Here's a story about how members of the Changemakers community are promoting community development in Mexico:
There is a saying that once Indian land is taken, there is no getting it back. But Carlos Chavez and his work over the last 20 years with the Huichol or Peyote people of Mexico proves it ain’t necessarily so.
Through the support of his group, the Huichol have managed to take back land that was given away in the flux of Spanish conquest, Mexican revolution and ensuing political struggles over the last 400 years. He has helped this traditional indigenous group nestled in the western Sierra Madre win the respect of the Mexican authorities and the power to protect their territory from ever-encroaching loggers, ranchers and marijuana growers. It has been a long slow struggle featuring almost 200 court cases to reclaim over 140,000 acres of land.
Read more about this solution, or discuss this topic below.
ADD-on-GYAN Educational Services Pvt. Ltd is a venture established in order to reduce the many problems present in the Indian Education Sector and bridge the widening gap between theoretical and practical education in India. We began operations as a Start-up Company at Manipal University - Technology Business Incubator on 20th January and registered as a Private Limited company in July, 2011.
Competition Status:
クローズド
Competition Milestones
表示:
Show
[...]
Conventional healthcare model is unsustainable in addressing the burden of chronic diseases, and this is a major reason for it. Our proposal is the creation of initial free Basic Preventative Health Package (BPHP) that has positive effects beyond the immediate users and is very cost-effective.
Created on 05/14/2013 by Arlinda Fety R
Vegetables are foods that contain nutrients needed by the body, but the supply is still contaminated by many chemicals. Farmer became a milestone in the change. YIS engaged in community development in the field of economic development, health and education.
もっと読む ↓↑ 隠す↑ 隠すHas the organization received awards or honors? Please tell us about them
YIS believed to be an experienced NGO in the field of community development and capacity building / training since 1974, especially in the areas of health, organic agriculture, peace building, economic development and education by using participatory approach and highlighting the importance of gender equality.
もっと読む↓↑ 隠す↑ 隠すName your entry
Healthy vegetables on the slopes of Mount Merapi, Selo, Boyolali
Stage
Idea (poised to launch)
This Entry is about (Issues)
Elevator Pitch
Vegetables are foods that contain nutrients needed by the body, but the supply is still contaminated by many chemicals. Farmer became a milestone in the change. YIS engaged in community development in the field of economic development, health and education.
Problem
Now, public aware the needs of vegetables in nutrition and health, but in market it much exposed to chemical pesticides and fertilizers. Selo, Boyolali District, located on the slopes of Mount Merapi, is the agriculture center of vegetables and distributed to various regions in Central Java. Excessive use of chemical can affect the health of farmers, and consumers, e.g miscarriage in pregnancy, disturb the lungs, liver, cancer,and hypothyroidism.
Solution
Encourage farmers to produce healthy vegetables, will be done through:
- Campaign using the traditional approach of local culture, contains about the production and consumption of healthy vegetables. by targeting vegetable farmers especially women farmers because women have a big role in the household and children. It will also affect to vegetable consumers residing in other areas.
- Training, Train farmers on how to manage a healthy and organic farming. provide guidance on how to manufacture organic fertilizers and pesticides. Farmers are expected to perform eco-friendly agriculture to produce healthy vegetables independently and sustainable.
- Demonstration plot, organic vegetable farm as a model for vegetable farmers in District Selo.
Example
Farmers group gathered for get counseling and training on organic farming and the benefits for the environment and health. Farmers are also encouraged and assisted to make organic fertilizers and pesticides so the production cost is cheaper than using chemicals. With the skills, farmers can apply them in garden respectively.
Healthy and organic vegetables with better quality than conventional farms will solve the problem of scarcity of healthy organic vegetables at the market. With this change the farmer families and the wider community will be able to consume healthy organic vegetables, easier, cheaper and improve the economic welfare of vegetable farmers.
Impact
With increased knowledge and skills of vegetable farmers about environmentally friendly agriculture, so farmers can understand, practice and produce healthy vegetables for themselves, their families and the wider consumer. Besides farmers contribute to protecting the environment by using organic fertilizers and pesticides and decrease the cost production so it will improve the welfare economic of farmers.
Today, organic vegetables still costly due to limited availability in the market, so the fact, organic vegetable consumption can only be made by high-income people. With the increasing number of farmers who produce organic vegetables, it will increase the availability of organic and healthy vegetables in the market so that the price is more affordable by the whole society.
Marketplace
As center area of producing vegetables, vegetable farmers in the Selo sub-district have not been touched by mentoring program of development organic vegetable horticulture area, either by the Department of Agriculture and Food Security Agency. In addition, the introduction of environmentally friendly agricultural program is not only to preserve the environment, but also linked to the impact of improved health for farmers and consumers in other areas. More value of the program is the participation of women, it is also an embodiment of the MDG's points 3 which Promote gender equality and empower
Sustainability Plan
Through mentoring synergistic patterns collaboration with government and private agencies that have same vision and mission can expected speeds adoption technology innovation, improve marketing and institutional aspects in the development of organic vegetable cultivation. The project area are the slopes of Mount Merapi, has tourism potential that can be used as organic agro-tourism for income generation and sustainability of the agricultural area
Founding Story
Yayasan Insan Sembada/YIS (formerly Yayasan Indonesia Sejahtera) is a NGO that has vision "A trustworthy professional partner to strengthen the national self sufficiency towards the national idealism". With mission is Promote the models and development concepts to support the achievement of national self sufficiency. Selo is an area on the slopes of Mount Merapi which produces vegetables and distributed to other areas. But it is still contaminated by the excessive use of chemical fertilizers and pesticides that dangerous for environment and heath. So, we want to change the behavior farmer to produce healthy vegetables and eco-friendly farming system.
もっと読む↓↑ 隠す↑ 隠すWhere 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?
Selo, is known and popular in Central java about their vegetables and the beautiful view. Soil in there, is already fertile because it has been exposed to volcanic ash from Mount Merapi, so it does not need excessive chemical fertilizers. Supported with a beautiful view from the location itself is to be the main attraction to develop as an eco-friendly tourism potential agriculture. By this program, we could also invite women to cultivate organic vegetables into a nutritious food ingredient for consumption and resale in the form of vegetables flour as a food additive for the kids.
もっと読む↓↑ 隠す↑ 隠すHow 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).
Vegetables are foods that contain nutrients needed by the body, but the supply is still contaminated by many chemicals. Farmer became a milestone in the change. YIS engaged in community development in the field of economic development, health and education.
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
もっと読む ↓↑ 隠す↑ 隠すこの団体が社会的なインパクトをもたらす国
Indonesia, YO, Sleman - Yogyakarta
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)
もっと読む↓↑ 隠す↑ 隠すName 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.
もっと読む↓↑ 隠す↑ 隠すWhere 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.
もっと読む↓↑ 隠す↑ 隠すHow 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 05/12/2013 by stockbox
Stockbox places micro grocery stores throughout urban areas, to provide a local resource for fresh produce, meals, and essential staples in communities that don’t have access to good food. We are improving this access every day at our first Seattle store, and are now working to scale.
もっと読む ↓↑ 隠す↑ 隠す団体名
Stockbox Neighborhood Grocery
団体の所在国
United States, WA, Seattle, King County
この団体が社会的なインパクトをもたらす国
United States, WA, Seattle, King County
Has the organization received awards or honors? Please tell us about them
2011: University of Washington Business Plan Competition - 2nd Place Overall and Best Idea for Retail
2011: Bainbridge Graduate Institute Business Plan Competition - 1st Place Overall
2011: Healthy Foods Here grant recipient
2011: Herbert B Jones Foundation Milestone Awards
2012: Seattle Weekly Voracious Award
2012: invited to the White House twice
2012: selected as Echoing Green fellows
2012: SIFP Fast Pitch, semi-finalists
2012: Seattle Angels Conference, finalists
もっと読む↓↑ 隠す↑ 隠すName your entry
Stockbox Neighborhood Grocery
Stage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
Stockbox places micro grocery stores throughout urban areas, to provide a local resource for fresh produce, meals, and essential staples in communities that don’t have access to good food. We are improving this access every day at our first Seattle store, and are now working to scale.
Problem
Not long ago, most communities had their own corner store, regardless of their size, location, or economic standing. But over the past few decades, these stores have all but disappeared from communities, while larger grocery stores have moved outside the core because of their size. This now means that almost 25 million people across the U.S. don’t have access to a grocery store and that gap is actually growing.
Solution
Stockbox is the new neighborhood grocery. Instead of one large store, we place a chain of micro-grocery stores across cities. Inventory is focused on the fresh foods we buy most often, like milk, dairy, meat, produce, grains, and prepared meals. Stores are bright, inviting and fun, which is a direct contrast to nearby convenience stores. And, about 20% of our inventory shifts from store to store, to reflect community diversity.
Example
Before Stockbox, Sage used to drive out of his way and out of the community, because he hated taking his kids into a convenience store to shop. Paulina did the same, because she wanted access to produce, fresh foods, and heritage foods. And Sue simply relied on junk food, because real food was just too far away.
Across the board, our customers are excited to shop at Stockbox, rather than leave the community to shop at a larger store, even if that store has better selection, because they can find the food they want, at a price they can afford, and with an experience they can feel proud of…where they live.
Impact
Stockbox launched in 2011 with a prototype and followed up with our first store in 2012, which serves a neighborhood of almost 4000 residents who are cut-off from essential resources. We are now working to open our second store in the First Hill neighborhood, which will serve one of the most dense and diverse neighborhoods in Seattle, with 8500 residents and 10,000 workers within a quarter mile radius. By year 5, we will have opened a small chain of grocery stores throughout the region that serve upwards of 35,000 households, enabling us to expand into additional regions with even greater need. Stockbox also measures our impact via number of organic/local products sold; community members hired; non-profits supported; and avoided miles traveled. The value of our projected triple bottom line impact at year five approaches $20 million.
Marketplace
Some of the chains are making changes to pick up part of the market: Walgreens now offers produce and prepared meals at some locations; Amazon Fresh delivers to your doorstep for a fee; and even Target and Wal-mart are exploring “smaller” urban models…although at 30 to 50,000 square feet, they’re still missing the mark. However, the reality is that grocery stores are too big to focus on small urban areas; corner stores are often managed by single families and focused on serving a niche market; and convenience stores focus on non-grocery items like cigarettes, alcohol, and junk food.
Sustainability Plan
Since launching, we've raised $850k and we’re now raising another $600k To hit this goal, we’re working with our bank on a second loan; pitching donors on grants and charitable contributions, through our fiscal sponsor; and we’re working with investors on equity and financing options. We see the potential to launch 30 stores in the region but only need 4 stores to become financially sustainable and prepare to expand into another market
Founding Story
Stockbox started as a graduate school project for a group of students who were passionate about food and community development. We looked at what others were doing in the space of food access and decided to expand on the work of mobile markets, many of which were initially successful but then struggled to maintain customer commitment. We discovered this was because customers were looking for a permanent option (it could be difficult to align your shopping needs with the schedule of the truck) and a larger selection of food (most mobile markets were focused exclusively on produce).
もっと読む↓↑ 隠す↑ 隠すWhere 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?
Stockbox does offer locally-sourced and organic products. However, it's difficult to offer these products at an affordable price. There is still room to improve this access and enable customers from all economic levels to enjoy the highest quality fresh foods. In addition, many of the communities in which we work also face pressing environmental concerns because of their proximity to manufacturing and industrial bases. It's important to us to support this amelioration of these concerns in order to contribute more fully to the community's vision for itself.
もっと読む↓↑ 隠す↑ 隠すHow 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 05/10/2013 by Jon Rhodes
We give trainings and environmental consulting to community projects in Myanmar. We assist with sustainable design and agriculture by integrating methods such as mud-brick building and organic composting. This will strengthen the community to be self-reliant using sustainable methods and practices.
もっと読む ↓↑ 隠す↑ 隠す団体名
Green Communities Consulting
Has the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すName your entry
Green Communities Consulting Model Farm initives
Stage
Start-Up (a pilot that has just started operating)
This Entry is about (Issues)
Elevator Pitch
We give trainings and environmental consulting to community projects in Myanmar. We assist with sustainable design and agriculture by integrating methods such as mud-brick building and organic composting. This will strengthen the community to be self-reliant using sustainable methods and practices.
Problem
Environmental issues facing Myanmar include damaging agricultural practices, resource consumption, pollution, erosion, and improper waste management. Social issues are directly linked to environmental practices such as resource/food scarcity, health, inequality, and poverty. We use environmental consulting as a bridge to address these social problems in a region of the world where direct social engagement is made difficult by the government.
Solution
We will provide trainings to post-10 programs. These trainings will include techniques in agriculture and animal husbandry, food bank developments, fuel efficient stoves, mud brick making, environmentally-conscious architectural design and land use planning. Youth projects via model farms are the initial form of engagement with local communities. GCC will not be project facilitators but are expert consults on projects assisting with environmental alternative solutions, and education training. We help provide access to nutrient rich produce and organic methodologies. By providing assistance through education and training, GCC empowers the community in sustainable agriculture practices and promotes access to sustainable nutritional health.
Example
Land use planning and training with our partner (NEED-Burma) will provided 50 practitioners with real world training and practice. The training includes organic compost, fuel efficient stoves and agro-forestry. They then implement these strategies in their local communities. For example, two youth from last year’s NEED program are currently running model farm projects (one with an agro-forestry model) and a third is conducting a bio-diversity project for local agricultural species. The projects will provide organic produce and animals to the local community, offer training and models for organic methods, and will have the potential to influence 1,000s of people within and around each village.
Impact
To date, GCC has assisted on one land use planning project and is currently working on developing another model farm. The land use planning project was with NEED-Myanmar’s new school in Burma, helping to design the layout of the farm, mud-brick making for buildings, and installing water access points for running water and irrigation. The school will house 50 youth for a 10 month program annually and will offer supplementary university agriculture courses for the local colleges and government personal within the next 5 years.
Our current project includes a model farm and model agro-forest. Trainings conducted here and organic produce and chickens will help provide healthy foods and sustainable livelihoods to the local villages. This has the potential to reach 1000s through trainings and food security.
Marketplace
Many organizations work on environment, human rights, and political issues, yet none bridge the seemingly isolated topics successfully. NEED and democratic ethnic parties, whom are at odds with the government, come close. By acting as consultants, GCC networks these organizations rather than being in competition for resources. Also, whereas other organizations take ownership of a project, GCC does not – we are consultants. Approaching projects this way, the ownership and successes remain entirely that of the communities; improving the success rate and continued implementation of the models.
Sustainability Plan
GCC will rely on a number of funding sources: private donations, grants, and project generated funding. In addition to youth projects, GCC does community referral, and hostel/hotels. In order cover annual growing expenses, GCC will actively seek hostels and hotels consulting projects. The goal of these projects is to bolster environmentalism in tourism and support other GCC consulting projects and trainings.
Founding Story
I volunteered for a few months as an environment and community development instructor with the Network for Environment and Economic Development (NEED-Myanmar formally known as NEED-Burma). NEED-Myanmar is a post-10 school for Burmese community development practitioners with a special focus on ethnic minorities, sustainable agriculture, and sustainable livelihoods.
As a volunteer member of their staff, I became increasingly involved with these young practitioner’s lives, experiences, and future dreams. Their desire to work towards change, and the need for expert environmental consulting following their graduation, was the catalyst for my organization’s inception.
もっと読む↓↑ 隠す↑ 隠すWhere 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.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
This would allow GCC to greatly improve the quality of our consulting work. At the moment, we rely on pro bono remote experts. This added capacity will allow GCC to provide onsite assistance by covering visa fees, project transportation costs, and covering living expense. Additionally, the funding will allow GCC to provide seed funding to a number of youth projects as well as assist with 501(c)(3) registration to ensure future finical stability and our continued work in Burma.
もっと読む↓↑ 隠す↑ 隠すHow 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).
Stockbox places micro grocery stores throughout urban areas, to provide a local resource for fresh produce, meals, and essential staples in communities that don’t have access to good food. We are improving this access every day at our first Seattle store, and are now working to scale.
Create Awarness & Educating the community for the wellness through
1. Adult Education
2. Technology
3. News & Knowledge
4. Service delivery with focus, coordination and convergence.
Created on 04/29/2013 by Martguz
For Lumen the vision is a fundamental right for the human being
It is a novel, eclectic, cost effective and socially acceptable project.
Lumen fights untiringly to surpass the blindness related to poverty.
Nobody knows that sees badly…
Lumen puts the community at the front of the visual health. I see, I see. What do you see? I see the world changing in front of my eyes…
もっと読む ↓↑ 隠す↑ 隠すOrganization's Country of Operation
Venezuela, M, ANZOATEGUI, APURE, BOLIVAR, AMAZONAS
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
His founder and general coordinator, was chosen fellow of Ashoka 2012, as well as Fellow of MMH(Making More Health Initiative promoted by BI)
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.
My thesis for the postgraduate of Health Management at the UCAB was the project that today we know as Lumen. In 2007, I had contact with UNESCO Chair Visual Health and Development, which helped me to canalize the idea conceptually. Right now I am Regular Professor of this Chair in the IUO and two of my students read my work and developed the stage 1
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Proyecto Lumen (Despertando la demanda de salud visual a través de la participación comunitaria)
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 LUMEN Project assumes the deficits of quantity and quality of vision as a social problem. That’s why it considers the necessity to give access to visual health care for traditionally marginalized communities of the public policies. It considers the education as a central aspect. Being a health project, it is not a welfare approach, since it goes beyond the techno-centric to an anthropocentric perspective; it is cost-effective and has a high coverage. The innovation focus on the training of basic education’s teachers, as primary agents of visual prevention so that they can detect problems of vision among their students, and conform, coordinate and implement an inter, multidisciplinary and multi-sector social network to guarantee its viability, sustainability and permanence. In that way they also are able to obtain communitarian involvement by generating a permanent social phenomenon in primary visual attention. This network involves the academy sector, through optometry’s students working as promoters, teachers as natural leaders of its communities, the community, the specialists, during the decisive stage and the State as the principal manager and natural channeling of initiatives that lead to guarantee the preservation of the human vision. All of which it will promote the community’s organized specialized services, the blindness’ prevention and the frontal struggle against “blindness related to poverty.”
Describe how your innovation model is distinct from any other organization in your field?
The approaching solution to services of visual health problem, having as the axis articulation the sensitization and the education, aiming at the ametropia not corrected as social problem derived from the loss or null access to visual health services, constitutes an innovative conceptual valuation in Venezuela, that allows a best understanding of the situation.
What type of operating environment and internal organizational factors make your innovation successful?
The approaching solution to services of visual health problem, having as the axis articulation the sensitization and the education, aiming at the ametropia not corrected as social problem derived from the loss or null access to visual health services, constitutes an innovative conceptual valuation in Venezuela, that allows a best understanding of the situation.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
To consolidate and refine the methodology by the acquisition of experience and constant revision of the project’s management indicators to obtain major effectiveness and repeatability.
To finish all the stages of the project in the strip of the Orinoco and, if it is possible, to arrive at the Delta, where lives the majority of indigenous population without access to the services.
To strengthen the alliances with other projects of public or private health service, focused on the prevention helping in the collective achievement of a more preventive and less care attendant vision. Additionally, to create the first indicators of “Visual Health” in the region to be able to measure its behavior in normal and anomaly conditions.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe 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, 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?
If we took as it bases 7000 million inhabitants, we will have for today that there are 366,1 million people with serious visual deficiencies and not corrected refracting defects in the world. 90% of them live in developing countries. Without including corrected presbyopia, the number ascends to 670 million people. According to the WHO, (Program 2020 for the blindness’ prevention) this number will be duplicated in 2020, if the suitable measures are not taken. If we consider that the tendency of demographic explosion in the PEVD is the major of the planet and that Latin America is part of this Geo-economic context, we will have a high incidence of not taken care visual morbidity causes
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]
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, 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, Education/training, Others.
If other, specify here:
ejercicio del liderazgo comunitario
Please describe your solution in more detail
The planning of a solution to services of visual health problem, having as the axis articulation the sensitization and the education, aiming at the ametropia not corrected as social problem derived from the loss or null access to visual health services, constitutes an innovative conceptual valuation in Venezuela, that allows a best understanding of the situation and will surely produce a different result until now.
LUMEN developed a simple but effective methodology so that through devices of low technology and low cost, designed and validated by the technicians of the project, teacher will be able to detect visual deficits.
LUMEN developed a simple but effective methodology so that through devices of low technology and low cost, designed and validated by the technicians of the project, teacher will be able to detect visual deficits.
What are your vision and overall objectives?
That Venezuela at least assumes as state policy the visual screening applied by teachers in their role of Primary Agent of Visual Prevention, which will generate pressure on the health system, causing a sustained transformation towards primary health care.
To consolidate and refine the methodology by the acquisition of experience and constant revision of the project’s management indicators to obtain major effectiveness and repeatability, with the idea to turn it into a Health model.
To create the first indicators (non-epidemiologists) of “Visual Health” in the region to be able to measure its behavior in normal and anomaly conditions.
To generate a viral phenomenon of replication in the entire community, using the School as the epicenter.
What is your value proposition?
From the local point of view, it has a multiplying character since the individual object of the project (the school’s teacher), which in the promotional capacity and leadership role, as a APPV, will begin to create, often unconsciously, a replication phenomenon. In our experience, we have noted that teachers do not leave the kit at school, they take it to its house and screen their relatives. Those relatives understand that there is an easy way, known by teachers, to detect visual problems and tell other people awakening an expectation regarding visual subjects in the community. It encourages the primary care phenomenon in the community. It improves human and material resources and lowers the social costs.
Who is your customer(s)?
They are children of basic education between first to sixth grades, teachers’ community and the staff of scholar institutions in rural zones. Nevertheless, the project is easily adaptable to other types of social organization like “communal councils”, and other economic Geo-partners contexts.
The LUMEN’s object age group of action is from 4 to 15 years, which represents approx. 11 million inhabitants, in the national population of 29.718.357 for the year 2012. That represents the 37% of the total population of the country. Nevertheless it is necessary to consider that for the effects of the coverage this proportion must be extrapolated to 13% of the rural population focused initially by LUMEN.
What approaches to you use to reach your customers?
From the Public Health perspective, we work in the solution of a specific problem, the not corrected Ametropia sensitizing to the community regarding a particular matter of Health and stimulating it to also work in the solution. From the social point of view it address the structural components of poverty that is the low accessibility to Health services in this visual case. At the same time, it empowers the community with tools that were traditionally used by technicians and which by means of a simple methodology and easy understanding provide them with capacities that can directly reach the problem.directamente sobre la problemática.
What are your primary activities?
For stages I and II, there are workshops, one for the students of optometry and one for the teachers to be certificates as APPV. The result of this activity is the beginning of “waking up” of the demand of services of visual health, through the action of the Academy as a “starter engine”. Stage 1: teachers as “primary agents of visual prevention”. Stage 2: Screening performed by the teacher with support of LUMEN’s technicians (only for the first time), Installation of the Visual Health round table (construction of the demand), Beginning of Welfare Stage (Screening of opthalmopathy, made
by technicians). Resolution Stage (Delivery of corrections and reference to other levels) Measurement of Impact
Who are your peers and competitors? What problems could these players pose to your success or growth?
The more relevant initiative undertaken by the Venezuelan State regarding Visual Health, is the so called “Mission Miracle”. This operation or mission started in 2005, as “a project to fight against blindness and other ocular deficiencies” which does not make emphasis in the not corrected refracting defect, thus are not considered a threat for the 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?
The main threat for the project not managed by the government, is that at any time they can be interpreted as hostile and disturbed it activities. That situation has never impacted the Lumen Project Lumen since it has the support of the local government, especially from the logistic point of view.
Briefly describe your growth strategy going forward
To create a new team per year (conformed by 7 people) to increase the operational range of action, since at the moment we are working with a single team which can affect more than 2500 people per year. With strategic alliances with another NGOs as Fe y Alegría or Maniapure Foundation, we can increase the geographic area of the Project.
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?
A developed and validated methodology. At the moment, we are in the region of the Faja of the Orinoco and the goal is that the Project has national influence, through of strategic alliances with Private enterprises and another NGOs to create a social network around the matter of Visual Health.
What are your key growth objectives?
To wake up the demand of Visual Health Services and to generate the possibility that communities construct them. To bring about the modification of the state policies regarding the matter of Visual Health, in the particular and general scope, so that it has an approach more centered in the primary health care.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Centered in the plan of annual growth of one team per year, it esteems that the capacity of the project’s influence will be duplicated once a year and we could infer that in five years we will have a capacity to affect more than 12,500 people per year. Nevertheless, an infinite matrix of growth would not represent a practical approach due to the logistic challenges that this represents.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
In its first two years, our program of visual health in rural schools has been implemented in the region of the strip of the Orinoco, specifically in the Monagas municipality of the Anzoátegui State, with the support of Total Oil and Gas Venezuela, within the framework of the agreement of “Local Human Development”. In collaboration with the mayor ship of this municipality, the project has been taken to the populations of Mapire, San Diego de Cabrutica and Zuata. Also, in alliance with the Foundation Maniapure Project, we took care of the populations of Urbana and Maniapure, Cedeño Municipality of the Bolivar State and with ASOPICA to the population of Pica, Pedro Camejo Municipality. During year 2011and what goes of 2012, we have trained and certificated 60 students of final year of optometry as LUMEN’s Facilitators, 144 teachers as Primary Agents of Visual Prevention, taken care of 2.044 children at school only in the Monagas Municipality of the Anzoátegui State. To the previous achievements it adds 65 children and adolescents in the population of the Goad, Pedro Camejo Municipality in alliance with ASOPICA and 440 in Maniapure and the Urbana, Bolivar State. Being installed 6 Round Tables of Visual Health in these places.
What methods for quantification of social impact are you applying (if at all)?
At this moment we are only quantifying raw data, such as number of screenings per year, number of trained teachers, amount of trained promoters, etc. We are also refining the method and the processes of work. At the moment, with the contest of an investigating team and one tesis expert, we work in the identification and validation of he indicators of management of the project. These results will serve us to consolidate the methodology and to guarantee its replication in other places.
Could your solution work in other geographies or regions? If so, where?
Yes, the Lumen Project is totally replicable, I would start by Latin America, for cultural and idiomatic reasons, but we have already received requests of India and Africa for the project to be implemented there.
What is your projected impact over the next 1-3 years?
To create a new team per year (conformed by 7 people) it would increase the operational range, since at the moment we are working with a single team that reaches to screen more than 2500 people in one year 1, trains 144 teachers as APPV and 60 students of optometry as promoters (present capacity, 1 team) In the second year it would reach 5000 screenings, 288 teachers APPV and 120 promoters, 7500 screenings, 432 APPV and 180 promoters in year 3. With strategic alliances it is desired to increase the geographic area of the Project. With the bancomunales is also anticipated we will be able to increase demand of Lume’s intervention, economically sustained by the own community.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
We are currently designing the Businesses Plan of the Project, with the main premise that the project must be of low budget and high impact, Until now the strategy has been that the directors have identified organizations that potentially can be allied of the project with vision at medium term, and with which can be obtained funding for their execution; having them for donations of equipment, optical devices and their processing, based on criteria of maximum economy, efficiency, transparency, honesty and sustainability, An annual budget with horizon is formulated to take care of at least 3 places for team which involves coordination and transportation expenses of volunteers and professionals, acquisition of equipment and its maintenance, administrative materials for the Kit of training and controls, snacks, managing expenses and Law taxes.
Se formula un presupuesto anual con horizonte de atender al menos 3 localidades por equipo, el cual comprende gastos coordinación, de movilización y viáticos de voluntarios y profesionales, adquisición de equipos y su mantenimiento, materiales para el Kit de capacitación y controles, refrigerios, gastos administrativos e impuestos de Ley,
Share of revenue generation in total income of organization (in percent)
Companies 58.86%, Foundations 35.62% and donations 5.52%, based on the distribution of year 2012
Direct sales to patients or other beneficiaries (in percent)
No contempla ventas directas
Of the possible sources of these sales listed below, check all that apply to your current strategy
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
財団, NGO, Private businesses, Regional government.
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
財団, NGO, Private businesses, Regional government.
Explain your revenue generation strategy in more detail
Our strategy of income generation is based on a conservative scheme of alliances and funds of programs of enterprise social responsibility. By means of formal agreements with companies, local governments and Ongs, obtaining the resources for operating of the project. We also incorporate the request of donations in money, equipment, materials, uses of physical spaces and logistical support to companies of the optical branch.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
In order to achieve Lumen’s goals, we need to build a large social network of support composed by universities, private enterprises, professionals, teachers, the State, students of basic school and their relatives. The idea is to generate a permanent social phenomenon towards the visual health as a social problem and to empower all the actors, at each level allowing participating them as key actors in the solution. With this, we try to generate a multidimensional social matrix that helps in the solution of a particular problem whose global impact resides in poverty overcoming.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Socializing and spreading the results of the projects in diverse public places.
Tying the project at least to 4 companies of diverse branches, and 3 of the optical branch. Improving relationships with community organizations for the presentation of health initiatives’ proposals to different financial organizations.
Created on 04/29/2013 by Carolina Costa
Recovering pharmaceutical pride within the Brazilian health system is of extreme importance for the care of the population relative to how they are currently medicated. The PEC CFF comes to transform the perception of health professionals inside pharmacies, training them to better serve and tend to patients, which will cause a structural change in the country´s health system.
もっと読む ↓↑ 隠す↑ 隠す団体名
Boehringer Ingelheim do Brasil Quimica e Farmacêutica LTDA
Organization's Country of Operation
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
GREAT PLACE TO WORK
Elected 9 times elected one of the "100 best companies to work for in Brazil",byt Great Place to Work Institute
Época NEGÓCIOS 360º Guide
2nd place "Best pharmaceutical industry"
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 2009 the ANVISA (National Agency for Sanitary Vigilance) reinforced the need for the pharmaceutical presence in the process of dispensing medications to the population, as it noticed that this professional was apart from this practice. We researched and found a gap in the technical training of this professional, and, consequently, a gap in knowledge of the poplation regarding Pharmaceutical Care in retail. This is how PEC CFF emerged.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
PEC CFF - Continuing Education Program from the Federal Council of Pharmacy
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 project is a public-private partnership that aims to promote national accessibility to the subject of 'Pharmaceutical Care' for professionals working within the pharmaceutical retail chain.
Through continuing education and distance learning, we developed a free platform for online training and evaluation that features technical and specialized content on pharmaceutical practices, and focuses on serving the population, especially in the moment of dispensing medicines. The modules are supplemented with assertive educational material, having practical cases that explains the dynamics of caring at pharmacy windows in Brazil.
Focusing on pharmacists, people working in pharmacy windows, pharmacy students and professionals in the pharmacy retail, PEC CFF seeks to promote systemic behavioral change in how the Brazilian population is received, treated and served in pharmacies. This occurs in the realm of dispensing medicines, answering recurring questions about health, and contributing to a better adherence to treatment (in response to the identification of the pathology after medical consultation).
Currently, this type of monitoring is scarce for doctors and not well structured for professionals working in community pharmacies.
Therefore, we believe that through proper pharmaceutical care, in the long-term, community pharmacies can relieve the public health system, especially as related to primary care (blood pressure measurement, diabetes, fever, etc.) and follow-up treatment for patients.
Describe how your innovation model is distinct from any other organization in your field?
In Brazil, there are isolated pharmaceutical laboratories that encourage continuing education in partnership with educational institutions. However, only the PEC CFF has content developed by USP (University of São Paulo, the primary reference in scientific matters in Brazil), certified by the MEC (Ministry of Education and Culture of Brazil ) and by the Federal Council of Pharmacy.
It is a training program for the short, medium and long term, aiming to develop professionals within the pharmaceutical retail chain in order to make the customer/patient care safer. They will have a trustworthy person tending to their treatments and health, being able to supply failures and gaps in the health system and access problems in remote areas, far from hospitals.
What type of operating environment and internal organizational factors make your innovation successful?
There are five pillars that support the implementation and success of the PEC CFF: content, technology, recognition, academic certification and funding. USP (University of São Paulo) acts as a provider of technical content - the primary pharmaceutical reference in Brazil with an emphasis on international studies and updated Pharmaceutical Care subjects. Kairos provides technology for the online system, because of their experience across the pharmaceutical chain, particularly in monitoring prices of medicines in Brazil. The Federal Board of Pharmacy, the highest body that regulates the pharmacy profession in the country, and the MEC (Ministry of Education and Culture), recognize the program, generating great credibility to the students. Finally, Boehringer Ingelheim believes in the program and finances all of the costs.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Through partnerships with different sectors (education, health, industry, communications and retail): Surveys with pharmacists and clerks who are part of the program. Globally recognized content that's updated and relevant to the health professional, contributing to the development of their career and best practices in services at the pharmacy. Discussion groups with patients receiving this distinguished service, in order to obtain information for the benefit of the improvement of the project. Technological advances to meet the high growth of online students within the program (in three years, we reached about 30 thousand students online).
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe 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]
Chronic care
Categories along the health continuum you are covering [select all that apply]
Prevention, 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?
Deficiency of pharmaceutical care in pharmacies for populations looking for medicines and / or requiring a follow-up with guidance on how to follow the drug treatment safely after a medical diagnosis.
Allow the Brazilian population to have access to quality information and guidance from trained professionals at the time of access and adherence to medication in the pharmacy.
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]
Approaches to behavioral change at the individual level, 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, New skills, Education/training.
Please describe your solution in more detail
Through free education and distance learning, we train health professionals serving the population in pharmacies, so he/she is better prepared to provide the proper and safe pharmaceutical care to patients, monitoring and ensuring adherence to treatment. In the long-term, this is relieving the public health system in Brazil by involving new actors from different areas in the search for a systemic change of quality pharmaceutical service in Brazil.
What are your vision and overall objectives?
Unite diverse areas of operation within the Brazilian market to, jointly, provide training for health care professionals throughout Brazil, and thus, make the pharmacy a point of service and patient care. This allows the population to have another reliable and reference option, regarding treatment and guidance on health.
What is your value proposition?
In the short term, to contribute to the empowerment and development of professionals working in pharmacies (graduates or those studying or working in the pharmacy window), improving their ability to find employment.
In the medium term, to encourage the development of the retail pharmacist and to establish a relationship of trust between the local population and community pharmacies, through the best care provided by their pharmacists and clerks. We believe that good entrepreneurial practices of a retail pharmacist will bring a whole chain movement, due to the highly competitive industry, which benefits the whole population with increasingly skilled and safe care.
In the long run, relieve the public health system through quality primary care in pharmacies.
Who is your customer(s)?
Pharmacists and clerks who work in retail are directly impacted by the program, because the certification is geared directly toward this target group.
This program helps pharmacy students notice that the subject of Pharmaceutical Care will guide the future of their careers and their professional success in the long run.
Executives and senior leadership of the retail pharmacy, through our program, realize that the practice of pharmaceutical care in their companies can be a competitive advantage for short, medium and long-term satisfaction, and generate customer loyalty.
And finally, the society, because of proper care by qualified and trained professionals, brings security to their health treatments.
What approaches to you use to reach your customers?
The communication of the program is conducted by the website of the Federal Council of Pharmacy, through a fixed banner on the main page. This site has daily access because the dispensation of some types of medications must be recorded in the CFF system. Another approach is the publishing of some modules of the classes in the pharmaceutical magazine Koiros. Boehringer Ingelheim team visits pharmacies and promotes the Program to 12,000 community pharmacies across the country. In all communication action, we highlight the changes that the program brings to individual participants - like career growth and social benefits for the Brazilian population. Moreover, we have seen that "word-of-mouth" among students is also very important.
What are your primary activities?
Develop, implement and monitor updated and relevant content about the practices of pharmaceutical care for the health professional who operates within the retail pharmacy chain. This will contribute to the development of his/her career and improve the provided services within the community pharmacy, reflected in the quality attendance and confidence of the population.
Also, we offer certificates to the participants who attend the full course during the current year.
To bring more didactic content to the program, we develop practical case studies through 'Further Reading,' which reflect real situations of how patients should be treated in community pharmacy under the vision of Pharmaceutical Care.
Who are your peers and competitors? What problems could these players pose to your success or growth?
The two components of the project are the Federal Council of Pharmacy, the Magazine Koiros, the University of São Paulo (USP) and the Ministry of Education and Culture (MEC). At the moment, the only situation that we see as a potential barrier to the project's future is unpredictable political dynamics between these actors, which could negatively impact some strategic changes on how the projects are managed. However, we consider this possibility very low due to the successes the project has achieved up until today and will keep achieving in the long run.
We have in the market today other sources of training for pharmacists and clerks (PEC Farma Zambom / IDVF, Torrent, Racine), but none of them is focused on pharmaceutical care. And they have lower academic relevance compared to PEC CFF.
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?
Our biggest challenge has to do with the political sphere, involving partners of the program. Changes in the management of these institutions could reflect negatively on the operation of the project. In contrast, the constant alignment that we do with all the involved actors, clearly defining roles and responsibilities, allows us to minimize potential risks, especially when we see that PEC CFF has operation for 2 years and 4 months with positive engagement from all actors.
Briefly describe your growth strategy going forward
To grow the number of participants; promote presential classes throughout Brazil, in partnership with regional pharmacy councils; engage the retail industry in the pharmcaceutical care matters; create campaigns for the population to make them aware of the importance of pharmaceutical care before, during and after the treatments with medicines, in partnership with new health bodies such as the Ministry of Health.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
In 2 years and 4 months, CFF PEC already has more than 28,000 active students in the program. Also, the high level relevance of the content combined with the certification of the program and the good online platform (which is able to support future growth), assure its success - short, medium and long term.
What are your key growth objectives?
To change the image of the pharmacist in the health scenario in Brazil, increasing his/her relevance in serving the population, and this, alleviating the healthcare system and being one more reference for the well being of the patient, mainly focused on dispensing drugs to the population.
Also, to educate the population and change their level of exigency for these services.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In 2013, we intend to reach 35 thousand students until the end of the year. We also plan to engage the population in a campaign with the Ministry of Health
In parallel, we plan to increase, by 2014, the engagement of major pharmaceutical retailers, addressing the topic as a major potential differential provision of service to its customers, placing the program into their development plans for HR professionals who operate in the stores.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Currently there are 27,532 health professionals (among pharmacists, clerks and pharmacy students) part of PEC CFF throughout Brazil. We estimate that these professionals reach approximately 30% of the existing number of community pharmacies in Brazil, since, in the registration of students, it is required to include the CNPJ (National Register of Legal Entities) of where the student works.
Thus, 30% of community pharmacies have one or more trained and conscious employees, part of PEC CFF. They are more capable to revolutionize the way population sees the dispensation medicine and primary services in pharmacy.
We know that this is just the beginning of a long journey towards excellence on the topic. Not only public awareness should be clear on the subject, as well as retailers need to be aware, engaged and investing significantly in this type of service.
What methods for quantification of social impact are you applying (if at all)?
Data collection system, interviews and testimonials with the participants and supporters of the program.
For the future, we would like to have ambassadors of the program spread across the regions of the country, to reaffirm the importance of the qualification of the pharmacist in providing pharmaceutical care services to patients within the pharmacy. Methodologically, comparison studies of the scenarios - before and after the training period of participants.
Could your solution work in other geographies or regions? If so, where?
Currently, PEC CFF operates throughout Brazil.The integration of all actors involved in the project can be replicated as a model in other countries, reinforcing the worldwide practice of pharmaceutical care in dispensing medicines to the population.
In addition, the expansion and globalization of the retail chains, where it applies to the practice of pharmaceutical care, encourage positive competition among markets, spreading awareness and the practice of the subject.
What is your projected impact over the next 1-3 years?
First, significantly increase the number of students certified by the program, reaching at least 50% of community pharmacies with at least one student participant in the program per pharmacy.
Continue engaging stakeholders and seeking new partnerships that add value to the program, as well the incoming support of the the Ministry of Health.
Focus on population awareness on the issue, because it is the target of this new pharmaceutical approach and it will help accelerate the development of the retail chain and of the practices of pharmaceutical care.
And finally, we expect that the retail sector, at the end of three years, will already have their pharmaceutical care model tested and approved for expansion within their group of stores.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
Boehringer Ingelheim covers all costs directly involved in the operation and functioning of the PEC CFF, including:
- Hosting and maintenance of the online platform
- Expenses with employees involved in the operation
- Expenses with professionals who develop the technical content of the programs
- Expenses with technical consultant who develops 'Further Readings' (practical study cases)
- Certificates
- Production and distribution Magazine Koiros to 12,000 community pharmacies by Brazil
- Expenses with presential classes
Boehringer Ingelheim Brazil is the only source provider of financial resources. There is no other type of financial incentive of the other actors involved in the project.
Share of revenue generation in total income of organization (in percent)
The PEC CFF is not a revenue generator for the organization.
Direct sales to patients or other beneficiaries (in percent)
The PEC CFF does not sells its activities or certificates. We offer free services for education and training.
Of the possible sources of these sales listed below, check all that apply to your current strategy
Licensing fees, e.g., for technology/franchise model (in percent)
PEC CFF does not work with it.
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Private businesses.
Service contract with organizations, e.g., government, NGOs (in percent)
100% between Boehringer Ingelheim of Brazil and K@iros magazine.
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Private businesses, 国家, Others.
Explain your revenue generation strategy in more detail
The PEC CFF is not a revenue-generating project. It is sustainable due to support from Boehringer Ingelheim, as it believe that pharmacists make a difference in the health and welfare of the population - intrinsic values in the company's mission.
Share of philanthropy in total income of organization (in percent)
The PEC CFF is not a revenue-generating project.
Philanthrophy strategies you are using
Single strategy.
Explain your philanthropic approach in more detail
Through research, Boehringer Ingelheim noticed an opportunity to train health care professionals within the Brazilian community pharmacies. There are many academic/professional gaps in this subject in addition to the size of the country, which makes it difficult the to access reference institutions.
While researching key trends in order to better meet the Brazilian population demands at the time of dispensing medicines, the pharmaceutical care theme stood out as a global issue of greatest relevance to the population. It is aligned with the mission of Boehringer Ingelheim, and strives for health, wellness and innovation accessibility o humanity, PEC CFF emerged with an important mission: free training for pharmacists and better service for the population.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Boehringer Ingelheim Brazil intends to support the project for an indefinite period, in the same way that it is being currently funded, as there is a social impact very much aligned with the company's values.
In the future, awareness campaigns for the population about Pharmaceutical Care may be funded through partnerships, mainly with the Ministry of Health.
Conventional healthcare model is unsustainable in addressing the burden of chronic diseases, and this is a major reason for it. Our proposal is the creation of initial free Basic Preventative Health Package (BPHP) that has positive effects beyond the immediate users and is very cost-effective.
Created on 04/10/2013 by Indrani
Goonj is turning urban wastage into resource for rural India. Its about recognizing and working on Micro looking issues which have a micro impact on people. Goonj has proven simple solution by using clean cloth pad as entry point into women’s lives,making them aware about health issues. Goonj’s My-PAD is affordable, easy-to-use, biodegradable, cloth pad made for women in villages & slums by involving urban masses in generating the clean cloth.
もっと読む ↓↑ 隠す↑ 隠すOrganization's Country of Operation
India, Jalandhar, New Delhi, Bangalore, Patna, Kolkata, Bhubneshwar, Hyderabad, Mumbai
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
Some of the recognitions are:
• Nov’ 12 : Social Entrepreneur of the Year award to Mr. Anshu Gupta by Schwab foundation
• July’ 12: GOONJ as ‘Game Changing Innovation’ by NASA & US State Dept.
• Jun’ 12: GDN- Japanese govts. ‘Most Innovative Development Project’ Award
• Feb’ 12: Edelgive Social honour for the initiative ‘Not Just a piece of cloth”
• Dec’ 11: SAFRG award for initiatives in raising resources
• Nov’10: Listed in ‘Forbes’ as one of the India’s most powerful entrepreneurs
• May’10: ‘Innovation for India’ award to GOONJ.
• Mar’10: Jamnalal Bajaj CFBP Award for ‘Fair Practices’
• Nov’ 09: ‘Cloth for Work’ wins international Lien i3 Challenge Award in Singapore.
• Jun’ 09: ‘Not just a piece of cloth’ wins Changemaker’s Innovation Award
• Mar ‘09: CNN IBN’s ‘Real Heros’ award to Mr. Anshu Gupta in women welfare segment.
• Mar ‘08: ‘India NGO of the year' award
• May ‘07: GOONJ’s sanitary pad project ‘Not just a piece of cloth’ wins World Bank’s Global Development Market Place Award.
• July ‘07: GOONJ’s first initiative “VASTRA-SAMMAN” recognized as one of ‘The Good Practices’ in Dubai International Awards.
• 2006: Win the prestigious Changemaker’s Innovation Award, the second time, for our disaster relief initiative ‘RAHAT’.
• 2004: Prestigious Ashoka Fellowship to Anshu Gupta.
• 2004: GOONJ wins Changemaker’s Innovation Award for its “SCHOOL to SCHOOL” initiative.
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.
While working on the clothing issue Anshu was intrigued on what women use in menses as he figured out acute shortage of clothing itself. Then he found about a woman who used a piece of cloth with rusted hook and died of tetanus.He dug it further and found that millions of women use sand,ash,rugs,rags,dry leaves,news paper as pad. He connected the dots and mobilized masses to open up this taboo health issue.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Not Just A Piece of Cloth
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.?
Millions of women use sand, wood ash, old rags, newspapers & even plastic bags due to non-availability of sanitary pads in India. Shame & silence associated with the issue makes it the most taboo subject even among women. The irony is that even the biggest health/RCH projects don’t have a budget for sanitary pads. This is a nationwide intervention, which starts with providing a physical product but stresses more on changing practices, behavior change, education & replication in the long term. The clean cloth pad is developed out of old cloth collected from urban masses. Its made with highly indigenous processes while we also teach the user women to make it on their own.
We name this issue as ‘TRIPPLE A’ - awareness, accessibility and affordability and we are developing it not as a product but as a solution which is taking care of these 3.
We use old cloth lying useless in the cities as a resource to address this important yet taboo basic need of the village & slum women. We use this pad as a tool to generate more awareness on the related health and hygiene issues. In the cities for the first time we are initiating discussion on this issue by directly involving the urban women, drawing on their instinctive empathy. The use of cloth; a material most village women are comfortable and familiar with, coupled with the reuse possibilities makes it a viable option. This is a highly replicable, cheap and easy to do initiative which brings an absolutely environment friendly product, a not so common thing in the sanitary pad world.
Describe how your innovation model is distinct from any other organization in your field?
Sanitary pads that are practical, affordable and environment friendly are still on an experimental level in most parts of the country. The commercial sector has not been able to provide an affordable option the rural masses, village India use every possible rugs and rags. A few NGOs, women’s groups and individuals have taken this as an add on activity limited to the communities they are already working with.
Unlike many other one time, charitable or sporadic effort this is a comprehensive solution which involves masses at every level right from awareness , material collection to usage. It is neither an education program nor just gives a product, it is a package where an ‘easy to do solution’ becomes a tool to open up the subject and initiate a dialogue in the sector and communities.
What type of operating environment and internal organizational factors make your innovation successful?
20% of cloth we get is non wearable and the cotton out of it is converted into pads which ensures regular raw material. Pack of 5 pads reach women with information on how to use- reuse,washing & drying practices, importance of sunlight & hygiene issues. We are also developing exhibitions for partners to build an aware eco system. Goonj works in 21states of India through its network of over 250 partners to reach wider. Other aspect is initiating discussion & debate on taboo subject in cities. We are spreading awareness among people from different strata thereby evoking empathy about and making sure that it takes a shape of mass movement on the issue. In villages we aim for local level replication so women don’t rely solely on Goonj.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
It has been a taken for granted issue with hardly any documentation of problem and its magnitude. The present model and product is evolved after a rigorous work in the field across India and also after our research on issues in other countries. This is one work where lab people are first users, unlike any other initiative as the women who make it- use it first and talk to communities to update themselves and upgrade the work. We learn from users to change. There are different models as per the local social & financial situations. We create local leaders to spread awareness in local language and context instead of a typical top down approach. This approach keeps us going in different socio- economic scenario and pressures as the ownership is local.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe 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, Intervention, Follow-up.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Given poor economic status and with lack of awareness, sanitary pad is last thing on mind of rural women and they use all kinds of things leading to a series of diseases to most common hysterectomy We connected it with another non issue i.e. clothing and turned an old piece of cloth into a powerful tool to raise awareness on the issue and use it as a viable, economic product also. What makes idea of cloth pads successful is familiarity to women. Mass scale replication is possible on a local level itself. We remove risk elements, do value addition in terms of cleanliness& awareness and this biodegradable pad becomes a good option and saves a lot of issue on disposal. NJPC turns material lying idle in urban homes to a very useful product and tool for rural people.
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]
Approaches to behavioral change at the individual level, Patient-centered design, New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare), New financing strategies for health, その他.
If other, specify here:
bringing a taboo issue on the discussion tables not in the meetings but among the masses.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Education/training, Others.
If other, specify here:
by turning wastage of one part of the society into resource for other part of the society
Please describe your solution in more detail
We work on a theory- Triple A i.e. Awareness, affordability and Access. The old waste cloth as raw material ensures regular supply of material helps reducing the pressures on land fill sites and makes it affordable. The engagement of urban masses for collection of old material opens up the taboo issue to larger audience and builds empathy among various groups. The open discussions in the villages and slum with ‘My Pad’ as a tool create massive awareness and as the initiative is based on the corrections on prevailing and traditional practices, a lot is not absolutely new to people and its easier to accept. In many cases it is solved at home by using the same piece of cloth but as a more aware and conscious woman !!
What are your vision and overall objectives?
The base of model is old cloth, which people discard in plenty. As the process don’t involve heavy machines it can happen at smaller level at multiple places, It’s lucrative and viable to initiate for many. All stake holders contribute in some way.Urban people give cloth as raw material, user either pay in cash or labour by working under ‘Cloth for work’. In some cases women sponsor for women. Organisations, corporate working on health issues are buyers for us.
Vision is to make this an issue, something on discussions happen in public and not just in seminars and conferences. The idea is to build it up as a movement where citizens are involved in solution and not just government or some agencies as the scale of this not so opened issue so far is huge.
What is your value proposition?
Rural women treat their needs as last priority thereby receiving less health care& education In scenario where they struggle for daily survival, NJPC brings awareness about fundamental issue, highlighting high-risk behavior that puts their health in jeopardy. Influencing health seeking behavior by giving empowerment to influence their own health. Exposure & interactions on taboo issue is key in highlighting possibilities available to them. Essence of NJPC is not just to provide clean pad or making women aware, but to address clothing holistically. Addressal of clothing help free meager resources for pressing needs like food and education. This reinforces Goonj’s mission of working on ‘ Micro looking – madro issues’ !!
Who is your customer(s)?
Adolescent Girls: Nutrition Foundation of India says that average age of menarche is around 13 yrs yet 50%of both urban &rural girls aged 12 yrs have no understanding of this process.Adolescent girls face problems like low literacy level,sexual vulnerability contributing to dismal health.
Young married women in reproductive/child bearing age: In India 1 in 6 girls begin child bearing between 13-19yrs. Maternal mortality accounts for 15% of all deaths of women.
Older women:Most studies on reproductive health & menses say older women in family are primary source of information about menses practices.This segment plays key role as knowledge leader.
The larger target is certainly the rural and tribal population.
What approaches to you use to reach your customers?
1.Sensitizing urban masses to bring attitudinal changes towards menses as taboo subject & show power of old clothing for women by initiating discussion through forums 2. Wide spread production of ‘MY Pad’ 3. Partners inform about community needs 4. meeting with partners highlighting need, solution& process. 5.Village meetings, organized with community women to talk about health risks & solution offered by My-Pad 6. Provide exhibition material with relevant information to partners to put up locally 7.Sends 1st dispatch to women & general clothing for cloth for work activity for village community 8. Providing pads with awareness meeting 9.Training to local women on how to make pads 10.other organizations buy pads for giving in their areas
What are your primary activities?
1.sensiting urban masses -discussions through lectures, addressing forums etc. 2.collection of material- Generating material through awareness cum collection camps. Every camp leads to new contacts & volunteers. We organize monthly sponsorship campaigns, touch base with hospitals & hotels for large quantities of old cloth.3.Process- Collected material is sorted, packed at GOONJ’s processing center & sent to our partner groups according to requirements of their target communities. 4.Education- Partners provided them relevant information like illustrative posters 5.Replication on local level; Over a period of time share our learnings with them & help them replicate small scale.
Who are your peers and competitors? What problems could these players pose to your success or growth?
So far there are sporadic and local solutions. There is still a gap in the segment to take it on a national or larger level. Also we don’t have experiments where people talk about product and education both on a large scale. Since this issue almost untouched and the scale of the problem is huge, we don’t see people as competitor and there is enough space for everybody. We need more people and experiments to tap the entire market.
The bad part is just some people and organizations who are taking it just as a fashionable subject without much ground work as this is still the initial phase and it needs solid pillars to create a mass awareness and understanding of the issue.
Goonj focuses more on idea spread with a practical viable and working product and process demo.
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?
1.Communicating a new idea to urban & rural audiences is a slow process;unhealthy practices,huge taboo,mindsets of partner groups call for long term behavioral change communication.2.Planning Risk in generating material from masses;we are approaching different channels for committed supplies 3.tackling & changing the attitude of urban masses of acting as if they are doing greatest deed in giving away their discard. Sustained communication & awareness building on giving with dignity has helped 4.Risk is not using full potential of the idea; opening up idea and processes for wider audience for others to adopt and spread the work with our minimal expense.
Briefly describe your growth strategy going forward
Long term growth strategy– sustain organizational spread plus focusing on more partners & village women starting to make pads . We would like to put energy in idea spread,through knowledge sharing with partners, sharing replication kit & documenting, sharing impact with international academia to get rest of world excited about potential of idea.
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?
Idea working for 8 years. Impact visible at many places,national & international agencies recognized work after rigorous due diligence, evaluation process. Demand much ahead of supply, ensuring long term sustenance. Overall volume growing, raw material ensured. Evolved multiple strategies for pad distribution. Right juncture of knowing what we want with understanding of strengths & weaknesses.
What are your key growth objectives?
1. Work in backward areas directly, knowledge sharing in others
2. Cross subsidize costs by selling to organizations not directly working
3. Urban sponsorship for rural implementation
4. Speak at national and international forums
5. Open systems to enable replication
6. Work to motivate bulk suppliers for generating material, tie up with big brands for co-branded campaigns for idea spread.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Short-Term: next 1-3 years
1. Focus on some areas & key partners, who show interest & capacities to work to go deep 2. Strengthen systems 3. Document impact through case studies.4.Work on replication kit 5.Get involved at policy level to bring this as key women’s health issue 6. Communication plan to target more sponsorship 7.Increase production capacity
Mid Term
1. Replication of idea at various places 2. Involve village women to identify their challenges; work on issues & get pads in return. 3. bring out first major documentation report.4. Connect NJPC with village level health interventions. 5. Make My pad a part of many village haats (markets) as this is a non product for any haat so far despite a big need and scope
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Some highlights-
• Created awareness on global level through a series of speaking engagements.
• Won several national and international awards-(World Bank’s Development Marketplace award, Changemaker’s award, Lien i3 challenge award, CNN IBN real hero etc on the issue which become a major tool for larger awareness and much needed resources..
• Produced and reached over 2 million pads in the remotest corners of the country.
• Opened up the subject to larger audience, initiated debates and dialogues.
• Over 100 exhibitions held in villages to create awareness highlights taboos
• Worked with 30 partners.
• Sensitization through a series of lectures and demo in urban India
• Main partner on menstrual hygiene lab for UN’s Wash yatra
Qualitative Impact on the communities- Improved quality of cloth used during menses, Better hygiene practices, More discussion, thereby initiating constructive organizing of women, dignity to women & better lifestyle, more productivity for women even during menses period, Improved health seeking behavior of women ,Increased women oriented activities in village.
Indirect Impact-Credible network for channelizing urban discard, Stronger relationship of partners with communities, Highlight link between a pad in health issues , Community health workers benefit due to awareness, Second hand cloth industry product demand increases due to spread & replication, more people get employment, entry of market forces with low cost sanitary pad possible.
What methods for quantification of social impact are you applying (if at all)?
Indicators-No.of partners, women benefiting,usage patterns-monthly usage,washing,cleaning &drying patterns,usage practices of pads-with/without loops,preferred size of pads,storage of pads being reused,influence of pricing on usage,partner initiative taken to generate material & production of pads locally,role in addressing related problems of village women,level of interaction of women with local health mechanisms,women initiate discussion on their own,handling of shortfall in supply of pads,transfer of information between family members,incidence of reproductive infections,no.of collection camps organised,quantity of material sorted,no.of sponsorships coming from urban women, pads made,kind of cloth donated,no.of women spreading awareness & women centric meetings addressed.
Could your solution work in other geographies or regions? If so, where?
Model replication possible in any part of world struggling with poverty; where women unable to fulfill even basic needs of food & shelter. We talk to organizations in different countries through various forums. Other opportunity is to focus on supporting smaller active initiatives.
Opportunities:Audiences like garment exporters, hotels, Hospitals, Boarding schools can help in scale up of material without a big investment; School & college youth population –volunteer base because of enthusiasm & aspirations for change;urban educated working women good support as individuals & idea ambassadors at organization level;state-city-village approach: As we spread to other cities & towns, material generated in big city channelised to villages of same state, cutting down on logistical costs.
What is your projected impact over the next 1-3 years?
Will reach over 100,000 women through partners with the product and millions with awarenss
Will have 20 active partners for this work
The replication kit will be out as open source for national and international usage.
Will start atelast 2 major village level production hubs
Will train atleast 100 SHG groups on the issue
Will address atleast 100 forums on the issue to create awareness and to open the subject.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
Goonj works through large citizen base, growth owed to 1000s of volunteers who helped in idea spread & financially.e.g: collecting old newspapers from people & raising funds through its sale,getting one side used paper from corporates for making school notebooks & writing pads for sale,asking urban women to give us one meter cloth every month when they have menses for their rural counterparts, one rupee one cloth; motivating people to give us one rupee with each cloth they give to cover cost of reaching it to the beneficiary.
Apart from individual contributions and sponsorships there are co branded campaigns where we charge the corporates.
There is a large range of beautiful products from bags to conference kits to sanitary pads we sell and generate money .
The operations are based on usage of second hand material right from packing bags to our furniture which reduces the cost drastically.
As a basic thought the work is not dependent on agencies and government and we have worked on multiple sources to sustain it and to grow.
We are also tying up with the logistics companies to further reduce the costs and targeting organizations working on health as our major buyers..
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, 個人, Patients, Caregivers, 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
Explain your revenue generation strategy in more detail
Goonj raises resources through multiple sources to reduce its dependence on one source. We take up multiple strategies on covering costs of pad work. We sell recycled products, collect newspapers from households, for scrap sale.Cross subsidizing rural products by sale of products in urban markets ensures sustenance. Since all work around masses; we involve masses in generating resources. We are requesting people who give their material, to also give atleast Rs 100 each time they give material.We have sponsorship campaign going on called 60 dignified days asking urban masses to ensure year’s supply of pads, undergarments and awareness work for rural women and then the bulk will come from buyers like corporates and organizations who work on health issues
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
GOONJ believes that people living with all conveniences &facilities in cities have responsibility towards their village counterparts who lack resources & opportunities. Given growing consumptive nature of metros & shrinking spaces, there is need to find channelising things we don’t need. Thus GOONJ wants to move giving of one’s discard to move away from charity to contribution. We feel that village communities are very self respecting & resilient, thus by giving them anything as charity we hurt their dignity. We therefore believe that people in cities have to learn as to how to give with dignity, with sense of empathy rather than superiority .Development world needs to give value to rural wisdom & resources instead of treating them as helpless beneficiaries or recipients.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
1. As more and more people are getting accustomed to the idea of giving some money with each material contribution, that is a big step towards self sustenance.
2. Given our national level co branded campaigns with big brands means reduction of our expenses on collecting material as our brand partner uses his own channel network to do the same.
3. As we tap into big suppliers of cloth like exporters, hotels etc. it reduces our expenses & efforts as well.
4. as we grow the overall scale of our work, we will be motivating partner groups to take up the major expenses like transportation etc , which they will be more inclicned to do having seen the impact locally.
5. Our emphasis in the coming years will be on moving the production of pads to rural settings involving the beneficiary women in some of the steps like sorting , washing etc ; it will not only reduce our costs but will also generate income for them, train them further, make it more available and cheaper for village communities.
Created on 04/10/2013 by clovel2
Our methodologies are based on sourcing international talents, conducting impact and feasibility evaluations, and empowerment of peripheral local actors. Using these experiences, we have come up with an idea to disrupt conventional healthcare model by providing an initial free Basic Preventative Health Package (BPHP) that has positive effects beyond the immediate users and is very cost-effective.
もっと読む ↓↑ 隠す↑ 隠す団体名
Organization for Research and Community Development
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
ORCD has been recognized and honored with numerous provincial and international awards since its inception in 2011.
International:
• Aga Khan Development Network for sustainable management
• GIZ-DETA on behalf of Germany Federal Ministry for Economic Cooperation and Development in agriculture
• International WorkLife Balance Award for contributing to welfare of women in society
Provincial:
• Department of Women Affairs (women empowerment) in Daikundi
• Women literacy training in Baghlan
• Baseline Nutrition Survey using SMART methodology in Kandahar
• Provincial Coordination and Management Committee for agricultural projects in Baghlan
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 have two “Aha” moments at the University of Liverpool and MIT. The first is that preventative medicine has huge payoff long term. The second is that the correct pricing of health products can improve access and cost. Based on these enlightenments, we created a model of ‘free’ preventative health care that would benefit beyond the immediate users, and is very cost-effective and efficient.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
The Disruptive Solution to Transform Health Systems
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 countries are burdened by an increasing healthcare cost, unequal distribution of quality and quantity of care, and unsustainable model of care regardless of their delivery system. A major reason is the ineffective management of chronic diseases, their growing prevalence, and progression to acute episodes and long-term burden.
• Consumers recognize the limited success of self-care for their chronic conditions.
• Providers frustrated with low reimbursement of managing chronic diseases and their co-morbidities.
• Employers and/or government see the high economic cost of healthcare decreasing their resources and abilities to compete globally.
• Policymakers realize the disconnection between incentives, management of chronic diseases and overall effectiveness of health system.
The disruptive factor that we proposed is the initial free BPHP. This package helps address the challenges of chronic care. BPHP is segmented to different population groups. It consists of conventional diagnostic and therapeutic services with emphasis on patient advocacy targeting obesity, cardiovascular health and diabetes. Researchers at MIT’s Poverty Action Lab have proven that when the benefits are not instantly visible but have potential to extend beyond initial users onto a larger social circle then the ‘product’ is a good candidate for free distribution. Even if the ‘free product’ is not utilized completely, the ROI of preventive behavior is huge. Last, a free package can circumvent the ‘thinking factors’ of inconveniences and finance, and encourages increase usage.
Describe how your innovation model is distinct from any other organization in your field?
Already there are others such as the Clinicas del Azucar who has created an integrated “one-stop-shop” medical care but yet there are more of those in our system who are just traditional healthcare facilities that are incentivized by volume. It is true that some are innovated to provide low cost services that are fully sustainable. However, our approach differs amongst them because BPHP is evidence-based practice and ‘free’. We based our approach on findings by MIT that even small fees can cause big reduction in uptake of services and not promote usage. This attempt diluted balance access and sustainability as small fees raise little revenue, and restricted distribution. Moreover, an initial free offering is more likely to stimulate further consumption within and among even at a cost.
What type of operating environment and internal organizational factors make your innovation successful?
Our ‘idea’ works best in a mature primary care environment whereby the System has already a platform of delivering services and products. This matured system has a network of consumers, providers and insurance companies. It is even more urgent if the System has experienced a ‘wicked’ state of much needed health reform, and the population has adopted a national culture of consumerism. For example, a traditional facility can be easily converted into a clinic with wellness coaches, and taking advantages of electronic medical record, community facilities, websites and social media capabilities, and focused health educational materials for targeted group. Insurance and companies even State are more likely to fund this initiative as the short and long term effect is cost-saving.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
We realized that all plans are not without constant challenges especially along the growth path. Therefore, ORCD as its primary mission is constantly performing feasibility and impact evaluation of similar or new model in other markets especially those supported by governments and donors. As a NGO we have the capacity to do randomized studies about the different attributes of BPHP to better the program and hence, adapting it to constant climate changes of market. Also, as an ‘idea’ BPHP should be tested in smaller and stable markets such as within companies and employers or even a community center. It is more effective if collaboration can be formed between governmental agencies for promotion and insurance companies.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe 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, Detection, Intervention, Follow-up, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
The problems of a health system are many and we are not trying to solve all of them. BPHP is an idea to reach out to as many people with minimum costs and maximum results. We realized the burgeoning cost of healthcare and lack of funds prevent accessibility, and an increasing demand for specialty care due to chronic conditions further exacerbates it. Preventive medicine has the potential capability to equalize these ‘pressures’, and by being accountable and having measurable performance we can deliver an effective care. BPHP is poised to adopt globalization by its advocacy nature and giving people a better choice. It not only provides complete coverage without burdening the nation’s spending but also keeps us healthy if possible or does it better and at a minimum cost.
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), 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
For an illustrative example, we would use the employer as the major contributor of health coverage. During the free year all employees are mandated to attend preventative care under the guidance of a designated primary care physician. In this period, all employers would be evaluated and measured for anthropometric statistic and if they are identified with chronic diseases then they are coach by a wellness educator appointed by the company or community. The wellness coach can be a volunteer position, and is identified and trained by us. At the end of the period, employees are re-evaluated and data are presented to them and the insurance company to lower the premium. The expenses of the medical services can be negotiated to be paid by the company at a set fee or by the insurance plan.
What are your vision and overall objectives?
Our vision is to revolutionize healthcare by bringing it back to the people. We envision the time when a primary care physician is also your health coach. He or she forms unconventional partnerships with ‘community healers’ as some culture commonly utilizes them and defines the responsibilities of a community. Every community should have health facility called ‘medical home’ for people to get integrated service and preventative care. This vision would save life and money. However, to achieve these we have set an overall objective. Our idea targets the high risk population containing chronic diseases because they are the main burden of health dollars spend. We aim to decrease one emergency room visit per year per person or save an equivalent of USD $1800 in matured market.
What is your value proposition?
Our value proposition is three-fold. We are targeting high risk groups that are on an increasing rise. For an individual primary care physician; our idea would saw increase revenue, and an ease of patient management because of high enthusiasm and compliance. Patients are easily enrolled as they are captive audiences in companies and institutions. For the hospitals; BPHP could be used to leverage their long-term competitive position in the community as health care dollars become scarce and consumers value individualism and indulgence. This idea is particularly attractive to their stakeholders because of a population-based care management. For the health insurance companies; it is a value-added service for their plan to provide BPHP and can increase enrollment from healthy population.
Who is your customer(s)?
Our BPHP works best in situations with groups and communities such as villages, companies, institutions and even conglomeration of families. Therefore, our ‘customers’ are them and the local health clinics. The local clinics are easily integrated into the lives of the community because they have already earned their trust as a source of credible information and experts in health care. Moreover, most clinics are basic in operation and need high revenues to be sustainable. BPHP is easy to incorporate into them because all we need is a doctor, a health coach which could be them or a volunteer, an efficient web presence with superior social media capacity, customized and printed materials, and partnering with unconventional healthcare actors.
What approaches to you use to reach your customers?
The approaches we used depend on the community and its targeted groups. If it is a developed area then we would use low cost advances in the beginning such as networking and alliances with key stakeholders of organizations such as Diabetes Association, corporate companies, etc., and when we are profitable then we could use social medias to target forum and online groups faster. If it is a developing area we could form alliances with for-profit organizations such as Coca Cola, Telecom, etc. because of their massive delivery system, and we could also organized volunteers as an NGO to enter into villages and the community to reach our customers. Our experiences have shown us that religious centers are a cheap and easy communication route because of a dedicated and captive audience.
What are your primary activities?
Our primary activities are providing preventive care for high risk population having chronic diseases such as diabetes, obesity, cardiovascular conditions, and even possibly stress-related emotional conditions. We would be operating in a clinical setting at a community level engaging local actors in workshops, schools, churches and companies. Our founder has recognized the immense value of women contributions and the potential efforts of the children for the next generation wellbeing. Therefore, we would focus our activities on them as stewards of our initiatives.
Who are your peers and competitors? What problems could these players pose to your success or growth?
As proponent of preventive care it is easy to identify our peers from the public health sector, CAM practitioners, allied and para-professionals, and including the community ‘healers’. In fact, in developing countries they are better received and regarded highly than the conventional doctor and hospitals. We have seen that some cultures patronize them more often than the doctor. Our competitors are hospitals and specialty group practice. They see us as hindrances to patient management or decrease revenues. However, we do not see them like this as every health system has a place for us. Our combined efforts in an integrated model can result in best practice, curb malpractice cost, and diversify from the shrinking health dollar.
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?
Like most NGOs our immediate challenge is the financial capacity to carry out the plan. In addition, as a young organization our next obstacle is the recognition of our great idea and proposal, and credibility to uphold the initiative. Our resources might be limited but we have perfected a system of mobilizing pro bono and per diem professional talents from among our sister NGOs, and using local volunteers we are able to penetrate the market. Our techniques are unusual in that we based our approaches on research and decentralization to reach targeted or segmented group in a sustainable style. This is also our trademark approach of peripheral empowerment.
Briefly describe your growth strategy going forward
The easier growth strategy for us is to capitalize on our existing health projects, and in countries that have major gaps in health care. As a NGO based in Afghanistan and many more of us in developing countries, we are most welcome by local agencies and actors. We have already formed many private and public partnerships especially with the health communities. We are ready for growth.
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?
It has been almost two years that our organization has grown into different countries with different climate of system. These local contacts and know-how have given us an advantage for growth and expansion. Our relationships with different local organizations have strengthened our capacity to easily implement any changes in a positive way. Our core expertise is the health system.
What are your key growth objectives?
Before we attempt large scale growth or duplication, we would like to fulfill our initial criteria of doing a feasibility and impact study on BPHP in developed and developing countries. The results are important for us to understand the socioeconomic effects before any large scale growth. We think this is the best usage of resources before expansion.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In the first 2 years (short term), we would like to build a solid base of evidence from field collection in two different settings: matured (USA) and immature (Afghanistan) markets using randomized studies. This is so that we could perfect our approach and gain valuable lessons about its socioeconomic impact. The following next five years (long term) would see us employing 500 BPHP facilities in all peripheral markets (Nicaragua, Zimbabwe, Afghanistan, Pakistan, Liberia, USA) as these are easily accepted and in needs the most. In this period, we continue to collect field data, refine our approach and engaging governmental collaboration. The long term sustainability would need to see the involvement of policymakers and support of large corporations.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Our ‘idea’ at the current state is at its infancy, and hence, there is no solid data aside from research and successes seen in our private local clinics. These successful events later prompted our “Aha” moments and conceptualized our ‘idea’. Although we do not have any completed field data, studies have shown significant improvements in cost-saving and quality of life. BPHP is a simple solution that is incorporated into existing primary care with minimal efforts to improve the wellbeing of our fellow humans. Its nature is attractive as already consumers are gravitating towards healthy lifestyle but do not have the clinical knowledge.
The impact of this solution is compelling at any levels. Let me illustrated with a story about solving the crisis of obesity in USA. BPHP has a proven success track of improving the BMIs of individuals over a year period. This is equivalent to solving obesity and its co-morbidities like diabetes 2 and hypertension altogether. These chronic diseases cost about $20,000 annually to treat per person, and our cost of management is $500 per person. To illustrate further, our clinic has the capacity to treat 2000 individuals at a total cost of $1M per year. Therefore, for a US population of 300 millions we would need 150,000 operating clinics for a total annual cost of $150 billion versus the current spending of $3 trillion. BPHP has demonstrated a social impact by saving 95% of our healthcare dollars annually and including the improvements in quality of life.
What methods for quantification of social impact are you applying (if at all)?
The impact of our approach is quantified using the quality-adjusted life year (QALY) and the social return on investment (SROI).
QALY and its cost ratio are a measurement of the effectiveness and cost-effectiveness of the intervention respectively. QALY is expressed with value of negative (worst health) to 1 (best). It measures the quality and quantity of health with and without intervention. The ratio or cost-effectiveness is expressed as dollars per QALY, and this number is compared with different interventions.
SROI is a process to monetize value of social impact. It is calculated by dividing the dollar value gained of the intervention (output) by the initial investment (input) to give you an indication of the value of social impact for every dollar invested.
Could your solution work in other geographies or regions? If so, where?
It is highly possible that our solution can work in other geographical areas of both developed and developing countries. Our solution is to provide a preventive care package for chronic disease population, and this issue is prevalent worldwide. In theory, BPHP can works anywhere but customized to local culture. However, we cannot confirm the effects of socioeconomic and health impact without doing an evaluation which we recommended and normally does before any scaling-up. Based on our previous projects and partnerships in developing regions, we are able to ascertain the positive feedbacks about any health initiatives.
What is your projected impact over the next 1-3 years?
Our projected impact using diabetes example over the next 3 years in USA alone (not counting our sister NGOs) includes:
• Improved health outcomes and life expectancy by up to 10 years
• Saving of $245 billion for treatments
• Decrease % GDP of health from 16 to 1 annually
• Potential saving of about $2.85 trillion in total health expenditures
• Expansion to 20 clinics and 40,000 patients served annually
• Decrease in hospital admission by 10%, ER 20% and save patient $2000 annually
• Creation of 20 health coach jobs to contribute to local economy
• Hundreds of volunteers learn to be effective health stewards of community
• New rising generations groomed from school and community workshops to practice preventive care and healthy living ensuring sustainability of health system
もっと読む↓↑ 隠す↑ 隠すElaborate 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
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
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 04/6/2013 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.
もっと読む ↓↑ 隠す↑ 隠すOrganization's Country of Operation
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.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName 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)
もっと読む↓↑ 隠す↑ 隠すThe 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?
もっと読む↓↑ 隠す↑ 隠すWhat 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.
もっと読む↓↑ 隠す↑ 隠すElaborate 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, 個人, 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
国家.
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
NGO, 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 malmeida11
Create a connection platform between individuals from Society, Companies, Government
and NGOs that enables the interaction of them converting the challenges and needs from one into
immediate and sustainable Benefits to other Partners.
もっと読む ↓↑ 隠す↑ 隠すOrganization's Country of Operation
Type of Organization
[次の中から選択してください]
Year of launch of the organization
Years in Operation
[次の中から選択してください]
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.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠す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.?
It is an idea or business model to create a connection platform between individuals from Society, Companies, Government
and NGOs that enables the interaction of them converting the challenges and needs from one into
immediate and sustainable Benefits to other Partners
Challenges and Needs:
Society
• Improve quality of life, physical and mental health
• Lack of time to dedicate to health
• Explore the opportunities consequent from becoming a middle to upper class
Companies
• Better and deeper understand of individuals, society and their dynamic
• Increase knowledge about middle class behaviors and motivations
• Grow brands and products awareness and closer relation to this “new” consumers
NGOs
• Improve financial support
• Increase services offered to society and improve quality
Government
• Efficiently manage services to society
• Assure good support to all society
Describe how your innovation model is distinct from any other organization in your field?
The financial founding will not come from donations, but from payments for services provided by NGOs
What type of operating environment and internal organizational factors make your innovation successful?
The professionalization of employees in two aspects:
- for the services provided to Companies and Government
- for the services provided to the Communities
And the ability to negotiate with Companies and Government
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
The services to be provided to Communities are flexible and can change at any time or demand, and the services to Companies can be fully tailored.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe 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, 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?
Depends on the scope development regarding services to be provided to Communities
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), New financing strategies for health.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Education/training, Others.
If other, specify here:
FInancial founding provided by Companies against service provided by NGOs
Please describe your solution in more detail
NGOs will provide to Companies services on surveys and reports:
• Consumers Insights
• Focus Groups • Products “testing”
• Field observations and trends
• Customized researches
Companies will pay for these services (as already do in their daily business) and this will be the founding for NGOs to provide the services to Community
What are your vision and overall objectives?
Create a connection platform between individuals from Society, Companies, Government
and NGOs that enables the interaction of them converting the challenges and needs from one into
immediate and sustainable Benefits to other Partners.
NGOs units as central points of interaction and providing services to all Partners.
All partners count on direct and sustainable benefits, but also have responsibilities
Financial resources will come from the Companies that will acquire from NGOs the customized survey and researches and pay a monthly fee for receiving frequent reports with insights and highlights from the society.
What is your value proposition?
NGOs being as a service provider, and being paid for it. These payments will be converted in benefits to the Society, with support from Government.
Health is reached mainly through a holistic approach and prevention.
Who is your customer(s)?
Benefit
Society
• Cultural Activities, Sports and Technical trainings available direct inside your community, for free
• Better/ faster first Health attendance
Companies
• Deeper understanding of individuals and society dynamics
• Closer/ Direct relation to Middle Class
• Faster “testing” process and feedback from surveys
• Long term relation to communities
NGOs
• Increase financial support amount
• Mid to long term financial support granted in contracts as a service provider
• Professionalization of collaborators/ employees
• Better services provided to Society
Government
• Delegation of management of some activities related to Health
• Better knowledge about communities
• Reduce number of people in Hospitals, can focus on more severe cases – being more effective
What approaches to you use to reach your customers?
Mutual benefits for all involved parties, without any relevant additional spending
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?
Bureaucracy and lack of support from Government. The mitigation approach would be to show them their benefit with this project
Briefly describe your growth strategy going forward
Increasing the number of NGOs partners when more founding comes. It is beneficial for all parties: more communities are attended, better and more robust researches/ surveys/ reports to companies and Government
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?
Set of services clearly defined and people skilled
What are your key growth objectives?
Biggest number of communities supported keeping the quality standard of services provided to all parties
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
First year: one community implemented
Second year: 3 additional communities
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
None, it is in the idealization phase
What methods for quantification of social impact are you applying (if at all)?
none, but will be used the number of associated individuals from the communities
Could your solution work in other geographies or regions? If so, where?
Yes, anywhere Companies have interest in researches and Partnership with Government and NGOs is feasible,
Mainly in Emerging Markets
What is your projected impact over the next 1-3 years?
1st year: one community
2nd year: 3 additional communities
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
Financial resources will come from the Companies that will Acquire from NGOs the customized survey and researches and pay a monthly fee for receiving frequent reports with insights and highlights from the society
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
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
NGO, Private businesses, Regional government, 国家.
Explain your revenue generation strategy in more detail
Você ainda tem aproximadamente 100 palavras (800 caracteres).
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
Você ainda tem aproximadamente 100 palavras (800 caracteres).
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Financial resources will come from the Companies that will Acquire from NGOs the customized survey and researches and pay a monthly fee for receiving frequent reports with insights and highlights from the society
Created on 04/4/2013 by sujatavaidya
SHARP Ayurvedic medicaments are manufactured by Health Solutions (Prop Sujata Vaidya) and marketed by Sharp Health Care (Partnership Co, Dr Vinod Marathe;Dr Sujata Vaidya).
Dr Vinod Marathe (MBBS,DMRD,MD (Radiology) FIIM (Ayurved),DSc,PhD,) Senior Professor, MD/PhD guide; PIMS Deemed University, Loni, A’nagar, Dr Sujata Vaidya, BSc, MBA,PhD (Biofield studies) practices Mind Body med & treatment.
もっと読む ↓↑ 隠す↑ 隠すOrganization's Country of Operation
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
Our marketing sister concern, Sharp Health Care has won the National Innovations award : i3 2010 (conferred by DST; Agilent Technologies & CII)
The products (Capsule SUVED and Cap REIMMUGEN) researched have won "Patanjali" award for scientific research in US.
Sujata Vaidya has won the 'Gargee Puraskar" for Integrative Health Care conferred by India International Multiversity: and the "Masas Puraskar" conferred by social organisation Manas Pariwar, Pune.
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.
Cost 30% of modern treatments; NON INVASIVE; Easily Implementable, goes well with allopathic meds, Scientific. Patients responded in few weeks with improved Functional Stability, clinical results show dissolved soft blockages (angio to angio), Cardiac functions (LVF; EF) in 3 months. Few Bed ridden patients respond functional stability in 100 days. Doctor’s themselves took SHARP medicaments.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
"SHARP" Integrative treatment for Vasculat blockages
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.?
SHARP (Sanjeevan Heart Attack Rehabilitation Program) is an INTEGRATIVE treatment inclusive of the verified components of Ayurveda, Lifestyle management & Patient education to gain best results in low cost, clinically verified, low technical infrastructure demanding with results in 3 months.
Medicaments are used for VASCULAR DISEASES including stroke, DVT; that are considered as Non Communicable Diseases, which are a leading cause of death worldwide. WHO estimated 33% of adult population globally suffers from Vascular Blockages related disease
SHARP includes Ayurvedic medicament (Brand name SUVED & REIMMUGEN) that addresses the root cause of Vascular Blockages: can be taken along with regular medication; effective for high risk patients including aged, menopause women and patients looking for alternate to invasive conventional treatment.
Cost is below 30% of conventional modern treatment. Technology is easy to implement; can be made available in Rural PHC: patients can be monitored by basic medically qualified professionals. SHARP is Home based treatment for 3 months after which medicament is discontinued. SHARP medicaments are well researched, FDA approved, IP compliant
The formulation is designed for health care industry.
The technology addresses the root cause and is designed as a preventive and treatment protocol in various stages of diseases. This can be safely used with Allopathic treatments. It is effective for regular Out Patient (OPD basis who are not admitted to hospitals) treatments and integrated in Intensive Care Unit protocols for better outputs.
Describe how your innovation model is distinct from any other organization in your field?
SHARP is Patient centric treatment. SHARP is (i) Medicament based, so easy to execute Can be taken along with regular medication; reduced/adjusted as per requirement. (ii). Results seen within 2 weeks; clinically evaluated 3 months.(iii) Few patients followed up have remained non-symptomatic for 5 years (iv). No detrimental side effects (v) is targeted at prevention of first & re-occurrence of attack of Vascular blockages leading to Heart Attack, Stroke, DVT. (vi) has been used positively for aged, re-symptomatic; high risk, prophylactic states AND acute, chronic condition, even in ICU state. (vii) Medicaments are designed to enhance potency, dosage & benefit patients at all levels of disease (viii) Other Ayurvedic therapies demand dedication to Ayurveda and few are clinically verified.
What type of operating environment and internal organizational factors make your innovation successful?
SHARP can be implemented in Modern medical facilities as well as in Primary Health Care centres. No separate investigation is necessary. Patient criteria for symptoms can be verified by basic qualified doctors and as SHARP is also useful in prevention, it can be safely taken by any adult. There are no adverse side effects reported.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Improving packaging, network of distribution and marketing schemes to benefit the patient are a part of the growth plan.
New products and systems of treatment that are essentially NON INVASIVE, short term, with due diligence to being natural, scientific and cost effective are under evaluation to be added to the SHARP treatment protocol. “Foodaceuticals” are being given more importance in the treatment process.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe 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]
Chronic care
Categories along the health continuum you are covering [select all that apply]
Prevention, Intervention.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Modern medicine has not effectively solved the problems of Vascular blockages, stroke paralysis & DVT. Recurrences of symptoms are known after treatment or invasive procedures. Modern treatments include High cost infrastructure, skilled manpower, life long medication with its side effects. Modern treatments are not available everywhere. Majority population cannot afford costs for same.
Survey of 294 Patients seeking alternative to conventional treatment for reasons:
Preventive-84: Re-Symptomatic-52: Post MI-61; Post Angio/Bypass-31; NOT WILLING for Surgical treatment-54; Cases of Thrombosis/Stroke/DVT-12
More than 50% patients seek, need additional/alternate treatment. SHARP is scientifically proved, safe, economical, easily available, acceptable, accessible and simple treatment.
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]
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), New financing strategies for health, その他.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Consultation, Others.
If other, specify here:
Implementing with Docotor's modern treatment options: MLM: More from Less for More
Please describe your solution in more detail
Sharp is developed by a patient for patients.
SHARP includes medicaments SUVED & REIMMUGEN and Global advice. SHARP is used as a standalone protocol especially in prevention of diseases arising out of vascular blockages.
Medicament is prescribed with dosage guidelines. Other medicines, if any, are reduced/discontinued as the symptoms change evaluated by the medical practitioner. Treatment spans 3 to 6 months and discontinued.
The products are successfully being used along with Modern medicine treatments for better recovery results (eg. Reduction in ICU Mortality, early recovery, reduced hospitalization days, early stabilization of patient, reduced rate of recurrence of symptoms during and after hospitalization etc) in many cases.
All patients need universal supportive treatment.
What are your vision and overall objectives?
Technology is ready & commercially available. We consider up scaling this target of reaching out to 0.025 % of suffering population in India, at 100,000 patients in next two years; Budgeted over Rs.100 million (Manufacturing, Marketing and Further development) . The funds generated from sale will be reinvested for capacity building & marketing in first two years.
What is your value proposition?
The technology is currently in use catering to approximately 300 patients per month; growth predicted at 300% over the first year. Network development and manufacturing cycle is geared to take 2 times the volume as of now.
Who is your customer(s)?
As per WHO,WHF , UN data 33 % population globally, is suffering from this slowly killing / functionally disabling diseases arising out of vascular blockages. These form the basic customer / user group looking for additional /alternate treatments.
What approaches to you use to reach your customers?
SHARP is used as a standalone protocol especially in prevention of diseases arising out of vascular blockages. The treatment is being actively adopted in Modern Hospital environment along with conventional treatments.
Direct marketing approach is being used for persons who choose to adopting alternate or preventive treatments.
The products are successfully being used along with Modern medicine treatments for better recovery results (eg. Reduction in ICU Mortality, early recovery, reduced hospitalization days, early stabilization of patient, reduced rate of recurrence of symptoms during and after hospitalization etc) in many cases.
All patients need universal supportive treatment. Numerous ‘awareness of treatment options’ lectures, workshops are conducted.
What are your primary activities?
The Technology includes Ayurvedic and Natural medicaments that are manufactured by Health Solutions ( Proprietor Sujata Vaidya) and marketed by Sharp Health Care (Partnership company, equal partners Dr Vinod Marathe and Dr Sujata Vaidya).
Sharp is developed by a patient for patients.
Network development is thru Doctors and Direct Marketing.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Dr Vinod Marathe is an Alopathic MD doctor. Evolution of SHARP has been a personal venture to defeat a personal trauma. Self healing, other Patients, medical fraternity, Ayurvedachariya’s have been/are peers. Acute patients need High tech Hospitals with expensive ultra modern treatment options recommended by Specialist doctors dealing with vascular blockages. Integration of SHARP products with ongoing treatments gives better outputs. This technology needs to be taken to these doctors and their confidence built up.
Ayurvedic formulation with unproved claims on results and heavy misleading marketing are competitors.
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?
Government policies changes with regards to Indigenous treatment systems and execution/implementation of Integrative NON INVASIVE treatment approach in orthodox conventional high tech modern treatment facilities becomes a challenge.
We are implementing SHARP in medium to small sized treatment facilities with reasonably good success where the common patient finds medical relief.
Availability of Raw material as it is Nature based is a challenge.
Briefly describe your growth strategy going forward
Increase in number of medical facilities using SHARP; awareness to the masses to SHARP as a viable, non-invasive, cost effective treatment option and building good network for direct marketing is the current endeavor.
Up-scaling the network of distribution is the main growth strategy.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
Technology is ready & commercially available. We consider up scaling this target of reaching out to 0.025 % of suffering population in India, at 100,000 patients in next two years; Budgeted over Rs.100 million (Manufacturing, Marketing and Further development) . The funds generated from sale will be reinvested for capacity building & marketing in first two years.
What are your key growth objectives?
Reaching out to at least 5% needy population in India alone, in next 2 years. International alliances and develop networks to make SHARP products available in other countries as well.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In next one year develop distribution channels to cater to 500 patients per month and in next two years be geared to upscale 5 times. Strong Marketing network is required to reach out to the millions who need this treatment option. India population is 1.3 billion. Even if we consider to reach & treat 1 % of the estimated adult 33% who are potential victims of Vascular disease, we have a target to reach more than 4,00,000 patients in one year at any given time; with active treatment for 3 to 6 months valid for each person.
This would need a proved reliable raw material supply chain & large scale manufacturing/ distribution/ marketing activity.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Patients have a tried, tested, clinically proves treatment that is affordable, available, applicable, adoptable. It is being accepted by conventional hospitals and doctors in their treatment protocols. Patients are seeking this option and sales charts have shown 5 times increase in sales over the year.
As the treatment option is easy to follow, relatively low cost and can be taken at home, it has improved patient results.
Often, due to high cost, side effects and difficulty unavailability of facilities, continued symptoms of discomfort and increasing dosages many patients do not continue medication or treatment. This affects productivity; financial stability of the family and therefore the Nation.
Many bed ridden, totally dependent patients have become self dependent and resumed work in3 months of treatment. Most patients resume normal lives in a month. Few patients follow up not taking any medication after completing SHARP treatment are non symptomatic after 5 years.
What methods for quantification of social impact are you applying (if at all)?
Increase in number of hospitals adopting SHARP and increase in sales through Direct marketing channel quantifies acceptance. Patients from all class of social, financial and disease state are adopting SHARP treatment.
Could your solution work in other geographies or regions? If so, where?
SHARP can be implemented in any geographical condition and will work in all regions
What is your projected impact over the next 1-3 years?
Even if we consider to reach & treat 1 % of the estimated adult 33% who are potential victims of Vascular disease, we have a target to reach more than 4,00,000 patients in India alone in one year at any given time; with active treatment for 3 to 6 months valid for each person.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
Sales are reinvested into medicament manufacturing and basic promotional activities.
Expenses incurred are in Raw material procurement, processing and manufacturing of medicaments. Government regulations have changes and costing has to be restructured without increasing price for end user.
Currently, the medicament sale is supporting reinvestment into medicaments. We are seeking investment and network partners to take this protocol to a ready market in the coming days.
Our offices are in Pune and we have growing markets from all corners of India and numerous patients taking the treatment medicaments as personal baggage overseas.
Our financial strategies would look forward to network development, overseas regulation clearances to improve deliverability and smooth functioning.
Few doctor’s have shown interest to invest. We are seeking alliance for well established pharma network to cater for the deliverability.
Share of revenue generation in total income of organization (in percent)
30% manufacturing: 45% distribution; 15% company management; 10% revenue.
Direct sales to patients or other beneficiaries (in percent)
40% by Direct Sales: 60% to Doctors / medical institutions
Of the possible sources of these sales listed below, check all that apply to your current strategy
Friends and family, 個人, Patients, Caregivers.
Licensing fees, e.g., for technology/franchise model (in percent)
As yet, we do not have a franchise model in place.
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Private businesses, 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
Private businesses, Others.
Explain your revenue generation strategy in more detail
Currently, we are reinvesting sales revenues into manufacturing and support activities. A part of the revenue is kept for market development; educational purposes and development of new products.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Treatment options within the low income strata on whom the family is dependent and is almost on a daily wage earning mode. So far, about 3 to 5% of manufacturing volume is dedicated to this cause.
Treatment medicament are offered at manufacturing cost or less.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Funding is regenerated from sales currently. Private self funding has made it possible to develop a small market and network.
We are targeting 12% return on investment by year end and self supporting sales to manufacturing in six months in the current circumstances.
But for the growing demands, we will need assistance for both manufacturing volume and network development.
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.
もっと読む ↓↑ 隠す↑ 隠す団体名
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.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName 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)
もっと読む↓↑ 隠す↑ 隠すThe 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.
もっと読む↓↑ 隠す↑ 隠すWhat 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.
もっと読む↓↑ 隠す↑ 隠すElaborate 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 04/3/2013 by shelly.batra@opasha.org
Operation ASHA is dedicated to bringing Tuberculosis treatment and health services to the heart of India’s urban slums and villages. We serve more than 6 million individuals in over 3,000 slums & villages in India & Cambodia. We are empowering local communities to make treatment accessible and available at a convenient time and place, so no one has to miss work and wages in order to get medicines.
もっと読む ↓↑ 隠す↑ 隠すOrganization's Country of Operation
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
• Top 100 NGOs of the world in 2013 by The Global Journal:Operation ASHA has been ranked amongst the Top 100 NGOs in the world by The Global Journal in the 2013 edition of the magazine’s annual ranking.
• Wall Street Journal Technology Innovation Award 2012: Operation ASHA is the winner of the Health-Care IT category in this year’s Wall Street Journal Technology Innovation Awards. It was also covered in The Wall Street Journal’s print editions on 16th Oct.
• 3rd India Digital Awards, IAMAI: Operation ASHA was awarded the Best Use of Mobile for Social and Economic Empowerment Awards in the 3rd India Digital Awards by The Internet and Mobile Association of India [IAMAI] in New Delhi on 17th January, 2013.
• Dr. Shelly Batra, President, Operation ASHA was quoted by TIME Magazine (issue dated 4th March,2013) in the article "Drugs Don't Work" by Krista Mahr.
• Voice of America covered Operation ASHA in their story “In India, Fighting TB with Fingerprints”, written by Aru Pande.
• Operation ASHA has been covered by Reuters in a video titled, “India turns to technology in TB battle.”
• Financial Times covered Operation ASHA in “Epidemic fears: India faces drug resistant strain”, written by Amy Kazmin.
• The Sentinel Project published Dr Shelly Batra’s article, “Stories of Children with Drug-Resistant TB: Mustkeen, 12 years old, India.”
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 evaluated several public health issues in India before focusing on TB. TB affects more people in India than any other disease, but receives fewer resources for treatment & awareness than AIDS/HIV. TB is a curable disease. Another reason is the support & services we receive from the Government in high-burden countries. It has massive economic benefits to both the patients & the national economy.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Operation ASHA – Providing the Last Mile Connectivity for Tuberculosis Treatment to the Base of the Pyramid
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.?
Our Innovative model is based on following:
Ensure stringent quality control
•Follow internationally accepted standard Directly Observed Therapy-Short Course developed by WHO
•Close coordination with National TB Program
•Robust feedback loop involving government officers ensuring adherence
•Stringent quality control via internal & external audits
Increase “last mile” reach
•Dense network of treatment centres located in strategically selected,high-traffic community,or on mobile stations,with extended operating hours
•Leverage trusted community leaders as DOTS providers helps spread key messages to their communities
Combat stigma & passiveness
•Rapid response testing,family counseling & education of immediate circle of identified patients
•Highly-trained counselors ensures patient compliance & reduces default,helping “turn off the tap” to Drug Resistant TB
•Provision of over-the-counter drugs to treat the side effects of TB drugs & provide camouflage to patients who may be stigmatized due to TB
•Performance-based salaries for counselors
Drive efficiency & innovation
•Low-cost operating model enables us to spend only $80 per patient in urban slums for the entire course
•Process-based operation with detailed manuals facilitate rapid replication
•eCompliance ensure automated compliance tracking
Comprehensive counseling to patients,families & communities. Patients undergo multiple counseling sessions during the course. It is made clear that missing doses or leaving the treatment after few weeks may lead to drug resistance.Children are given prophylactic therapy.
Describe how your innovation model is distinct from any other organization in your field?
Our innovative model takes TB treatment to the doorsteps of the disadvantaged. We practice stringent cost control. The cost of treating a patient for the entire therapy, averaging seven months, is 19 times lower than the nearest competitor which is $80. The default rate in areas served by OpASHA is down to nearly 2.75%, 30 times less than that observed in slum areas across the world. The Government provides a grant so each center becomes self-sustaining within two years. We have also introduced biometric technology to track patients’ doses on a regular basis. It uses only “off the shelf” components, i.e a netbook computer, a fingerprint reader, and a cell phone to relay local records to a server in the office reiterating its cost effectiveness.
What type of operating environment and internal organizational factors make your innovation successful?
OpASHA’s decentralized model hires counselors from slum and village communities. OpASHA trains each counselor to identify the early symptoms of TB, and track and eliminate treatment default by closely monitoring all patients. Counselors provide counseling services to TB victims and their families and attempt to reduce the stigma of the disease by using educational campaigns. Children are given prophylactic therapy. The biometric system tracks each dose taken by every patient and helps reduce the default to ZERO thus turning the tap off on MDR/XDR-TB. Our counselors receive performance based remuneration. We rigorously monitor our everyday operations to ensure that we continue to improve in delivering better and more effective treatment through internal and external audits.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
OpASHA have Development, Communications, and Operations Teams working together to seek opportunities where we can reach out to and maximize leverage. External challenges are always sought after as these tend to be areas of desperate need and high-burden areas. They require advanced and strategic initiatives to function in their varying geographical landscapes. The adaptability and transferability of eCompliance assures its versatility therefore no project, to date, has been unachievable. Our Tech Team ensures that eCompliance is built to maximize its effectiveness for its beneficiaries.
Furthermore, OpASHA works on three main principles; Honesty, Transparency and Communication. These three components, among the whole team, ensures that everyone is working with a clarity of goals.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe 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?
Operation ASHA’s mission is to eliminate TB among disadvantaged communities. TB is an infection caused by bacteria. Anyone can have the bacteria inside the body, but those with weak immune systems are most vulnerable. That is why the poor & the malnourished, pregnant women & AIDS patients are more prone. The challenge lies in the fact that treatment lasts for 6-8 months, and patients must visit a designated treatment center at least 60 times over 6 months. Therefore accessibility is a key issue. If the poor have to choose between feeding their families and taking treatment, they choose the former - with the result that treatment is often left incomplete, known as default. Default has severe consequences: it leads to MDR/ XDR-TB, which are near fatal and are the current emerging epidemics.
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, 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.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Consultation, Education/training.
Please describe your solution in more detail
We work towards eradicating Tuberculosis by providing treatment, counselling, education, and supportive services to TB patients in the communities where we work. We follow DOTS (Directly Observed Therapy, Short Course), a treatment method approved by WHO and implemented by Governments across the world. We work in close collaboration with the National TB Program. We also implement awareness and preventive measures to prevent tuberculosis in these communities. Operation ASHA’s goal is to make TB treatment available to the most disadvantaged patients. We do this through focusing on patient convenience, community mobilization, and comprehensive counseling. Our management information systems include continuous monitoring and rigorous reporting.
What are your vision and overall objectives?
Our Vision: A world free of tuberculosis.
Our Goal: Operation ASHA’s goal is to make TB treatment available to the most disadvantaged patients. We do this through focusing on patient convenience, community mobilization, and comprehensive counseling. Our management information systems include continuous monitoring and rigorous reporting.
What is your value proposition?
Operation ASHA strives to continue providing free treatment and services at the doorsteps of the most disenfranchised communities worldwide. We seek new opportunities to ensure that we are reaching out to the most vulnerable and hard-to-reach areas. We place a lot of value in our mission and seek to achieve it at every opportunity. We empower communities through educating them about TB and training local people to become counselors. These being paramount to establish a ripple effect to adapt community’s behavior and attitudes towards TB. These benefits effect people on mass scales, even those who are not diagnosed with TB, as the preventative measures in place prohibits TB to manifest itself.
Who is your customer(s)?
Beneficiaries: Operation ASHA serves the population at the very bottom of the pyramid. A large section of the population earn 20 cents a day per capita, and are worse off than even the absolute poor as defined by the World Bank (income less than a dollar a day). Some of them are rag-pickers; they are people who collect refuse and trash from various neighbourhoods and bring it to their huts. Their huts are made mostly of used paper boxes stitched together with twine. The whole structure is so flimsy that it collapses in no time in strong wind or mild showers. OpASHA is dedicated to bring TB treatment and health services to the heart of India’s urban slums & villages. We serve more than 6 million individuals in over 3,000 slums & villages in India & Cambodia.
What approaches to you use to reach your customers?
Operation ASHA’s innovative model takes TB treatment to the doorsteps of the disadvantaged. It provides a dense network of treatment centers that are established within the community, e.g. in small shops, huts and in the premises of local health providers. They are open for long hours from early in the morning to late in the evening, allowing patients to procure the medicine conveniently without spending money on transport or losing wages. This accessibility is complemented by a robust TB-education and counseling methodology. Operation ASHA carries out intensive educational campaign and education camps. The counselors and program managers are recruited from the slum communities they serve; the highly trained counselors are responsible for tracking patients and eliminating default.
What are your primary activities?
Operation ASHA works towards eradicating tuberculosis among disadvantaged communities, by providing treatment, counseling, education, and supportive services to tuberculosis patients in the communities where we work. We also implement awareness and preventive measures to prevent tuberculosis in these communities. In addition, we seek to build capacity among governments, public health organizations and other NGOs to adopt and implement our best practices. Operation ASHA makes TB treatment available to the most disadvantaged patients through focusing on patient convenience, community mobilization, and comprehensive counseling. Our management information systems include continuous monitoring and rigorous reporting.
Who are your peers and competitors? What problems could these players pose to your success or growth?
We work closely with Government and other NGO’s at international and national levels. We work in collaboration to achieve maximum leverage worldwide. Our mission is to see TB eradicated from this world. To achieve this mission in the most effective and efficient way our partnerships are a fundamental aspect. It is always encouraging when a partner adopts our cost-effective model and incorporates our best practices in their own model. We do not consider others as competitors and therefore we do not foresee any threat posed to the success of OpASHA’s 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?
There are two major risks for this project which could hinder further scaling. First is if the technology fails or does not advance enough. Second would be if the relationship between the government ceases or changes in a negative manner. The technology has tried and tested replacing text with icons/pictures to have further impact for the illiterate. Our strong in-house technology team is capable and confident, as are we, to amend any weaknesses. Relations with the government and the scheme under which they provide support have never been problematic before. For the past six years we have relied on their collaboration and have not yet had any major problems and keeps us informed of policy changes.
Briefly describe your growth strategy going forward
We envisage the expansion of OpASHA and progress with innovations in Vietnam, Swaziland, and Uganda as well as further developments in India. 2012-2013 we successfully piloted our model in Uganda which brought phenomenal results, decreasing default and death rates from 16% to 0%. We also endeavor to maximize leverage by employing more counselors and ensuring that detection is most effective.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
OpASHA’s model works to maximize leverage. With a team growing in dedication and passion it foresees the growth of OpASHA’s infrastructure. It also demonstrates that the results are an inspiration to the people we work with and those we impact. With the quantitative and qualitative data eCompliance provides, we see the results that puts our visions into action.
What are your key growth objectives?
• Maximizing impacts to prevent MDR- TB through detection and treatment of TB patients.
• Building a rapport with communities through counseling, empowering and educating the truths behind TB as a curable disease. Encouraging the practice of preventative measures taught and compliancy to treatment.
• Providing opportunities of economic value for local residents in the communities we work in.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
By 2016 we foresee the number of centers increasing to 329 covering a combined population of 11 million people.
We will initiate projects in Swaziland and Vietnam. Our projects in Cambodia will continue to expand and presently underway, ensuring maximum leverage.
Growth milestones include:
• Adaptation of eCompliance for the totally illiterate, opening employment opportunities to the most disenfranchised.
• eCompliance being totally transferable even to the most geographically hard-to-reach areas.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Each case of TB treated is at least 12 prevented cases of TB and each TB case successfully treated is one less MDR-TB patient. With eCompliance default rate reduced to nearly 2.75%. In total over 30,000 patients have been cured, and 180,000 infections averted. To date there are 153 centers reiterating the successful progress Operatiom ASHA fulfills and is therefore encouraging and most exciting.
Through targeted-counseling patients feel there is more to OpASHA than just their treatment but a genuine interest for their well-being. Through community impact and engagement we empower the people, at the grass-roots to, to seek advice sooner, ask questions and to learn more valuable information about TB and MDR-TB.
Furthermore, through the integration of community in our model we have 190 Full-time jobs created for semi-literate people and 177 micro-entrepreneurs who earn additional income in disadvantage communities that serve as a locations for OpASHA DOTS centers.
What methods for quantification of social impact are you applying (if at all)?
eCompliance is our main source for providing quantitative information that efficiently demonstrates our impact. eCompliance acts as a comprehensive Electronic Medical Record System model that provides accurate recording on each individual patient. Due to its infrastructure it has multi-level accountable and transparent components ensuring that it works as an accurate platform and prevents tampering.
eCompliance can eliminate absences and defaults by being a transferable model which can be taken to the doorstep of any home. Yet, the recording of a patient will still be accounted for, therefore not compromising, or jeopardizing effective treatment.
Could your solution work in other geographies or regions? If so, where?
OpASHA has successfully expanded in Cambodia serving 6% of the population and 8% of TB patients. Here we work in five operational Districts in two provinces. Detection here had increased by 70%.
In June 2012 we replicated eCompliance in Uganda, a remote area in Ruhiira, eCompliance brought the death and default rate down from 16% to 0%!
In Vietnam we will replicate PPM and DOTS expansion whilst in Swaziland we will roll out eCompliance in the entire country.
eCompliance is reliable, adaptable and versatile and at just $434 per terminal it is the most cost effective model monitoring compliancy for TB treatment.
eCompliance can be upgraded for a number of other medical reason;
• Daily dose regimen,
• Adherence for MDR-TB,
• HIV treatment and
• Diabetes: Midday Meal Schemes.
What is your projected impact over the next 1-3 years?
TB patients detected, enrolled and treated. Less fatalities caused by MDR-TB cases and effective treatment for those with MDR-TB. These impacts are to resonate in all areas of our work, including in the expansion to Vietnam and Swaziland. By 2016 we foresee that these impacts will be producing as effective results as in India, Cambodia and Uganda. Our model will be adapted to any need that we come across and with a dedicated tech-team this will be fulfilled and achieved to maximize effective impact.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
There are 3 elements of OpASHA’s financing strategy. First is working in close collaboration with the National TB Program (both in India & Cambodia).This ensures medicines and access to diagnostic facilities and physicians, all for free.This takes care of 57% of our total cost.Of the balance 43%, an additional 17% is paid by the Government starting 2 yrs after establishing work in any city.Thus, from day 1,Govt. takes care of 57% of all expenses & after 2 years, 74%.
Substantial support from the Govt. provides great leverage and is strongly liked by donors.They bring in the balance 43% for first 2 yrs & 26% thereafter.Institutional donors (foundations, companies, bilateral and multilateral) belong to India, US, Europe and Australia.Individual donors are distributed all over the world, as far as Korea.Most of this funding pays for one-time expenses, technology development & expansion to new areas.
The last, but perhaps the most important element of our financing strategy is aggressive cost reduction.Many innovations were tried, improved & adopted for this purpose.As an e.g., physicians, who work as counselors in most NGOs were replaced with semi-literate local youth.The latter are part of the community and easily accepted compared to highly educated physicians, who are considered “outsiders” among TB patients most of whom are poor.Our strategy improved results & reduced counselor cost by 20 times.No wonder,“OpASHA’s cost for treating each patient in India is approximately 19 times lower than the nearest other provider.”(Joan Yao,Investment Manager,LGT Venture Philanthropy)
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
個人, Patients, Caregivers.
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
NGO.
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
NGO.
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.
Our long term goal is to become totally independent of donor funds. This is in accordance with our belief that responsibility of donors is limited to kick-starting an innovation. But long term responsibility of providing public health for the poor rests with the Government. So the Government should fully fund path-breaking innovative business models that use technology to ensure accuracy of data, have measurable outcomes, offer low cost, high SROI (Social Return On Investment) and provide jobs with a low one-time investment. Having achieved all these criteria, we are regularly working with donors (like the World Bank), advocacy groups (like Partnership for TB Care & Control in India), activist groups (like ACTION and Results TB) and peers (like TB Alert) to convince the Government that investment in TB provides massive returns to the society and deserves higher priority than currently accorded. We are in regular discussion with the Federal & Provincial Ministries of Health, Planning Commission and many other bodies to convince the Government to defray full cost of TB treatment. The Government has already circulated a draft plan that envisages upto six times increase in grant.
Simultaneously, Operation ASHA continues to reduce costs even further. With the roll-out of eCompliance in 70 more centers, staff productivity is up and costs are down by 9%.
Cost reduction and increase in Government funding will help eliminate our dependence on donor funds except for rigorous testing/ experiments and dissemination of our model.
Created on 03/31/2013 by SIKAT
Health is a growing concern in Canada. Obesity, diabetes, and cardiovascular diseases are approaching epidemic proportions. Food choices play a big role in our health. Like the economic costs of diabetes, which is a $17B annual drag on our economy.
もっと読む ↓↑ 隠す↑ 隠す団体名
SIKAT Trading Cooperative
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
立ち上げ（試験的な運営を開始している）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Health is a growing concern in Canada. Obesity, diabetes, and cardiovascular diseases are approaching epidemic proportions. Food choices play a big role in our health. Like the economic costs of diabetes, which is a $17B annual drag on our economy. Beyond the human toll of this disease, as a result of lost earnings due to lost work days, lower productivity, permanent disability, there is a strong economic argument for concrete action, especially from the food industry to help stem the growth of the disease such as the promotion of healthier food alternatives and their ultimate benefit to one’s over-all well-being. SIKAT’s business of innovatively promoting Philippine healthier food products can lead to the containment of this growing health concern and contribute to the Canadian economy.
What are your organization's top three priorities in the next year?
1. We need to focus on our serious staffing need for highly qualified, committed, and passionate candidates on two fronts:
a.) an articulate, aggressive sales person; and,
b.) carefully recruit members who deeply share our purpose to succeed.
2. Use innovation as our competitive weapon to progress more rapidly. We see this through 3 possible strategic imperatives: product quality, service, and price.
3. The need to articulate clearly the economic value (or cultural or any other value) that the business will bring to the Canadian society in general and to the Filipino community in particular . . . so as to provide “a common ground on how to bridge it.”
Need #1
Staffing Capabilities
Need #2
Peer Benchmarking Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
SIKAT Trading is a new business cooperative, composed of Filipino professionals/entrepreneurs, without ready access to outside capital, except for small infusions of cash from the founders and members.
All our people work on part-time basis due to their day jobs. To move forward, two key factors confound our present situation:
1) we are ambitious about growth and liquidity, and
2) the rapid pace of business realities endangers our modest growth unsustainable vs. competitors using capital us.
There is need for innovative ideas and the imperative to hire a full-time sales person. We rely only on available time given by members to assist in all aspects of the operations. Thus, we need funds to afford a full-time sales person to bring these ideas to the market; help in assessing our staffing requirement, like in attracting members who can contribute breakthrough ideas to our cooperative; and employer funding from government on hiring employees.
1.
Shares Our Values, Entrepreneurial Spirit, and Vision
3.
Experience and Authority in the Food Wholesale Industry
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The support from American Express will be focused on helping the organization to become more effective and efficient to succeed.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Yes, this was our focus when we started the business and haven't worked with outside consultants before until only recently, when Vancity strongly suggested to have a consultant on-board to address our immediately establish market/consumer demand. The need for staff has always been discussed in our management and board meetings but haven’t arrived on any concrete ways of doing it as yet.
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.
Access potential government funding on job creation.
2.
Identify staffing requirement(s) of the organization.
3.
Hire a full-time sales person.
What has been the impact of your solution to date?
SIKAT was incorporated in Feb-22-12 and has now over 20 members. The Cooperators have given us a $10,000 grant to help us in our marketing activities; VanCity Credit Union is helping fund an outside consultant to help us in the demand side. We are now engaged in current talks with suppliers for coconut and organic green banana flour, cocoa, coconut virgin oil, etc. through our SIKAT-appointed Philippine coordinators, in their respective regional areas of coverage. SIKAT is also now officially a member of the Baking Association of Canada and will be participating in the Bakery Congress this coming May 5-6 2013 to meet potential buyers. By the end of the year, to increase our membership participation by 50% and have a consistent and stable purchase orders from prospective buyers/clients.
What is your project future impact after receiving professional support from American Express?
In the early stages of the organization, we need every knowledgeable and professional help we can avail of. The professional support from American Express will be a welcome boost. Learning the ropes from American Express, allows the organization to apply the knowledge in helping achieving our goals, as well as future job creation and recruitment management.
This Entry is about (Issues)
Created on 03/28/2013 by Heidi Echternacht
Kinderchat is dedicated to fostering a global dialogue among the Early Childhood community. Educators are often stressed and isolated both from each other and the larger educational community. Kinderchat creates a joyful global community space for those working with Young Children.
もっと読む ↓↑ 隠す↑ 隠すプロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
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.
Kinderchat is dedicated to fostering a global dialogue among the Early Childhood community. Educators are often stressed and isolated both from each other and the larger educational community. Kinderchat creates a joyful global community space for those working with Young Children.
Open, constructive and engaging dialogue is a simple and yet continually overlooked strategy for improving education, schools and the teaching practices of those working with Young Children. Through Kinderchat, Early Childhood educators have the opportunity to connect with other innovative and creative educators, researchers, parents, companies and policy makers, keeping our vibrant community at the cutting edge of innovative educational practices and Professional Development.
What are your organization's top three priorities in the next year?
1. Formalize operations, grow and develop more positions and responsibilities within the community, seek financial support and advice to insure stable future of the community.
2. Expand, deepen and strengthen connection to more in the Early Childhood community, including policy makers, organizations and the public.
3. Continue to develop and support our teachers. Professional Development credits for participants, develop teacher leaders and localized chapters, continue to connect classrooms through high and low tech, increase overall reach and impact.
Need #1
Peer Benchmarking Analysis
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 need help understanding the reach of our organization and the challenges we face as we move forward. We need help to identify the strengths and weaknesses of our community and where we can improve and further scale the project. We need help creating specific roles that adress the needs of the community and a set of outside eyes to help us think about where we realistically want to be in five or ten years both financially and structurally.
1.
Positive working relationships, solid ethics, knowledge base and experience
2.
Honesty, humility, hard work and good communication skills
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express would be focused on the overall organization of Kinderchat. Working with a company like American Express would be more than we could ever have dreamed of for this labor of love we call Kinderchat!
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
While we have been operating for three years, have stayed true to our goals and continue to grow at exponential rates, we haven't received any formal advice or structural help from any organization or company. Our mentors and friends include iEARNUSA and various individual researchers and educators. We work to continuously craft the community under the "form follows function" mantra. Kinderchat is a grass roots, flexible, creative, dynamic and continually evolving community, firmly committed to the structure and function of an organic network.
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.
Know where to begin to seek funding
2.
Know where we need to strengthen and improve our methods and reach
3.
Increase focus and targeted approach to further develop and strengthen the community
What has been the impact of your solution to date?
Increased job satisfaction among Early Childhood Educators, a deep sense of community leading to global classroom exchanges among classrooms of Young Children. We've developed teacher leaders and community moderators who give passionate testimony that the community has revitalized their teaching, saying they couldn't imagine us not being there. In three years, we have become a key hub for those in the Early Childhood community, creating global databases of Early Childhood blog directories and an accessible library of resources for the public.
We've hosted Raffi and Ellen Galinsky, been mentioned in Forbes magazine, academic publications, research papers and community directories. Kinderchat is considered an outstanding example of an educational online community.
What is your project future impact after receiving professional support from American Express?
Streamline "work flow" and know what jobs are of high priority and how and where to focus efforts moving into the future. It's hard to choose only two of the supports as there is a little of each that would be incredibly helpful! I am just grateful to have the chance to apply to work with American Express and to dream of the possibilities of making this labor of love something that will live into the future for teachers, classrooms, young children and the public.
This Entry is about (Issues)
Created on 03/27/2013 by asheren
Neighborsations is an easy, free way to make closer friends. A website that enables people to make friends in their neighborhood and prompts them to take their online connection offline, we ask users 4 questions about their interests and skills and then show them who in the neighborhood shares those interests. Although we have plenty of online contact with people regardless of location, we have lost that sense of community we crave. A recent study showed 1 in 5 reported adults feel lonely on a regular basis and the average American has only 4 close contacts.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, DC, Washington, Washington
この団体が社会的なインパクトをもたらす国
United States, DC, Washington, Washington
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
立ち上げ（試験的な運営を開始している）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Neighborsations is an easy, free way to make closer friends. A website that enables people to make friends in their neighborhood and prompts them to take their online connection offline, we ask users 4 questions about their interests and skills and then show them who in the neighborhood shares those interests. Although we have plenty of online contact with people regardless of location, we have lost that sense of community we crave. A recent study showed 1 in 5 reported adults feel lonely on a regular basis and the average American has only 4 close contacts. Neighborsations sees that the current ways to make friends and meet neighbors are not satisfactory. We take proven concepts from other companies and integrate them to provide a better way to make connections with people in your area.
What are your organization's top three priorities in the next year?
1. Gain more users and reduce the barriers to meeting in person
2. Begin to generate revenue
3. Expand to additional neighborhoods and be in every DC neighborhood by the end of the year.
Need #1
Digital Marketing 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!
Neighborsations has been validating the idea continually while developing the product. We have conducted a survey about the problems of meeting people in neighborhoods and the desire (or lack thereof) to do so. We participated in a Lean Startup workshop to execute customer interviews. Finally, we partnered with a local neighborhood festival to provide neighbor matches to festivalgoers. As the product develops, we continue to do customer development interviews and research to ensure we are focusing on the right pieces of this issue, however we know that our digital footprint could be significantly stronger. We need to capitalize on SEO, engage with other blogs, and execute a social media strategy that connects to the rest of our brand involving both local residents and influential bloggers and leaders in the DC neighborhoods.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Neighborsations is a company that only has 1 specific service, therefore support from American Express will be focused on the organization overall.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Neighborsations is new company that has yet to focus on the above area. We have attempted different strategies related to digital marketing but have not worked with outside consultants on the issue.
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.
Partner with local bloggers and influential digital partners to increase recognition and support
2.
Engage our core base of customers so that they both love and feel connected to our brand
3.
Optimize our website's ability to show up in search results
What has been the impact of your solution to date?
Neighborsations launched approximately three month ago and already has a few hundred users. Users are interacting with one another via the internal messaging system and we are starting to host small gatherings to actually get people together. The largest impact remains to be seen. If more people in a neighborhood are friends or even know each others names, the fabric of that neighborhood will change making it safer, more connected, and more of a community.
What is your project future impact after receiving professional support from American Express?
As stated above, this company could have an enormous impact on the way people interact with others around them. Although we have plenty of online contact with people regardless of geographic location, we have lost that sense of community we crave. People are lonely but hate the idea of loneliness and dislike admitting the difficulty of making friends as an adult. In a recent study of adults, 1 in 5 reported being lonely on a regular basis and the average American has only 4 close social contacts. Neighborsations both engages community and helps people be less lonely. People want to get together in person, not just online. It is about making people feel like they are part of something larger and providing them with regular positive contributions to their life in the process.
This Entry is about (Issues)
Created on 03/27/2013 by robertp1
EarthBox Mexico imports, and soon will locally manufacture - very space + water efficient - and simple to use - vegetable growing systems to families, schools, clinics and institutions across the country. Mexico has the world's highest levels of childhood obesity and Type 2 Diabetes. The solution is access to and consumption of fresh green vegetables every day. Using EarthBoxes, we can re-introduce "at the doorstep" cultivation using minimal space, 60-80% less water, and much less labor. Youth and women's groups can use our products to generate income and overcome basic poverty.
もっと読む ↓↑ 隠す↑ 隠す団体名
EarthBox Mexico / Huertos Sostenibile
団体の所在国
Mexico, JAL, Zapopan (Guadalajara)
この団体が社会的なインパクトをもたらす国
Mexico, JAL, Guadalajara + national
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
EarthBox Mexico - Sustainable Gardens (Huertos Sostenibile)
あなたのソリューションに最もあてはまる段階を選択してください:
立ち上げ（試験的な運営を開始している）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
EarthBox Mexico imports, and soon will locally manufacture - very space + water efficient - and simple to use - vegetable growing systems to families, schools, clinics and institutions across the country. Mexico has the world's highest levels of childhood obesity and Type 2 Diabetes. The solution is access to and consumption of fresh green vegetables every day. Using EarthBoxes, we can re-introduce "at the doorstep" cultivation using minimal space, 60-80% less water, and much less labor. Youth and women's groups can use our products to generate income and overcome basic poverty. Our innovation is entirely portable, requires no motors, no operating costs, and is guaranteed minimum 12 years - it is a revolution in sustainable food production. Grow your own fresh, tasty healthy food!
What are your organization's top three priorities in the next year?
1. Develop a dedicated network of distributors who know and feel passionately about our products and services.
2. Raise sales (and capital) to the level that will allow us to purchase molds and manufacture the EarthBox in Guadalajara, using maximum recycled plastic.
3. Promote our products and services to generate "volume" sales (schools, projects, institutions, corporate sector).
Need #1
Consumer/Audience Acquisition
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!
EarthBox Mexico needs an effective strategy to place awareness of our products and services before decision-makers in the corporate, institutional, philanthropic and governmental secotrs - to assure understanding of our products' advantages, and to spur "volume" sales.
"Institutional" and "volume" sales will be followed by sales on the retail level - to families - through a dedicated network of distributors.
One major challenge is the very nature of our product and services: while transportable and functional virtually anywhere there is sunshine, the EarthBox is "three-dimensional"...It must be seen in use to be fully understood.
EarthBox Mexico will need (1) creative help to widely demonstrate the advantages of our products and services, and (2) an effective strategy to display / introduce this product to key decision-makers in industry, government, institutions and the philanthropic sector.
1.
Commitment to using strengths, assets and connections to reach a progressive and lasting social impact
2.
Ability to listen, absorb and respond to the unique needs and priorities of a diverse audinece (including clients, vendors, and
3.
Transparence / honesty and trust in day-to-day activities.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
EarthBox Mexico / Huertos Sostenibile has one core product - the EarthBox, plus our services which include training, project design and installation.
The primary focus will be on the introduction of our core product to potential "volume" clients.
The EarthBox is, in a sense, "too easy" to use. Decision-makers often look for complicated solutions, and the straight-ford and functional "universal products" get overlooked. The earthBox is a "universal" product.
The "service" aspect, while potentially very reward, is easier understood than the core product - the EarthBox - itself.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have worked on this focus area only in respect of personal contacts.
We need to go far beyond this.
No - we have not engaged consultants - we have focused our effort on (1) finalizing the horticultural/agronimic package - making sure it is organic, local and effective - and low cost, and (2) developing our training/service package so as to complement sales with additional, service oriented revenue streams.
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.
Our core product, and our Company/Cooperative, are known to key decisions-makers and also - on a much wider level that at presen
2.
Knowldege of the product leads to increased "volume" or institutional sales, and we enhance our distribution network nation-wide
3.
Our sales / capital situation improves + allows us to purchase our mold set to manufacture locally w/recycled plastic.
What has been the impact of your solution to date?
We have developed our supply chain for Jalisco and generated local retail and "school-client" interest (sales of several thousands of units).
We have a modest network of distributors in major cities.
We have - on the family and school level - many repeat buyers, which reflects the quality of impact, and this convinces us that theproduct has massive business potential, and even greater potential for social impact.
EBMexico has localized our growing inputs - organic soil/fert.
IN our direct philanthropic efforts - in isolated indigenous communities, we have enhanced nutrition / food security by the introduction of EarthBox-grown green vegetables, and we have groups of women who are commercially organized around the growing box for market - to develop sustained supplemental income.
What is your project future impact after receiving professional support from American Express?
Our hope is that we have the strategy and tactics to present our products and services to potential clients, thus improving volume and institutional sales.
Increased sales will lead to local manufacture using recylced plastic, and lower end-prices - thus increased social impact (nutrition, food security, health, income generation).
The business, agronomic and social experience we gain in Mexico is absolutely applicable beyond the country's borders.
Our team is the most experienced user group of this innovation in the world; our experience has proven the product for rich/middle-class/poor communities, in rural + hyper-urban settings, in humid and dry climates, and in tropical/moderate and areas. This system works; we have localized and adapted it with great success.
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.
もっと読む ↓↑ 隠す↑ 隠す団体名
Women's Microfinance Initiative
団体の所在国
United States, MD, Bethesda, Montgomery County
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Women's Microfinance Initiative: An Innovative Model for Women's Economic Empowerment
あなたのソリューションに最もあてはまる段階を選択してください:
拡大中（次のステップで、地域または世界規模でインパクトを拡大させる予定）
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 03/26/2013 by lynnachandra
Rachel House is the first pediatric palliative care service in Indonesia providing pain and symptom management to children from the marginalised communities living with cancer and HIV. It was founded in the hope that no child would ever have to die in pain, and built on the principle that “we are not here to add days to the children’s lives, but add life to their remaining days”.
もっと読む ↓↑ 隠す↑ 隠す団体名
Yayasan Rumah Rachel ("Rachel House")
Organization's Country of Operation
Type of Organization
Non‐profit/NGO
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.
I started my journey to establish Rachel House with a humble wish that no child should ever have to die in pain, if i have my way. This was after my visit to a public hospital in Indonesia where i saw children screaming in pain for the lack of pain killers that i was told would cost only US$10.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠す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.?
An affordable way of bringing pain & symptom management to the poorest communities in Indonesia.
We provide palliative (home)care service to children from the marginalized communities. As we are the 1st pediatric palliative care (“PC”) service in Indonesia, we started by providing PC training to medical professionals in the public health institutions. One of the initial key focuses of the training is impeccable assessment to ensure proper diagnosis and plan of care.
We found early in the process that the best advocate for patients are nurses; they can be "upskilled" to bring better care to patients, not only in the medical settings but also in patients' homes. Nurses quickly become the core of our service supported by medical consultants.
Following from this, we are now piloting a training program for women in the communities to enable them to bring basic healthcare assistance to patients who are trapped at home needing medical assistance and/or guidance to access healthcare ("health extension volunteers"). We hope the combination of well-trained nurses serving in the communities and trained health extension volunteers will provide better (& more affordable) access to reliable healthcare in Indonesia, working hand-in-hand with public health clinics that exist today.
We are also in discussions with several companies to sponsor training for rural nurses. We are proposing a 4-month training program stretched over a 2-year period to spread the PC knowledge, ensuring greater accessibility to pain & symptom management for all.
Describe how your innovation model is distinct from any other organization in your field?
Rachel House is the first and the only pediatric palliative homecare service available in Indonesia today, serving children from the marginalized communities in Jakarta living with cancer and HIV (free of charge).
We have found our service to be not only cost effective, but is a valuable complementary service to existing public (& at times, private) healthcare organisations, providing homecare support for patients needing medical assistance at home. Without our service, many of the patients would have spent their last days at home in horrific conditions.
What type of operating environment and internal organizational factors make your innovation successful?
It is always our intention to share the PC knowledge with all in order to promote greater awareness and accessibility. We collaborate and network extensively to achieve this.
In order to spread the PC knowledge and ensure a smooth patient referral process for our service, we invite medical professionals from all healthcare organisations to participate in the PC training we organise;
We network widely with international PC experts to rally training support;
We work closely with other NGOs active in pediatric cancer and HIV to ensure our patients are supported with care that we are not able to provide;
We provide weekly training to public health workers & volunteers to promote awareness;
We tap into private & corporate networks for in-kind donations to keep our operational costs low.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Our challenge is how can we spread the PC knowledge quickly without compromising on quality. If we believe that the essence of palliative care is simply excellent healthcare, then it should be a basic human right accessible to all.
Upskilling nurses to be the main advocate for patients has been an effective model. Nurses equipped with knowledge of disease trajectory and corresponding treatment are able to provide better care to patients and have more confidence to speak for and on behalf of patients to doctors. They are also able to provide better support for patients’ caregivers to ensure patient wellbeing.
The best solutions will come from an intimate understanding of the people we serve and the problems they face, while holding true to our vision.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe 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, 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?
We want to make sure children do not die in pain; that their last days are kept comfortable with their pain & symptoms well-managed.
Most of our patients are from poor families. An illness in these families would push them to destitution. All their money and possessions would be used/sold to find cure, that when treatment fails, the child would invariably spend his/her last days in considerable suffering.
For the lucky few that find their way to the hospitals, their final days may not necessarily be pain free as pain & symptom management is not a priority. For those that are trapped at home (due to lack of information or funds), no medical care is available to them to ease their suffering.
Accessibility to good pain & symptom management is a challenge in Indonesia.
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, 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]
New skills, Education/training.
Please describe your solution in more detail
Need: Pain & symptom management to add quality to patient's lives, especially for those trapped at home due to poverty & without access to resources.
Solution: Palliative care (not taught in medical & nursing schools when we began).
We train nurses to provide palliative care in patients’ homes without charge.
One of the key components in the PC training we provide is impeccable assessment to ensure better diagnosis, treatment and pain & symptom management. This training is provided to medical professionals in hospitals to ensure better management of pain & symptoms for patients, and ultimately, for these hospitals to refer patients to us.
We train public health workers & volunteers to ensure better care can be provided to those in need.
What are your vision and overall objectives?
Our vision is that no child should have to die in pain, alone & unloved.
Our objective is to make PC accessible to all children in need, providing effective pain & symptom management to add quality to their remaining days.
Our nurses are trained to have the best knowledge of cancer and HIV (the 2 areas we currently focus on), the disease trajectory and treatment to ensure the best care is provided to patients.
In bringing care to patients' homes, we make it possible for the patients to spend their remaining days in the comfort & security of their own homes.
We provide support to caregivers to allow them to give the best care to the children.
We share the PC knowledge widely to ensure PC can one day be accessible to all.
What is your value proposition?
Pain and symptom management to relief the suffering of a dying child need not be a costly exercise.
With proper training, nurses can provide pain & symptom management to prevent costly (re)admissions to hospitals and emergency wards.
We have successfully proven through our team of well-trained nurses that excellent and effective PC can be provided to patients at home, making available affordable pain & symptom management to many.
Confidence in our nurses' ability has led to good flow of patient referrals from partner hospitals.
Our nurses are organised by locations and operate from satellite offices, reaching patients by motorcycles. They are supported by medical consultants to ensure the best care is provided, and where needed referrals are made for patients to be seen by doctors.
Who is your customer(s)?
Our main customers are children (under 18) from the marginalised communities living with cancer and HIV, mainly referred by public health institutions and other NGOs; occasionally, by private hospitals (as we remain the only pediatric palliative home care service available).
The children's caregivers are also key customers, their wellbeing helps ensure the best care for children. Our nurses support the caregivers with information about the disease to allow them to confidently cope with the symptoms as they arise.
Training to ensure a widespread dissemination of PC knowledge is key to our work; hence, another key group of customers are the medical professionals from public/private health institutions, prisons etc., social workers, religious organisations & NGOs.
What approaches to you use to reach your customers?
For patient referrals:
1. Train medical professionals at public health institutions to increase awareness of PC and our service;
2. Establish a clear patient referral process, which did not exist previously;
3. Active engagement with patients & families while they are in hospitals to explain the role of PC;
4. Regular training sessions in the community (involving health-related NGOs, public heath workers & volunteers) to increase awareness of PC & to introduce our service;
5. Public seminars on PC with international panel of experts to spread the knowledge widely;
6. Network widely with other health-related NGOs;
7. Collaborate with hospitals on patient care.
What are your primary activities?
1. Provide palliative (home) care to children living with cancer and HIV;
2. Care & support for their caregivers to ensure the best care for patients;
3. Training & Advocacy of PC in the community (incl. public health workers & volunteers, NGOs);
4. Establish large network of partner hospitals for patient referrals, and forge collaboration for best patient care;
5. PC training for medical professionals to spread the knowledge widely, in line with our belief that PC should be accessible to all.
Who are your peers and competitors? What problems could these players pose to your success or growth?
At the moment, we are the only pediatric palliative (home)care service available in Indonesia.
The only inpatient pediatric PC unit in Indonesia is at Dharmais Hospital, the largest public cancer hospital in Indonesia; the unit came about as a result of the training organised by us. We work closely with the Dharmais team to provide homecare to the patients discharged from the ward.
We hope, in time, more hospitals in Indonesia will establish their own PC unit, which will ensure better quality of life for patients & their families. We do not see this as a competition, but a positive impact of our work.
We intend to train more nurses to replicate the team we have trained at Rachel House - to increase the PC capacity, not just for us but for Indonesia.
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?
• Medical professionals' reluctance to learn and incorporate/integrate PC in their work, resulting in poor symptom management for patients. Culturally in Indonesia, doctors do not communicate with patients nor are they opened to be questioned, leaving patients poorly educated. We try to overcome this by training both doctors & patients. We believe change will come when patients are empowered to demand better care.
• While nursing & medical schools are starting to provide PC in their curriculum, these are unfortunately taught by people who have never practiced PC, raising the question of the accuracy of the knowledge being taught.
• Hospice regulation is still unclear.
• We hope training & advocacy will improve the current situation.
Briefly describe your growth strategy going forward
1. Continue to provide PC training to spread knowledge widely.
2. Recruit & train a doctor to lead the team of nurses.
3. Provide training to health volunteers to allow them to better support those who are sick at home.
4. Collaborate with corporate to sponsor the training of nurses from rural areas to improve accessibility.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
We have proven the need for PC and have seen the impact of the care given by our nurses.
Our nurses have also been actively providing training to nurses at hospitals, nursing schools and the community.
Going forward, to improve accessibility we need to increase the coverage by training others, not only the medical professionals but also the community members.
What are your key growth objectives?
Provide better access to pain and symptom management for all in Indonesia, through:
1. Community Network in Palliative Care (CNPC) - train community members to provide basic PC and support to those who are sick at home;
2. Training of rural nurses - to ensure greater accessibility to PC;
3. Most important, to continue to upgrade and improve the quality of care given by our nurses.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
CNPC Program:
2013: pilot (train 5 health volunteers in North Jakarta in early detection of cancer & HIV, public referral & welfare system, basic wound care, patient support information; monitor their work with patients supported by our nurses)
2014: proof of concept (train more groups in other areas of Jakarta), monitor the quality of patient care especially in wound care and patient support.
Training of rural nurses:
2013 - design a 4-month curriculum, get corporate sponsorship, pilot 1st training in Q4FY13
2014 - Monitor performance of 1st group of trainees in rural setting, launch 2 training groups
Training of medical professionals in Jakarta:
2013 & 2014 - 4 public PC training sessions, audit of our nurses' work by international experts (4 times/year)
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Some of the most notable impact as a result of the PC training & advocacy we do include:
1. Dharmais Cancer Hospital started a pediatric PC unit in 2010 making PC available to approximately 200 children annually.
2. Harapan Kita, the largest women and children’s hospital with over 700 children (annually) under its care, is planning to launch a pediatric PC unit soon.
3. Cipto Mangunkusomo, the largest public hospital in Indonesia with over 1,000 children (annually) under its care started participating in the training in 2011, with the hope of starting its own unit eventually.
We partner these hospitals and many more in Jakarta to provide homecare for their discharged patients.
One of the significant improvements in the medical industry since we started has been the willingness of the medical professionals to prescribe morphine to alleviate pain. It took 2 years of education and hard lobbying by our panel of international experts. The impact of the availability of morphine for children with cancer is great; it has meant more peaceful last days for these children and a less traumatic time for their families. We are now lobbying the same for HIV patients.
Other data:
274 patients reached by our nurses since we began our service in 2008 (started with 5 patients in 2008);
270 medical professionals & 216 medical students have participated in our PC training.
773 community members participated in the PC awareness campaign.
Approximately 200 words left (1000 characters).
What methods for quantification of social impact are you applying (if at all)?
Number of hospital professionals trained (and providing PC to patients)
Number of partner hospitals established (and referring patients to us)
Number of patients provided with PC (by us and by the hospitals trained by us)
Number of NGOs & community members trained
Ideally, we would like to be able to quantify the cost savings enjoyed by hospitals resulting from the reduced patient (re)admissions to hospitals & emergency wards as a result of the homecare provided by us. Unfortunately this is not yet possible given the unavailability of data at these hospitals
Could your solution work in other geographies or regions? If so, where?
We hope that our work can be replicated by the trained nurses from the rural areas. This is important as we hope to eventually make pain & symptom management accessible to people in the rural areas (thereby making pain medications available in those areas too). By training and upskilling the medical professionals in the rural areas, we hope to be able to improve healthcare in these areas, and eventually, the availability of drugs to help alleviate pain.
What is your projected impact over the next 1-3 years?
CNPC: to train 78-90 community members under the program
Rural nurses: to train 38-45 nurses in basic PC to allow them to provide impeccable assessment and pain & symptom management for patients in the rural areas
Jakarta: Conduct 4 public PC seminars per year that will eventually be accredited, and most importantly, to be invited to teach PC at nursing schools (as part of their formal curriculum) in Jakarta.
For our core business of patient care: To continue to increase the network of partner hospitals to ensure a steady referral of patients. Patient number to reach an average of 100 patients per year (with 5 full time nurses).
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
For the past years, we have been relying on donations (in cash and in-kind) from private individual and corporate donors (first time and repeat donors).
This year, we are approaching corporate and private foundations to request for a 3-year funding for our operations that is divided into 3 sections:
1. Core business of patient care & PC training,
2. CNPC program and
3. Rural nurse training (we are planning to charge a fee for the rural nurse training)
Share of revenue generation in total income of organization (in percent)
Hopefully the Rural Nurse Training program will generate 5% revenue (of total income)
Direct sales to patients or other beneficiaries (in percent)
We do not charge patients. However, we have just started in November 2012 to charge participants for the Public PC Seminars at a
Of the possible sources of these sales listed below, check all that apply to your current strategy
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
We are planning to charge a fee for the rural nurse-training program. The concept for the program is that we would approach companies with business in the rural areas, such as companies in agricultural business, shrimp farms or mining companies. We would discuss with them the possibility of leaving behind a legacy of improved healthcare services for the communities they operate in. They can do this by sending nurses from these rural areas to participate in our 4-month training program. The fees we charge for this training program is designed to pay for our nurses’ salaries.
We hope to generate sufficient revenue from the Public Palliative Care Seminars to cover our costs of organizing the seminars. To-date, the fees have not covered the air-fare expenses for the international panel of teachers.
Share of philanthropy in total income of organization (in percent)
At the moment, 100% of our operational costs are covered by donations from private individuals or companies.
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
We approach companies and individuals for cash and in-kind donations. For example, all our office and satellite office locations are contributed by donors.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
We are exploring the possibility of:
1. earning a fee for the training of rural nurses
2. work with companies/other NGOs to share costs for some of the community training we conduct
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Women LEAD.
Created on 03/25/2013 by ccharamnac
Women hold only 10% of national decision-making positions in Nepal. An increase in allocated leadership positions, such as a 33% quota for women in state structures, represents new opportunities for women but schools & civil society are failing to equip them with the tools to access these positions.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, DC, Washington, Washington
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
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.
Women hold only 10% of national decision-making positions in Nepal. An increase in allocated leadership positions, such as a 33% quota for women in state structures, represents new opportunities for women but schools & civil society are failing to equip them with the tools to access these positions.
As the only leadership development organization for young women, led by young women, in Nepal, Women LEAD believes that the solution is long-term leadership development for girls. Since 2011, we’ve empowered over 400 young women to become leaders in their schools & communities. We’re locally owned & youth-led: all of our team are young women under 25. We include boys when appropriate (40% of participants in our Leadership track), as boys need to learn to work with & support female leaders.
What are your organization's top three priorities in the next year?
1) Train 200 students through the LEAD Program.
2) Establish our Resource Center which will hold events for up to 1000 young women leaders across Kathmandu.
3) Raise our operating budget of $60,000 for 2013-2014.
Need #1
Consumer/Audience Acquisition
Need #2
Peer Benchmarking 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 a young organization with a very small donor base (less than 100 donors), a small email list (around 200) and a growing audience on social media channels (more than 1,500 followers on Facebook and 800 on Twitter). We also have only one staff member dedicated to fundraising (though we are expanding our capacities with our Board and Fundraising Committee in the US). We have opportunities to expand our fundraising within and beyond the US but have not identified and developed the strategies to do so. It would be very helpful for American Express to help us identify the gaps in our current strategy and form new tactics to reach new audiences. We need help in:
1. Effectively managing our social media community to increase conversion rates from “follower” to “donor”;
2. Developing a strategy for international engagement targeting: family foundations, business partners in the Nepali tourism industry, and high-capacity donors;
3. Identifying and cultivating a portfolio of 50 mid-to-high capacity donors (1,000-5,000 annual cash gifts) with the goal of ten major gift solicitations by the end of FY ’13-14.
1.
Honesty - being open about expectations and disagreements.
2.
Clarity - being clear about expectations and deliverables from the beginning
3.
Appreciation - recognizing and being grateful for each other's contribution to the partnership
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support will be focused on our fundraising strategy. Ideally American Express would study our existing strategy, evaluate its effectiveness, and propose new tactics for the strategy to increase and diversify our donors.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Half my time as the US Executive Director is focused on fundraising. I created a fundraising strategy for Fiscal Year 2013 (which for us ends in June). Our revenue stream was divided into institutional gifts, individual gifts and events. We worked with a consultant from Accenture for one session who reviewed our existing strategy and proposed new options. Although we did raise the amount needed until the end of the fiscal year, we did not hit some of our other targets, such as recruiting 10 major donors and growing our individual donor base.
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?
No
1.
Create a fundraising strategy that reaches new audiences such as the tourism industry and high net worth individuals.
2.
Identify 50 mid to high capacity donors (1,000-5,000 USD)
3.
Grow our individual donor base by 100% to 200 donors
What has been the impact of your solution to date?
400 leaders have graduated from our organization. While only 18% of women over 25 have a secondary education or higher in Nepal, 87% of our 2010 graduates are attending university, studying subjects such as dental surgery, biotechnology, architecture & civil engineering. Our participants gain confidence in their abilities & skills, self-identify as leaders, raise their voices to advocate for change, form & work towards their career goals & become more politically aware & active. They’re challenging their community’s treatment of women, writing op-eds on the misrepresentation of women & becoming role models/mentors to younger students. Participants join a peer support network & develop supportive relationships that will help them face the challenges of advocating for a gender equal society.
What is your project future impact after receiving professional support from American Express?
With American Express' support, we will be able to create a diverse fundraising strategy, which is a critical part of our sustainability as an organization. It will help us take our fundraising to the next level to ensure that we can invest in operational costs and retain and recruit full-time staff. Investing in our staff will enable us to expand our operations in Nepal (going from impacting 200 young women a year to more than 1,000) and look into replicating our model in other countries. With our current fundraising level, we cannot scale up our model.
This Entry is about (Issues)
Created on 03/25/2013 by Gallerista Chicago
While many businesses exist in neo-classical logics of supply and demand, artwork holds a preternatural course throughout its “commodified” lifespan. Because artwork to be sold, traded or gifted holds firstly a cultural value, an inherent sometimes inexplicable value, the actual sale takes place in sociologically charged spaces, between artists, gallerists (if represented) and collectors. But what happens to art online?
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, IL, Chicago, Cook County
この団体が社会的なインパクトをもたらす国
United States, IL, Chicago, Cook County
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
立ち上げ（試験的な運営を開始している）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
While many businesses exist in neo-classical logics of supply and demand, artwork holds a preternatural course throughout its “commodified” lifespan. Because artwork to be sold, traded or gifted holds firstly a cultural value, an inherent sometimes inexplicable value, the actual sale takes place in sociologically charged spaces, between artists, gallerists (if represented) and collectors. But what happens to art online?
Digitally adapting to an untraditional, multi-faceted market, Gallerista explores a new channel for artists and audiences to connect. Creating an online space dedicated to exhibiting artists, selling work in a respectful manner and driving informed consumership, Gallerista aims to promote the ideals of collectorship, reframing the ways in which we purchase art online.
What are your organization's top three priorities in the next year?
At Gallerista, our top three priorities for the next year include, but are not limited to:
-Provide practicing artists with a user-friendly online platform within which they may develop new audiences, sell work directly to patrons and discover colleagues within their medium.
-Promote the ideals of collectorship to novice and seasoned collectors alike by hosting innovative programming and developing partnerships with like-minded organizations, as well as arts-conscious businesses.
-Facilitate a strategic one-year plan so as to set measurable outcomes and goals in order to remain focused upon our mission and ensure sustainability for the future.
Need #1
Opportunity 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!
Gallerista seeks financial and peer-guided assistance to facilitate a SWOT Analysis to determine its strengths and weaknesses, informing and shaping the goals we would commit to in a written strategic plan. Working side by side with a professional independent contractor, or team devised through Serve2Gether, Gallerista will look at its surrounding environment, data (both online and in real-time), and feedback, thereby determining the actions appropriate for its sustainability.
With a SWOT Analysis administered, and with help from advisors through Serve2Gether, Gallerista will be in a strengthened position to create a strategic planning document, guiding goals that can be procured through the report. This essential itemized document will serve as a compass to steer the business as it gathers momentum, expanding in participant artists as well as patrons. By creating a written response to the findings of the SWOT Analysis, Gallerista can individualize measurable outcomes to ascertain successes and mitigate challenges throughout this period of growth.
2.
Open and Honest Communication
3.
Environment of Mutual Understanding and Compromise
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Gallerista seeks the support of Serve2Gether to help shape the infrastructure of the business as a whole. Working side by side with consultants, Gallerista will work to shape prioritized objectives, measurable goals and develop a strategic plan to ensure its sustainability. Gallerista is interested in leveraging this opportunity to include partners across the citizen, municipal and private sectors, allowing for a robust discussion on how best to serve independent artists and creatives within the economy. We're not interested in simply building a business, but a more visible market.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
At this time, we have yet to seek outside professional help for creating a strategic plan. However, by creating our own business plan, Gallerista has laid the groundwork for how it currently operates and what our goals are, keeping our vision in front of us at all times.
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.
Independent Consultants SWOT Report
2.
Written One Year Strategic Plan
3.
Implementation of Goals set forth in Strategic Plan over course of following year
What has been the impact of your solution to date?
Gallerista has received interest from artists as well administrators both within and outside of the traditional gallery system for its focus on collectorship and informed consumership. Launching in November 2012, the site has already been revamped to include the secure purchase of artwork via credit card. This involved a reconfiguring of company culture as the business was started as a search engine for artists, with the intention of selling work through private studio-visit appointment setting. We are now currently adding artists to the site, highlighting artists and their work through Social Media, and are beginning to reach out (and be contacted!) for strategic partnerships with like minded organizations and arts conscious businesses.
What is your project future impact after receiving professional support from American Express?
By receiving professional support from American Express, Gallerista will not only plan for its future, but also be able to possibly avoid some of the pitfalls that occur in any small business venture. By having a partner as well-versed in business infrastructures as American Express, Gallerista will be better prepared for the challenges which face businesses as they seek to build audiences, promote services and invest back in their community. Chicago is only our proving ground. Our goal at Gallerista is to be able to facilitate the solutions we work on here in other cultural hubs throughout the United States. By investing in Gallerista at this crucial time, American Express will be making long-term investments within visual arts commerce for what we hope are generations to come.
This Entry is about (Issues)
Created on 03/23/2013 by katiekay
Many indigenous communities here in Canada and around the world are struggling with the right to a healthy environment including access to fresh clean water to drink, fertile soil to grow food and many lack access to employment and education. Furthermore, many indigenous children are in foster care or orphaned and require guidance and support. Water is the key to life and without water we cannot grow food, work or go to school.
もっと読む ↓↑ 隠す↑ 隠すTitle
Learning and Development Consultant Aboriginal Education
団体名
Vancouver Board of Education
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Social Justice Cooperative Program
あなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Many indigenous communities here in Canada and around the world are struggling with the right to a healthy environment including access to fresh clean water to drink, fertile soil to grow food and many lack access to employment and education. Furthermore, many indigenous children are in foster care or orphaned and require guidance and support. Water is the key to life and without water we cannot grow food, work or go to school.
The program that I am proposing is to work with indigenous communities to provide them with employment in their communities and developing sustainable projects that enhance the quality of life among their people such as building water catchment systems, creating agriculture programs and building schools, orphanages and health care facilities.
What are your organization's top three priorities in the next year?
Establish partnerships with various communities, government agencies, and NGOs here in Canada and in Kenya as well as secure funding for the project.
Do a SWOT assessment to prioritize our next steps and which communities to start working in first.
Secure and obtain specific permits, land and permissions to start the project and solidify partnerships and communities to work in.
Need #1
Customer Relationships
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 need to first establish partnerships with various NGO's and government agencies that want to be involved in the project here in Canada as well as in Kenya. We then need to do a SWOT analysis to discover which communities we should target first and how local community members can be involved in the development of the project and working on the project to gain employment skills.
We also need to know all the specific building permits and land purchases required to make the project happen including how to go about obtaining those permits.
1.
Gender Equality and fairness regarding offering employment opportunities to local community members.
2.
Respect and understanding regarding cultural differences, cultural practices and beliefs.
3.
Trust between organizations, government agencies and communities regarding contract obligations, permits, land and funding.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
We need assistance with ensuring partnerships from various NGO's and government agencies to assess the products and services needed to make the project happen.
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 various NGO's and government agencies such as CIDA here in Canada as well a 3 NGOs in Kenya.
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.
Establish water and agriculture programs that are sustainable for the communities we are working in.
2.
Offer work experience and employment to youth and community members in the areas we are working in.
3.
Assist with building schools and medical facilities to remote areas that don't have access to those facilities.
What has been the impact of your solution to date?
I have worked with many Aboriginal youth here in Vancouver offering them work experience opportunities and leadership opportunities and they have become better people as a result. I have also worked with youth and various NGOs in Kenya and interviewed many community members and they are in dire need to have access to clean water and food. They also need employment opportunities. I worked in one school outside of Nairobi and the youth did not have opportunities to be involved in work experience out in the community which is a valuable experience. I also spent time with Aboriginal youth from Canada in Kenya and it was amazing for them to interact with Kenyan youth because they were able to identify with each others hardships and culture and made new friendships and connections.
What is your project future impact after receiving professional support from American Express?
To offer indigenous communities around the world with the right to a healthy environment with access to clean water and fertile soil through developing water and agriculture programs as well as offering employment opportunities and assist with building schools and medical facilities in remote areas.
This Entry is about (Issues)
Favela Experience provides adventure and cultural tourism activities that develop local communities and benefit the environment. The core product is overnight homestays in a network of favela (urban slum) households in Rio de Janeiro, Brazil, which provide sustainable income to hosts. For this product, target customers are 18-35 year-old adventure travelers. This segment significantly contributes to the $89B adventure travel market and the $15M Rio de Janeiro favela tourism market.
Created on 03/18/2013 by Victoria Lin
Non-profit organizations are often in need of consulting services, whether it comes in the form of data collection, multivariable analysis, research, or recommendations. However, these non-profits often find themselves unable to afford big-name consulting firms to provide elaborate and expensive solutions. Our organization, the Princeton Business Volunteers (PBV), seeks to address this problem by training and developing teams of undergraduate student volunteers who assist non-profits with their consulting needs.
もっと読む ↓↑ 隠す↑ 隠す団体名
Princeton Business Volunteers
団体の所在国
United States, NJ, Princeton
この団体が社会的なインパクトをもたらす国
United States, NJ, Princeton, Mercer County
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Princeton Business Volunteers
あなたのソリューションに最もあてはまる段階を選択してください:
成長（試験運営を続けながら拡大を開始している）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Non-profit organizations are often in need of consulting services, whether it comes in the form of data collection, multivariable analysis, research, or recommendations. However, these non-profits often find themselves unable to afford big-name consulting firms to provide elaborate and expensive solutions. Our organization, the Princeton Business Volunteers (PBV), seeks to address this problem by training and developing teams of undergraduate student volunteers who assist non-profits with their consulting needs. What is most innovative about PBV’s approach is the way we combine the fields of community service and business. As part of PBV, students not only gain invaluable exposure to professional consulting, but they are also able to demonstrate their commitment to community service.
What are your organization's top three priorities in the next year?
1) To increase the variety of our projects such that students are exposed to consulting challenges in many different contexts.
2) To further increase professional mentorship that students receive such that we are able to better serve non-profits.
3) To expand the range of our organization such that we are able to serve clients who also work on a global or international scale.
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!
Based on our first choice ‘Message and Brand Strategy,’ our project needs assistance with developing the image for organization. While we have had some success getting a range of clients, we are looking for ways to further diversify our client base so that we can help non-profits with a wide range of causes. However, in order to effectively reach out and appeal to clients, it is important for our organization to execute an effective brand strategy. Specifically, we are in need of assistance with regard to conveying PBV’s message and vision to potential non-profit clients. Moreover, any targeted advice on how best we can expand the scope of our organization to include more international projects would be of great use. These efforts will also help with recruitment and with catalyzing student interest in a wide range of community service initiatives through consulting.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express would best be used to support our organization overall. PBV undertakes projects from 2-3 clients during the year, but support from American Express would be most useful in the area of how to expand our client base, which would affect the organization as a whole. We hope American Express could help us develop a cohesive strategy for undergraduate recruitment, professional mentors and non-profit clients.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have had the opportunity to work with professional consultants in the past, and continue to maintain mentors who help us with the mechanics of specific projects and final deliverables. However, we have not had opportunity to learn about ways to expand the scope of our organization as a whole. In this regard, the support from American Express will be very valuable in helping us secure additional projects and help diversify the range of our clients.
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.
PBV is able to secure at least two non-profit organizations who work on an international scale.
2.
More non-profit organizations, from multiple locations are able to reach out to PBV for their consulting needs.
3.
Student interest in consulting based community service is increased, which will result in greater membership.
What has been the impact of your solution to date?
PBV’s approach produces a win-win solution for our members as well as our non-profit clients: our student members get a chance to apply their classroom knowledge in a professional setting; our non-profit clients are able to receive free consulting services. Thus far, our non-profit clients work in a wide variety of causes, including but not limited to: rainforest preservation, food certification, rural-African community sports development, and learning services for the blind and dyslexic. Since 2009, we have been able to complete over 10 projects for our clients, and are looking to expand the range of our clients. In this process, we have also done well to increase student interest in our community service based consulting initiatives as our member ship has increased to over 80 members.
What is your project future impact after receiving professional support from American Express?
After receiving support from American Express, we hope to better perform and diversify our operations, which currently include cost analysis, operational management, resource optimization and marketing for non-profits. In particular, American Express can help us learn to make better use of professional support and mentoring in developing our quantitative and qualitative analytical skills. Moreover, we can expect to diversify our client base such that we are able to serve non-profits who are working on international projects in developing countries but cannot afford expensive consulting solutions.
This Entry is about (Issues)
Created on 03/17/2013 by fountainofhopeAfrica
About 90% of Kiambu county populous lives below a dollar. The situation is even worse to families affected by HIV/Aids. Because of ardent poverty many families are not able to budget for sanitary towels since even food is not sufficient hence many girls miss school during their menses.
もっと読む ↓↑ 隠す↑ 隠すName Your Entry
Sanitary towels & reproduction health education to vulnerable girls.
団体名
Fountain of Hope Youth Initiative Group
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe Need: What problem are you trying to solve?
Many school going girls continue to miss school during their menses. According to UNICEF 2007 report, a girl in primary school between grades 6 and 8 (3 years) loses approximately 18 weeks out of 108 school weeks. A girl in high school (4 years) loses 156 learning days which is equivalent to almost 24 weeks out of 144 weeks of school. Because of poverty most use pieces of dirty rugs, cotton wool, leaves and paper some even wash and recycle. These practices expose them to diseases and discomfort.
The Solution: What is your solution? Be specific!
This project provides sanitary towels and under pants to poor girls and widows. The project also offers reproduction health & career mentor-ship training to kids of both genders with emphasis on girls who are more vulnerable.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Providing Sanitary towels & undergarments to poor women -Conducting Hygiene education and awareness on personal diagnosis checks for breast cancer and genital disorders. -Conducting HIV/Aids awareness capitalizing on prevention and transmission to women.
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?
Kiambu County has 1.6m people. Kiambu County populous live below one dollar. Poverty levels are extremely high contributed by lack of land, extended families share small potions of land because of dense population; this leaves many without farming lands. The proximity of Kiambu to Nairobi city makes migration of commercial sex workers a norm which only promotes the HIV/Aids spread. HIV/Aids prevalence stands at 8% higher than national prevalence which is 6.3%. The socio-economic impact of HIV/AIDs in the district include the highs school drop out rates, female and children headed families, loss of manpower and high mortality and morbidity rates, orphans etc. Lack of economic empowerment, education and information has made number of women in leadership and elective positions very low.
The “Konbit pou Konbat échèk” Program facilitates the character development of Haitian youth. Through this program, youth experience personal paradigm shifts through introspective workshops and artwork collaborations. We facilitate workshops that challenge the youth to acknowledge their habits to bring to light the self-restraining behaviors. Through post-workshop discussions we reaffirm to them that they too can be agents of change in their communities, and we use the game of chess to build confidence in their ability to overcome obstacles.
Created on 03/15/2013 by Local Lenders
Local lenders is a non-profit organization founded in 2009 with a vision to provide small and affordable loans for sustainable agricultural entrepreneurship in Knox County, Ohio. The organization is completely staffed by students from Kenyon College and Mount Vernon Nazarene University. Our loans range from $500 to $5000 and are set to be paid back in 12 months with 4% fixed interest rate.
Created on 03/15/2013 by John Bengtson
Our venture seeks to provide sustainable re-integration for deported Guatemalan migrant workers. After an undocumented worker is returned to his or her country of origin, they face undue social and economic pressures; our project seeks to alleviate these concerns.
Created on 03/14/2013 by earthcustomdesigns
Earth Custom Designs (ECD) is a social venture business, which supports students in third world countries by acquiring products from those same third world countries and distributing them in the United States. ECD was founded and managed by high school students.
Created on 03/14/2013 by Haley Josephine Burns
Fund 17 is a nonprofit microfinance institution completely operated by a team of volunteer Tulane students. Our mission is to combat income inequality in all seventeen wards of New Orleans by providing financial tools for self-empowerment.
Created on 03/13/2013 by Three Birds
In partnership with public schools in low-income communities, Three Birds develops renewable energy initiatives that engage and inspire students, thus creating a culture of curiosity and environmental stewardship. Our society's best source of creative capital is our children. To solve our toughest problems, we need our children to be engaged and involved in finding solutions. So, how do we engage and inspire our students? We view solar panels, wind turbines, energy monitoring systems, and the like as seeds of innovation that can grab the attention of students.
もっと読む ↓↑ 隠す↑ 隠す団体名
The Three Birds Foundation
団体の所在国
United States, VA, Herndon, Fairfax County
この団体が社会的なインパクトをもたらす国
United States, DC, WASHINGTON, Washington
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Renewable Energy Education in Low-Income communities
あなたのソリューションに最もあてはまる段階を選択してください:
成長（試験運営を続けながら拡大を開始している）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
In partnership with public schools in low-income communities, Three Birds develops renewable energy initiatives that engage and inspire students, thus creating a culture of curiosity and environmental stewardship. Our society's best source of creative capital is our children. To solve our toughest problems, we need our children to be engaged and involved in finding solutions. So, how do we engage and inspire our students? We view solar panels, wind turbines, energy monitoring systems, and the like as seeds of innovation that can grab the attention of students. These technologies can engage students while teaching them what they need to know to invent their own solution.
What are your organization's top three priorities in the next year?
Work with more schools on renewable energy initiatives.
Elevate the conversation around renewable energy education in low-income communities.
Raise money.
Need #1
Consumer/Audience Acquisition
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 need to reach more people and spread our vision. We want every student in America to have meaningful learning experiences with renewable energy before graduating high school. To make that vision a reality, we need a lot of people to adopt the vision and take action to make it happen.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support will be focused specifically on developing strategies to develop and implement renewable energy initiatives in low-income communities in the National Capital Region. Support will also be focused on spreading our vision across the country and across the globe.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We are a pretty young organization and have not had the opportunity to work with outside consultants before. We are very excited for the opportunity to engage professionals in the development of various strategies.
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.
More people who know about what our organization is trying to do
2.
More renewable energy iniatives started
3.
Clearly defined strategy for spreading our vision
What has been the impact of your solution to date?
We have worked with low-income schools in Virginia and Washington, D.C. on a number of sustainability initiatives. We've done solar and wind demonstrations, helped schools win small grants, and coordinated speakers in an effort to build momentum towards actual installations at schools. We intend to drastically expand our network and impact in the 2013-2014 school year now that we have a series of pilot projects under our belt.
What is your project future impact after receiving professional support from American Express?
Our vision for Washington, D.C. is to create a model for renewable energy education. We believe renewable energy and sustainability initiatives can create student and community identity. In the immediate future, we believe we can develop the National Capital Region as the undisputed leader in sustainability education. And, by doing this we believe we can influence the development of sustainability efforts across the country.
This Entry is about (Issues)
Created on 03/12/2013 by BrighterDawns
We target the current water and sanitation crisis in Bangladesh by repairing wells and latrines in the slums of Khalishpur, then working with the community to build new wells and latrines based on the needs of the people.
Created on 03/12/2013 by Victoria Lin
Princeton Business Volunteers' mission is twofold: (1) provide non-profits with consulting services, including research, analysis and solution proposals, that they may not be able to afford from big-name consulting firms, and (2) expose undergraduates to the consulting field.
Created on 03/12/2013 by Jflora@ashoka.org
Comfort Zone is a program where families of different socioeconomic status' living in the same city can come together for a meal and share experiences with one another while building a unique friendship. The dinner can be held at the home of either family or in a neutral common area. The only requirement from the families is to show up and build relationships by getting to know one another! For the first dinner both families will be given the same amount of money to prepare part of the meal and they can bring prepared food or buy food to share.
Created on 03/11/2013 by jennifernilsen
MÁS Guatemala is working to provide a creative learning space to inspire and support rural youth.
Created on 03/10/2013 by bpa1501
I started a nonprofit to help feed the homeless, and provide supplies, technology tools, and Christmas presents for children living in low income housing. We have raised over $513,000 over three years so far for our various efforts.
Created on 03/9/2013 by krisansin
Mali Health is improving maternal and child health in Mali, West Africa, through innovative programs, community development, and sustainable approaches to health services in resource-poor settings. We create platforms for residents to transform their own health outcomes and work alongside communities in developing and achieving impact in global health.
もっと読む ↓↑ 隠す↑ 隠す団体名
Mali Health Organizing Project
団体の所在国
United States, MA, Cambridge, Suffolk County
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
Mali Health has received several recognitions in addition to funding awards and institutional funding:
Received Do Something Award in 2007
Founder Caitlin Cohen received a FOX Teen Choice Award and a 2008 Br!ck award finalist for her work
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 our founder was working overnight shifts in Bamako’s main hospital and a women gave birth to a stillborn child, she realized that in a country ranked 2nd highest in infant mortality, simple and inexpensive interventions during pregnancy could have saved that that life and countless others.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠す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.?
An unavoidable tension exist between two global problems – how to provide quality care to the poor, and how to fund it. Access to basic services remains elusive to the poor as financial, geographic and knowledge barriers often keep the indignant from seeking – and receiving – proper and affordable basic care, while simultaneously, health systems in the global south are outstretched, underfinanced, poorly equipped and inadequately staffed, an environment where a community’s health care “provider” simply can’t provide.
Drawing upon successful advances in accessible and quality services delivery from around the world, Mali Health will develop a model of primary care delivery in poor resource slum environments, addressing these two dilemmas seemingly in endless conflict. Through the integration of community health workers, use of treatment algorithms and mobile tools, streamlined processes for health delivery, adaptive financing, and the development of systemic quality improvement mechanisms, our model clinic will revolve around user-orientation and outcomes, increasing usage and demand while improving efficiencies and cost structures in Mali’s decentralized health system.
Describe how your innovation model is distinct from any other organization in your field?
While similar models have been used to increase access to low-cost, high quality services in targeted arenas like cataract surgery, and cardiac care, Mali Health’s model is the first used to provide primary care in the developing world. The model also focuses specifically on the emergent challenge of providing access to care for peri-urban communities, the fastest growing populace in the world, not by replacing or competing with present services, but by improving existing institutions by strengthening the ability and efficiency of a model primary clinic to provide quality and affordable care.
What type of operating environment and internal organizational factors make your innovation successful?
With a weak and highly decentralized health system, the environment in Mali is particularly amenable to such an intervention that improves efficiencies and strengthens primary care clinics at the community level. Mali’s context is one where far too many of the poor and vulnerable succumb to preventable conditions that will be addressed this model. More, working in the greater community for over five years with a visible record of success, Mali Health has established the trust and expertise needed to identify and successfully undertake such an endeavor.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Already operating in Mali’s challenging and shifting context, Mali Health has been successfully expanded and improvement operational activities over the last several years. More, continual innovation and improvement rest at the core of this model through disruptive change and mechanisms for continual feedback and development. Through ambitious goal setting, data transparency, opportunities for beneficiary and expert feedback and support, and the inclusion of relevant actors to shares results and lessons, Mali Health’s model is framed around a dynamism that not only allows for innovation, but necessitates it.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe 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.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
In Mali, one in five children die before the age of 5, 90% due to 5 treatable, preventable conditions. For the poor, even low barriers to care become insurmountable as patients delay treatment, allowing illnesses to worsen and costs, morbidity, and mortality rates to rise. Simultaneously, Mali’s decentralized, fee-for-service health system remain incapable of appropriately meeting local needs, disproportionately so among poor communities where clinics lack the resources to function properly. This results in the continually exacerbated tragedy, then, of poor health outcomes, reduced livelihood capacity, and a skeletal health system without the means to achieve its purpose.
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 approaches to distribution of health products and services, New financing strategies for health.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Education/training, Community financing.
Please describe your solution in more detail
We will adapt 5 strategies of performance to address child mortality at the primary health level.
1. Reduce blockages in treatment, such as care-seeking, costs, and treatment adherence.
2. Help clinics manage systems such as labor use, wait times, inventory, and supply allocation.
3. Rigorous quality improvement, root-cause analysis, and feedback on outcomes.
4. Standardization and technology improvements to diagnose, treat, and refer patients.
5. Pricing strategy and financial mechanisms to reduce barriers to care-seeking and through cross subsidization.
We will operate in a peri-urban slum on the outskirts of Bamako, serving 50,000 of the city’s poorest and geographically isolated.
What are your vision and overall objectives?
Aligned with our organizational mission to improve maternal and child health sustainably, the goal of our pilot program is to increase under-5 survival in a peri-urban community in Mali through improvements in clinical operation efficiencies, the reduction of barriers to care, more efficient treatment delivery, and a greater emphasis on quality improvement with continued evaluation by:
1. Instituting a “Goal for Zero” child mortality target objective and culture at identified clinic(s)
2. Improving patient/mother access to prompt and appropriate care and service delivery satisfaction
3. Strengthen a peri-urban health system’s efficiency, capacity and sustainability
What is your value proposition?
With an emphasis on user-orientation, efficiency, and outcomes, we will increase access to basic care and preventative services through a model clinic that will utilize a number of methods to improve operations, increase volume, and manage costs. In addition, Mali Health will support the development of mobile health data collection and analysis tools, implement evidence-based algorithmic medicine, and implement a system of continual feedback, improvement, and learning.
Who is your customer(s)?
The project will serve a peri-urban slum on the outskirts of Bamako, Mali’s capital and fastest growing city in Africa. The community is poor, most surviving on $1 - $2 per day. On average, women bear 5 - 6 children, 20% as teenagers. Saving money is rare, and the utilization of alternative forms of health care (market medicine, traditional healers) or deferment of treatment is common. Our customers include the clinic staff, women and mothers caring for children under 5 in this community, and, peripherally – given local decision making about care seeking and finances – male heads of households.
What approaches to you use to reach your customers?
A cadre of 20 frontline community health workers regularly visit families, provide in-home health education, identify sick children, ensure access to the health system, serve as a patient advocate, and provide follow-up care throughout the community. In 2009 we constructed a clinic, now fully integrated into the national healthcare system, to better meet community needs. Customers are also identified often through word of mouth, given the organization’s longstanding development within the greater community.
What are your primary activities?
Activities will take place in the clinic and the community. In the latter, we will implement an expanded in-home health worker program that delivers more services and products to patients, and activities like market days and health fairs. In the clinic, we will implement quality improvement systems and metrics, launch a clinic to health worker tele-communication program and implement new systems like patient exit surveys, feedback sessions, results reviews, and new incentive compensation schemes to reward achievements and improvements. Additionally, we will invest in mobile data collection and analysis tools and the implementation of algorithmic medicine for common childhood infirmities.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Traditional healers and clinics can be considered competitors to Mali Health, as they offer inexpensive services that draw patients away from the formal system. Private clinics exist, with quality and satisfaction rates similar to public institutions. The national healthcare system can be inconsistent and unreliable, promising plans to rollout a subsidization program for the poor, or distributing products inconsistently to local clinics. These actors could draw support and investment away from Mali Health’s efforts, though in anticipation, we hope to engage others as partners over competitors and prepare contingencies should policies or deliverables change.
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?
Local politics, not uncommon in Mali’s healthcare systems managed by local committees, must be navigated. Mali Health employs a local MD with a track record of negotiation and experience, having run a rural Malian hospital himself, to mitigate these challenges. More, Mali itself presents a challenge, given the evolving nature of geopolitical challenges, particularly in the country’s northern half. Our approach in employing local capacity, operating in resource poor communities, and working with local government officials has and will continue to help the organization succeed despite the context.
Briefly describe your growth strategy going forward
As service delivery improves, we expect patient demand and clinic margins to increase. We will engage with the Ministry of Health and other NGO actors to expand services and best practices to additional facilities as the model clinic agrees to absorb programming costs and continue most effective practices.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New market(s)/country(ies).
What makes your business "ready" for growth?
We have the relationships and experience to pursue a sophisticated model of delivery and see opportunity in increasing our focus on health system improvements, for this community and the field of global health. More, the need for solutions exists in a growing slum where 1 in 5 children die unnecessarily.
What are your key growth objectives?
1. To institute a “Goal for Zero” child mortality target objective and culture at identified clinic(s)
2. To improve patient/mother access to prompt and appropriate care and service delivery satisfaction
3. To strengthen a peri-urban health system’s efficiency, capacity and sustainability
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Sept – Nov 2013:
• Develop initial methodologies and protocols
• Develop mobile health application and backend dashboard for data collection and analysis
• Observe processes, consider workflow to improve efficiencies and eliminate wasted efforts
Nov 2013 – June 2015
• Implement algorithmic protocols
• Analyze and adapt cost models
• Launch clinic-based community health worker system
• Hold quality improvement meetings, feedback sessions, and reporting on agreed-upon deliverables, adapting and adopting rapidly
• Develop best practices and program improvements
• Engage with Ministry of Health and NGOs to expand services
• June 2013: Hand over successful operations to clinic to continue employing most efficient and effective practices
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Through direct health services, supporting nearly 2,000 children under 5 and their families, we have maintained mortality rates under 1%, compared to a nationwide average of almost 20%. Enrolled children are 3 times more likely to visit a doctor when sick, and enrolled women are 30% more likely to seek prenatal care and 18% more likely to give birth in a clinic. Community-wide (including the entire population served by the clinic we constructed in 2009), women are 50% more likely to give birth with a skilled attendant and children are 59% more likely to receive vaccines.
With a focus on health system improvements, in addition to infrastructure projects, Mali Health has reduced the average costs of care through technical trainings and the development of approved prescription packages for common infirmities. We worked with a local clinic to develop its own strategic plan for measured improvement. Our health worker system has proven an exceptionally cost-effective model that has exhibited the capacity scale. Last, we have witnessed the development of an engaged citizenry, working to improve the health, sanitation and knowledge retained and diffused among and across this peri-urban community.
What methods for quantification of social impact are you applying (if at all)?
We employ several methods to measure our impact. Each program collects monthly metrics online, including health worker effectiveness, morbidity rates, and clinical usage, available for the board, donors and others. We hold an annual process evaluation, and are currently working with Brown University and Innovations for Poverty Action to conduct a randomized control evaluation on the effectiveness of health workers and the elimination of user fees on health outcomes and behaviors. In our proposed project, we will collect and monitor several indicators related to the patient experience, clinical transparency and quality improvement, including wait times, satisfaction, errors, and usage rates.
Could your solution work in other geographies or regions? If so, where?
The peri-urban environment is the fastest growing in the world, and it is our intent to create solutions that are replicable and adaptable to other parts of West Africa and the world, where health systems lack the current capacity to adequately meet the basic needs of growing populations. Mali’s decentralized health system is a particularly appropriate environment, but the improvements and extensions to a primary healthcare system are likely to function in several other poor-resource settings.
What is your projected impact over the next 1-3 years?
Increase child survival
• Decrease under-5 mortality
• Reduce error rates
• Reduce prevalence of most common under-5 infirmities
• Increase accessibility of medical staff to community
Improve maternal and child access to prompt and appropriate care
• Increase service satisfaction
• Increase patient management of condition
• Reduce readmission cases
• Reduce wait time
• Reduce delay in care-seeking
• Train staff in treatment algorithm diagnostics
• Develop quality improvement training
• Create financial management tools for clinic
Strengthen a peri-urban health system’s efficiency, capacity and sustainability
• Increase health center revenue
• Increase health center usage
• Increase utilization of evidence-based care
• Ensure clinic sites producing computer-generated
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
Mali Health is financed by individual donations (65%) and grants (35%). Our budget has grown annually since conception, managed by a lean US-based operation that consists of the Executive Director (splitting his time between the US and Mali) a part-time Operations Manager, interns, and volunteers. Mali Health implements two major campaigns annually, in the second and fourth quarters, and remain diligent in donor communications and transparency. Institutional donors have grown as a percentage of the budget in recent years, while the number of major gifts and grassroots funding has also growing. We have recently begun to expand our development support to include the diaspora community, French resource, and corporate partnerships. While maintaining low rates of attrition, Mali Health solicits new support through events, school groups, grantor relationships and, increasingly, partnerships in Mali.
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
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
While Mali Health’s current financing strategy does not focus on revenue generation, an effective model of providing high quality cost with improved efficiency has the potential to sustain itself through revenue generation. As increased efficiency, and the resulting increase in demand, serves to lower costs, the accessibility of basic health services will increase, along with possible revenue for clinics and programs implementing the model.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Mali Health uses philanthropic funding to launch and maintain project operations with the intent to create sustainable and replicable interventions that can be adopted by clinics and national health systems. In this way, increased access and quality of health care remains high, without the project’s continued dependence on Mali Health or philanthropic funding. While channeling as many resources as possible into programs, we have also placed additional importance on quality communications, reporting, and branding towards our donors, maintaining the same level of professionalism and performance we expect on the ground in Mali.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Over the next 3 years, we intend to diversify our funding streams to include revenue-generating activities through programs and service provision, including those described above, to support the growth and sustainability of the model. Additionally, it is our expectation that portions and best practices of the model will be adopted and absorbed into clinical expenses over time. Mali Health will continue its principles of transparency and results-sharing, intended to both support the effectiveness of our program but additional to attract new and existing partners. For continued expansion and expenses, we expect to solicit larger institutional partners, including multi-year government and grant funding to support the expansion of our services in the region. We also intend to continue receiving a portion of unrestricted funding from private donors as well, and expect the balance of several different sources of revenue will help the organization grow methodically over the next several years.
Created on 03/8/2013 by The GR818ERS
Hip Hop 4 partners with local artist-activists to advocate for social justice through Hip Hop culture by organizing youth programs and community events.
In a world so filled with technology and ways to reach people instantaneously, the idea of stamps, envelopes, and hand written letters are quickly fading away. Our organization, Heart-to-Heart, plans to reinstate human relationships through the power of the printed word, and making letters a popular idea once more. As useful as social networking sites and text messaging is to receive and give information, we at Heart-to-Heart that nothing beats the power of the relationships and bond between people.
The goal of Girl, unKnown. is to give women the opportunity to change their realities through accountability, networking and healthy social interactions by offering a website and structural site that supports all these qualities. Girl, unKnown. is an online/onsite interactive, goal-oriented social network, eventually to open Girl, unKnown Centers around the United States and elsewhere.
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.
もっと読む ↓↑ 隠す↑ 隠すプロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
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 03/6/2013 by GCaldwell
Birth of Books is a venture designed to help young aspiring writers hone thier talents and encourage them to continue their passion for writing. Birth of Books helps show students that with hard work and perseverance they can accomplish what most writers dream of--a published hard copy of their creation(s).
Created on 03/6/2013 by cantbashcause
Pangaea Project brings social change to schools in India through raising awareness, self-introspection, and creating projects to abolish marginalization. Tackling the root of the problem by students examining their role in society is a radical yet probable way of approaching discrimination in India. When students can take ownership over the problems in the world, they will be mobilized to implement innovative solutions! Pangaea Projects provides a space for this transformation to occur and supports students in their personal growth to change society.
もっと読む ↓↑ 隠す↑ 隠すプロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Pangaea Project! Bringing the world back together. (An Orbis Institute Program)
あなたのソリューションに最もあてはまる段階を選択してください:
成長（試験運営を続けながら拡大を開始している）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Pangaea Project brings social change to schools in India through raising awareness, self-introspection, and creating projects to abolish marginalization. Tackling the root of the problem by students examining their role in society is a radical yet probable way of approaching discrimination in India. When students can take ownership over the problems in the world, they will be mobilized to implement innovative solutions! Pangaea Projects provides a space for this transformation to occur and supports students in their personal growth to change society. Pangaea Project is a class that can be taught in schools in India that engages students' personal experiences and invites participation in social-justice advocacy through inter-caste dialogue, volunteerism, and critical thinking.
What are your organization's top three priorities in the next year?
The organization hopes to 1) partner with more schools in India to teach this curriculum 2) train teachers to administer this curriculum and 3) graduate 100 more students from this program so they can have the multiplier effect and bring the lessons to hundreds more.
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!
The Pangaea Project aims to target schools and organizations in India to teach youth about how to be the problem-solvers for issues in their communities. When this project started, it was a 6 month teaching fellowship in India with one partner school in Bhubaneswar, India. That partner school was identified by organizational connections. To make the project grow, it will be important to engage more audiences, ie schools and stakeholders, to want to participate in this project. Approaching schools, developing a "pitch", developing a marketing strategy and packet, tapping into the right networks, and knowing how and when to follow-up with schools will be essential in getting community buy-in for this socially transformative project.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The support from American Express could be focused on the Pangea Project, which is an off-shoot of the Orbis Institute. While the focus will be the Pangaea Project, there is undoubtedly influence from the Orbis Institute that could be an area of focus as well. Both components are open to the help and support from American Express.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
No, we have not worked with outside consultants before. This would be the first time.
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.
Relationships between students from diverse caste and socioeconomic backgrounds
2.
Youth feeling empowered and capable to utilize their strengths and privileges to attack injustice
3.
Schools in India valuing this curriculum, project, and impact
What has been the impact of your solution to date?
So far, 60 students have graduated from the pilot of Pangaea Project, the Global Leadership program through the Orbis Institute. Half of the students were from a poor "tribal" school, and half were from an upper-class private schools. The groups interacted, learned about one another, learned from one another, challenged their stereotypes, and formed friendships. Students participated in final projects which evaluated their self-efficacy to engage in changemaking behavior, and the students who were in this program greatly increased their confidence in their ability to make a difference in the world.
What is your project future impact after receiving professional support from American Express?
I think the help from American Express can help Pangaea Project strategize ways to engage audiences across India and can help us find a way to market the program so schools across India will want to participate. We hope that we can train more teachers, teach more students, and start integrating a curriculum into the school system that addresses the challenges and history the India population faces and helps kickstart Indian student engagement in social advocacy.
This Entry is about (Issues)
