All around the world, grassroots innovations are blossoming in remote towns and villages, elevating the economic wellbeing and health of rural citizens. Among the most successful of these, proving rural poverty is a solvable problem, are winners of three quite different Changemakers competitions. These solutions have been endorsed not only by Changemakers’ expert thought leaders, but also our social change community as a whole. See what has everyone applauding:
Strength in Numbers
Small groups of individual farmers coming together to share labor, pool resources, and develop market strategies: this is what SKDRDP has successfully fomented in India. Through cooperation, these “affinity groups” have been able to minimize risks due to over dependence on a single crop, purchase equipment and supplies in bulk, and strengthen their traditional methods of farming, among other benefits. SKDRDP was a winner in the Banking on Social Change: Seeking Financial Solutions for All competition.
Better Health for Rural Communities
Getting medical treatment to those with complex health problems in rural communities is made much easier with the innovation of ECHO in New Mexico, US. This organization was a winner of the Disruptive Innovations In Health And Health Care: Solutions People Want competition.
Using teleconferencing and videoconferencing; Internet-based assessment tools; online presentations; and telephone, fax, and e-mail communications, ECHO helps connect specialists with primary care providers in rural areas to promote the use of identified best practices and keep rural residents healthier.
Women Farmers as a Key to Development
The idea is to put those who are among the most vulnerable to the struggles of rural poverty – women -- squarely in the driver’s seat for change. SRREOSHI, in West Bengal, India is putting land ownership back into the hands of women farmers By helping women secure land and property rights, SRREOSHI breaks down gender inequalities, giving women a bigger stake in their economic livelihood and nutrition.
Winner of the 2009 Cultivating Innovation: Solutions for Rural Communities collaborative competition, SRREOSHI plans to continue working with local governments, providing legal assistance to women, and even spearheading a seed bank to help strengthen the voices and value of women in rural India.
Digital Green works towards improving food security and alleviating rural poverty. It does this by producing and disseminating videos by farmers, for farmers, and of farmers on locally relevant agricultural information. Its communication model blends technology and social organization to bring about behavior change, which empowers individuals to sustainably increase their productivities and incomes.
Created: 02/09/10 by Anonymous
Nobody was more surprised that Wikiloc’s website for crowdsourcing hiking and walking trails was a winner of the Changemakers / National Geographic 2009 Geotourism Challenge than its founder, Jordi Ramot.
The soft-spoken, pony-tailed software engineer was invited to travel from his home in the Pyrenees mountains in northeast Spain to the annual Geotourism Change Summit at National Geographic’s headquarters last week in Washington, D.C. where he was “amazed to be able to work with people from National Geographic.”
Created on 07/13/2009 by Elizabeth
When it comes to genetic food engineering, claims are often made about farmers ability and interest to adapt. And how about vitamin-rich rice? ... Are these realities or misrepresentations? Tell us what you think here
[Also check out our GMO Risk or Rescue competition. Share your idea or initiative to get noticed and to be eligible for various prizes. Submit your entry by October 21, 2009.]
Created on 06/9/2009 by htcgroup
Join the Geotourism Challenge Changemakers group to share ideas and opinions about issues impacting destination stewardship and wisely managed tourism.
Hear about best practices, identify solutions to key challenges, and link to resources that may help you overcome obstacles and succeed as a changemaker in geotourism. Each week will focus on a specific issue; join the dialogue now and tell your story.
Healthy and nutritious food leads to healthy life which ensures happiness. To ensure a healthy meal, one must be aware of the process of cultivation of raw vegetables and fruits.
Nutritious Food is a lifeline for quality life , essential to consume nutritious food.
This project also has a Project where you can read more about its latest progress.
Go to Project: FoodBank South Africa.
Created on 06/19/2013 by Melaniej
SA produces enough food for all its citizens, yet 11 million people do not have the fundamental security of regular meals. More than 9-billion tonnes of food is wasted in SA each year and much of this food can be rescued by FoodBank SA and redistributed to NPOs serving the poor and marginalised.
もっと読む ↓↑ 隠す↑ 隠すHas the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すName your entry
Rescuing food to eliminate hunger in South Africa
Stage
Established (the solution has passed the previous stages, and has demonstrated success)
This Entry is about (Issues)
Elevator Pitch
SA produces enough food for all its citizens, yet 11 million people do not have the fundamental security of regular meals. More than 9-billion tonnes of food is wasted in SA each year and much of this food can be rescued by FoodBank SA and redistributed to NPOs serving the poor and marginalised.
Problem
Hunger and malnutrition are still major problems in SA. Worldwide, a third of all food suitable for human consumption is lost or wasted annually —discarded at various points in the supply chain — from farm or factory to supermarket shelf. According to research by the Council for Scientific and Industrial Research (CSIR), approximately 9,04-million tonnes of food are wasted in South Africa every year.
The Food and Agriculture Organisation’s (FAO) has identified that the country produces 600g starch, 300g fruit and vegetables and 150g meat and fish per person daily. Food insecurity in SA is not a matter of a lack of supply, but rather a lack of access and logistics. Unemployment, poverty, increasing food prices and HIV/Aids aggravate food insecurity among the most vulnerable.
Solution
FoodBank SA works to alleviate hunger in SA via harmonised food rescue and procurement. The organisation sources donated surplus food, essential non-food items and food that is approaching its ‘best by’ date (but is still nutritious and safe to eat), from wholesale and retail grocery and fresh produce companies. Costs are incurred in the logistics of moving products from donor companies to food banks for sorting, defacing and packaging. Warehouse staff members deface donated products, to protect original brands, before distributing much-needed food items to non-profit and community-based organisations, such as early childhood development facilities, homeless shelters, and soup kitchens.
Prior to the establishment of FBSA, most of its partners had to purchase groceries. Food is not at the core of their missions, yet it is a critical component of these organisations’ services. Relieving this financial burden allows agencies to direct more resources towards achieving their objectives.
Example
Jeanny Edwards runs Jeanny’s Soup Kitchen, feeding almost 1,000 children a week in Port Elizabeth. She receives a monthly food hamper from FBSA. Jeanny explains that although they receive a variety of products in their monthly hamper, breakfast cereals are cause for great excitement. “Many of the kids go to school hungry, and they can’t learn on an empty tummy. The kids show a tremendous improvement in their school work when we are able to give them a nutritious breakfast.” Items like yogurt and biscuits are a huge treat – far beyond the reach of their beneficiaries’ household budgets. She adds that numbers increase in the holidays, but she knows that FBSA’s food hampers really make a difference. “It means we can do a lot!”
At Ntataise Old Age Home in Rustenburg, there are 16 pensioners who have a roof over their heads, three meals a day and the company of friends. But they have something extra – six children, ranging from four to 18 years old share their home and their hearts. It may not be a traditional family; but it’s a family, all the same.
The head of this special household is Ellen Ntsoelengwe, who describes Ntataise as being ‘born again’ into the FBSA family at a time when they desperately need help. She explains that the only income that the residents have to contribute is their government grants, which don’t stretch very far these days.
“It makes such a difference,” she says of FBSA’s hampers. “Food is so expensive to buy at the market.” She has the added responsibility of six orphans. “I couldn’t turn them away,” says Ellen simply.
Impact
One of FoodBank’s major impacts is unlocking access to large quantities of food for NGOs and CBOs, that would otherwise have gone to landfill. FoodBank has implemented systems and processes that reflect those used in the commercial sector – creating a non-profit supply chain, facilitating unparalled access to food for the most vulnerable communities of South Africa. During the 2012/13 financial year, FBSA distributed in excess of 3.5 million kg of food. The food was distributed at an average cost of R1.66 per meal, reaching thousands of beneficiaries in more than 1,000 non-profit organisations across SA. The consequences are beneficiaries having improved health outcomes, an anticipated drop in crimes committed as a result of hunger and youth completing education – opening access to better employment opportunities and secure a better future for themselves and their children, thereby breaking the cycle of poverty and contributing to social stability.
Marketplace
This is the first time that a concerted, national food security initiative built around food rescue has been undertaken in SA. Over the years many NPOs have rallied to alleviate hunger, by distributing food to the poor. However, in the absence of a coordinated effort, South African CBOs and NPOs could not benefit from a central logistical infrastructure or have the bargaining power to feed their beneficiaries efficiently and cost-effectively. The only practical solution to prevent food loss and waste is via harmonised food rescue and procurement —the primary function of FoodBank South Africa.
Sustainability Plan
Public-private partnerships continue to form the foundation of FoodBank’s sustainability, but a series of longer-term initiatives are in place to ensure that the organisation is not reliant on traditional sources of fundraising to be sustainable. There are plans to establish for-profit businesses to generate profits to sustain FBSA. In the long term, the ideal is that fewer SA communities need food banks, ultimately allowing the project to close.
Founding Story
FBSA’s vision is ‘a South Africa without hunger and malnutrition'. To achieve this, the organisation is building a national food banking network. It was launched in 2009 by merging hunger relief initiatives previously operated by Feedback Food Redistribution, the Lions Club, Robin Good and others. Today, FBSA operates food banking facilities in Cape Town, Durban, Johannesburg, Pietermaritzburg, Polokwane, Port Elizabeth and Rustenburg and is a partner in a pilot rural food bank in Jozini, KZN. In urban areas, FoodBank SA creates coordinated national food rescue and distribution channels in order to assist non-profit organisations (termed ‘agencies’) serving the most vulnerable. The Food Rescue and Food Procurement programmes enable the sourcing of food, to provide to agencies to feed their beneficiaries. In rural areas, FoodBank SA’s Food Development Programme works to create jobs and new sources of food by assisting and enabling smallholder farmers to be viable.
もっと読む↓↑ 隠す↑ 隠すWhere do you ensure the availability of nutrients?
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?
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?
The funding would be used for the purchase and registration of a new five-ton truck for the Cape Town branch of FBSA, increasing capacity to collect rescued food from food wholesalers and retailers. A driver training programme funded by the Canadian International Development Agency will ensure that a competent driver is available to maximise the use of the new vehicle. Local retailer, Pick n Pay, has indicated that there are more facilities that FBSA would be able to collect products from, if vehicles are available. This would substantially increase the volume of food rescued in Cape Town.
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 06/19/2013 by esnow@ideorg.org
iDE ensures poor, smallholder farmers are empowered to participate in and manage the nutrient value chain – using sustainable agricultural practices to manage soils for healthy crop production, diversifying crop production to nourish farmers’ families, and bringing nutritious food to market.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, CO, Denver, Denver County
Has the organization received awards or honors? Please tell us about them
iDE has received a number of awards, including a being named #30 in the Top 100 NGOs by the Global Journal in 2013. iDE received the 2012 Dubai International Award for Best Practices (DIABP) for its sanitation marketing approach and the AGFUND International Prize for Pioneering Human Development Projects in 2009 for its PRISM approach. iDE Cambodia was the first recipient of the 2010 Nestle Prize in Creating Shared Value for its Farm Business Advisors program. The InterAmerican Institute for Cooperation on Agriculture (IICA) through its Agricultural Innovation Network Project (Red SICTA) selected iDE for the best adaptive technology regarding climate change. A select list of awards is available here: http://www.ideorg.org/OurResults/Awards.aspx
もっと読む↓↑ 隠す↑ 隠すName your entry
Closing the Loop: Moving Nutrients from Farms to People
Stage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
iDE ensures poor, smallholder farmers are empowered to participate in and manage the nutrient value chain – using sustainable agricultural practices to manage soils for healthy crop production, diversifying crop production to nourish farmers’ families, and bringing nutritious food to market.
Problem
Poor farmers often subsist on diets heavy in low-nutrient staple crops, as they lack the tools, inputs, income, and knowledge to diversity their diets. Agricultural development efforts have generally focused on maximizing the cereal production, exacerbating imbalanced diets and decreasing dietary diversity.
There are over 1 billion smallholder farmers who provide over 80% of the food in the developing world. Supporting them is one of the quickest ways to impact the nutrient value chain.
It is critical to ensure this group is using sustainable agricultural practices to efficiently pass nutrients from soil to farm to food. It is equally important to move nutrients from food to people by making nutritious food widely available for people
Solution
Introducing innovative, affordable, and environmentally sustainable agricultural technologies can improve the health of the soil, increase the productivity of farmers who grow nutritious produce and enhance the nutritional value of crops. iDE has an integrated, market-based solution that makes these technologies and know-how available to poor smallholder farmers
Under the European Union-funded Agriculture and Nutrition Extension Project (ANEP), a partnership between iDE, several CGIAR institutes, Save the Children, and local NGOs, iDE is improving access to nutritious foods by poor households in Bangladesh and Nepal by raising agricultural productivity, promoting market linkages, and providing nutritional education.
Example
Mr. Shah Alam is a vegetable producer and a mobile vegetable seller who has increased his production of nutritious vegetables with the support of the ANEP project. At harvest time, he gathers his produce, visits his neighbors to purchase theirs, and then brings to produce to the farmers’ market in town.
He has chosen to sell at this particular farmers’ market because it attracts heavier foot traffic – partly thanks to entertainment that embeds educational messages about nutrition. There are songs about healthy foods, cooking demonstrations, and cartoons for children that reinforce nutritional lessons. These messages help boost his sales of vegetables, helped by a banner behind him, which carries nutrition messaging in line with that heard ringing through the market’s din. These messages boost his sales of vegetables, allowing him to earn more to support his family.
Who benefits from these nutritious vegetables? Raya is a 13 year old girl from Barisal Sadar Upazilla in Barisal District, Bangladesh. Raya’s family receives nutrition education support from iDE, enabling them to make better nutrition choices when they buy and prepare food. Producers and vendors like Mr. Alam are selling the more nutritious vegetables and fish that Raya’s family has learned are important for good health. The improved diet helps Raya, and girls like her, concentrate on their studies rather than their hunger, making it easier to learn and do well in school.
Impact
Since 1982, iDE has impacted more than 20 million people and catalyzed the commercial distribution of some 2.5 million irrigation technologies, which, on average, produce $150 of additional income annually. With added value chain support, poor rural households can increase their income by an annual average of $250.
ANEP will support 60,000 households to improve food security, and 16,000 of those households are receiving direct nutrition education. For targeted urban communities, efforts will translate into increased low cost, locally available nutritious produce and a greater awareness of how to cook healthy and appetizing meals.
At mid point in the project, farmers have started kitchen gardening, pond construction for aquaculture, irrigation and seedling raising. And the results are beginning to show: fish are growing at a rapid rate and farmers are harvesting vegetables. The number of households cultivating more than one vegetable has doubled.
Marketplace
Many actors are working in agriculture, but most do not offer products or services that meet the needs of poor farmers. Groups that provide nutrition education often simply tell people what they should eat without ensuring they know how. At iDE, we look to bring existing actors together to offer innovative solutions that will be sustained through the private sector.
In ANEP, iDE is leading an team composed of Save the Children; CGIAR research centers CIMMYT, WorldFish, and IRRI; and local NGO partners (CODEC, CEAPRED and BES). By harnessing the expertise of research, nutrition, and market development organizations, and focusing on a common goal, ANEP has brought together development partners seeking to deliver the best possible food security and nutrition outcomes for the poor.
Sustainability Plan
iDE’s efforts are reliant on grant funds, yet iDE is not seeking funds to provide goods directly to the poor. Rather iDE supports the development of private sector service provides who can support farmers with goods and services that enable good agricultural practices, leading to sustainable production of nutritious food. Additional funds will enable iDE replicate this approach that creates wellness and vitality for people and the planet.
Founding Story
When Paul Polak was a boy, he, with the help of some local farmers, became the largest strawberry supplier in his town in Ontario. He learned many things from the experience –that he could make a lot of money growing crops people wanted and that he couldn’t have done it without his neighbors’ help. Later, when he was working with the homeless as a psychiatrist in Denver, he realized the profound effect that poverty has on peoples’ health, and began to see opportunities for halting the cycles of poverty by helping people help themselves, just as the farmers in his childhood had done. On a trip to Belize, he met a poor fisherman struggling with many of the same issues as those he helped at home and realized that the largest positive impact he could have on global health was to raise the incomes of the poor around the world. With a group of like-minded fellows, he devised a plan for an organization that could help the global poor lift themselves out of poverty.
もっと読む↓↑ 隠す↑ 隠すWhere do you ensure the availability of nutrients?
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?
Healthy environments, Full nourishment foods.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
With additional support, financial, partnerships, and thought exchange, iDE could work to ensure that farmers are supported to cultivate healthy environments and learn more about additional measures that could be taken to maiximize the provision of full nourishment foods.
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 06/19/2013 by Alberto TC
La Cooperativa de Consumo Responsable de Valdivia es una iniciativa que surge en 2009 en el sur de Chile con el fin de establecer un modelo de relación comercial justo y sustentable entre más de 50 pequeños productores rurales y unas 200 familias interesadas en la ecología y alimentación saludable.
もっと読む ↓↑ 隠す↑ 隠す団体名
Cooperativa de Consumo La Manzana
Has the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すName your entry
Cooperativa de consumo responsable de Valdivia
Stage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
La Cooperativa de Consumo Responsable de Valdivia es una iniciativa que surge en 2009 en el sur de Chile con el fin de establecer un modelo de relación comercial justo y sustentable entre más de 50 pequeños productores rurales y unas 200 familias interesadas en la ecología y alimentación saludable.
Problem
Los tratados del libre comercio suscritos por Chile, aunque facilitan la exportación de sus comodities (mineral, forestal) también facilitan la importación masiva de alimentos de baja calidad, que se comercializan en grandes supermercados y ponen en riesgo la seguridad y soberanía alimentaria. Debido a ello, la producción agrícola tradicional queda marginada a mercados marginales o informales, inestables y poco accesibles al consumidor.
Solution
La creación de la cooperativa de consumo responsable de Valdivia ha permitido establecer un canal de comercialización diferenciado para pequeños productores agrarios, basado en principios del comercio justo. La cooperativa ha logrado disminuir la huella de carbono al acortar los desplazamientos de los alimentos, que se producen en un entorno próximo al consumidor, aumentar los márgenes de beneficio para los productores, que han mejorado la rentabilidad de sus granjas. Después de tres años de experiencia, logrando un volumen de ventas que hacen viable la operación comercial, queremos replicar este modelo en otros barrios de la ciudad de Valdivia, para aumentar progresivamente el número de productores y consumidores asociados.
Example
Aunque las cooperativas de consumidores son comunes en países de altos ingresos, este tipo de organizaciones son muy raras en los países del sur. Por ello, la creación de la cooperativa La Manzana ha sido una innovación social en el contexto chileno, que ha inspirado procesos similares en otras ciudades del país. La cooperativa ha facilitado que un grupo de pequeñas productoras de verdura se asocien para programar sus siembras anuales con el objetivo de complementarse mutuamente y no competir. Una pequeña agroindustria de quesos artesanales ha logrado su punto de equilibrio a partir de las ventas en la cooperativa. Una granja local ha recuperado el cultivo de variedades tradicionales de legumbre que dejaron de usarse hace 15 años.
Impact
La cooperativa actualmente cuenta con un local de ventas abierto en horario comercial,
Una oferta variada que incluye todos los productos de la canasta básica familiar (pan, verduras, harina, legumbre, leche, queso, aceite, sal, miel, embutidos, etc.).
Una persona local contratada en la atención de tienda
Un volumen de ventas estimado en US$1500 mensuales
Más de 50 pequeños productores asociados a la cooperativa
Más de 200 familias consumidoras asociadas a la cooperativa
Marketplace
El mercado actual abarcado por la cooperativa son las 200 familias socias que semanalmente hacen sus compras más las personas que acceden al local de ventas abierto a público. No obstante, la ciudad de Valdivia cuenta con 140.000 habitantes, por lo que el potencial de crecimiento es todavía muy grande. Nuestra proyección es poder abrir tiendas en todos los barrios de Valdivia, replicando el mismo modelo para generar unidades de negocio autónomas, que sean viables en sí mismas. Para que sean viables, cada tienda desarrollará un plan de negocio que permita estimar el punto de equilibrio.
Sustainability Plan
El funcionamiento de la cooperativa durante estos tres años ha demostrado que es una iniciativa financieramente sustentable, dado que la venta de productos generan recursos suficientes para cubrir los costos que sostienen su funcionamiento. Para ellos se aplica un margen de beneficio entre 10-30% sobre el precio de compra de los productos, que se complementa con los ingresos obtenidos por los aportes de los socios de la cooperativa.
Founding Story
La Cooperativa La Manzana surge de un grupo de familias que eligieron vivir en el sur del mundo. Desde 2005 hemos promovido acciones colectivas para resolver problemas particulares. Uno de los temas que más nos preocupan es la alimentación. Queremos alimentarnos sabiendo quién es el productor, y cómo, cuándo y dónde fue producido lo que consumimos. Queremos que nuestros alimentos sostengan culturas rurales, paisajes naturales y cuerpos saludables. Desde esta perspectiva, en 2010 creamos la cooperativa de consumo responsable de Valdivia, La Manzana. Para nosotros la alimentación saludable expresa una relación armónica del ser humano con la naturaleza. Después de 3 años de experiencia, queremos replicar este modelo en otros barrios.
もっと読む↓↑ 隠す↑ 隠すWhere do you ensure the availability of nutrients?
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.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Somos un grupo de familias que queremos alimentarnos sabiendo quién es el productor, y cómo, cuándo y dónde fue producido lo que consumimos. A través de la creación de una cooperativa de consumo responsable, queremos desarrollar un canal de comercialización diferenciado para los pequeños productores locales, que utilizan semillas y técnicas de cultivo tradicionales. Desde esta perspectiva, la alimentación podrá considerarse parte de una relación armónica entre los seres humanos y el entorno proveedor, y constituirse en el principal pilar de la conservación de nuestra cultura.
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).
This project also has a Project where you can read more about its latest progress.
Go to Project: Owner.
Created on 06/19/2013 by seidu
I am a Vai elder from Cape Mount County, Liberia. We have a 2-acre community organic vegetable garden. However, almost all the plants we've planted this year have been eaten by insects. We need to research tropical vegetable varieties and organic cultivation techniques suitable for our location.
もっと読む ↓↑ 隠す↑ 隠すHas the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すName your entry
Community Vegetable Garden
Stage
Start-Up (a pilot that has just started operating)
This Entry is about (Issues)
Elevator Pitch
I am a Vai elder from Cape Mount County, Liberia. We have a 2-acre community organic vegetable garden. However, almost all the plants we've planted this year have been eaten by insects. We need to research tropical vegetable varieties and organic cultivation techniques suitable for our location.
Problem
Growing our own vegetable gardens would improve our nutrition and also give us a source of income. There are no jobs in our villages and the only way we can get work is to make work for ourselves.
Solution
When we learn to grow vegetables on our land it would provide work, food, and a source of income. There are over 6,000 people who live in this area of Cape Mount County. The only jobs are in Monrovia so our young people are leaving their villages for the city. If we can establish agricultural work in our area, it would give our men and women work to allow them to remain in their home villages.
Example
My garden would be an example to other people in our village (Teh) and in the Garwula and Tombe districts of Cape Mount County. All our land is community owned and anyone can ask the village council to use some of the land to grow a garden and they would be allowed to. There is plenty of good land but people don't have the knowledge to grow the types of vegetables that would sell well in Monrovia--beans, tomatoes, eggplant, lettuce, squash, etc. Almost all the vegetables sold in Monrovia supermarkets and hotels are imported from neighboring countries and even Europe. Yet we have fertile land for vegetables and a 12 month growing season. Growing vegetables would increase our nutrition and give us an income.
Impact
So far, we have had limited success growing lettuce, parsley, potato greens, collard greens, corn. I employ two women and one man and also 4 boys from Bomboja who are staying with me so they can attend school in Mando. Our efforts to grow the most valuable crops--tomatoes, beans, squash, eggplants, okra--have been an almost total loss. Insects eat the plants before they can start producing fruit. On my 2-acre site, which we have prepared into 31 x 25-meter long raised beds, and which we have fertilized by compost heaps, we should be able to grow enough vegetables to earn about $600 a week. The vegetables we grow would also improve our nutrition. Right now our food is mostly rice and soup made with oil and greens, also fish when we can afford it. If our garden is successful many villagers would learn how to grow their own vegetables using our example.
Marketplace
Not many vegetables are grown in Liberia. Most of the vegetables in our markets come from Ivory Coast and Guinea, and they are too expensive for common people to buy. If our people can grow these expensive vegetables, we can eat some ourselves and sell the rest to the market women in Monrovia, and also supermarkets and restaurants.
Sustainability Plan
After we learn how to solve the problem of insect damage without using pesticides, then our gardens will sustain themselves by being profitable. We are already managing the soil fertility by using organic compost. If we can learn how to solve the insect problem, the land will contnue to provide food and income for our people.
Founding Story
Everything grows in our land. In the dry season months we have trees full of oranges, limes and grapefruit. In our forests we have wild growing pineapples. Our soil is black and crumbles in your hand when you lift it up. Some places the black soil is 4 feet deep into the ground. One year ago I went to Monrovia and was amazed at the price of vegetables like tomatoes and beans. I asked the market women selling them why they were so expensive and they told me because they came from Ivory Coast and Guinea. I asked them who were the customers who could buy such expensive vegetables and they said "People in Monrovia have money, oh!" So I said to myself that I would go back to my village, learn how to grow vegetables and teach my people.
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?
We are losing too much of our crop to insects and need to learn organic techniques to reduce insect damage. The solution might be to plant insect-resistant varieties, to use organic pesticides, or to inter-plant herbs and flowers in our vegetable gardens that naturally deter insects. Some of our plants, tomatoes for instance, do not even survive 3 weeks before being completely eaten by insects. We do not want to use chemical pesticides, but this would be our only choice if we cannot find a natural solution to our insect problem.
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).
This project also has a Project where you can read more about its latest progress.
Go to Project: Farm Africa.
Created on 06/19/2013 by timfarmafrica
Farm Africa is supporting smallholder women farmers in northern Ethiopia to develop small agri-enterprises that allow them to increase their incomes and tackle severe under nourishment, sharing the benefits from major improvements in water sources and soil quality.
もっと読む ↓↑ 隠す↑ 隠すHas the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すStage
Scaling (the solution has passed the previous stages, and the next step will be growing its impact on a regional or global scale)
This Entry is about (Issues)
Elevator Pitch
Farm Africa is supporting smallholder women farmers in northern Ethiopia to develop small agri-enterprises that allow them to increase their incomes and tackle severe under nourishment, sharing the benefits from major improvements in water sources and soil quality.
Problem
Tigray has seen investment in soil and water conservation and an initiative to boost agricultural productivity and increase food security. Women’s participation is limited by poor status and lack of access to assets. Malnutrition in the region is severe: 27.6% of women are underweight and stunting in children under 5 is over 51%.There is a strong body of evidence linking women’s control over resources and levels of nutrition
Solution
The project ensures that vulnerable households can access assets that enable them to gain from recent improvements in natural resources. Improved agricultural productivity is proven to generate improvements in child nutrition and health. The project aims generate cashand surplus foodstuffs.
We are introducing food security packages in beekeeping, goats, poultry and vegetables that make use of rehabilitated lands and additional sources of nutrition. A focus is on developing fruit and vegetable value chains using rehabilitated hydrological systems.
The project is connecting female-headed households to sources of credit; improving access to high-quality inputs and training; support farmers to develop home-gardens on rehabilitated land.
Example
Packages introduced today draw on work implemented by Farm Africa in Tigray in 2001. Farm Africa’s goat transfer model will inform the goat rearing package delivered by the project. Kiros Demoz is a beneficiary of our goat transfer model in Tigray over a decade ago. She received two goats at the time and transferred 2 baby goats to a neighbour. She has now used proceeds from her herd of 22 goats to buy 3 cows and started diary production. This provided Sero with sources of nutrients and income from milk sold in the adjacent town. This project draws on our expertise in sustainable agriculture models and our close relationship with communities in Tigray, while implementing a project that has an ultimate goal of tackling malnourishment.
Impact
This project is at an early stage. No impact data is currently available. However, building on expertise at the link between small enterprise and natural resource management, project will impact in the following ways:
Poor women will be empowered to increase their annual income by enhancing the impact of food security packages, increasing membership of user groups and access to rehabilitated land. Participants will see increased incomes over 2 years: 100 women receive $226 (bees); 450 women receive $190 (goats); 400 women receive $180 (poultry); and 400 women receive $180 (fruit & vegetables).
Links to sources of credit and rehabilitated land will contribute to the economic empowerment and better nutrition for poor women leading to a reduced percentage of malnutrition among mothers and children
Marketplace
Farm Africa have been working in the region for 15 years and have a good reputation among communities and government. This region has not received much attention from equivalent NGOs. Irish Aid commenced. This project is building on both of these important initiatives, but filling an essential gap that no other NGO, bilateral donor or government agency has been able to fill: connecting the most vulnerable female headed households to assets that are necessary to achieve the economic empowerment of women and consequent improvements in nutrition.
Sustainability Plan
Although we have 2-year funding from Irish Aid, we see our presence in Ahferom woreda as being a minimum of 5 years, to deepen the work with women.
Community-based institutions such as Rural Savings and Credit Organisations, service cooperatives and user groups represent the exit strategy for the food security packages of the project.
User groups will play a demonstration role in transferring skills to other members of the community.
Founding Story
Approximately 125 words left (1000 characters).
もっと読む↓↑ 隠す↑ 隠すWhere do you ensure the availability of nutrients?
Healthy environments..
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Nutrient-rich farming, Full nourishment foods.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Approximately 100 words left (800 characters).
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 06/19/2013 by Ara Kusuma
Poverty has ironically made children of milch cow farmers unable to access the nutritious milk they produce. Moo’s Project is training village mothers to process milk into various foods/drinks, thus adding its value. increased farmers’ welfare allow children to consume nutritious dairy products.
もっと読む ↓↑ 隠す↑ 隠すHas the organization received awards or honors? Please tell us about them
Ashoka Youth Venture 2008
もっと読む↓↑ 隠す↑ 隠すName your entry
Moo’s Project for Healthy Food Healthy Drink Healthy Community
Stage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
Poverty has ironically made children of milch cow farmers unable to access the nutritious milk they produce. Moo’s Project is training village mothers to process milk into various foods/drinks, thus adding its value. increased farmers’ welfare allow children to consume nutritious dairy products.
Problem
Desa Sukorejo, Boyolali is well known for its milch cow farming. Cow farmers usually sell the milk as is directly to village coop. Given the low price of unprocessed milk and the high cost of cattle feed, farmers have to sell the whole produce to keep up with production cost. Thus ironically their family cannot enjoy the milk of their own produce. Furthermore, poverty has led their children to suffer from malnutrition.
Solution
Moo’s Project is training village mothers to process milk into various healthy food/ drinks. The process would increase the product value 3-4 times of the raw milk. Thus their income is increasing, and their children are able to consume healthy food/ drinks of their own produce, As children grow a liking to the taste, these healthy dairy products would also keep them away from unhealthy snacks which can be easily found everywhere.
Example
In Moo’s Project, village mothers are committed to learn how to make one new milk product every month, e.g. pudding, wingko cake, ice cream, ice lollies, pizza, etc.
To illustrate the current cow farming economy: The price of raw milk is Rp 3,800/litre, with average produce of 8-12 litre per day per cow. On average farmers have 3-5 cows. On the cost, cattle feed is Rp 2,900/kg, with average daily feed needed ranging from Rp 12,500-15,000. Thus the margin is thin.
When processed, for example pasteurised, the price of milk will reach Rp 6,600-7,000/ litre. In form of ice cream of food, the price will increase 3-4 times. Thus farmers income increased and their children grow a liking to consume tasty and healthy dairy products.
Impact
Milk processing has provided a new income generation activity for village mothers, who previously get income only from milking. In rough calculation, each milch cow can provide the need of 4 children (i.e. 250 ml milk – recommended daily intake). Given the number of Boyolali’s toddler population of 87,000 and the number of milch cow population of 88,000, on paper this area should be able to fulfill local villagers’ nutrition need and even still have a production surplus to supply other cities.
Marketplace
Around Boyolali there are Father Benny who’s working on cheese production, and other who create milk soap. What Moo’s Project trying to do is creating integrated organic farming, in which there are areas for livestock production, beef/ milk processing, organic fertilizer processing, organic farming group, and consumer group. These activities are done in farmer groups to reach economic scale.
Sustainability Plan
This project is directly involving villagers in economic activity. Funding is sustained through integrated organic farming. To maintain or grow this work, continual socialization, capacity building for farmers, and technical support (e.g. machinery for cattle feed processing, milk/ meat processing, and waste processing).
Founding Story
Once my father took me to Lembah Hijau Multifarm (LHM) in Solo (where around 700 cows were kept in a 6 Ha farm). It gave me the ideaif the villagers could maintain their farm and cattle the way LHM do, the result would be greater. Nothing would be wasted, and all products and waste could be processed into valuable things. Thus villagers welfare would increase. From that point, I was inspired to start an effort toward “Mulya Sesarengan” (prosper together).
もっと読む↓↑ 隠す↑ 隠すWhere do you ensure the availability of nutrients?
Nutrient-rich farming, Full nourishment foods.
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.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Approximately 100 words left (800 characters).
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).
Farm Africa is supporting smallholder women farmers in northern Ethiopia to develop small agri-enterprises that allow them to increase their incomes and tackle severe under nourishment, sharing the benefits from major improvements in water sources and soil quality.
SA produces enough food for all its citizens, yet 11 million people do not have the fundamental security of regular meals. More than 9-billion tonnes of food is wasted in SA each year and much of this food can be rescued by FoodBank SA and redistributed to NPOs serving the poor and marginalised.
Created on 06/19/2013 by Prasad Senadeera
In order to ensure food security and to improve living standard of rural farming communities it is vital to improve productivity and build capacity through Innovative Mobile Extension Team so that the small farmers are able to withstand future climate change impacts and external economic shocks.
もっと読む ↓↑ 隠す↑ 隠す団体名
CIC Agri Businesses (Pvt ) Ltd
Has the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すName your entry
Mobile Advisory Force for Advancing Technology in Rural Farming
Stage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
In order to ensure food security and to improve living standard of rural farming communities it is vital to improve productivity and build capacity through Innovative Mobile Extension Team so that the small farmers are able to withstand future climate change impacts and external economic shocks.
Problem
Despite structural changes to the economy agriculture remains a vital sector in Sri Lanka from Employment, Food Security, & Rural Development perspectives. 1/3 of workforce is employed in agri sector. 80% of farmers are small holders who own on average < 1 Ha. They lag behind in use of technology, hence on-farm productivity is low. This situation leads to high vulnerability of farming community for climate change and external economic shocks.
Solution
Uplifting living standard of small rural farmers can be done through improving productivity of their small plot of lands and building capacity to withstand impacts of climate change and external shocks through effective technology transfer by mobile Teams using new and innovative techniques. In the context of conventional approaches mainly by public sector are not effective enough, use of dedicated Team to stay in the selected villages for a predetermined period to identify technology gap, develop customized program, and disseminate has proved effective in making positive changes in the target sector. The team is equipped with IT facilities, teaching aids and provided with a transport facilities throughout to ensure efficient mobility.
Example
The Technology Transfer Team known as Rapid Agriculture Advisory Force (RAAF) who deployed as mobile extension team has made a significant impact on productivity and thereby improved living standards among target communities. The mobile team (RAAF) who stays with people for 3-4 weeks continuously ensures lasting impact. They rent a house in the village, gather primary survey data to identify specific technology transfer needs, develop customized programs to suit the need gap, and deliver using demonstrations, lectures, discussion sessions, field demonstrations, www access, Skype, laptops & multimedia projectors to ensure effective transfer of technology. Forming groups are encouraged to access technology on their own efficiently.
Impact
The initiative has made a significant and lasting impact in the on-farm productivity as well as enhanced knowledge, skills and attitudes among small scale farmers in the rural villages in Sri Lanka where the RAAF Team operated. As the service is provided free of charge even the farmers who are economically deprived and disadvantaged are equal beneficiaries of the program.
An independent study conducted to asses the impact of RAAF activities in 2 villages of North Central Province of Sri Lanka by University of Peradeniya, Sri Lanka revealed that the intervention caused 34% and 220% productivity improvement among Rice and Dairy farmers respectively in the villages. It is also reported 50% of respondents have increased knowledge, 25% improved skills and 15% changed attitudes towards agri operations.
The impact need to be magnified by scaling up the operation.
Marketplace
The bridging knowledge gap and improving technology transfer among rural small farmers is primarily done by the public sector, mainly Department of Agriculture and also by Department of Livestock and other Research Institutes. They are well structured and have been in operation over a long period with experienced officers. These sometimes hinder the effectiveness due to less flexibility in terms of resource deployment and employee motivation.
The RAAF program is operated with access to latest communication technologies and results based performance evaluation to sustain officers' motivation.
Sustainability Plan
The RAAF Team operates non-profit basis to ensure accessibility of its services to all the segments of the rural farming community including most disadvantaged. Therefore the project obtains funds to cover infrastructure, HR, and operational cost from the Fund contributed by the business divisions of the CIC Agri Businesses (Pvt) Limited which is the leading Agri Business Firm in Sri Lanka. Rapid expansion requires external funding by donors.
Founding Story
Approximately 125 words left (1000 characters).
もっと読む↓↑ 隠す↑ 隠すWhere do you ensure the availability of nutrients?
Nutrient-rich farming, Human wellness and vitality.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
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?
Approximately 100 words left (800 characters).
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).
This project also has a Project where you can read more about its latest progress.
Go to Project: From seed to sales.
Created on 06/19/2013 by Dorien Beurskens
Young Africa teaches underprivileged youngsters improved methods of farming and methods for processing and packaging, involving the private sector in the training, so they learn that there is money to be made in farming. Thus, food security will grow and economic productivity will increase.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
Netherlands, GE, Deventer
Has the organization received awards or honors? Please tell us about them
Yes, in 2007 Young Africa was voted best development project in the Netherlands. Founder Dorien Beurskens is Ashoka Fellow. Founders of Young Africa Namibia won in 2011 the Dutch award, 'For Tomorrow's World 2011' of the ASN Bank with their project: 'a sunny future for underprivileged youth in Namibia' focussing on solar energy.
もっと読む↓↑ 隠す↑ 隠すStage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
Young Africa teaches underprivileged youngsters improved methods of farming and methods for processing and packaging, involving the private sector in the training, so they learn that there is money to be made in farming. Thus, food security will grow and economic productivity will increase.
Problem
95 % of the rural families in the Beira Corridor is living of subsistence farming, barely producing enough food for their families for 8 months of the year.There is a lack of vocational training facilities in Mozambique in general and in rural areas in particular. Vocational training in the cities turns out to be expensive and alienates potential young farmers from their rural background.
Solution
Set up a self reliant agricultural vocational training centre where youngsters are trained in farming and packaging techniques, so that are able to feed their families all year round and make money with farming. By involving the private sector in this education, franchising the different departments of the centre to local businessmen, the local community takes responsibilty for the training of their own youngsters. Part of the training will consist of entrepreneurial and life skills, stimulating youngsters to take their lives in their own hands. Job mediation and making land available for trained young farmers to start farming will encourage younsters to start their own (farming) business.
Example
A poor youngster was hanging around in Dondo community, living with his parents. There was not enough food, no work and no schools in the area. Since Young Africa set up a vocational training centre, he started a training to be a farmer and with their help applied for a piece of land. He started growing rice. He has just sold his first proceeds to the nearby new Chinese rice factory. With this money, he is able to feed his family, continue to grow rice and may be buy some goats. Young Africa has given him skills to earn a living and live independantly and with dignity. He is not the only one. Friends of him started training as well and even his mother got trained and improved the harvest of her piece of land.
Impact
At least 500 youngsters and 100 (female) farmers per year will be trained in farming techniques at the Young Africa Agricultural Skills Training Centre. Previous experiences with Young Africa Centres show that 83% of the trained youngsters find a job of is self employed. External evalutions of the training at the centres in Zimbabwe and Mozambique indicate that 70% of the youngsters feel enriched. Young Africa has become a visible and positive actor in the vocational training scene, having educated 21000 youngsters the past 15 years. The Young Africa integral approach to development, combining economic, intellectual, social, emotional and spiritual empowerment to offer the tools to build up a decent living has a great impact on youngsters. The Young Africa centers offer affordable training and are self reliant by franching the different departments to the private sector.
Marketplace
In Mozambique as a whole, there is no other organisation offering low key, affordable agricultural training to underprivileged youngsters so they can learn how to be a farmer and earn money with it. There surely is no other organisation working with a self reliant concept involving the private sector to take part in the education of their own youngsters.
Sustainability Plan
YA makes all the necessary investments (buildings, equipment, curricula, staff, capacity building) and franchises the different departments to local entrepreneurs. The core of this franchise model is capital investment by YA, rented out to a local entrepreneur, who trains young students while producing goods and services. The entrepreneur pays rent to YA, which YA uses to pay its overhead expenses.
Founding Story
The personal mission and passion of founders Raj Joseph as well as Dorien Beurskens is to empower underprivileged young people. They are the future. Through them you can effectively start to make the world a better place. That’s why they founded Young Africa. It all started in 1995 when Dorien went to Africa for the first time. She worked as a volunteer at a Don Bosco project for street children and this is where she and Raj met. It did not take them long to discover they had a shared passion for development work and they decided to set up their own development organization. After a thorough study of countries in southern Africa, Zimbabwe was chosen to start their project. IN 2006, they moved to Mozambique.
もっと読む↓↑ 隠す↑ 隠すWhere do you ensure the availability of nutrients?
Nutrient-rich farming, Full nourishment foods.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Nutrient-rich farming, Full nourishment foods.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
We could expand our outreach capacity, from regional to national, increasing the training opportunities to rural youngsters from the Dondo community to Sofala province and beyond
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).
In order to ensure food security and to improve living standard of rural farming communities it is vital to improve productivity and build capacity through Innovative Mobile Extension Team so that the small farmers are able to withstand future climate change impacts and external economic shocks.
iDE ensures poor, smallholder farmers are empowered to participate in and manage the nutrient value chain – using sustainable agricultural practices to manage soils, diversifying crop production to nourish farmers’ families, bringing nutritious food to market, and supporting nutritional education.
Created on 06/18/2013 by PaaK
The project seeks to improve nutrition level of meals in the school feeding program through the establishment of small poultry units in schools. These units’ layer birds will supply eggs which contain protein. These eggs will be used in the preparation of school meals for children
もっと読む ↓↑ 隠す↑ 隠すHas the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すName your entry
Improving nutrition in the school feeding program for children in Ashomang School-Ghana
Stage
Idea (poised to launch)
This Entry is about (Issues)
Elevator Pitch
The project seeks to improve nutrition level of meals in the school feeding program through the establishment of small poultry units in schools. These units’ layer birds will supply eggs which contain protein. These eggs will be used in the preparation of school meals for children
Problem
Poor nutrition in the school feeding program in the Ashomang Primary School is of interest. The school foods have high levels of carbohydrates especially with rice, banku, maize meals that are served. The protein components are normally flaked fishes, very tiny pieces of chicken or meat which is woefully inadequate. Other forms of proteins are beans meals served. In addition, these protein meals are eaten on very less frequent basis.
Solution
Small poultry units will be built and managed by schools. Layers will be raised to produce eggs daily for the schools. These eggs will be made available to school cooks to use in the preparation of school meals. This will enhance amount and frequency with which protein will be available to the school children.
Some broilers will also be kept in addition to the layers. When the broilers are matured and also the layers are no longer productive, they will be served as meats for the school children.
This situation will enhance nutrition among the school children and teachers.
A portion of the eggs will be sold to purchase fruits, that will supplement lunch meals by providing the children with vitamins
Example
This solution is expected to supply eggs for the school on a daily basis. The eggs will be collected by the school children after they feed these birds. The eggs will be sent to the school kitchen. A portion will be used for cooking and the other portion saved for sale. The revenue from the sale will be used to purchase fruits for the children.
The difference is that, as the project addresses protein deficiency in the schools’ meals, it creates a system where schools can access fruit supply which is essential for vitamins. In the long run, the savings made on purchases coupled with revenue from sales creates income for the school.
Impact
There will be a balanced physical and cognitive development of the children. Protein is crucial for human cognitive development especially that of children. This project by its nature will enhance the amount of protein in the foods of the school children on a much regular basis. This protein will create a balance in the nutritional components of meals served which is mostly carbohydrate filled.
Some amount of eggs will be set aside for sale; the revenue obtained will used to purchase fruits for the consumption of the school children. Fruits are essential due to its vitamins and roughages. On the average, an egg can fund three oranges. Three oranges can be sliced into pieces to serve 12 children for a lunch meal.
Furthermore, the poultry units will enhance practical agricultural studies for the school, since the school will play an active role in its establishment and management.
Marketplace
Organizations like Rural Reconstruction Nepal, focuses more on policy makers and how they can help improve nutrition,
This solution differs because the schools are assisted to create and manage a sustainable system that will enhance their nutrition problem. Secondly, this project addresses issues related to both proteins, vitamins, iron. This is lacking in other solutions that addresses a single nutrition deficiency. The activities of the project will also enhance the academic and entrepreneurial abilities of the beneficiary children. These make the project’s impact multi phased.
Sustainability Plan
This will be ensured through the sale of extra eggs for money. Part of the revenue will be set aside for the management of the poultry units. Furthermore, due to the supply from the school poultry units, the cooks will make savings on their purchase on protein related cooking ingredients. The savings will be channeled to cater for the expenses of the project. Furthermore, portions of internally generated funds will be spent on the project.
Founding Story
Conservation Alliance was formed out of the growing need for communities to be empowered to conserve biodiversity. These natural resources are the main source of livelihoods for most poor communities. In an era where climate change impact is becoming more pressing, coupled with the threats it poses to communities, Conservation Alliance was formed i.e. 2008 to help bring on board all stakeholders to empower people to take active roles, in conserving biodiversity, at the same time having a sustainable income mechanism.
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?
The additional capacity will enhance our abilities to produce most of the food crops that are used for the school feeding program. Additionally, we will then be in the position to produce crops using the right crop varieties
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 06/18/2013 by Nonceba_Lushaba
The P.E.A.C.E. Foundation puts the agency for development into the hands of its beneficiaries. The model provides a holistic solution to stimulating education, rural enterprise and economies and developing reverence for the environment in rural spaces. The model has been evaluated and is replicable.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
South Africa, GT, Johannesburg
この団体が社会的なインパクトをもたらす国
South Africa, KN, Umhlabuyalingana
Has the organization received awards or honors? Please tell us about them
Director Nora Tager has been awarded Ashoka Fellowship and was this year invited to the Nutrients for All Globalizer in Frankfurt. She presented the P.E.A.C.E. model.
もっと読む↓↑ 隠す↑ 隠すName your entry
P.E.A.C.E. Begins with People
Stage
Scaling (the solution has passed the previous stages, and the next step will be growing its impact on a regional or global scale)
This Entry is about (Issues)
Elevator Pitch
The P.E.A.C.E. Foundation puts the agency for development into the hands of its beneficiaries. The model provides a holistic solution to stimulating education, rural enterprise and economies and developing reverence for the environment in rural spaces. The model has been evaluated and is replicable.
Problem
South Africa is a country that faces great inequality amongst its peoples as a legacy of Apartheid. Government cannot be expected to deal with the scourge of this engineered poverty in rural spaces alone. A gross lack of access to information, education, economic development support and the digital divide continues to suppress the poor even though democracy has been realized. Rural communities have not been at the centre of their development!
Solution
The solution is Planning, Education, Agriculture, Co-operatives and Environment. The P.E.A.C.E. Model is designed to co-ordinate and facilitate strategies for alleviating poverty by promoting Local Economic Development around central nodes and hubs in communities. It links built infrastructure, enhanced education and IT, Agricultural and other co-operatives and micro enterprise with waste management as opportunities to create new income streams and add value to products and services. We partner with government and the private sector so that they too may be held responsible and accountable for ensuring that developments put in the communities' hands are sustained. This should have a catalytic effect on government to replicate this model.
Example
In Ndumo where the people were called the 'forgotten people', the PF established a meeting place; a community hall. But this hall was not just to be a hall, it has a catering and baking facility, spaces for training, an IT centre with connectivity for learners and community to learn about computers and a library opened a door to the world. It was linked to the nearest taxi rank and small shopping precinct for waste management. The services of Lovelife around the sexual health of the youth were enlisted. Local farmers were established into co-operatives and could all meet at this nodal point. A partnership was forged to deliver e'Pap to orphans using the local community to identify beneficiaries. All locally driven with support of the PF.
Impact
The P.E.A.C.E. Multi-Purpose Centres take varied forms depending on the community. There are 3 existing P.E.A.C.E. Centres that service about 50 direct beneficiaries as they are linked to community enterprise. In some areas, schools are equipped with telecentres that benefit not only the school but the community. There are 30 Farmers in primary co-operatives in Ndumo and Sicabazini. There are 4 primary co-ops that make up a secondary co-op to access marketing, bulk buying, distribution and value-adding services. Govt has started to see value in these centres and have played more of a role in 2 of them attesting to their buy-in of the model. The levels of education in the schools with telecentres has seen improvement. There is a meeting place, no more meeting under trees. There is an upward trend in local income. In the future we hope to link the different centres using our IT platform.
Marketplace
Government has largely been tasked with Local Economic Development. The solution of the PF says that the agency for development must be in the hands of the communities while the government tends to have their own ideas and would develop projects without foregrounding the importance of the community's involvement. Government also tends to deliver when there is a run up to an election and then there is a slow delivery process in between elections. The PF aims to join the dots and not work in silo's where there is pressure to report on just what a specific directorate of government has achieved.
Sustainability Plan
Having had our Broad-Based Black Economic Empowerment scorecard certification allows the PF to partner or have shareholding in corporate entities as the PF's beneficiaries are all Historically Disadvantaged Individuals. Corporates are incentivised by supporting us. Where government becomes involved they support on an ongoing basis. The co-operatives or other businesses are given support in marketing and financial systems so they can be sustained.
Founding Story
Nora Tager and her late husband, Solly used to visit the Ndumo Game Reserve and were given a guided tour by a young man who should have really been at school! Asked where his school was, he took them to St Phillips School which was in a dire state. The distance from the young man's home was very far and while he was a talented runner there were little chances that he would leave this impoverished community that was neglected. Nora and Solly could not ignore this and remain tourists. Solly passed away and Nora was spurred on to uphold his memory by finding out what the community felt they needed and knocking on many doors to establish the PF. The young man became a teacher and to this day he is involved in the Ndumo Development Committee.
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.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
While agriculture and the e'Pap partnership for orphans for example, deal directly with food security and nutrients and can be expanded on, other more general well being issues such as good exercise and recreation have mostly been directed at Early Childhood Development and luncheon clubs for the elderly. There is scope to do more here. We do need to also create safe spaces for people to deal with personal issues or traumas in light of the high rate of rape and gender based violence that are escalating.
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 06/18/2013 by Jack Nawee
We empower farmers in Northeastern region of Thailand to produce organic insects, a highly nutritive solution for the feed and food sector. Insects have also a much lower environmental impacts e.g. less water, land use, gas emissions, deforestation, and etc than traditional animal protein sources.
もっと読む ↓↑ 隠す↑ 隠す団体名
Grassroots Innovation Networks
Has the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すName your entry
INSECTS FARMS FOR FOOD SECURITY & RURAL DEVELOPMENT
Stage
Start-Up (a pilot that has just started operating)
This Entry is about (Issues)
Elevator Pitch
We empower farmers in Northeastern region of Thailand to produce organic insects, a highly nutritive solution for the feed and food sector. Insects have also a much lower environmental impacts e.g. less water, land use, gas emissions, deforestation, and etc than traditional animal protein sources.
Problem
-Rising prices of basic commodities (e.g. corn, soy) used as food and feed meals for livestock and fish farms. This will continue with a 9 Billion population in 2050.
-Massive environmental damage & natural resource exploitation caused by the Feed industry (deforestation, inefficient water usage, pesticides, overfishing as fishmeal is used as feed…)
-Migration of rural people in Thailand, deriving from poverty and lack of jobs in agriculture
Solution
Insects are efficient and proven substitute for animal feed such as fishmeal and human food thanks to their essential nutrients, including protein, amino acids, minerals and vitamin contents. Our project has both a strong social and environmental impact; Social: empower families of farmers in Thailand, which is renowned for insects farming practices, by providing low-income female farmers with “organic” insect farming training (increasing revenues...). In the other aspect, organic insects will be a healthy, environmental friendly and efficient substitute of fishmeal or chicken food, which are now widely used as animal feeds. Environmental: Insects grow very fast using very little space, food intake, water and emit less greenhouse gases.
Example
About 2 billion people supplement their diet with insects. The UNFAO, has recently announced: the insect world is an underutilized food for people, livestock and pets. About 20,000 small unorganized insect farmers in Thailand raise different types of commercial insects (e.g crickets, bamboo worms, weaver ants...), daily consumed on local markets. Grassroots Innovation Network (GIN) has a network of 2000 farmers of which some have raised their children on revenues generated by insects. Currently we have 23 families committed to start production on a voluntary basis. Our insects will be supplied to PuPa Planet an organization specializing in organic feed and food solutions for processed feed and food distribution in Thailand and abroad.
Impact
Grassroots Innovation network (GIN), will supervise the organic insects farmers. Founded in 2005, GIN enabled Jack Nawee, to become an Ashoka Fellow in 2009 for the outstanding impact reached through the cooperative he has setup (https://www.ashoka.org/fellow/nawee-nakwatchara). As of today, the cooperative focusing on organic farming solutions, has expanded beyond Buriram province (Northeastern of Thailand) to reach more than 2000 members. The cooperative produces more than 60 tons of organic rice yearly and more than 10 tons of organic fertilizer. GIN clearly demonstrated its capacity to setup and supervise insects farming network. On an early stage, 23 farms will be built to produce mealworms, super worms and crickets. GIN has outreached to numbers of supports from academic and rural development organizations including ChangeFusion (www.changefusion.org), UNFAO and KhonKaen university
Marketplace
Today, the insects sector in Thailand is unorganized:no standards, quality control, formal network...). Our approach is unique and innovative as all our insects will be grown on organic agricultural waste (e.g. rice bran, local plants...) to ensure a prime quality ingredient that can be incorporated in animal feed complements or pet food. GIN is capable of supplying alive, dried and processed insects to clients (B2B). Farms will be supervised by GIN and PuPa Planet to comply with strict quality control. This approach differentiates GIN’s insect project from existing insects farmers.
Sustainability Plan
We need initial seed investment to build 20 farms from which the first insects sold in Thailand and abroad (through PuPa Planet) will generate revenues. By using organic agricultural waste, the feed costs of our insect farmers will be reduced. After this first milestone, we will expand our network of farmers (new fundraising needed) in Thailand to target bigger players in Animal Feed Industry, to improve R&D (new insect species, operations...).
Founding Story
Our project started in 2012, when Change Fusion Europe (www.changefusion.eu), an incubator for social enterprises, connected Jack Nawee (founder of GIN and Ashoka fellow) with an MBA student, Quentin Werrie, who was working on the setup of an insects venture in Thailand, PuPa planet. As they shared the same vision: insects as a powerful change maker, they decided to collaborate in order to pioneer a unique organic Insects farms ecosystem in Thailand. Since Jack developed a powerful network of 2000 families, through GIN, from which some already produced insects, they had the assets & experience to develop a network of insects farms. Convinced about the great impact they can bring, they are now looking for financial support to start.
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?
Healthy environments, Nutrient-rich farming, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
The bigger our project will grow, and the more insects produced, a highly nutritive and environmental efficient feed solution, the less the feed industry will need to rely on traditional feed meals (ex: fishmeals) that have a harmful effect on the environment and health.
Further, as we will grow we will see our social impact increase (organic insects farms network will expand and bring wellbeing ), and the product range become wider (besides feed solution for pet, livestock and fish farms, we will also target the human food industry as the insects revolution is just at its inception).
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).
Young Africa teaches underprivileged youngsters improved methods of farming and methods for processing and packaging, involving the private sector in the training, so they learn that there is money to be made in farming. Thus, food security will grow and economic productivity will increase.
This project also has a Project where you can read more about its latest progress.
Go to Project: GreenSky India.
Created on 06/16/2013 by rakshit_agrawal
GreenSky India provides integrated tools in the area of agriculture and nutrition. A system based over ICT, it uses the web and mobile devices as platform. Our system provides knowledge sharing and monitoring mechanism for all stakeholders of nutrient value chain to ensure a nutrient-rich world.
もっと読む ↓↑ 隠す↑ 隠すHas the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すStage
Start-Up (a pilot that has just started operating)
This Entry is about (Issues)
Elevator Pitch
GreenSky India provides integrated tools in the area of agriculture and nutrition. A system based over ICT, it uses the web and mobile devices as platform. Our system provides knowledge sharing and monitoring mechanism for all stakeholders of nutrient value chain to ensure a nutrient-rich world.
Problem
Nutrition is important for a healthy future. But ensuring surplus availability of nutrient-rich food with optimum prices involves an entire spectrum of agriculture stakeholders. A seed provider is as important as the final packaging unit. At all these levels, education, knowledge and monitoring are necessary. Nutrient-rich farming isn’t primarily practiced by small farmers across India and consumers as well aren’t much aware of its importance.
Solution
GreenSky India efficiently connects all stakeholders, builds up a network of knowledge sharing, provides methods of monitoring and reporting along the paths and also becomes the center of knowledge regarding any aspect of agriculture and nutrition. It’s an integrated platform over web and mobile devices, which targets the void in information and knowledge at every level. It allows users to learn, discuss, moderate, build standards and keep a quality check on food items. Providing right interface to every member keeping their literacy and economic levels in concern, we connect them and let them ensure the right flow while providing every necessary tool. Monitoring, guidance and communication at any level is facilitated through our system.
Example
A small farmer wishes to grow organic crops and produce nutrient-rich food. He has a vision but not the right knowledge and finances to support it. He contacts GreenSky India. Based on his area of work, language and demographics, experts in the required areas are brought into his contact. Also, consumers are informed about a farmer’s interest in raising that crop. They all can carry out discussions over our system and design the right structure they need. We provide recommendations based on multiple parameters to each of them and accordingly facilitate the farmer with what he needs, connect the stakeholders for this produce, ensure nutrient quality, and bring every detail in public domain as contributed by the members online.
Impact
The project is in development phase. We don’t have a running model at public level but we have small test segments working. Various contacts have been made to include potential stakeholders of agriculture community. We have personally surveyed farmers and consumers and have derived an idea of their acceptance for the project. Transparency within maximum possible levels for the flow of nutrition information along with produce can be a promising aspect of our system. As the system lets its users build standards by sharing knowledge and handle various activities by raising discussion points, it helps build an ecosystem of clear information passing throughout. We offer knowledge from basic nutrition information to detailed expert discussions for consumers, producers and everyone down the value chain. GreenSky India can be a central system for all reference, monitoring and guidance.
Marketplace
There are many existing initiatives that act as providers of much needed knowledge and information for the farmers in India. Reuters Market Light, ITC e-Choupal, Warana unwired, Digital Green, Awaaz De., etc are great projects and are already serving in India. We have a vision that is slightly different from each of them as we build a big integrated system to connect every stakeholder and even the consumer rather than just informing the farmers. Moreover, we try to focus on the importance of monitoring of food items and agriculture produce throughout the value chain.
Sustainability Plan
At present, we don’t have any financial backing for the project. In order to build a fully functional system with multiple servers, developers and community workers, the system needs financial support. Small input from every member of the system can help the system grow in right direction. It cannot run on no budget.
Founding Story
GreenSky India started as a vision. We believe that ICT can be put into place correctly to bring significant development in our agriculture system. Even though we say India is an agro-based nation, we don’t really see its contributors living a comfortable life. Poverty and illiteracy have affected the small farmers and never let them grow. We were working on a soil monitoring and agriculture guidance device when we came up with the idea of a centralized web system which can connect entire agriculture community and fill the gaps of education, poverty and other factors affecting growth in sustainable agriculture. As a result, GreenSky India was born and now we will definitely bring significant development in Indian agriculture.
もっと読む↓↑ 隠す↑ 隠すWhere do you ensure the availability of nutrients?
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?
Healthy environments, Nutrient-rich farming, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
With added capacity and financial support, we will increase the reach of our project, set up more servers and communication systems to handle capacity well, build more contacts and provide rewards for contributors. The system can’t run entirely on voluntary support and we will build a proper revenue model once we have some financial support for the project.
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).
The project seeks to improve nutrition level of meals in the school feeding program through the establishment of small poultry units in schools. These units’ layer birds will supply eggs which contain protein. These eggs will be used in the preparation of school meals for children
GreenSky India provides integrated tools in the area of agriculture and nutrition. A system based over ICT, it uses the web and mobile devices as platform. Our system provides knowledge sharing and monitoring mechanism for all stakeholders of nutrient value chain to ensure a nutrient-rich world.
Created on 06/3/2013 by Moiz Rehman
The Solution is to establish educational Institutes where Student can get better and higher Studies. To give them Modern Machinery and Equipment of learning. To give them a platform to showcase their talent.
もっと読む ↓↑ 隠す↑ 隠すBorough(s) where you are creating or plan on creating impact
Country where your solution is creating social impact
References - Please provide two references with a two-sentence biography, email address, and phone number for each. These can be personal references (teachers, coaches, mentors, etc.). If you are entering a solution on behalf of an established organization please list references that can speak to your organization's work.
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
Establishment of Educational Institution
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）
運営期間を選択してください。
アイデア段階だが間もなく始動する予定
The Need for your solution: What problem or challenge are you trying to solve?
Balochistan, a degraded province of Pakistan. It is the biggest province according to its area and has been a central issue point since the creation of Pakistan. It is well nourished by nature and full of natural resources but the issue is that there is no machinery and skilled individual to utilize them. in whole Balochistan there are only three(3) recognized universities for higher education, these three universities are far from Baloch areas and also lack in well established infrastructure and professional faculty.
The Solution: What is your solution? Be specific!
The solution of this issue is not to hard to crack, this can be solved by establishing more and more and better Educational institutes, So that every Baloch Student can get the fundamental right of getting education and can become a good asset to its community and state. As said by many thinkers"Education is the key to Success" and it can only bring a positive Change. Establishing Educational Institute and giving a platform to showcase their talent is the only solution.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities that are involved in your solution. Consider telling us a story about the solution in action and how it creates impact. For idea-stage pitches, consider providing a hypothetical example
Education is the basic step for revolution and change. By adopting this solution not only the individuals of Balochistan can get education but it can also affect the Economy and development of State as they can prove to be good assets later. The solution of all problems start from gaining Knowledge.
Just compare how life was back some 650 years ago to today.
The average life span back in the Middle Ages was only around 24 due to famine and disease. Since there was little interest in education and no interest science, there was no doctors to control the spread of diseases and as a result 25% of Europe's population died during a 4-year period (1347-1351) by the Black Plague.
Today, the average life is almost tripled (68). Due to better medical practices and better knowledge of science/ proper hygiene disease outbreaks like the one that occurred back in the 14th century, very seldom happens
Education has brought and will bring many changes it the entire world and to gain success in this world Education is the first step.
The Marketplace: Who else is addressing the problem that you are addressing with your solution. And how does your proposed solution differ from or build on these approaches?
This issue has been addressed by many politicians and media reporters but no positive and innovative step has been taken yet. As a report in DAWN newspaper it says: "Besides, there is a severe shortage of secondary school teachers and science lecturers. Most schools and colleges are lacking in libraries which is a must. Schools and colleges are without any lab equipment.In fact, they are even without basic amenities such as safe drinking water, toilets and gymnasiums which are a must".
My solution will also cover these requirements, and give them a platform to showcase their talent.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すFounding Story: Share a story about the “Aha!” moment that led you or the person who came up with your proposed solution to get started and/or to see the potential for it to succeed.
I always dreamed and hope for the betterment of future. And i believe that we are the one who can change it. I found this change making opportunity and was so pleased that i got a chance to make a positive difference, through this i can see my dreams getting a stage to be fulfilled and bear fruits to lots of individuals of my Country.
Impact: What is the impact of your solution to date? Also describe the projected future impact. (If your solution is an idea you can just describe projected future impact.)
The impact caused by this solution will be very beneficial to students and people of Balochistan province.
By this they can become educated and self dependent citizen and contribute their knowledge for the development of the State and World. it can make positive changes to the economy of the Country and Rural development . Education is the basic, and if basic is strong then automatically if everything will go fine. i predict that this can bring a big positive change to the province of Balochistan.
Full Impact Potential: How do you plan on spreading your solution moving forward? (Please consider spread within New York City or beyond, policy reform, how you might get others to replicate/adopt your solution or other mechanisms)
Acquiring Education is a never ending process. This solution can be the first step for the development of the province and making people realizing their duties. As said by Nelson Mandela"Education is the biggest weapon which can bring change in the world" and this change will go on increasingly, to the betterment every time.
もっと読む↓↑ 隠す↑ 隠すCurrent annual budget, in US dollars (if your solution is an idea please estimate what your budget will need to be in order to carry out your solution)
250,001～500,000
Tell us about your partnerships. If your solution is an idea tell us about who you would partner or plan on partnering with in order to make your solution a success.
There are several NGOs working on this problem and they can contribute their work with us, as our goal is same.
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).
This project also has a Project where you can read more about its latest progress.
Go to Project: Hunger Below Zero.
Created on 05/5/2013 by HungerBelowZero
Our mission is to Curb world hunger starting from creating a Hunger free Africa where we can Plant,Eat and Repeat nutritious vegatables while greatly reducing environmental damage
もっと読む ↓↑ 隠す↑ 隠すHas the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すStage
Start-Up (a pilot that has just started operating)
This Entry is about (Issues)
Elevator Pitch
Our mission is to Curb world hunger starting from creating a Hunger free Africa where we can Plant,Eat and Repeat nutritious vegatables while greatly reducing environmental damage
Problem
Millions of people who live in disadvantaged communities in Kenya suffer from poor nutrition. They need easy access to affordable, fresh, organic vegetables on an ongoing basis!
Solution
Hunger Below Zero effectively tackles the challenge of providing food security to disadvantaged communities in a financially sustainable way by establishing grassroots entrepreneurs who are trained to start and run small scale agri-businesses that supply their families and neighbourhoods with fresh, organic produce. Our solution is scalable and replicable. The key to our success in each target community is our innovative hub and spoke model.
Example
We use Foodboxes, a " FoodBox"is a 35m² collection of 200 crates which are purpose-built crates used for growing vegetables. The base and sides of the crates are lined with hessian fabric that acts as a special planting layer for a mixture of soil and compost manure which is poured into this make-shift container.
Vegetable seedlings or seeds are planted directly into this grow medium. Each crate accommodates twenty seedlings. The ideal grow medium makes it possible for crops to be harvested within a few weeks of planting. Crates are movable and easily replaced once the produce has been consumed or sold. This innovation eliminates all soil preparation and preservation, which reduces maintenance to a minimum.
Impact
Hunger Below Zero is well positioned to reduce the level of Hunger and poverty by 50% (215,000 people of 1,208,009 ) in the first 2 years through our intended 8 Strategically placed hubs within the pilot region. These hubs will train over 2,100 Franchisees per month (25,200 p.a) who will intern add up to the number of people already not going hungry by constantly feeding an extra 151,200 poor individuals with affordable, fresh, organic vegetables on an ongoing basis!
Hunger Below Zero project is scalable and replicable to neighboring regions hence it is the Revolution for drastic drops in Poverty and Hunger indexes in Africa there by ANSWERING the question of "feeding 9 Billion people by 2050."
Marketplace
Sales and distribution is facilitated through a ‘hub and spoke’ model.The hub is a well-established community project, NGO, church or school in the target community. It functions as a manufacturing, sales, distribution, training and resource centre. The hub enlists individuals who live in the immediate vicinity as Franchisees.
Each franchisee is provided with a FoodBox and trained to grow organic vegetables for their tables and to sell excess produce to their neighbours. When the produce in each box has been consumed or sold, the Franchisees exchange it for a new, ready-to-sell box
Sustainability Plan
The income generated from the sale of excess produce enables the Franchisees to sustain their livelihoods and replenish their boxes from the Hub. The business operation of the Hub is sustained through box sales to repeat customers. Hunger Below Zero, the company, sustains its operations by providing Hubs with soil, compost, crates, hessian, seed, seedlings, training and support.
Founding Story
We care about the creation of a Hunger free Africa where we can Plant,Eat and Repeat. This is why we use initiative to pioneer implementation of viable ideas and work as part of a team to achieve predetermined goals,which in this case is Curbing world Hunger using a concept we developed named "Triple I" meaning
-Idea
-Implementation
-Impact
"Triple I" is A process involving thinking brilliant viable ideas, implementing them and creating sustainable impact in a society.
もっと読む↓↑ 隠す↑ 隠すWhere do you ensure the availability of nutrients?
Healthy environments., Nutrient-rich farming, Human wellness and vitality.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Full nourishment foods.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Approximately 100 words left (800 characters).
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).
Our mission is to Curb world hunger starting from creating a Hunger free Africa where we can Plant,Eat and Repeat nutritious vegatables while greatly reducing environmental damage
To etymologically transform our ability to arrest the production of Garbage.
To build small very easily replicable systems that use little or no knowledge.
To take brand new approaches every time to completely utilize 100% of everything we consume.
Particularly food.
The result will be:
Nothing remains.
Staying off the landfills.
Reduction of fossil fuels used.
Reduction in energy consumption.
Robust economies for all,
Opportunity to Wealth Creation instead of Struggling with poverty alleviation.
Created on 05/2/2013 by BenitoB
With more than 25% of the population below the poverty line, poverty in the Philippines is widespread. The good news is that it is entirely unnecessary! Millions of hectares of arable land lay idle and millions are unemployed. AgriCool cultivates the countryside and transforms the image of farming.
もっと読む ↓↑ 隠す↑ 隠す団体名
AgriCool: Transforming Agriculture in the Philippines
Has the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すStage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
With more than 25% of the population below the poverty line, poverty in the Philippines is widespread. The good news is that it is entirely unnecessary! Millions of hectares of arable land lay idle and millions are unemployed. AgriCool cultivates the countryside and transforms the image of farming.
Problem
Poverty in the Philippines is widespread with more than 20 million slum dwellers. Out of necessity, a great majority of them ends up in gangs or in unregulated jobs. This, and the unhealthy food that is accessible to them (due to cheap low-quality imports) prevent the development of lives characterized by wellness and well-being. The problem: How to eliminate poverty and enable healthy consumption and lifestyles - without sacrificing our planet.
Solution
Through Agricool we create dignified employment in organic and sustainable farming. Our platform is the Gawad Kalinga Enchanted Farm where we employ 20 farmers; many former slum dwellers. The EF also serves as hub for trainings – organic crop-specific trainings, entrepreneurship, and values formation – to enhance provincial farming co-ops and to provide them equitable market connectivity. Agricool also advocates farming as employment and sends kids to school (“Agricoolers”). These kids receive daily complementary agricultural training in order to attract them to go into farming later on. In addition to this, we are working to establish a brand through which to market nutrient-rich and organic fruits & vegetables to the impoverished consumer
Example
Tita Marites, a mother from the nearby community, confesses she would like to eat more healthy food but doesn’t have the money, so she needs to resort to canned and heavily degraded foods such as instant noodles. At the same time, Magsasaka Co-op’s 30 active farmers cultivate only 26.5 out of 432 Ha of land, selling their produce at farm-gate prices less than half of wholesale prices. This is the typical situation in the country. It indicates that there is huge scope for the production of crops at a price accessible to poor people such as Tita Marites. Through our work, we help raise farmers’ productivity and train them on organic farming; attract (young) people to go into agriculture; and strive to market food at accessible-to-all prices.
Impact
Two and a half years ago, we started with 5 farmers and 10 kids. Today, we are sending 42 kids to school and employing 20 farmers. The transition from slum dweller to farmer is a complex and slow, but very meaningful transformation that reintroduces dignity to lives through a respected and self-responsible livelihood. Agricoolers receive primary, secondary and university education. They are selected at age 10 upon taking an annual entry exam. Thereafter they are reviewed every quarter on their school- and behavioral performance, as well as their quality as young farmers-in-training: These kids have an important exemplary role in transforming the lives of young poor people and repositioning farming as employment. Being an Agricooler has become a much sought-after prospect for kids. As we now seek to bring the consumer into our value chain, our motto is: “Wellness from Source to Shelf”.
Marketplace
The problem of poverty is massive. Fortunately, we are not the only ones addressing its roots. Especially the Department of Agrarian Reform (DAR) partners with initiatives like ours to provide land, equipment, seedlings and expertise. Through our central place in the GK network, we are uniquely positioned to synergize with other GK social business, to grow jointly, and to scale our operations: 24 more Enchanted Farms are in the pipeline, 5 of them are currently in development. In the upcoming months, we will be finalizing the regularization of our operations in order to engage these 5 farms.
Sustainability Plan
With GK's cohesive social business ecosystem, a minimal market is guaranteed; as our GK clients increase their sales, we grow our supply, and the Agricooler education is increasingly co-funded by them. With the 6 co-ops, there is plenty of potential for expansion of production, and processing facilities are provided by DAR. Through low production costs and differential pricing (high to organic retailers), we aspire to enable healthy food to all.
Founding Story
AgriCool started April 2011 on 2 Ha of idle and quarried land (31 today). The founders felt challenged by the fact that the Philippines has 12 million Ha of unproductive land, and yet, 41% of the people are claiming they are going hungry. Since the average age of farmers is 57, we felt an urgent need to attract the youth to go into agriculture. So AgriCool was founded to educate kids and to position farming as the new cool and fashionable career option. 5 of their fathers, former construction workers, drivers and rebel returnees, were the first to become farmers. Gradually, we expanded our aspirations: seeing an idle land and hopeless people, the founders began to dream of flourishing sustainable farming communities and healthy communities.
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.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Full nourishment foods, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
To enable healthy and sustainably grown crops requires first of all a powerful and widespread campaign to raise the Filipino consumer's awareness of the need to consume healthily. To make an extra effort is not at all self-evident to many poor Filipinos (tita Marites is an exception indeed). For this we are working to partner with other GK social businesses in the foods industry (esp. Grassroots Kitchen - healthy, locally sourced meals; Wholeness Station - Detox and healthy lifestyles). We would also benefit much of greater expertise in the growing and development of nutrient-rich foods.
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 04/18/2013 by victoradamu
The AIC is a win-win for PAD Ltd & host communities. PAD makes profit while communities achieve better access to info and markets for agribusiness. AIC has various agric value chains on the same space, feeding off each other with technology integrated for effective/efficient production & marketing.
もっと読む ↓↑ 隠す↑ 隠す団体名
Premier Agricultural Development Limited
Has the organization received awards or honors? Please tell us about them
Yes the organization has received award/honors and they are;
- Federal Government of Nigeria Youth Enterprise with Innovation in Nigeria (YouWiN) Program Grant Award, 2012.
- Batadon Community Honors Recognition for contribution to community development
もっと読む↓↑ 隠す↑ 隠すName your entry
Agribusiness Incubation Center (AIC)
Stage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
The AIC is a win-win for PAD Ltd & host communities. PAD makes profit while communities achieve better access to info and markets for agribusiness. AIC has various agric value chains on the same space, feeding off each other with technology integrated for effective/efficient production & marketing.
Problem
There is impending food crisis, poverty, increasing unemployment and life threatening effects of climate change. Agriculture is the highest employer in Africa and can do more if well developed. One key thing that has prevented development of agriculture is the poor utilization of technology for agriculture in Africa, right from production up to market access. Lack of interaction with optimum systems has also reduced adoption by rural farmers.
Solution
Have a functional model Agribusiness Incubation Center (AIC) in place. Here various activities will interact with each other on the same space. For instance feeds are produced to feed livestock and the livestock waste is then used as manure for vegetable production with technology integrated for efficient and effective production & marketing. The farming community then interacts with the AIC by supplying raw materials for production and also serving as out-growers (contract farmers) to generate sufficient volumes for consistent market supply under same brand for sales. That way there is fast adoption of new and optimum technology by the rural communities as earnings are generated corporately.
Example
Our operational facility has the entire catfish value chain in operation. To this we have integrated ICT & training services with students and professionals undergoing educational visits to the facility. As a result catfish farming in about 65km radius of our location has developed tremendously. Over 50% of beneficiary farmers make use of waste water from their farms to grow fruits and vegetables all year round, which we have demonstrated at our facility. Most recently one of such beneficiaries won the best small scale entrepreneur in Nigeria and was a West African runner up under the VSO/OXFAM scheme for small scale agri-entrepreneurs. His farm in Fadia Gida, Zonkwa, Kaduna is now a community market where farmers & women sell their wares.
Impact
At present AIC which is only about 15% implemented has generated 6 new jobs in 6 months, which directly impacts on 6 new families in addition to 14 other staff of PAD Ltd. We have reached over 1,255 farmers in 2 years of the executing the pilot phase through training, implementation of demonstration farms, supporting farmer groups and agribusiness clusters and working with educational institutions for excursion to our facility as well as creating internship positions on our facility. At 75% functionality AIC has the potential of affecting 2500 farm families directly. This should be realized in 2 years with availability of funds. Average family size is 6 persons. Envisaged impact is increased income for better nutrition, education and health conditions for over 10,000 person directly and indirectly.
Marketplace
At present no one does exactly the same thing we do, which reinstates the innovation in our approach. However, because of the hybrid nature of the solution we have various people doing one unit of what our entire system proposes. The major difference with what is found around is the synergy of our system and synergy among businesses. The system has various units working together independently but interdependently and also the farming community and AIC work independently but interdependently all to reduce unit cost and increase unit profits and create a win-win.
Sustainability Plan
The AIC sustains itself through multiple income streams and a fast replication of the ideas and technology through the active training activities on the facility targeted mostly towards youth. This way sustainability is not only achieved through generation of income but also training of hands and minds that will subsequently get involved in managing AIC beyond the active years of the current management.
Founding Story
While implementing a World Bank funded project for development of the catfish farming industry in Kaduna we put up a small demonstration facility to support business development service provision, which was the focus of the project. Through this we were able to generate additional substantial earnings and we discovered people learnt faster interacting with the facility than through structured courses. Again funds from donors were not forthcoming at some point and it was that moment that we realized that what we can go about actively chasing income through production and allows disadvantaged farmers learn from what we do rather than concentrating on teaching and earn little since the poor beneficiary farmers cannot pay for our services.
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, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Having trees and vegetables such as moringa, sour-sop which are potent medicinal plants we have a potential to work around human wellness and vitality. Being able to deal diversify into this sector will improve utilization of our existing resources and increase traffic to the AIC which will impact positively on the other activities taking place on AIC.
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 04/18/2013 by juan almeida
Our company develops and sells functional snacks (products that provide health benefits to our customers)
We have developed snacks using a grain called quinoa.
We want to create impact not just selling beneficial products but also creating impact with quinoa producers and our stakeholders.
もっと読む ↓↑ 隠す↑ 隠す団体名
dosmargaritas functional foods
Has the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すName your entry
dmff (functional and nutritional cereal bar)
Stage
Start-Up (a pilot that has just started operating)
This Entry is about (Issues)
Elevator Pitch
Our company develops and sells functional snacks (products that provide health benefits to our customers)
We have developed snacks using a grain called quinoa.
We want to create impact not just selling beneficial products but also creating impact with quinoa producers and our stakeholders.
Problem
Children from families with low income, especially in the developing countries, lack complete nutritional food intakes.
This problem produces effects that do not let our children develop their whole potential resulting in poor academic and physical development and, in some cases, general unhappiness.
Solution
We develop and sell a product (quinoa cereal bar) that has 90% of the required micronutrients (without additional micronutrients) for children from 5 to 12 years old.
Example
Our company, initially sold our products to the World Food Programme in Ecuador, until Ecuador government started doing the operation of this programme activities (buying, logistics, etc...) by itself.
Later on, Ecuadorian authorities approached our company with corruptive practices. Therefore, we stoped our product production, until we find another institution interested in our product.
Our company and our products make a difference because we have high ethical standards and corporate values. We are interested in all stakeholders - not just clients or governments - from the quinoa producer to the child who enjoys our bar.
We want to make a real impact by actioning our ideas, values and by not taking short cuts.
Impact
When children eat products full of micronutrients (powder) is good for them but the bioavailibility of our product is much better because it has 90% of the required micronutrients into it,
Quinoa helps their body to intake all the macronutrients and micronutrients thanks to its "high quality protein".
Marketplace
Some companies have products to feed vulnerable children and work with different institutions, what our product brings to these children is the bioavailability that give them better chances to intake all macro and micronutrients into their body system.
Sustainability Plan
We plan to work with quinoa producers given them chance to access better harvest efficiency practices, better commercial practices (fair prices) and also offer them be part of the company ownership (through selected process).
We consider that our product will bring more health and happiness to the vulnerable children of our world.
Founding Story
Our company started with a very strong feeling that we have a role to play in changing the future of our region (Andes region, Bolivia, Peru and Ecuador).
We started developing a functional soft candy, later on, we developed this amazing product - the quinoa cereal bar (focused on helping children from low income families).
Every time we found that we had a product that will bring very effective benefits to our customer, we knew and know that our company has a very bright future not only because of our products qualities but also because we want to be part of the "changemakers movement". To leave a better world for our children.
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?
If we have the chance to develop practices to have better quinoa production activities, we would get better and more quantities of our raw material, which will give us the chance to offer our product to more children in need.
Also could be interested to have access to develop healthy environments because around them people get better information about what to eat and what food is better for their body, therefore people will reconized our products in a better way and we will have the chance to benefit more people with our work.
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 04/17/2013 by Eugenio Scannavino Netto
Promoting and supporting participatory processes of integrated and sustainable community development managed by the residents themselves, with programs focused on health and sanitation, education, culture, communication and digital inclusion, youth participation, women and children's rights, land and environmental planning, social organization, citizenship, income management, and the environment.
もっと読む ↓↑ 隠す↑ 隠す団体名
Health and Happiness Project
Organization's Country of Operation
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Years in Operation
Operating 1-5 years
Has the organization received awards or honors? Please tell us about them
1999-2001
Pioneers of Century XXI Award from World Media in the Eco-activist category (on
behalf of founder Eugênio Scannavino)
2002
-Milton Santos Award for Health and Environment from the Oswaldo Cruz Foundation
and Pan-american Health Organization
-Super Ecology Award in the NGO/communities category sponsored by the magazine
Super Interessante
-World Bank Citizenship Award for Innovative Social Experiences sponsored by the
World Bank, Solidarity Community, and the United Nations
2003
-Finalist for the Bank of Brazil Foundation's Social Technology Award-Experiences
2004
-Stories of Youth Mobilization sponsored by Aracati with the support of the Kellogg
Foundation
-Listed on the BOVESPA Social Stock Exchange
2005
- Yeomans Award for Local Content granted by the Open Knowledge Network
and Global Knowledge Partnership for the project Mocorongo Network of Popular
Communication, received at the II World Summit on the Information Society in Tunis
-Social Entrepreneurs Award sponsored by Ashoka / McKinsey – for the Income
Generation Project in the urucureá community through community management of
tucumã straw for the production of handicrafts.
-Experiences in Social Innovation in Latin America and the Caribbean Award- awarded
by the Economic Commission for Latin America and the Caribbean (ECLAC), with
support from the Kellogg Foundation
- 5th place with the project Action for Community Health in the Tapajos National
Forest.
-Social Entrepreneur of the Year (Eugenio Scannavino) - Folha de São Paulo and the
Schwab Foundation.
2006
-Humanist of the Year - Latin Trade Magazine (selected in the top three)
-Planet House Award in the Social Action category-given by Casa Claudiamagazine
-Finalist in the Stockholm Challenge Award Award 2006 - The "Nobel" of the Internet
for the project Digital Inclusion in the river communities of the Amazon
-Chosen by the magazine Selections as the best social project investing in health.
-Angel of the Earth award, Prince Albert II of Monaco Foundation
2007
- X World Citizenship Award 2007 - Defense of the Environment in United Actions-
Bahai community in Brazil
2008
Sustainable Stewart Award 2008 - Pamela Peeters Sustainable Film Festival
2009
Dom Helder Camara Medal - National Council of Secretaries of Health
2013
- Global Mobile Award for Best Mobile Product, Initiative or Service for Emerging
Markets - Ericsson
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
In 1984 the physician and educator Marcia Eugenio Scannavino Gama, went to the
Amazon to serve isolated communities, where they could feel more useful. They found
a very serious health situation and social exclusion. In 1985, with his brother Caetano
Scannavino and other volunteers, he created Health & Happiness. After an arduous
struggle to get external support, in 1987 the work was resumed on a broad scale.
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もっと読む↓↑ 隠す↑ 隠すName Your Entry
Health and Happiness in the Forest
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
We work with isolated communities in the Amazon, living in social exclusion and with basic services only, but that, even though being fragile, struggle against enormous external pressures of devastation of their reserves, being the true guardians of the forest. With them, we seek to contribute and adapt modern and innovative social technologies that bring social inclusion and citizen participation, and that indicate real and replicable models of development that are sustainable, integral, and harmonious with these people.
Health is the biggest issue! In 2006, after years of health education and sanitation, we completed the proposal for two hospital boats, creating an innovative model for the River Family Health Program. Adapted for the rivers of the region, the boats serve 150 locations (30,000 inhab.), with all basic programs (prenatal, child health, women, family, elderly care, oral health, medical care, outpatient examinations, as well as surgical and dental rounds). Besides doctors and nurses, clowns and educators join in promoting issues of hygiene, school health, nutrition, STDs / AIDS, and citizenship (like women and children's rights, social control, environment, etc.). Also a boat—A school with
internships for university research and professional training. It was considered a model of health success adapted to the Amazon and, in 2010, it became a national public policy of the Ministry of Health, allowing it to be funded by the Health System for similar models in all municipalities of Amazonia and the Pantanal.
Describe how your innovation model is distinct from any other organization in your field?
Health is a chronic emergency for the communities of the Amazon. Simple and preventable diseases become serious and health levels deteriorate. With municipalities as the size of countries, long distances, scattered populations, difficult access, low investment in sanitation, transport and communication difficulties and high costs of logistical access, public health has a limited range in these areas, without any sort of public funding mechanisms or appropriate models for this context. Patients must go to the nearest cities, facing long lines and waits, inadequate services, and travel costs that
they do not have the means to pay. We created a model adapted to Amazonian reality, which brings leading quality healthcare to their door, offering all the basic programs and complementary action and also a regular and efficient training of local collaborators in their own communities.
What type of operating environment and internal organizational factors make your innovation successful?
The PSA, as initial project executor and throughout these 26 years of health work
together with the communities, acquired much experience, methodologies and efficient
approaches to reality in the region. The partnership developed with local governments,
community representatives, universities, and related organizations allow a demonstrative
model of participatory and dynamic health, attuned to the local reality and diversity in
offering services and solutions, which today is the Ministry of Health's reference for
implementation of policies and primacy care strategies across the region.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Art, play, and communication are the main instruments of education and mobilization.
Based on the most pressing needs and considerations of the residents, we seek to involve
all sectors, age groups, leaders, local agents, and fulfillment teams in collective creation
processes, creating tailored solutions and qualifying them as agents of actions, who
serve as demonstrative references of replicable socio-environmental technologies -
principally by the Government - raising the scale and scope of work. Participatory
diagnosis facilitates continued monitoring of results and joing planning of actions,
providing the tools to support the population in managing its development.
This Entry is about (Issues)
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, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Given the difficult context of health in coastal communities, the expertise accumulated by the PSA with solutions, and the opportunities opened especially after the 2191 Ordinance, there is already a growing demand for extending the reach and the passing on of the methodologies developed. For this, a larger institutional structure is necessary to facilitate replication in other municipalities through training and advisory programs (like the Boat School), so that direct areas of expertise can be consolidated into a laboratory for social technologies that are transferrable to other regions in need.
Stage that best applies to your solution [select only one]
Scaling (growing impact on a regional or global scale)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare), New financing strategies for health.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Education/training.
Please describe your solution in more detail
The developed model can be reapplied on a large scale and generate systemic improvement in the form of service to all those previously excluded populations. We want to set up a specific program to meet this demand, systematizing the experience and transferring technology to other social actors in partnerships with NGOs, local public power, regional and federal governments, universities, and the private sector, functioning as a laboratory of best practices, qualifying basic actions and inducing internalization of health. Structuring the current Boat Hospitals as Boat Schools to train managers for replicating similar models in other regions likely to get funding for the Ministry of Health's Ordinance 2191.
What are your vision and overall objectives?
- To promote participatory processes of integrated and sustainable community development, which contribute in an evident manner to the improvement of public policies, quality of life and the exercise of citizenship. It works directly in four counties in western Amazon.
- To consolidate the basic health care model integrated with public policies and adapted to the Amazon region - demonstrative, participatory, resolute, sustainable, expanding access to health services together with the most excluded riverside populations and promoting its replication in other regions.
What is your value proposition?
Health model = R$ 77 per capita per year
Continuity PSA / 3 years:
Support for healthcare services R$ 128.000
Complementary Health Project R$ 54.000
Monitoring/Continuous Advisory 244.000
Training R$ 90.000
Total. R$ 516.000
Who is your customer(s)?
Possible direct executors of basic health like CONASEMS / National Council of Municipal Health Secretaries, federations of municipalities, as well as potential beneficiaries (networks od social movements and riverine populations as REDE GTA, etc), as well as other private organizations and businesses involved social responsibility programs and other NGOs and advisory services for rural community development in other similar contexts.
What approaches to you use to reach your customers?
Carrying out a systematization of experience and the publication of guidance manuals and for those interested in and replicating it, offering training and technology transfer services. Fulfillment of requests for consultations and field visits and prospective plans for spontaneous demands that arise. Broadening the impact of materials and publications.
What are your primary activities?
Currently, education/prevention campaigns, training local agents, social control training,
health-related information technologies, and links with other related institutions to establish joint activities (surgical rounds, volunteer reception, residents and students via universities, etc.) With the structure of the Boat School, offering courses, residency, field visits to doctors and stakeholders in implementing the RiverFamily Health Model in their municipalities.
Who are your peers and competitors? What problems could these players pose to your success or growth?
There aren't really any competitors because it is a unique model in Brazil, but there are indeed risk factors that could impair or interfere with the quality of the initial design. Among them, little managerial attention to these populations, unpreparedness of healthcare managers in meeting the requirements established by ordinance, leading to discontinuation of funding. A more welfare-centered project concept, displacing the education, prevention, sanitation, organization and popular participation components. Turning the service into what is just a replica of existing neighborhood health centers, with irregular quality and limited outreach. Lack of managerial ability to enhance other partnerships and institutions, supporting with research, education and service-related training.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Currently we have neither the funding nor the permanent staff that would permit us to develop the strategies proposed. We would like to systematize the experience and its divulgation, manage communication with clients and partners, and build mechanisms for sustainability in the future.
Briefly describe your growth strategy going forward
- Qualify complementary health actions:
-Health Education and Prevention / Education and Mobilization for Social Control
-Boat-School: Research and Professional Education / SFF Residency
-Support for the implementation of Sanitation Technologies
-Assistance to Municipalities in managing USFFs
-Cooperation with public, private and social institutions
- Publication of results
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s).
What makes your business "ready" for growth?
For twenty-five years, it has promoted basic health along the riverside with very significant impacts. And for eight years we have deployed a successful model featuring territorial coverage and complete basic healthcare, which has become public policy. This model has provided municipalities with the opportunity for funding via the Ministry of Health through its replication across the Amazon and Pantanal.
What are your key growth objectives?
To consolidate the health model's demonstrated character in a social technology laboratory, complete integration into the public system, and the role of PSA as advisor for management, education, social control, teaching and research, information systems, rounds, etc. Institutional structuring for replication by training programs and assistance to other regions in need.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In 3 years: Dissemination of PSA's technologies and social practices to NGOs, social movements, public and private sectors, education, research and systematic model
Readjustment of PSA's role in the co-implementation of health actions Health (mobilization, education, prevention, social control, sanitation, education, and research).
Activities:
Assembling a portfolio of advisory services
Preliminary links (Municipalities, networks, etc.)
Initiatives emphasizing the surrounding region
Initiatives with other regions of the Amazon
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Throughout the years, the results have been quite positive, covering 72 communities (13,000 inhabitants), with an annual average of 20 thousand health procedures and resolution of 93% - only 7 per 100 patients are referred to the urban centers,
-200 educational activities, 22 research projects and 48 interns and medical residents received, contributing to improvements in quality of life, particularly in the reduction of maternal and infant mortality.
In 2008 we already had the best indices that the whole region north and Brazil, who have been improving since then.
Coverage of ACS (community health agents) Brazil = 14% / 35% = North / PSA 100%
Vaccination coverage: Brasil91, 1% / 85.8% = North / PSA = 96.5%
Exclusive breastfeeding: Brazil = 72.6% / 76% = North / PSA = 89.9%
Prenatal Consultations: Brazil = 84.3% / 73.2% North = / = 98% PSA
Malnutrition: Brazil = 3.3% / 3.9% = North / PSA = 1.8%
Comparative data between communities served (AT) and missed (NAT) for PSA in the Tapajós basin
Pregnant women receiving prenatal care: AT = 82.36% / NAT = 74.6%
Source of drinking water (Well / microsystem): AT = 80.1% / 70.2% = NAT Rio: AT = 18.21% / 31.26% =
NAT Using Chlorine: AT = 32.9% / NAT = 6.6%
Pregnant women <20 years: AT = 25.9% / 44.5% = NAT receiving prenatal care: AT = 72.7% / NAT21, 4%
Children 6-22 years in school: AT = 92.4% / 85.4% = NAT Skipping school: AT = 11.11% / NAT = 18%
Extracurricular training: AT = 44% / NAT = 1.07%
A member of the family participating in any community organization: AT = 79.3% / 49.2% = NAT
Source: Brazil, North Pará - DATASUS (2007) Abare - Sosniski, Cristina (2008), Health and Socioeconomic Research and Reports from Abaré
What methods for quantification of social impact are you applying (if at all)?
Every 5 years, we conduct general and technical diagnostics, comparing the health indicators of the population served and its unserved surroundings. Independent consultants are hired from universities and specialized institutes to complete this task. We maintain a system of computerized, automatically-updated health information and for all procedures, which monitors the health of the whole population registered on the boat. This system is integrated with SUS time, generating absolute and comparative data on the health coverage of the population, which are inserted into the official system. Audits are conducted annually on accounting activities by independent expert bodies.
Could your solution work in other geographies or regions? If so, where?
Yes, in all municipalities with populations isolated in rural areas, especially on rivers or around protected areas, including similar contexts in other countries. Particularly, all of the municipalities of Amazonia and Pantanal (the coverage area of the Ministry of Health's Ordinance 2191) which now are demanding our assistance.
What is your projected impact over the next 1-3 years?
Indicadores / Ano 1 /Ano 2 /Ano 3:
N° Famílias com acesso regular à Atenção Básica de Saúde /2.754 /4.851/ 9.271
N° Famílias com acesso à água encanada / 1.800/2.000/2.200
Taxa mortalidade infantil bacia do Tapajós/31,9/28,7/25,5
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
Building on the success of local experiences, the strategy is to develop new, larger projects focusing on territorial development in a comprehensive and sustainable way, in protected areas where we work and to scalesuccessful models, involving a network of institutions of excellence and partners with different expertise.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Private businesses, Other beneficiaries.
Licensing fees, e.g., for technology/franchise model (in percent)
Apply via consultancies and service providers
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
財団, NGO, Private businesses, Regional government, 国家, 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
財団, NGO, Private businesses, Regional government, 国家, Others.
Explain your revenue generation strategy in more detail
Perform consulting services and establish agreements to qualify management and methodologies to interested customers, municipalities, governments and private institutions. Specially provide services facilitating the implementation of compensation programs and corporate socio-environmental responsibility in connection with the large projects currently underway or planned in the government's PAC (Growth Acceleration Program) in the Amazon and Brazil, and also the projects of domestic companies operating in other countries (for example: Mozambique and Angola).
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Participating in bids for large projects with territorial focus or establishing executive partnerships with other entities through integrated programs having to do with sustainable community development.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
long-term projects, continued sustainability through public policies and formation of an endowment found
Created on 04/10/2013 by swapchesa
A social enterprise that aims to empower the development organizations by providing them with a web based powerful information dissemination tool that allows them to send out alerts/reminders/information customizable according to the demographic needs.
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.
2 of the team members went for village stay where they realized that there exist huge information gap in the villages and how it affects their progress .Eg:ASHA workers are little motivated to get the children vaccinated on time, people are not aware of the govt. schemes in their villag , Team member realized that reaching to these people through voice call instead of SMS could solve the problem.
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
Disseminating health related information in rural areas through voice calls.
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
The innovation lies in the model which we have built around the existing IVRS technology which can be used to send voice calls. Following are some of the innovation in the proposed business model:
1. Ours is a web based tool which do not require any extra hardware and software installations. The tool is very easy to operate and can be used by any development sector organisation / government to reach out directly to rural people.
2.System allows us to automatically send voice reminders based on a customizable schedule using algorithms . eg: The system can be used to send Prenatal and post natal related vaccination reminders to expecting mothers.
3.The system allows us to communicate real time information to a targeted group of people. eg: The system can be used to send voice reminders to all families in a village who have female child less than 10 years of age for the upcoming health camp.
4.The design of the system is designed in such a way that it fits right into the structure of development sector organisation / funding organization which generally have a head office and several area offices. We will be providing separate login ids to all the area offices and head office. The system user at the head office can operate on a much larger basis by working on the data gathered by all the area offices.
5. The system also allows us to import data from already existing databases. eg: National Population register, It will save us the cost of collecting the data and also ensures verifiability/authenticity of the data.
Describe how your innovation model is distinct from any other organization in your field?
There are some organization in the field like Emamta , Awaaz de, Armaan Foundation (AF) but they are limited by the medium they use (emamta is sms based), the scale of operation (AF has developed voice based tool but for inhouse purpose only- its not scalable.) Also there is as such no platform which allows for automatically sending out of personalized voice messages based on a schedule (eg: pre and post natal vaccination reminders). Our model is very easy to use , scalable and can be implemented in any development sector organisation (DSO) without much modification. Our model gives the power in the hand of the DSO. Our model makes ensure that call is regenerated in case the message is not communicated. The system also take feedback from mother about timely administration of vaccine.
What type of operating environment and internal organizational factors make your innovation successful?
Some of the characteristics of the community which is ideal for the testing are as follows:
1. High mobile-penetration
2. Environment not conducive for proper information dissemination
3. Cases of failure of existing government schemes due to low awareness
4. Uncertain and dynamic weather and environmental conditions
5. Low immunization levels
6. Cases of inactive front line health workers ( ASHA workers).
7. Highly spread out villages, making information exchange very tough
International Organisation Factory:
1. Good mix of people in our team
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
We have used Incremental Design as a software development stratergy where in the core module is sending voice reminders to a registered number. Other module have been built over it which includes other functionality like system generated personalized reminder, Feedback call, Auto Calling to user after some time if doesn't pick up the call have been built around the core functionality.We believe the model is as such it can incorporate new functionality and fine tune itself with the local situation which might uncover when we test this out in the upcoming few months. In that way we can seek out its more and more possible applications in different contexts and innovate continuously.
This Entry is about (Issues)
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]
Maternal care
Categories along the health continuum you are covering [select all that apply]
Prevention, Intervention, Follow-up, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
There exists a big information gap in the rural areas because of which the negative consequences are being suffered by the people. Based on our experiences of field work in the villages of Uttarakhand, India we noticed that the government appointed ASHA workers were not doing their work effectively as the households were scattered across the hills sue to which the expecting mothers and babies were at a loss and hence the IMR and MMR was high. Our service allows to send voice reminders automatically to the expecting mothers reminding them for the immnunization and other basic health check ups. The system can be easily customized to create voice call algorithms for any other service as well.
Stage that best applies to your solution [select only one]
Piloting (a pilot that has just begun operating)
Core strategies of your business model [select all that apply]
Patient-centered design, New/redefined roles for healthcare service provision, New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare).
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, New skills, Education/training, Community financing.
Please describe your solution in more detail
Our solution is a cloud based voice call platform accessible over internet. System allows you to generate customizable voice algorithms for a particular user. Eg: Currently we have built an algorithm that a voice call in the local dialect will go from time to time to all the expecting and early mothers of an area reminding them checkups & vaccinations. Also the frontline health workers (ASHA in India) will also receive a weekly plan indicating all the beneficiaries she has to remind for the coming week.
What are your vision and overall objectives?
We want to reduce the negative effects on a women and her baby caused primarily due to this big information gap. The tool developed is scalable and can be used by any development organization (NGO/For Profit/Govt.) to disseminate information and reach out to end beneficiaries, customizable according to the given demography so that they are not deprived of the first hand information without which they have to face serious consequences. Our objective is to develop a people centric information tool which includes all the stakeholders, our current system involves ASHA (Indian frontline health workers) at the forefront so that they also take pride and do the work diligently.
What is your value proposition?
Our strength lies in the customizable feature – depending upon the demography, type of information broadcast. For eg: Our system can send in voice reminders to all the cancer patients in a community according to their respective schedules for chemotherapy sessions. At the same time it can be used to send voice reminders to all the females reminding them respectively to maintain hygiene/use pads during their menstrual days.
Who is your customer(s)?
Our target clients are start-ups, liveilihood promotion programmes, and grassroot NGOs who can mobilize the ASHA workers in their work area to collect the necessary data, and have significant mobile penetration in their work area. The end beneficiaries of this product would be expecting mothers and mothers whose children are less than 10 years of age, living in rural areas and have at least one mobile phone connection in their household.
What approaches to you use to reach your customers?
Currently we are field testing the technical platform with an organization. We plan to do a Randomized control trial and prepare a Impact Assessment accordingly. With the impact assessment study we wish to reach out to the development organization using our alumni and college (IRMA) networks. It can be easily implemented under NRHM or any NRLM schemes of the Indian government.
What are your primary activities?
Our primary activites include getting the exhaustive community data (Data surveying or our system allows to import data from any existing government or organization database). Once the data is fed in, the development organization can design an algorithm from a user friendly interface. Currently the system already has a built in algorithm to send vaccine reminders during both pre and post natal.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Our peers and competitors include all the existing organizations which are providing a similar voice based service. They might also start giving a platform which allows users to design customizable voice call algorithms. We don’t see any threat or problems even if the start a particular service because the end beneficiaries are the rural population served through the development organizations and there is no dearth of development organization who wants to serve the needy. We will always have the prime movers advantage in this regard.Our peers and competitors include all the existing organizations which are providing a similar voice based service. They might also start giving a platform which allows users to design customizable voice call algorithms.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Currently we are assessing the needs and expectations of the deprived population with respect to the information gap in the health sector and accordingly updating our system with the parameters so that the system supports in future all type of information broadcast services in the future. Studying this is a problem and very time consuming as each rural setting is different from others and therefore we have a real tough time in designing and accommodating those variables accordingly. This is challenging but at the same time which gives us a lot of insights and opportunity to serve them according to their needs and expectations.
Briefly describe your growth strategy going forward
As described above we will do some RCT trials and come up with an Impact Assessment study which will allow us to testify and will prove the robustness and functionality of the model. We plan to reach out to the development organizations working in Rural India in our network.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
As soon as we have an Impact assessment study ready we can reach out to the areas via development organizations. We will be looking at geographies which have a relatively high mobile penetration our sparsely populated where people find difficulty in communicating and hence are not able to reach out.
What are your key growth objectives?
Mobile Penetration in the geographical area, Impact Assessment study based on RCT (Randomized Control Trial) and Inclusion of all the stakeholders (Beneficiaries, Health workers, Development Organization)
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In the short term (next 6 months) we plan to test the robustness of the model and create Impact assessment studies with different geographies and varied applications in Health. Using these we wish to reach out to maximum development organizations possible across India. Currently the system technically is almost built we plan to do the beta testing of the model during June-August (3 months). In the next three months (by Nov-december) we should be ready with our Impact assessment studies which testifies and proves the effectiveness of the service.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
We are currently at the final stages of finishing the product with its envisaged functionality. We are now looking to beta-test the product with a grass-root NGO operating in an area where health information dissemination is a significant impediment to development. Following the beta-test, we would have a much clearer idea about the potential impact, and how to refine the product to increase this potential.
What methods for quantification of social impact are you applying (if at all)?
The end outcomes of this initiative is to lower the infant mortality rate(IMR) and maternal mortality rate(MMR). We aare aiming to target and eliminate the number of infant and maternal deaths that are attributable to low immunization rates and low awareness about health schemes.Thus, with the reasonable assumption that the reduction in IMR and MMR is, amongst many other factors, a function of immunization rates, we will use the increase in immunization rates as a medium-term quantifiable indicator of social impact. The second indicator would be the reduction in number of incidences of diseases that are normally preventable by immunizations. Third, the reduction in health expenditure over medium term is also a significant quantifiable indicator.
Could your solution work in other geographies or regions? If so, where?
Yes. One of the reason why we wanted to develop a web-based dynamic and portable platform was to introduce scalability and flexibility in operations. One of the key features of the product is that voice alerts can be recorded in any local language or dialect. Second, given that it is a web-based platform, only to be operated from the implementing agency's computer, it doesn't require any heavy capital inputs for regional diversification. The interface allows the agency to operate the product in sync with its organisational structure. It is operable in any area, and only requires the end users, i.e. villagers, to possess mobile phones.
What is your projected impact over the next 1-3 years?
Over the next 1-3 years, we hope to have tested the product, identified and removed the bugs and refined the functionality. We aim to engage and put the product to use through 8-12 NGOs, hoping to reach close to 3 million end beneficiaries, who will receive vaccination reminders, health related information, and alerts regarding government health schemes regularly. We hope that these alerts would increase immunization rates in the work areas by 15-20% over the next 3 years, and significantly reduce the number of diseases preventable by ante-natal and post-natal vaccinations, and also reduce the percentage of income spent on health.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
Currently we need finances (seed fund) to develop our technical infrastructure completely and get technical person on board who maintains and constantly develops the system. The complete technical infrastructure will allow is to beta test the functionalities and modules completely. We will be also launching the SMS based reminder service in urban areas the revenue generated from the urban areas will be used for the voice call service in rural areas to cross subsidize it.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
0% from end beneficiaries
Of the possible sources of these sales listed below, check all that apply to your current strategy
個人.
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.
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.
Explain your revenue generation strategy in more detail
Revenue will be generated via two modes:
1) Revenue from the similar SMS service model from the urban areas which will be used to cross subsidize the rural voice call service.
2) Development organization will be charged a one time user development cost (around Rs. 5000) and an annual maintenance fee of (Rs. 1000).
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
We are not doing any direct philanthropy as such but through our cross subsidization we are trying to reduce the cost of voice call which will be incurred buy the development organization. The end beneficiary will not have to pay for the service.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Once we receive a seed fund which would help us to develop the system completely and develop impact assessment studies, we wish to sell our service to the development organizations thereafter who would pay us the user development fee and annual maintenance cost. Our current cash flow indicates that as soon as we are able to sell our service to 10 development organizations this would bring approximately around $4000 to the firm.
Created on 04/6/2013 by Anna Papadomarkaki
Utilizing the ancient knowledge on herbal treatments from ancient Greek Ippocrates and Indian Ayurveda, a company in a rural area could offer assistance to people in preventing diseases and treating mild conditions with herbal treatments. This could improve the health level of population through natural therapies, decompress the healthcare system and contribute to the local agriculture.
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 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 04/1/2013 by chua_cmg
Hapinoy Health Hub works within the Hapinoy network of community stores in delivering quality healthcare products and services. One of its thrusts is providing access to universal healthcare. By partnering with Philhealth, it will create registration and premium payment hubs at the sari sari store level.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
Philippines, XX, Quezon City
Organization's Country of Operation
Philippines, XX, Quezon City
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
Operating 1-5 years
Has the organization received awards or honors? Please tell us about them
-PLDT SME Nation Bossings Awardee
-Ernst and Young Finalist for Social Entreprise 2010
-Asia Society Public Service Award Finalist 2010
-World Economic Forum / Schwab Foundation for Social Entrepreneurs: 2011 Social Entrepreneur of the Year (Asia)
-United Nations Project Inspire Grand Winner - 2012
-Sankalp Forum – Social Enterprise of the Year / Southeast Asia - 2012
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
Mark Ruiz saw the opportunity given his Fast-Moving Consumer Goods background – “There are hundreds of thousands of very small sari-sari stores. How come they are unable to grow?”; His co-founder Bam Aquino had a social development background and wanted to create a new kind of “people power” to support microentrepreneurs. Both saw the opportunity in the network as a way to bring social impact.
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
Hapinoy Health Hub: Universal Healthcare for the Rural Poor
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
The innovation revolves around re-imagining the community store/small village shop, locally called sari-sari store, not only as a distribution center for fast moving consumer goods (FMCG), but also an avenue to provide solutions with social impact particularly for healthcare. One of the first steps is working with the government in providing access to universal healthcare to rural communities in the Philippines. In 2010, the government mandated all Filipinos to receive affordable and quality health benefits. This resulted in the establishment of Philhealth, where it is responsible for giving allowances for hospitalization, medicines, diagnostics and other medical services. Yet, status quo shows that only an estimated 39% of Filipinos are registered. Furthermore, membership rate dwindles upon reaching rural areas due to far distances one has to travel to register or pay premiums regularly, and also due to lack of program awareness. This is alarming because one of the main beneficiary groups, such as rural self employed farmers, fisher folk and vendors, are not able to benefit from the program created for them. As a result, they constantly have financial shocks whenever they seek medical attention. Despite this, there is great potential in sari sari stores because of their ubiquity as hubs for FMCG items. It sees to add a Philhealth center to the sari sari store, where customers can register and pay their premiums. In tapping the existing network of Hapinoy, Hapinoy Health Hub provides the solution of connecting those in remote areas into the network of universal healthcare.
Describe how your innovation model is distinct from any other organization in your field?
Being first of its kind, Hapinoy Health Hub revolutionizes the role of sari sari stores in the community. By linking into the existing robust Hapinoy model, it discovers the capacity of the stores to provide solutions with social impact, such as Philhealth, apart from the usual FMCG goods. Adding to this is the information drives for members on claims and benefits, where they can maximize the Philhealth program. All of this will be made possible by integrating mobile solutions in the process to facilitate ease of sending data and payments to and fro Philhealth and rural areas. Hence, in re-imagining the sari sari store beyond being an FMCG hub, we are able to help solve the challenge faced by the Philippine government of bringing national healthcare to scale.
What type of operating environment and internal organizational factors make your innovation successful?
The environment resulting to success entails an integrated and efficient system of communication, remittance and data transmission between target customers and agencies included in the value chain, such as Philhealth and our technology partners.
Internally, it also follows that there must be proper communication and training cascaded throughout the network to provide for seamless operations and continuous system improvements. To properly gauge success, a system of checks and balances and key performance indicators will be included in order to analyze success of the venture.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Constant innovation will be achieved on three main levels. The first is to venture into other healthcare opportunities that serve the needs of rural communities. Providing Philhealth is only the beginning of a wide range of products and services that can be offered at the sari sari store level. Second is to be updated with technology and to gain additional technology partners. With the rate of development, particularly in mobile, being updated can help us in finding better, more efficient solutions for our communities. Lastly and most important of all is establishing a transparent feedback loop with the communities themselves. This is in order to understand them and their needs better, so that we may be able to gain insight and build solutions that will benefit them.
This Entry is about (Issues)
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, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
On the grassroots level, there is a problem of financial shock whenever one gets sick because they are not Philhealth members, and given their limited savings, they cannot shoulder such large medical expenses. To be part of Philhealth however, entails travel to centers that are situated far from the communities to register or pay their premiums. With this they incur a large transportation expense, while spending much time just to fulfill their premium payments.
In the same manner, the government also faces the problem of distance, as it finds itself unable to include those in the rural areas into the national healthcare system because of the distance and lack of resources to build enough satellite offices to cater to the entire population.
Stage that best applies to your solution [select only one]
Piloting (a pilot that has just begun operating)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New/redefined roles for healthcare service provision, New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare).
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Education/training.
Please describe your solution in more detail
In tapping into the Hapinoy network of sari sari stores to serve as Philhealth registration and payment centers for rural communities, we eradicate the problem of distance and high transportation expenses, because the payment center itself will be present within the community. Through this, membership will be more accessible for everyone, thereby helping lessen the financial shock that people experience in availing of healthcare services. Additionally, we assist in solving the systemic challenge of reaching out to those in the under served rural areas by providing the government an additional solution through this program.
What are your vision and overall objectives?
We envision our existing Hapinoy Store network diversifying beyond fast-moving consumer goods into social impact services. Through this, we also see accessible and affordable healthcare services to be available at the base of the pyramid. To achieve this, we aim to significantly increase membership in Philhealth. Secondly, we aim to forge strategic partnerships with key players such as sari sari stores, technology partners and Philhealth in realizing national healthcare in the Philippines. Another aim is to push for more proactive healthcare management at the base of the pyramid, achieved through properly disseminating information that they will be able to use, such as Philhealth benefits.
What is your value proposition?
Our value proposition is convenience accessibility and education. In providing those at the base of the pyramid the accessibility to be part of a government mandated and supported program, we also open up other opportunities for them to better care for themselves. We are also unique in focusing on proper communication of relevant information such Philhealth benefits. Furthermore, for Philhealth as a stakeholder, we offer them the solution of reaching out to a wider audience through the existing channels that we utilize in offering the service.
Who is your customer(s)?
Our main customers are those in rural communities who are self employed but who are also at the base of the pyramid. They are generally uninsured against health risks, thus resulting to out of pocket spending for any sudden healthcare service they need. From these, we extract two general profiles: the first group comprises those who know little to nothing about Philhealth, hence they are not yet included in the program. The second group may be members of Philhealth but are unable to pay their premiums regularly because of the barriers that were previously stated. Farmers, fisher folk, vendors and drivers of jeepneys and tricycles are some examples of our customers.
What approaches to you use to reach your customers?
Aside from the information campaign that will be launched about the program, we realize that to effectively reach our customer, we need to tap into established channels in the community. This thus falls on our existing partnerships with our network of sari sari store owners, where they will have additional training on Philhealth, its benefits, and how the program will work. We are confident in utilizing such channel to reach our customers because of the important position that these sari sari store owners already have in the community. Because of this, she can serve as a spokesperson for the program and its benefits, which will serve as the main driver for member registration and retention.
What are your primary activities?
Primary activities of the program include complete and accurate gathering and transmittal of information, with proper database maintenance, including regular updating. Also, there will be the consistent collection of premiums and transmitting these to PhilHealth. To complete the process, we will work together with our technology partner to ensure that our customers get their membership cards, as this is needed to validate their membership. To tie this all together is constant training that will be administered to the community stores while also having an information campaign in order to increase awareness. Furthermore, all throughout the process, there will be open and constant communication within the value chain, with consistent re-evaluation of the system for over-all efficiency.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Our main peers consist of technology partners and sari sari stores. For technology partners, they will be assisting us in providing services to our customers, whether it be delivering membership cards or creating the seamless transmittal of data and payment across the different organizations. For the sari sari store owners, since they are the access points of our customers, their role is integral in the success of this project.
In contrast, possible competitors will be other payment centers that have also tied up with Philhealth, as they can serve as a substitute to our service. However, seeing that they are situated in urban or city centers, they may not be much of a threat to our model. As such, we see ourselves as increasing the overall market through accessibility
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Some challenges that we expect to encounter consist of people’s mindset and their assumptions on healthcare and healthcare insurance. Thorough education and complete information must be communicated properly in order to overcome this hurdle. Another might be the infrastructure that is needed to ensure that operations are run at utmost efficiency. Proper partnering and research on the latest capacities in the technology industry will be able to help us ensure quality of service to our customers and stakeholders.
Briefly describe your growth strategy going forward
The Philhealth service that we provide is just a foundational building block. Aside from replicating this in other geographical areas, we are also looking at expanding by adding more solutions on top of our current offer. With the feedback loop that will be established, we will be able to understand the needs of the community and thus craft solutions for them.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New regions(s).
What makes your business "ready" for growth?
The business will be ready for growth upon collation of data from the pilot. If upon assessment, there is acceptance of the model by the target market, marked by increased member enrollment with increased and consistent remittances by new and old members alike, then the business is ready for growth.
What are your key growth objectives?
Key growth objectives focus on membership and expansion. These are 90% registration of eligible people in the community for Philhealth membership. After the 6 month pilot period, there is 90% retention rate for those that registered in our Philhealth hub. In terms of expansion, it is actualized 2 new hubs that are setup in our community network every 6 months.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
The short term is defined over a period of 6 months. This period is the launch stage, where we introduce and test the program in select communities. In this stage, new members will be enrolling and there should be an increased remittance rate for Philhealth premiums in the area. Mid term growth on the other hand encapsulates 1-2 years. In this period, there ought to be a stable stream of remittance by our members, and on top of this, an additional healthcare service or product should be launched within the community store and, payable by the Philhealth premiums.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Access to goods in the rural areas, particularly healthcare, is very difficult because of the large distance and time one spends. For some, the cost can take as much as 10% of the daily minimum wage. For others, such as those that are self employed in rural areas, the portion can go higher. With a large barrier, there is poor healthcare when one goes to the provinces. This is particularly true for Philhealth, as current status of enrollment is only at 39%. To add, membership is highly concentrated in urban areas. For the rural, self- employed, less than 50% are aware of the Philhealth program and benefits. Because of this, reports state that out of pocket spending for healthcare has increased from 45% in 1998 to 54% in 2007, even though Philhealth has already been established at that time. In contrast, sari sari stores abound in the Philippines, having a ratio of 8 stores per 1000 Filipinos. They already comprise a strong distribution chain, especially in the rural areas, as they are the prime sources of daily goods. Thus, to solve the problem of healthcare of rural locations, we tap into the already existing sari store model as an opportunity to provide healthcare solutions to the communities. By integrating this new solution into an existing value chain, we fill in the gap by delivering healthcare, practically to the doorstep of the community.
What methods for quantification of social impact are you applying (if at all)?
Aside from tracking membership rates and retention, to quantify impact we will also be conducting interviews amongst members from our store hubs. These will answer the primary questions of: given that they are now regular members and know more about the program, do they find it easier to get healthcare now that they are insured by Philhealth; if they are able to avail of more services, and are the added ones enough. For our Philhealth stakeholder, a variance analysis will be conducted on membership and premium increase before and after program launch. Over- all these seek to answer the question of effectiveness of the program.
Could your solution work in other geographies or regions? If so, where?
Since the current pilot is focused in provinces in Luzon, it is possible to expand to other regions in the Philippines such as Visayas and MIndanao, given that they also have sari sari stores, but most likely, will have dismal membership ratio for Philhealth.
What is your projected impact over the next 1-3 years?
Projected impact in the next 1-3 years include an over-all improvement of healthcare services offered at the base of the pyramid. As we start with Philhealth, and make our way to attaching additional services to the sari sari store, we project lower cases of epidemics and death due to non-treatment of sicknesses. We also predict that people will be more productive since there are less cases of sickness in the community, at the same time, they will no longer be susceptible to financial shocks. Furthermore, with this program, we also envision a constant learning and innovation process, as we improve on understanding those at the base of the pyramid and their needs in a better way.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
The current Financing Strategy is reflected by being a Hybrid Social Enterprise – having both for-profit and non-profit arms; The For-Profit generates financing from social investment as well as revenue from sales of products and services; The Non-Profit realizes resources from grant funding.
Share of revenue generation in total income of organization (in percent)
Social Investment = 0%, Revenue from Sales and Services= 60%, Projects and Grants= 40%
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
個人, 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
財団, NGO, Private businesses.
Explain your revenue generation strategy in more detail
Our revenue generation for 2013 is from servicing the companies and organizations.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Hapinoy’s non-profit arm – MicroVentures Foundation – realizes resources from multiple grant sources who want to fund and support women training and empowerment, as well as corporate sponsors utilizing their CSR budget.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Hapinoy is currently transitioning its sales and distribution model; Whereas it previously directly handled logistics, the move is now to outsource this to partners. This allows for a lower margin but at the same time significantly lower cost structure. As the network further scales, a percentage of the volume of sales through the stores will become the primary source of revenue for the organization.
Created on 03/31/2013 by rhcf2009
We continuously strive to ensure availability of quality and affordable primary healthcare facilities to poor people who reside in rural areas and are not able to either afford such services or do not have access to such services. These people who reside at the bottom of the socioeconomic pyramid are served by our centers located in such areas where the government primary health care services are a failure and quality health care services are sparse and not affordable.The most innovative aspect of our model is to make the primary health care services affordable to the rural population.
もっと読む ↓↑ 隠す↑ 隠す団体名
Rural Health Care Foundation
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もっと読む↓↑ 隠す↑ 隠すName Your Entry
Providing affordable primary healthcare services to rural poor through a sustainable model.
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.
We continuously strive to ensure availability of quality and affordable primary healthcare facilities to poor people who reside in rural areas and are not able to either afford such services or do not have access to such services. These people who reside at the bottom of the socioeconomic pyramid are served by our centers located in such areas where the government primary health care services are a failure and quality health care services are sparse and not affordable.The most innovative aspect of our model is to make the primary health care services affordable to the rural population. We have an expertise in managing the supply chain of near expiry medicines, we procure such medicines at very cheap price and pass on the cost advantage to the people who cannot afford costly medicines.
What are your organization's top three priorities in the next year?
The top three priorities of our organisation in the next year is
1. To create a lager impact by opening of more centers in rural areas where the poor people do not have access to such services at affordable rates. We would like to open one new center in every quarter of the next year.
2. To build a sustainable model to ensure such services can be made available o more people who live at the bottom of the socioeconomic pyramid.
3. Since its inception more than 550000 patients have been treated so far in all our centers, Our priority is to serve more and more of patients each year.
Need #1
Consumer/Audience Acquisition
Need #2
Staffing Capabilities
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We open our new centers in locations which are situated in rural areas and where the healthcare services are either non-existent or are not affordable. However, in order to ensure that we have a sustainable model we need to have a certain number of patients visiting our centers per month. In the past we have faced situations wherein we opened a center in a new location, however due to low number of patients we had to shift the center to some other place where we could have a greater impact. As stated earlier our model is tested and we have been been successful in providing quality primary healthcare facilities to the rural poor at affordable rates, however, in order to scale our model we need to better identify the locations which would have the maximum social impact apart from making our model sustainable. We believe that the diligent human resource of American Express can help us find solution to this problem.
1.
Passion for the work we do.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
We are in the growing phase wherein we want to reach out to more people who reside in rural areas and are in absolute need of quality primary health care services. We would like to collaborate with American Express in this regard to help us meet our objective of serving more people by opening up of new centers in more villages in rural areas. Thus the focus would be on the overall organisation and creating a more wider social impact. We are also in the process of making it a sustainable model and professional insights from the American Express would also help us to achieve this objective.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have been committed to our mission of eradicating lack of rural heath care services for the past 4 years. Initially our focus was to ensure the success of our model and with time and a lot of efforts we have been able to build successful model. Now that we know that our model is a successful and replicable model we have shifted our focus on making it scalable and sustainable. We have not worked with any outside consultants before, however with the help of qualified trustees and volunteers who are respected professionals in their respective fields we have been able create wide social impact
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Bridging the gap between demand and supply (government facilities) in basic primary health care.
2.
Access to primary health care in spite of insufficiency of funds.
3.
Eradication of primary health care problems.
What has been the impact of your solution to date?
Some of the quantitative measures that help us to determine the social impact of our activities are:
Number of Patients Treated in our centers: Since its inception more than 550000 patients have been treated so far in all our centers. On an average more than 18000 patients are being treated every month in all our centers.
Number of cataract and cleft lip/palate operation done: More than 4600 cataract operation have been done in association with Rotary Eye Hospital and over 150 cleft lip/palate operations have been performed in association with Smile Train Foundation.
Number of spectacles sold at subsidized rates: Around 17850 spectacles have been provided to the needy at subsidized rates besides providing wheel chairs, artificial limbs, and blankets to the needy patients.
What is your project future impact after receiving professional support from American Express?
Currently we have four centers operational in the rural areas of Bengal, with only one having ECG facilities. We plan to introduce these facilities in the other centers as well. Our mission is to open a new center every quarter in the next 5 years. We plan to make this model self sustainable so only the initial set up costs needs to be funded. With the support received from American Express we plan to open up new centers in other prospective areas of Bengal first and then we plan to move into other states. The professional support from American Express will help us to scale our operations thus benefiting a lot of people in dire need of primary health care services.
This Entry is about (Issues)
Created on 03/31/2013 by Travis Horsley
TOHL developed a patent-pending technology for installing pipelines cheaply, quickly sustainably, and in any location. This technology utilizes much longer segments of pipeline than what is traditionally used. Single segments of pipeline are manufactured in lengths of 500 meters to several kilometers, and these long segments are loaded directly onto large spools that are deployed via helicopter or truck.
もっと読む ↓↑ 隠す↑ 隠すTitle
Mobile Infrastructure: Water Installations for Marginalized Communities in Chile
この団体が社会的なインパクトをもたらす国
Chile, RM, San Jose de Maipo
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もっと読む↓↑ 隠す↑ 隠すName Your Entry
TOHL: Mobile Infrastructure
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.
TOHL developed a patent-pending technology for installing pipelines cheaply, quickly sustainably, and in any location. This technology utilizes much longer segments of pipeline than what is traditionally used. Single segments of pipeline are manufactured in lengths of 500 meters to several kilometers, and these long segments are loaded directly onto large spools that are deployed via helicopter or truck. The pipelines have fewer connections, which decreases labor hours during installation and allows the pipelines to be in operation faster than is possible if using conventional infrastructure technology. The installation methods also allows for TOHL to access previously unreachable areas.
www.thetohl.com
Documentary: http://youtu.be/_vkmSIEaqiQ
TOHL Services: http://youtu.be/3fpUKXYT9VU
What are your organization's top three priorities in the next year?
-Have five installations complete in separate Chilean communities by the end of 2013
-Hire a Chilean country manager so that upper-management can focus on expansion to other Latin-American countries
-Measure impact on an estimated 1,100 individuals who will be receiving water at a constant flow for the first time in their lives
Need #1
Staffing Capabilities
Need #2
Opportunity Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
TOHL has demonstrated significant demand for their services globally, partnerships and alliances have been formed with key industry players, and legal corporate structures as well as patents are in place. Now TOHL needs to grow their team in order to be able to implement the infrastructure contracts that will be signed in the coming months and years. Some of the pieces of the team are in place, but some clear positions are missing. TOHL’s growth is severely hampered if we are unable to hire salaried team members now. TOHL’s management see no reason to wait reason to wait until having enough cash flow from operations. It is inefficient to wait for organic growth when there is a clear demand for TOHL’s services globally. In order to hire the experienced professional needed for implementing these projects and pursuing others through our strategic partnerships, TOHL is raising between $500,000 and $1,000,000 USD. This money will be used for working capital for operations, to hired a CFO, 2 operations team members, a Chilean country manager, and two more sales team associates. TOHL plans to build the best company possible in line with the financial and human resources it currently has.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
As TOHL continues to address the global demand for increased access to water and other fluids, it is important for TOHL to locate an human capital partner with the ability and the aptitude to assits our team in its growth. As our product seeks to scale in the Latin American sphere, and potentially outside of this region, we believe that American Express excels in areas of social impact and targeted growth. We are seeking partners to scale outside of Chile, and could uses American Express' help in writing a narrative that coincides the the mission behind a social enterprise.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Our board of advisors includes five separate individuals who are experts in their fields: from heavy industry (construction, mining), academics (civil engineering professor), to innovation and inventiveness (CEO of an innovation center in Chile). All of these individuals provide in-depth technical support, and and wide breadth of industry know how. However, due to the nature of our new product, we are seeking to define a new paradigm in infrastructure development. Our previous consultants/advisors have succeeded in bringing us a few contracts, but we seek consultancy in defining our technology
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
# of people receiving constant flow of water via our pipeline installations (rural/industrial)
2.
# of lives who rank that their livelihood has improved 1 and 5 years post installation
3.
% fossil fuel and carbon output reduced due to the installation of our system vs. tradition means (conventional pipeline and wa
What has been the impact of your solution to date?
The technology behind TOHL’s success is proven and market-ready for a variety of industrial and humanitarian needs. The first successful pilot of the Mobile Infrastructure technology took place in July 2012 with direct assistance from a variety of Chilean-based partners, including the Chilean Red Cross, Tigre, EcoCopter, SIDE Chile, and CORFO. This working product demonstrated the ability to deploy 1.2 kilometers of pipeline over an 86 meter elevation change in mountainous territory. The actual pipeline installation occurred in 9 minutes, with the subsequent power source, pump, and filtration system being installed in another 8 hours. A flow rate of 14 liters/minute was achieved in this pilot, which is a significant amount considering the small size of the tubing.
What is your project future impact after receiving professional support from American Express?
With TOHL’s plans for gradual global expansion outside of Chilean operations, a similar path will guide the management team’s actions. The passion to provide continuous water flow technologies to marginalized communities in emerging economies acts as a motive to seek out such customers. Stakeholders with a vested interest in these communities (municipalities, local businesses, NGOs and multinational organizations) will pay for such systems. The provision of such services to industrial clients outside of Chile will be sought in the near future as well. Prospective industries that have already been in contact with executives from TOHL include defense industry, construction, and oil and gas. Over 135 separate municipalities are currently on TOHL’s list of possible clients.
This Entry is about (Issues)
Created on 03/27/2013 by vtorassa
In Argentina, many rural communities are faced with the problems of inequality, resignation, apathy and isolation. Azul Solidario fosters social innovation through public-private partnership methodology and since 2005 has coordinated a rural development project (ProMeCER) that focuses on improving education, health, women’s empowerment and youth involvement. This integrated approach strengthens rural identity, promotes more sustainable rural development and helps prevent rural exodus to major cities.
もっと読む ↓↑ 隠す↑ 隠す団体名
Asociación Civil Azul Solidario
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もっと読む↓↑ 隠す↑ 隠すName Your Entry
Developing and Empowering Rural Communities in Argentina
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.
In Argentina, many rural communities are faced with the problems of inequality, resignation, apathy and isolation. Azul Solidario fosters social innovation through public-private partnership methodology and since 2005 has coordinated a rural development project (ProMeCER) that focuses on improving education, health, women’s empowerment and youth involvement. This integrated approach strengthens rural identity, promotes more sustainable rural development and helps prevent rural exodus to major cities.
What are your organization's top three priorities in the next year?
1. Strengthen current management structure with paid staff.
2. Reinforce current inter-institutional bonds and involve new peers from both private and public sectors.
3. Expand our donor network and improve our accountability and communication with them (fundraising strategy).
Need #1
Peer Benchmarking Analysis
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
In the last 8 years, Azul Solidario has worked to learn how to build a stronger organization and design sustainable fundraising campaigns. We are currently searching for advice on strategies to draw interest from a broader group of citizens, companies and government sector employees in order to improve our support network and sustainability.
2.
Outreach (community involvement)
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
We would like to utilize support from American Express in order to address the 3 previously stated priorities.
1. Strengthen current management structure with paid staff.
2. Reinforce current inter-institutional bonds and involve new peers from both private and public sectors.
3. Expand our donor network and improve our accountability and communication with them (fundraising strategy).
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
No. We have already formed a strategic plan but we are still seeking strategies to overcome our organizational scaling and its financial sustainability.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Local new partners (100 citizens and 10 companies)
2.
Regional & National partners (3 NGOs/ Foundations and 10 companies)
3.
Devise an efficient communication program
What has been the impact of your solution to date?
22 rural primary schools and 9 rural kindergartens have developed the personal, familiar and community links to become Changemakers in the areas of education, health, female empowerment, and environmental care.
1. Education. Children are receiving a well-rounded education with an enriched curriculum including arts, music, sports, computing and English.
2. Health. Approximately 500 children are involved in annual vaccination schemes and annual pediatric and odontopediatric rounds. In addition, health and nutrition education is provided through two exemplary organic orchards.
3. Female Empowerment. 32 rural women from 8 regions are involved in our sheep wool spinning and knitting project
4. Environmental Care. 4 sanitary wells have been built in farms to prevent hydatidosis.
What is your project future impact after receiving professional support from American Express?
We would like to utilize support from American Express in order to address the 3 previously stated priorities.
This Entry is about (Issues)
Created on 03/26/2013 by BethT
Women's Microfinance Initiative is committed to alleviating poverty among rural E. African women. WMI's Transition to Independent Banking Program (TIP) lends $50 to $250 for 6-month terms so borrowers can start their own businesses and increase their incomes and living standards. Since 2008, WMI has made over 5,200 loans through 10 "hub" locations in 3 countries.
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
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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 03/25/2013 by sveldanda
This project,has established Web-enabled rural 'e-Seva Centres' run by self-help groups of women from the poorest segments of society. The aim is to help them achieve economic independence.Many women in villages are semi-literate or illiterate and they struggle a lot even to earn bread for the family. They do not have economic independence.At the same time government services are not easily accessible to public in villages.This "saukaryam" project is intended to bridge these gaps and uplifting the lives of women.
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
Bridging the Gender Divide with Information Technology
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.
This project,has established Web-enabled rural 'e-Seva Centres' run by self-help groups of women from the poorest segments of society. The aim is to help them achieve economic independence.Many women in villages are semi-literate or illiterate and they struggle a lot even to earn bread for the family. They do not have economic independence.At the same time government services are not easily accessible to public in villages.This "saukaryam" project is intended to bridge these gaps and uplifting the lives of women.
What are your organization's top three priorities in the next year?
1. Increasing accessibility, awareness
2.Adding additional service lines
3.Upgrading technology
Need #1
Consumer/Audience Acquisition
Need #2
Staffing Capabilities
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
1. Many villagers have little or no literacy so fear being cheated when making payments online. - there is a need to increase awareness
2. The expected encouragement is not materializing at village level.
Increasing awareness among consumers
3. Pace of government services. There may not be synchronisation in government services if officers are de-motivated. For example e-Seva workers forward applications to appropriate government departments according to the citizen's requirements. There may be a risk of officers deliberately delaying the process of such applications
Need to improve transparency .
3.
Innovation to reach larger segments
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Once support is received, it can be extended to all self help groups to gain advantage from it so that they can improve their services.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
2.
Fast, cheap and transparent services for public
3.
Private public partnership
What has been the impact of your solution to date?
In Jan 2002 there were 46 centres involving 92 member/partners. By Jan 2004 this had grown to 200 centres with around 292 member/partners. There are currently 384 women running e-Seva Centres, carrying out over two million transactions per year. Income and transactions are increasing month by month and are much higher in 2004 than in 2002; this of course is true of e-Seva overall due to the increase in the number of centres but the income of individual centres is also said to be rising.
The major costs for the women running the centres are loan repayment, stationery and consumables, salaries of other staff, and electricity. The service which provided most income was utility payments; used by at least 6,000 people per month who are charged about US$0.03 per payment.
What is your project future impact after receiving professional support from American Express?
Women in villages are multi-faceted, but they are not able to come out of their shell because of social, economic problems. With an availability of additional budget it will be possible to upgrade facilities and motivating villagers to take part in this initiative.
This Entry is about (Issues)
This project also has a Project where you can read more about its latest progress.
Go to Project: Benevolence Inn.
Created on 03/15/2013 by rv4life
The mission of Benevolence Inn is to provide exceptional, family-oriented lodging accommodations that supports operating funds for youth development programs while providing meaningful employment for youth.
A key component attracting guests to Benevolence Inn will be our giving to youth development programs. Imagine being able to benefit charity by staying at a hotel that is very comparable to already existing national brands.
Created on 03/10/2013 by ujjeewan
Many years back family physicians gave all advices and also visited the patients home when required. However, this system is not available now, except in a case where a relative or close friend is a doctor. Now people need to visit private clinics or hospital OPD for any health advice which is time consuming and costly, as the person will have to pay for each visit to the clinic irrespective of the gravity of concern. In order to avoid this hassle people practice self-medication or take advice from local pharmacy stores, which has its negative repercussions.
もっと読む ↓↑ 隠す↑ 隠す団体名
Ujjeewan Healthcare Pvt Ltd
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
Family Physician for every Indian
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.
Many years back family physicians gave all advices and also visited the patients home when required. However, this system is not available now, except in a case where a relative or close friend is a doctor. Now people need to visit private clinics or hospital OPD for any health advice which is time consuming and costly, as the person will have to pay for each visit to the clinic irrespective of the gravity of concern. In order to avoid this hassle people practice self-medication or take advice from local pharmacy stores, which has its negative repercussions.
We are connecting people with specialist doctors as their easily accessible FAMILY PHYSICIANS through Tele-Medicine which is cost effective and time saving. EMR stores medical data of family and give regular reminders, information.
What are your organization's top three priorities in the next year?
1. To provide the family physician service in 10 towns/ rural areas in West Bengal
2. To have a drug information system with detailed information on drugs which would be used for patient counseling and also to register any adverse drug reaction in a particular person.
3. To design and setup a process for data entry and data management with automated reminder facilities as per our needs to handle medical data of a large customer base.
Need #1
Consumer/Audience Acquisition
Need #2
Performance Management
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
To get help in designing and planning of customer acquisition strategies for different segments like educated and uneducated people.
To have a standard procedure to register, document feedback from the customers and then developing analytics on the feedback.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The support from American Express will only be focused on the services and products offered through its Family Health Centers only.
The family health center has a tele-medicine division through which medical advice is given and along with it there are some health related products (devices, supplements) which is also shared with the customers.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have not worked with outside consultants before. In our pilot, we focused on acquiring of customers and it was done through personal social contacts by having one to one and group meetings.
Most of the data entry and storage is done on google drive and the reminders are set through outlook calender. This involves a lot of time with chances of manual error being very high.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Increase in number of customers through direct efforts and through referrals of satisfied customers
2.
Increase in per person productivity of the employees and developing faith and belongingness of the employee towards the company
3.
to have a clear SOP which will help in achieving the above two outcomes
What has been the impact of your solution to date?
Till date we have provided service to nearly 300 people by making available to them health screening, checkups and medical advice and drug information through patient counseling. It has helped in;
1. saving time for solving health problems
2. saving money
3. early detection in many cases for lifestyle disorders (like hypertension, diabetes, osteoporosis, obesity) and thus decreasing the chances of diseases morbidity
4. proper health management due to regular touch with the health professional (doctor & pharmacist)
4.
What is your project future impact after receiving professional support from American Express?
1. People will have access to a medical professional when required, without any hassle.
2. Self-Medication will be stopped being practiced in every home.
3. Performance of each employee could be documented and properly honored.
4. would move towards becoming the largest company providing non-hospital primary healthcare to people
This Entry is about (Issues)
Created on 03/7/2013 by Ukuli Homeofprojectu
Project U is a program that I am passionate about. We help people by giving back to the community, two-fold: We sell donated lightly used or new professional clothing at a discounted price via our online store. All garments will be priced below $10.00 so that anyone can "dress for success" on a budget. Project U is making it professionally affordable for people who may need help for an interview (for the unemployed), new job, business meeting/functions, and etc. 6% of our sales goes to charities like ADA (American Diabetes Association), Children's Hospital of Richmond, VA, and more to come.
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 03/5/2013 by Juan Ignacio
Approximately 50 words left (400 characters).
もっと読む ↓↑ 隠す↑ 隠すOrganization's Country of Operation
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Name Your Entry
Continuing Medical Education for poor and rural areas' doctors
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
Most doctors working in the poorest areas don’t have a medical specialty after finishing their Medical careers and can’t continue their professional education. In that way, there’s an increase of disparity in the quality and effectiveness of medical assistance.
This initiative emerges because of the doctors working in poor and rural areas’ necessity to continue their education, so that they can do a better use of their available resources.
We developed a Distance Continuing Education Course on evidence-based medicine (EBM), in order to teach doctors how to use the best medical evidence to improve the quality and effectiveness of the medical assistance and manage a better use of the available resources.
Describe how your innovation model is distinct from any other organization in your field?
This Project is based on a course that gives doctors the skills to independently acquire new medical knowledge in the future. The course’s program is focused on EBM and research issues. Thereby, doctors working in poor areas will learn to use tools that allow them to use diagnosis or treatment strategies, based on the best evidence; at the same time, they will be able to dismiss the non validated data that deteriorates the assistance’s quality and increase the population’s health costs.
Other organizations offer several courses focused on illness. However, our courses teach how to use the internet, the medical search sites, UpToDate or Dynamed and the critical reading of the specialized bibliography.
What type of operating environment and internal organizational factors make your innovation successful?
The innovation success is based on the knowledge that provides: searching, critical reading, EBM and updating. Thanks to that, once they finish the course, doctors will be able to continue their continuing education independently, using the Internet tools. The EBM has proven to be a useful tool to reduce the population’s health costs. Once doctors get the necessary skills, community’s health costs will be lower and the quality of the medical assistance will be higher.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Due to the lack of high quality methodological courses taking place in poor and rural areas, the project will grow once the professionals start to use the tools on high quality experimental studies, right where they work. Our specialists will offer support and advice to perform studies (randomized, controlled and prospective studies) with direct outcomes from the populations.
This Entry is about (Issues)
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?
Multiple factors may determine health inequality. One of them is that doctors working in underserved or rural areas can’t continue their education, after they finish their academic degree. The medical assistance and the use of the available resources, depends on doctors’ knowledge about the best diagnostic tests and treatments based on the best evidence. The problem to be solved is the lack of knowledge to search for proper bibliography, critical reading and the application of proven evidence in the community.
Stage that best applies to your solution [select only one]
Idea (poised to launch)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.).
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, New skills, Education/training.
Please describe your solution in more detail
The solution is to generate knowledge that allows doctors to continue their own independently education. They will learn to use the Internet and search for relevant information in pubmed, Up To Date, Dynamed and Medscape, according to their own needs. They will also acquire knowledge through the specialized bibliography’s critical reading. The goal is to improve the medical assistance’s quality and the use of the available resources.
What are your vision and overall objectives?
The organization wants to bridge the gap between more socio-economical developed regions and poor or rural ones, regarding medical assistance’s quality. The goal is that the course provides doctors the skills to acquire new medical knowledge in an independent way.
What is your value proposition?
Who is your customer(s)?
The first beneficiaries are the doctors working in poor or rural areas, but with the improvement of the medical assistance’s effectiveness, also the entire community in the long-term.
What approaches to you use to reach your customers?
What are your primary activities?
My activities in this project are:
1- creating the course’s curriculum.
2- implementing the course and providing distance tutorial.
3- selecting other professors to conduct the courses and tutoring students.
Who are your peers and competitors? What problems could these players pose to your success or growth?
My pairs are doctors trained in evidence-based medicine with teaching experienced in this field.
I can’t recognize competitors for this project.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Briefly describe your growth strategy going forward
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New regions(s).
What makes your business "ready" for growth?
What are your key growth objectives?
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
The Evidence-Based Medicine has shown to improve health costs and the quality and effectiveness of medical assistance. The EBM teaching strategy hasn’t been used yet to help doctors, working in underserved and rural areas, to take decisions for reducing costs at a community or individual level.
What methods for quantification of social impact are you applying (if at all)?
In order to assess the medical assistance’s quality, we will measure the medical practices based on Clinical Practice Guidelines or based on the best available evidence. On the other hand, cost-effectiveness analysis of the decisions made might also be carried out before and after the course.
Could your solution work in other geographies or regions? If so, where?
What is your projected impact over the next 1-3 years?
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
For now, it is just an idea. If we settle on the project, we will apply for scholarships and economic support.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Friends and family.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Regional government, 国家.
Explain your revenue generation strategy in more detail
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Created on 03/5/2013 by gogia7
Minor problems of the lower limbs like ulcer, venous diseases and Lymphedema with 40 million affected are a leading care of morbidity in India. These have been grossly neglected due to little awareness of the possibility of treatment, distance of the care delivery centers as well as need for repeated counselling and care. We have showcased that proper care can result in a dramatic improvement in outcomes and is easily possible through a mixture of remotely located healthcare practitioners monitored as well as supported by tele-medicine through regional surgical clinics,
もっと読む ↓↑ 隠す↑ 隠す団体名
Society for Administration of Telemedicine and Healthcare Informatics
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
Telemedicine Supported Limb care Centres in Rural Areas
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.
Minor problems of the lower limbs like ulcer, venous diseases and Lymphedema with 40 million affected are a leading care of morbidity in India. These have been grossly neglected due to little awareness of the possibility of treatment, distance of the care delivery centers as well as need for repeated counselling and care. We have showcased that proper care can result in a dramatic improvement in outcomes and is easily possible through a mixture of remotely located healthcare practitioners monitored as well as supported by tele-medicine through regional surgical clinics,
However our results are still only in 1000s and need to be expanded rapidly. A nationwide solution is needed for the millions through the correct input of knowledge enhancement, training and technology.
What are your organization's top three priorities in the next year?
To widen the scope of our limb care project to the length and breadth of our country - we have already entered Goa.
To generate funds for the above activity.
Expand our existing tie ups with the government for our other running projects to give us financial stability
Need #1
Message & Brand Strategy
Need #2
Opportunity Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We are absolute leaders in India in the management of Lymphoedema. While almost the entire medical community is neglecting the problem as they feel it cannot be managed, We have showcased a management approach which is effective but has to be community based as it is life long. We have only two existing centres and are negotiating for a few more. A mere drop in the ocean, With 40 million plus patients in India,the need is for 100s of thousands of such centers over a huge geographical area.
Since more than 70% of care in India is private and less than 10 % are covered by Insurance, we prefer to have centers which provide affordable care but able to generate adequate profit for the persons who will run the centers. Our analysis shows that even that is possible But will require mass based training as well as orientation.
We plan to have the same centers treat other related minor problems like ulcers,diabetic foot etc, This will help make the centers financially viable Similar, although a little wider set o tools and training will be required.
The concept is absolutely new, will provide succor to millions who are suffering but not even considered disabled (rating is 20%)
1.
A common understanding that the problem exists and needs to be looked into
2.
In healthcare provision success may not mean financial profit
3.
Projects have to be win win for all the stakeholders to be ensure particiapation and success
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The specific service /project that we are planning is as outlined above.
Being an NGO, our projects are funded with absolutely tight rules and do not allow us enough revenue to divert to a different project. The same, at present, is absolutely new so finding funds as well as additional resource person(s) for this is a strain on our organization.
In any case our members are doctors, ICT specialists and Social scientists who work on a voluntary basis we are very strong on technology but less so in management.
We need management support
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
A thesis on lymphedema in 1981 showed promising outcomes, We designed a machine as well as treatment outcomes and started a small firm - AMLA MEDIQUIP (www.amlamed.com) which has had moderate success but has had modest sales largely due to lack of involvement of persons from the marketing arena. SATHI was started for Telemedicine, and we have now realized how we are uniquely placed to merged of the two different technologies to create a new level of care which never existed before. So we are technologically sound, with well researched products. We need administrative and marketing help.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Large number of centers providing care to millions
2.
Widespread knowledge that lymphedema is treatale
3.
Financial success for the stakeholders in rural areas (so that care can continue)
What has been the impact of your solution to date?
We did our research at AIIMS, New Delhi in 1981. Results were 50-60% but recurrence was there. We found similar results with our own private center. Here we have got long term follow up with gratifying results. Additional advances in care have improved the results to 60-70% physically but better understanding that this is a problem one can live with.
Centers created by Tamilnadu Govt showed promise in the short term.
AIIMS has invited us back to run a center for them which is still running. A center has been started at Goa Medical College with scope of expansion to many more.
All centers are now showing similar long term outcomes, where we only provided the Initial guidance. Our work has been scientifically published see http://ijps.org/searchresult.asp?search=&author=gogia&journal=X
What is your project future impact after receiving professional support from American Express?
Our long term goals -i.e having a center in each affected area as well as in every cancer hospital will mean that lymphedema and ulcer are no longer considered to be problems which can lead to isolation and near suicide of the victims.
Thanks to mass based DEC program there is already a falling incidence of Filariasis but lymphedema incidence, is if anything, increasing due to other causes. This can and should be tackled and we hope to showcase that the time for managing common but neglected problem of the limbs like lymphedema, venous diseases, diabetic foot etc is here and now.
Care needs to be at the community level. Travel costs add to the overall cost of healthcare, but it is not recognized by any insurance company or the government in India esp for such minor problems
This Entry is about (Issues)
