innovative for your company and industry?
1)The education market is more supply driven than demand driven. Strategies are based on ‘customer lock in’ principle, meaning that barriers for switch are high. Hence real innovation doesn’t come from the existing providers.
2)Existing models running in education domain are more business oriented which are not effective and efficient for society because providing education in any way is not a business.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
In India, Many providers like Educomp, Pearson Education are providing digital education along with infrastructure to private and government schools around the country. Such kind of education has changed the way of students' thinking. They are now comfortable with visualizing surrounding elements and intelligent to connect with bookish learning.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
In the marketplace there are no competitors if you define competition in a very narrow way. There is no solution that works for social cause and has mobility. Existing solutions are costly and not able to meet the requirement of all.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
When i was working with my last start-up and went to some rural areas to give product presentation in schools, A person met me and he was quite amazed about this technology and wished that this should be in each and every school and every single student should get the benefit out of it. Then i realized the fact and started working to design cost effective model of this but I was looking for mobility which could make the infrastructure cost negligible. Finally i came up with this final solution.
What has been the impact of your solution to date?
This is yet to implement so all ware waiting to see the impact of this solution.
What is your projected impact over the next 1 to 3 years?
I am sure that this will change the image of education system in India.
What barriers might hinder the success of your project? How do you plan to overcome them?
Lack of technological awareness among rural students and teachers might hinder the success of this project but I have a plan to provide them the training and to aware them about potential outcomes of such technologies.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
The student and the education system are the parties that benefit the most from MDE. For this reason we have decided not to earn any money out of MDE earnings and ‘donate’ the earning to welfare of society.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We have the plan to design a small department especially devoted to education innovation. This innovation has its own separated expense budget, unrelated to commercial product targets. The budget can be used to develop educational innovations to better deliver solution. In the innovation team there are people working with unique knowledge, for example in the field of education IT and business model innovation.
All the major decisions, like the commercialization of MDE will be taken with and supported by the Management Team.
Expand on your answer, explaining the long-term funding and support plan.
Once our project turned into reality, we would start doing advertisement over the mobile van that would help companies to reach their target customers. After successfully implement in rural areas, We have a plan to bring this into urban areas and provide such solution to all kind of schools that will reduce the cost of infrastructure expend by them.
Tell us about your partnerships across your company and externally that are key to your project's success.
The success of this project is totally dependent on (new) partnerships with:
1. the IT and content developer
2. Government officials to propose this plan into government schools and to get Satellite rights to track the present location of mobile van
3. Educationist to develop effective and interactive educational content
What internal support have you gotten for your project? What kind of push-back have you received?
This project is in its nascent stage and just an idea.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: UTOPIA.
Created on 01/1/2013 by jaideepankit
We have developed vehicles for specially abled and poor. We will hire them as permanent salaried employees to serve the transportation system with ultra modern vehiclesdeveloped by us. Also we will deliver innovative water purifier kits cum rickshaws to villages to be as a permanent cure to water borne illness.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
I AM JAIDEEP SINGH B.TECH MECHANICAL FROM DELHI. CURRENTLY I AM WORKING AS ASSISTANT MANAGER - R&D DRIVELINE MAHINDRA RESEARCH VALLEY, MAHINDRA & MAHINDRA LTD. UTOPIA INCLUDES VERY TALENTED & YOUNG INNOVATIVE MINDS. RAJANDEEP SINGH IS ONE SUCH GEM. A TALENTED IT PROFESSIONAL CURRENTLY PURSUING HIS MBA IS MIND BEHIND OUR BUSINESS PLAN. ANKIT KAUSHIK IS THE MASTER MIND BEHIND OUR INNOVATIVE PRODUCT AQUASOL. ANSHIKA CHAUDHARY IS THE LEAD FOR DESIGN & MATERIAL SELECTION. AKHIL GUPTA HEADS CAD DEPARTMENT WHICH INCLUDE ALAN BABU, PRATEEK BANSAL & ANKUR WADHWA AS KEY MEMBERS. TEAM HAS WON YOUNG INNOVATORS AWARD FROM Massachusetts Institute of Technology, USA.WE ALSO RECEIVED AWARDS FROM NASA, QUEST, MARUTI, MAHINDRA, SAE, ANSYS ETC. TEAM HAS PUBLISHED 11 SAE INTERNATIONAL PAPERS & FILED 3 PATENTS
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I BELIEVE CHANGE IS NOT ALWAYS FOR OUR GOOD. WITH MY AGE I HAVE SEEN INDIA DEVELOP. BUT WITH THE PACE OF DEVELOPMENT, RIGHTS OF POOR & SPECIALLY ABLED PEOPLE ARE ALWAYS NEGLECTED. UP TILL NOW THERE IS NO STALWART POLICY FOR THE EMPLOYMENT OF SPECIALLY ABLED PEOPLE. MY VILLAGE STILL LACKS A SUPPLY OF CLEAN POTABLE WATER. THESE THOUGHTS ENCOURAGED ME TO STAND TALL TO FIND THE SOLUTION TO THESE VITAL PROBLEMS. I POSSESS THE ABILITY TO TURN A GOOD IDEA INTO A FULLY-FLEDGED OPERATIONAL VENTURE. AS WE SAY NEED IS THE MOTHER OF INVENTION. THE NEED THAT IS THERE IN THE SOCIETY TO MAKE THE FUTURE OF SPECIALLY ABLED, POOR & VILLAGERS BRIGHT ENCOURAGED ME TO MOVE ON THE PATH OF BECOMING A SOCIAL INTRAPRENEUR. I POSSESS LEADERSHIP SKILLS & I HAVE A FOCUSED VISION TOWARDS MY GOAL TO MAKE UTOPIA RISE...
Primary country where this project is creating social impact
Additional countries or regions
Villages : All over India
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
The Need: What social or environmental problem are you trying to solve?
The BPL population finds it hard to survive with the rising costs these days & the differently abled people are relegated to the margins of the society without due respect and dignity. The city roads are crowded with vehicles, fossil fuels are scarce & cause air and noise pollution; the villagers & rural poor find it hard to travel long distances in search of potable water but the best they often get is unhygienic water. Millions of Indians currently lack access to clean drinking water. Over 70% of our people live in villages and lack safe drinking water. The so-called green vehicle rickshaw is source of income for more then 70,000 families. Most rickshaw pullers do not own the vehicle they ply.it on daily rental basis. They earn about Rs 3500/month which is making their situation worst.
The Solution: What is your solution? Be specific!
Problem statement seems wide as we talk about environment pollution, sound pollution & water pollution altogether. But if we imagine a city with high-end human assisted electric vehicles instead of fuel guzzling & noisy auto-rickshaws, then we can clearly imagine how significant relief would it be for our noise & ear. Similarly the potable water crisis among the poor rickshaw pullers & villagers is dealt by the young innovators of utopia by developing ultra modern modular water purifier kit that can be fitted into any cycle or even our city rickshaws. Once the rider fills water form any source available to him & pedals the vehicle. Without extra effort our system would yield him pure potable water. Other innovations is Rickshaw for the differently abled people. A steerable vehicle for those who do not have hands and a peddled vehicle for those who do not have legs. Our aims is to provide "mobility" to the so-called "immobile". We will hire disabled & BPL people to drive vehicles for us
The Solution: Why is this solution innovative for your company and industry?
We have designed Rickshaw for the differently abled people. Yes, a steerable vehicle for those who do not have hands & a peddled vehicle for those who do not have legs. Second innovation is an electric rickshaw cheaper than any other vehicle on the road and is more effective, safer, comfortable and quicker than any auto rickshaw or pedal rickshaw with a lot of patented innovations put together in one vehicle. Aquasol, water purifier kit is the most awarded product from utopia
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
We believe that the innovations of science should benefit all strata of society,only then can it help the entire nation rise to progress. We will make these modern machines, for which we would hire BPL people & specially abled people. We would unite them under a common umbrella called Utopia. Utopia help rise in following ways:
1. Socioeconomic upliftment
• Our innovation does the Promethean task by providing the rural population with a mobile water purifier. We will distribute our modular water purification kit that can be installed on to any village cycle and can effectively purify water as and when a villager peddles the cycle .
• Utopia is our approach towards reaching out to the differently abled people. Our vehicle has been specially modified to suit the needs of a differently abled person. They would not only get employment as rickshaw pullers but would develop a great level of self confidence,respect & dignity.
• BPL population in cities would gain fixed salary employment with us and could become owner of their own vehicle.
• Access & egress are the weakest links in a public transport chain.We would improve this & help transportation system rise
2) IT based Developments
• Organizing all vehicles under Dial-a-Rickshaw Service & providing door to door service.
3) Innovative products
4) Employee bank etc.
Along with this we would extend our social horizon by distributing the special water purifier kits to the poor & villagers with the help of NGOs & state government. This would be a big step in providing pure water to the masses.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
The market space which we are targeting at is still majorly untouched. There is no common umbrella that unites specially abled & poor to help them earn a dignified and self-reliant life. We do not aim to sell our vehicles, we intend to provide permanent employment to the needy. We work under "MAKE-DRIVE TRANSFER" policy which gives rider the ownership. Even if we look at our products and compare them with the available electric rickshaw, our products are Rs 50,000/- cheaper then them. Their is no vehicle on the road which can be steered by people without hands or peddled by people without legs. Our innovation Aquasol- Water purifier kit itself is proof of sustainable inclusive innovation. Our products combined with our stalwart business plan see no competition from anyone in the market
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
In summer of 2008 me & family went to our village. While staying there realized that each time we ask for water my aunt used to rush to hand-pump to fill water. This was very sad to see that there is no feasible water treatment solution since electricity was not available all time of the day plus the available electric or non-electric units are very expensive. Then i realized one thing common in all villagers house is a bicycle. That time I decided to built a modular water purifier kit so that this basic element of life could be enjoyed by all.
Coming back to city, i saw that Cycle rickshaws are an instant source of employment for about 700,000 to 800,000 people & involve low capital investment typically ranging from Rs. 1,200 to Rs. 4,500. They are availed of by the least skilled and those with the least employment opportunity. Also there is no stalwart employment solution for specially abled. Thus decided to make vehicles for specially abled & poor under common umbrella "UTOPIA"...
What has been the impact of your solution to date?
Till now we have manufactured 3 vehicles & 5 water purifier kits. Two vehicle are given to a rickshaw puller for testing it & letting him earn his living from it. Water purifier kits are serving about 20 families in my village. These are tested prototypes. We have given it to the society with a moto to help them and test our products in real life usage profile. We aim to expand our horizon by making more prototypes. Our vehicles for specially abled are design ready and we have recognized various NGOs who are working for these people to help us get employees. We need funds to convert our design into prototypes so that we can deliver millions of smile to the families of specially abled, who are keeping an eye on our product to be launched for them.
What is your projected impact over the next 1 to 3 years?
This Idea will aim to help 500, 1000 & 1400 people (inclusive of BPL people & Specially abled) by providing them with fixed employment in 1st, 2nd & 3rd year respectively. We plan to cover BRT and 6 Major metro stations of Delhi in 1st year & then would spread toward other parts of city. We hope to roll our water purification kit across India in about 20, 40, 50 villages thus helping around 5000, 10000 & 12500 people in 1st, 2nd & 3rd year respectively. We will achieve breakeven in 3rd quarter..
What barriers might hinder the success of your project? How do you plan to overcome them?
The idea is very noble and simple, but actual execution of the project will require a lot of planning and hard work. First of all, we will need to convince the actual beneficiaries of the project. However, we don‘t perceive any resistance from the rickshaw operators, but we may face strong resistance from the rickshaw owners. The concept will in a way organize their role in the sector. However, we will also require the support of rickshaw owners. In the initial phase, our idea is not to completely change the rule of business but add value to the current operation & bring about technological advancement into the business. Utopia want that the operator should be the owner. The other important task is to arrange the initial funding and support from other agencies only then mobility will start
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
We are benefiting our business socially as our target audience is the destitute and the specially abled people ,With the help of NGO's we will distribute our rickshaws to these people , so that they can a mean of likelihood also our rickshaw is a green rickshaw so we are preventing our nature adding a social value to our business . Apart from social values we have a high revenue generating business model which will help us achieve profits in 1st year of our existence and because of these values we will be a sustainable and a profit generating business
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We are team from engineering and MBA background with strong technical and business knowledge.One of our member has published 11 SAE international papers and among 35 young innovator so we always have been inclined towards innovation .We are group of working professionals but we are involved in this project with zeal and vigor with which we stated and we still manage to devote time .We have a complete schedule laid out for our project and we regularly conduct team meeting to discuss development our project .As our rickshaw is very cost effective and we have a really strong business plan meet had some sponsors before in our college time and using those funds we have developed two models of our rickshaw and we plan to develop 3 more models of our rickshaw using the funds from our sponsors.
Expand on your answer, explaining the long-term funding and support plan.
We have a very strong business plan which is high revenue generating. We are able to achieve break even in 3rd quarter of our 1st year.We have a unique "Built and Give" policy under which we make drivers owners of the rickshaw so as to make them financially stable that is why our business is sustainable in long run.Another point is that our rickshaws are are very cost effective because of which we are able to achieve high profits.Using the funds from our sponsors we are planning to setup a small scale industry in which we can manufacture 100 rickshaws and we will expand our horizons as we receive money from different sponsors .After this we will run on the profits generated . Our project will help rise the and the specially abled socially and make the financially stable .
Tell us about your partnerships across your company and externally that are key to your project's success.
Our team has members from diverse backgrounds but the thing that united us strive for innovation. We all had our roles specified from the beginning that helped us a lot. We were always eager to help in each other modules so as to learn new technologies that helped us to absorb speedbreakers. Externally we are supported by our seniors at work ,professors in colleges and our peers who constantly through positive criticism hone our project.Now we plan to engage more people .
What internal support have you gotten for your project? What kind of push-back have you received?
We started our project in college days and because of our strong innovation and cost effective rickshaws we have attracted many sponsors now and then. Ruchi strips sponsored our project in college we now have Indian Merchant Chamber keen to financially support push back our project .Hero is also interested in getting involved with us an support us , Apart from this several NGO's have also approached us . We are now planning to start a small scale industry using funds.
youtube.com/watch?v=-4xv2NVc6oE
This Idea aim to help 500, 1000 & 1400 people (BPL people & Specially abled) by providing them with fixed employment in 1st, 2nd & 3rd year respectively. We plan to cover BRT & 6 Major metro stations of Delhi in 1st year & then would spread toward other parts of city. We hope to roll our water purification kit across India in about 20, 40, 50 villages thus helping around 5000, 10000 & 12500 people in 1st, 2nd & 3rd year respectively. We will achieve breakeven in 3rd quarter.
Idea's 30-Day Plan
1. Prototype Development & Distribution
Experiments
1. Saving precious water,
2. Improving soil fertility,
3. Reduction of labor cost,
4. Reduction of input cost
5. Avoiding loss of production during conversion,
6. Remunerative price to farmers and make agriculture sustainable
Answers
A.1 Use of Laser Leveler, SRI method, grown green manure crops to save water
A.2 Green manure crop, using Bio Amrutha Jalam resulted in earthworm and microbial population growth, helped formation of rich humus, improved soil fertility
A.3 Use of agricultural machinery reduced labor cost
