Here's a story about how members of the Changemakers community are promoting sustainable development in Brazil:
There are countless entrepreneurs around the world with big dreams and few resources. Waldemar Marques Carneiro was one of them. He began selling ice cream and sweets out of a single room in his home in Icapuí, Brazil. Thanks to a local microcredit organization, he now has a spacious shop with tables and chairs for 20 customers.
His store, Encontro de Amigos – "Meeting of Friends" – has become a reality thanks in part to loans and training from Orgape (the Portuguese acronym for "The Organization to Support Small Enterprises").
Read more about this solution, or discuss this topic below.
Enabling Farmers Reach Markets - a 'click-and-mortar' solution combining ICT platform and ground supply chain network to fix the agri crisis. Key pain areas for farmers is marketing support , rising input costs , migration of educated and skilled labour to cities and having to bear all wastage/transport costs for uncertain revenue. For any modern industry the various key functions like production, marketing, sales, HR and logistics are managed by professionals and backed by advanced software and ICT tools .
Samriddhii ( A joint venture of KAUSHALYA Foundation, the social wing and KNIDS GREEN Pvt Ltd, The Commercial wing) have been working towards professionalizing and creating a formal supply chain network of vegetables by connecting the Small, Marginal & Landless (SMAL) farmers and under-privileged street vendors to the mainstream markets with the objective to provide platform and support to these people (growers & vendors) in the evolving economy and to prepare them for the new market challenges.
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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.]
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Meadville, Pennsylvania United States
The goal of the Food for Sustainability project at Allegheny College is to demonstrate the interconnectedness of all living organisms by integrating ecological principles into the industrial process of food production. In addition, the project seeks to cultivate meaningful relationships between humans and nature, promote lifelong learning for the advancement of sustainability, and to engage students and community members in cooperative projects that empower them to develop new ideas and innovations.
PWSS (Paguyuban Warga Strenkali Surabaya, Association of Strenkali Residents in Surabaya) fought to promote participatory and self-reliant villages development. Therefore the concept Promotion of Urban 2-Stories Vertical Agriculture Small-Scale Testing is proposed.
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: Hakuna Matata Project.
Created on 06/13/2013 by crofab
Help us defeat food and water scarcity and poverty through community-level capacity building in Meru, Kenya. The plan: reclaim precious water and nutrients from greywater for growing food through a free capacity-building greywater training program and the creation of a greywater plumbing co-op.
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
Established (the solution has passed the previous stages, and has demonstrated success)
This Entry is about (Issues)
Elevator Pitch
Help us defeat food and water scarcity and poverty through community-level capacity building in Meru, Kenya. The plan: reclaim precious water and nutrients from greywater for growing food through a free capacity-building greywater training program and the creation of a greywater plumbing co-op.
Problem
Meru, Kenya suffers from the triple-whammy of food scarcity, water scarcity, and poverty. Greywater is used water from kitchens, laundry washing, showers, and sinks (but not toilet water). This nutrient-rich wastewater is not clean enough to use for cooking or drinking, so it's often wasted or dumped into the street. A lack of knowledge and capacity prevents this precious water and nutrients from being used to grow much-needed food.
Solution
Our answer is to build capacity through the training of local residents in installation of edible greywater systems, raise public awareness of the ease and benefits of reusing greywater, and to form a co-op from the trained plumbers to provide a much-needed business platform and extra income source for them to become successful.
First, we bring in a greywater expert to provide technical training to plumbers on setting up edible greywater systems in a free 5-day workshop for local plumbers.
Then, we give workshop attendees the option of taking an exam at the end of the workshop to certify them as approved greywater system installers. If they pass, they can join the greywater plumber co-op we will create and hand off to them.
Example
Let's take two examples: a single mother with several children struggling with a lack of income to feed her kids; the second is a family whose breadwinner is a laborer with a variety of different skills, but struggles to find regular work.
The laborer attends the workshop, takes the exam at the end and passes, becoming a certified installer and joining the co-op as well. We pay for him and several other plumbers in the co-op to install edible greywater systems for needy and interested residents, including the single mother. The laborer gets extra income from the job and a business platform for future work. The single mother gets a well-watered food system to help feed her kids and a sanitary way of treating her greywater.
Impact
The technology behind greywater systems is tried and tested, possessing no new technology or specialized equipment. UNESCO and WHO both note that properly constructed greywater systems are safe and effective ways to grow food. Building capacity for installing these systems in Meru will contribute towards sustainable development in a very real and meaningful way.
Marketplace
There are a number of NGOs working across the globe on promoting greywater systems. The primary factors that set us apart are, firstly, the fact that we are focusing only on the Meru area in which our NGO is based; and secondly, that we are not simply installing greywater systems for residents, but rather training locals and putting the power in their hands to do the installations themselves and receive income from doing so.
Sustainability Plan
The budget needed for this project will not be considerably high and a central aspect of this plan is the eventual financial sustainability of the greywater installers co-op. After the co-op is formed, we will fund a limited amount of installations of greywater systems in local schools and for disadvantaged families. But at a certain point, after promoting and gaining visibiltiy of the co-op, it will be supported by the business it receives.
Founding Story
Hakuna Matata has its roots as a shared vision between members of a Kenyan community who were informally supporting about 20 orphans and abused children in and around the Meru area since around 2008. Muriungi-Julius, a native resident of Meru, was nearing completion of his master’s degree in New Zealand in 2010. He knew of the situation back in Meru, and saw this as the perfect opportunity to use his education to help create a positive impact back home. He envisioned creating an official non-profit charity organization in Kenya dedicated to supporting and providing care for orphans and abused women and children in the Meru/Isiolo area. Thus, Hakuna Matata was born in April 2010.
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?
As a community organization, it would add capacity for sustainable growth in our community and our organization. The workshop for this program would include a demonstration installation for the participants to get hands-on experience with that would be based at our site. Therefore, we would also get an excellent edible greywater system for our community site that we are in the process of developing. The installers that we have trained will have a business platform and be part of our network, being available as skilled installers that we can call upon for future greywater installations.
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).
Help us defeat food and water scarcity and poverty through community-level capacity building in Meru, Kenya. The plan: reclaim precious water and nutrients from greywater for growing food through a free capacity-building greywater training program and the creation of a greywater plumbing co-op.
Idea= individuals financial support to each other
Name: Odbor
The idea of creating " The Odbor " a platform for creating communities of different people from different region but same profession a healthy environment and step towards international relations too.
The Judson Community Garden allows residents to grow their own organic food near their home for free! The food enriches health but knowing each other's neighbor enriches relationships and lowers crime. As residents take ownership of the garden a sustainable system is established for years to come.
Created on 06/9/2013 by Freedom7
This is about an idea. It is a steadfast belief that by producing pesticide free, hormone and GMO free, organic fruits ,fish and vegetables locally at competitive prices we can end food deserts, employ local residents and educate children and adults on a healthier way of living.
もっと読む↓↑ 隠す↑ 隠すThe Need: What problem are you trying to solve?
Across the country Americans are eating better and living longer healthier lives. This however is not true in urban African American communities where food deserts and food instability have reached crisis levels. Chronic ailments such as heart disease, high blood pressure, diabetes stroke and obesity are leading killers and can all be linked to an unhealthy diet. Our communities deserve better and that is what we are going to give them.
The Solution: What is your solution? Be specific!
Freedom Farms will change the food landscape in wards 5,7 & 8 by ensuring that fresh healthy food choices are available locally at affordable prices. Freedom Farms will also provide education and empowerment by teaching healthy eating and cooking at it’s state of the art facilities. We shall be a beacon of healthy living and sustainable technology for not only the District but for the nation as a whole. This is about creating a new model for for community development that creates jobs, improves health outcomes and educates residents about the benefits of sustainable living..
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Aquaponic Farming brings a lucrative industry into depressed communities and offers residents with little or no education a pathway to economic security. For youth, single mothers and returned citizens Aquaponic Farming is a vital bridge into the workforce. By employing these “hard to hire” residents we can begin to change the economic landscape in Wards 5, 7 and 8.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
There are no other commercial aquaponic facilities currently operating in the District of Columbia. We do however share a vibrant sustainable living gommunity that is full of ideas and innovaiton. DC is ready for change. We are the vanguard of that change.
9Billion people in 2050 need to be fed with quality food without destroying the environment.
Fish are the single most efficient converter of feeds to flesh with i.5kg to ikg beef needs 8kg.
Nile tilapia, the most farmed fish at 98% is grown outside its native habitat, the source of the Nile.
Created on 06/4/2013 by marydoyle
To pioneer sustainable change in the way malnutrition is addressed globally by treating people at risk as customers, not victims - and making innovative nutritious food accessible and affordable to those that need it, while manufacturing in developing countries.
もっと読む ↓↑ 隠す↑ 隠すHas the organization received awards or honors? Please tell us about them
VALID's Awards include:
• 2001: Steve Collins was awarded an MBE by Queen Elizabeth for his services to humanitarianism in the treatment of adult starvation in wars and famines.
• 2008: Awarded the Global Alliance for Improved Nutrition (GAIN) Business Award for Innovation in Nutrition. This recognized Valid’s approach and breakthrough in addressing acute malnutrition at scale.
• 2009: Awarded the Irish Management Consultants’ Association gold medal for achievement in business.
• 2010: Awarded an Irish Times Innovation Award for our unique approach to treating malnutrition
• 2010: Steve Collins awarded an ASHOKA Senior Fellowship.
• 2012: Steve Collins awarded an honorary Doctorate of Science by Long Island University, USA.
もっと読む↓↑ 隠す↑ 隠すName your entry
Pioneering sustainable change in addressing malnutrition globally
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
To pioneer sustainable change in the way malnutrition is addressed globally by treating people at risk as customers, not victims - and making innovative nutritious food accessible and affordable to those that need it, while manufacturing in developing countries.
Problem
There is international consensus that malnutrition is the greatest single cause of poverty, ill health and underdevelopment in the world today. It is also agreed that preventing malnutrition amongst young children is the most cost effective intervention to stimulate economic growth. However, the sheer scale of the problem is too big for NGOs and governments to address effectively. They simply do not have the necessary resources available.
Solution
One third of all children in developing countries suffer from chronic malnutrition. Its effects are irreversible. This problem has already proven too big for NGOs/charities and governments to address effectively. They do not have the resource to dedicate to its prevention, and are already struggling to treat just those with severe acute malnutrition (i.e. starvation), let alone reach the additional hundreds of millions suffering from chronic malnutrition. VALID intends to restructure our charity model to attract appropriate social impact investors, enabling the new entity to continue to drive real change in how starvation is treated while also pioneering a completely new customer-focused business model to prevent chronic malnutrition.
Example
VALID wants to: (a) address the financial constraints that (as a charity model with limited funding/working capital) currently prevents us meeting existing customer demand for RUFs and (b), expand the scope of our activities in terms of both product and markets covered. In so doing, we will capitalise on a clear opportunity to unlock a major new market, providing affordable high quality nutrition to poor consumers through retail channels – with major social impact benefits as a consequence. Building on the success of the CMAM model and our knowledge of local demand generation, we plan to scale up production and research of RUFs for the treatment and prevention of various forms of malnutrition - aligning revenue with clear social impact.
Impact
Since the UN's endorsement of VALID's revolutionary model (Community-based Management of Acute Malnutrition-CMAM) for treating severe acute malnutrition using therapeutic foods, coverage has improved from around 5% to over 70%; cure rates and cost effectiveness have vastly improved; and death rates have been cut fivefold (Collins et al, 2006). CMAM has introduced demand-driven customer focused principles into the global system to treat starvation, empowering consumers – as opposed to being previously supply led. VALID’s unique understanding of community mobilisation has generated demand through empowered experience by the end user. In 2011 nearly 2 million children received life-saving treatment through CMAM programmes (UNICEF, 2012).
The market for RUTF has grown from to over 35,000MT and is already worth over $150m
Marketplace
Unfortunately, largely due to an obsession with short-term results and a belief that adequate margins cannot be secured, private enterprises still neglect the need for high quality nutritious foods by consumers at the “base of the pyramid”. This situation persists despite the fact that the capability exists and, with an enlightened and imaginative engagement with the public sector, perceived barriers can be overcome.
While there are many players active in the market for products to treat Acute Malnutrition, there are very few addressing chronic malnutrition
Sustainability Plan
VALID will change this situation by acting as a catalyst and enabler for action. In order to drive this unashamedly disruptive change, we will create a new hybrid corporate structure – involving a "for profit" social enterprise of which our existing charities become a “golden” shareholder. This will enable suitably aligned “social impact” investors to support us in capitalizing the operational side of the business and to fund expansion.
Founding Story
Steve Collins is one of the two founders and an executive director of both Valid International and Valid Nutrition. He is a medical doctor with a doctorate in nutrition and has worked in aid and development since 1985. In 1998, he developed the Community-based Therapeutic Care model – subsequently called Community-based Management of Acute Malnutrition (CMAM). Steve has since been the central figure behind the development and expansion of CMAM using Ready-to-Use Foods (RUFs), and the acceptance of these innovations by the World Health Organisation. In 2001, he received an MBE for his services to humanitarianism. He is a Senior Ashoka Fellow and a highly respected academic whose research is widely published in major international journals.
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?
Approximately 100 words left (800 characters). 300 million children in developing countries have their mental and physical development irreversibly damaged by chronic malnutrition (hidden hunger). By addressing this we can enable children to reach their full potential. They will then be less affected by illness, better students and more productive individuals. They will earn and spend more, plus contribute more to society. This impact in turn will boost developing countries both socially and economically – and vitally, this will be sustainable, through the commercial dimension at its core.
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 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.
Created on 05/24/2013 by meredithdf
An average 80-seat restaurant discards 80 kg of waste per day, and 75% or more of that garbage is organic. FERN analyzes the waste stream, provides waste separation training activities, conducts continuous followup activity, and collects waste from restaurants to facilitate composting and recycling.
もっと読む ↓↑ 隠す↑ 隠す団体名
FERN [Food Establishments Recycling Nutrients]
Has the organization received awards or honors? Please tell us about them
Seed grant from the British Embassy to Lebanon. We applied for and were awarded one grant for 10,700 British Pounds, for the period between October, 2012 and March, 2013.
We are finalists for the 2Degrees Sustainability Champions Award, in the Waste and Resource Management category. Results will be announced at an official ceremony in London on July 10th, 2013.
もっと読む↓↑ 隠す↑ 隠すName your entry
FERN [Food Establishments Recycling Nutrients]
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
An average 80-seat restaurant discards 80 kg of waste per day, and 75% or more of that garbage is organic. FERN analyzes the waste stream, provides waste separation training activities, conducts continuous followup activity, and collects waste from restaurants to facilitate composting and recycling.
Problem
The dependence on landfills in Lebanon is economically, environmentally, and ethically irresponsible and unsustainable. Land is limited, materials are expensive, and the negative social and environmental impacts of waste disposal are long-lasting. Topsoils are rapidly disappearing, and food waste sent to landfills rots and creates methane, a potent greenhouse gas that contributes to global warming. Waste separation and recycling are uncommon.
Solution
FERN allows for the environmentally responsible treatment of waste by ensuring that it is sorted at source, collected daily, and distributed to recycling and treatment facilities. Implementation in each establishment begins with waste analysis, during which the average daily volume of waste is quantified. In the following staff training session, we introduce the concepts composting and recycling, and walk through a short interactive waste sorting exercise that introduces color-coded "Organic" and "Recyclable" categories. Our team conducts regular followup visits and we develop waste reduction guidelines for each establishment. We partner with a local composting company, and host monthly public events for engagement, education, and advocacy.
Example
We launched operations in November 2012 with five establishments in Beirut, and have since adopted five more. We analyzed waste, met and trained the staff, continue to visit the locations to check up on sorting activities, and our team collects waste daily.
Initially, the staff is always skeptical, assuming that our project will require more of their time. After a few weeks of sorting waste, the staff finds that the new system is easily adaptable, and they are often enthusiastic to play a part in a process that has a positive impact on the environment.
Our logistics team, young Lebanese men that do daily collections and manage the warehouse, are proud to be part of a fledgling initiative that counters conventional opinions of trash.
Impact
The ten restaurants that we work with generate an average of 80 kg of waste per day, and we assume that 60 or more of those kilograms are food waste that is compostable. The other portion of the waste stream is packaging, especially cardboard, aluminium, plastic, and glass.
We currently collect all inorganic material, and we network with an informal industry of scrap yards and materials processing and recycling facilities. The small revenues that we generate from selling recyclable materials are reincorporated into our operating expenses, (particularly, gasoline expenditures). Our continued followup in the restaurants is geared towards perfecting waste sorting, so that we can begin to collect the organic material and transport it to Cedar Environmental for composting. Lebanon's colored glass recycling facility waste destroyed in 2006, and we are developing future upcycling projects.
Marketplace
Organic waste is treated as a valuable resource in many European countries, where municipalities carefully developed education campaigns to accompany commercial and residential waste sorting and collection. Most cities including Beirut lack the political will, resources, or both, to implement sweeping change.
FERN is the only activity of its kind in Lebanon, and we believe that training and education are our most essential components. Helping individuals and the public to comprehend the motivation for our activities will do more to help the cause than collecting their garbage ever will.
Sustainability Plan
FERN's startup costs were supported by a one-time grant of $16,853 from the British Embassy to Lebanon. The establishments that participate in FERN's program provide monthly donations of between $100 and $400, which are calculated based on the amount of waste that they generate. We are seeking a grant to support the addition of 20+ establishments, so we can begin collecting organic waste and increase revenue from more recyclable materials.
Founding Story
I discovered the potential for FERN when I volunteered in Beirut during my MS Urban Policy and Sustainability Management program. I returned to New York and by the time my coursework was complete in December 2011, I was consumed by the drive to return to Lebanon and get my hands dirty.
I was sitting alone on my couch immensely frustrated, staring at a page full of words related to recycling, environmentalism, composting, sustainability, urbanism, and far too many other concepts, when "Food," "Establishments," "Recycling," and "Nutrients" pulled themselves into line. GoogleDocs for training program development, mission statements, financial analyses, and legal documentation finally had a folder to call home, and I bought a plane ticket.
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?
We try to impact overall wellness through public education during our events and campaigns. However, with added capacity we would love to follow the food waste that we collect and distribute for composting directly to its end destinations.
We believe farmers can benefit from capacity building programs that focus on using compost for healthy, resilient soils, and long-term sustainable cultivation. We want children to have gardens at schools that act as breathing samples of nutrient cycles at work. Such ecosystems can range from full-scale gardens to tiny windowsill seedlings.
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).
An average 80-seat restaurant discards 80 kg of waste per day, and 75% or more of that garbage is organic. FERN analyzes the waste stream, provides waste separation training activities, conducts continuous followup activity, and collects waste from restaurants to facilitate composting and recycling.
Introduction of mushroom farming aims at decreasing the rate of malnutrition and poverty among 200 small scale farmers who are mainly widow survivors of 1994-Genecide and perpetrators’ wives by enabling them to grow a new adaptive horticultural crop (Mushroom)
Created on 05/15/2013 by HarvestFlo
Sustainable Harvest International empowers families to produce a healthful diet for themselves all the time by providing them with regular, hands-on technical assistance for five-years so they can successfully transition to using sustainable farming practices to grow many traditional and new crops.
もっと読む ↓↑ 隠す↑ 隠す団体名
Sustainable Harvest International
団体の所在国
United States, ME, Ellsworth, Hancock County
この団体が社会的なインパクトをもたらす国
Honduras, various rural communities in Yoro & Santa Barbara, Honduras. We also work in Panama, Belize & Nicaragua.
Has the organization received awards or honors? Please tell us about them
June 2012 - Shriver Award for Distinguished Humanitarian Service, National Peace Corps Association
November 2011 - Woodrow Wilson Visiting Fellow, The Council of Independent Colleges
May 2011 - Honorary Doctorate, University of New Hampshire
June 2009 - Americans Who Tell The Truth, Portrait by Robert Shetterly
May 2009 - Distinguished Service Award, Garden Club of America
October 2007 - Classic Woman Award, Traditional Home Magazine
February 2007 - Women of the Earth Award, Yves Rocher Foundation
May 2005 - Honorary Doctorate of Humane Letters, Southern New Hampshire University
May 2005 - Distinguished Alumnus Award, University of New Hampshire
October 2004 - e-chievement Award, etown
May 2003 - Women of Achievement Award, Business & Professional Women
もっと読む↓↑ 隠す↑ 隠すName your entry
Sustainable Farms Feed the World
Stage
Established (the solution has passed the previous stages, and has demonstrated success)
This Entry is about (Issues)
Elevator Pitch
Sustainable Harvest International empowers families to produce a healthful diet for themselves all the time by providing them with regular, hands-on technical assistance for five-years so they can successfully transition to using sustainable farming practices to grow many traditional and new crops.
Problem
Most of the 2.1 billion people living in poverty in rural areas suffer from ongoing hunger and malnutrition. Though most have access to land and other natural resources and a desire to learn new farming techniques, they lack the intensive technical assistance necessary to recuperate degraded lands and make them productive long term. They also do not know how to grow more than a few crops of limited nutrient value.
Solution
UN expert Olivier De Schutter has stated that organic and sustainable farming can end world hunger and global climate change. Most of the 2.1 billion rural poor would like to transition to sustainable farming but need technical assistance to succeed. By supporting regular visits from trained, local extension agents, SHI empowers these families to start producing a balanced diet for themselves and additional income through the use of sustainable farming practices. Our five-phase approach to solving the nutritional problems of Central America is innovative, hands-on and long-term. Families are still producing a balanced diet for themselves years after graduating from our program and have each trained an average of seven more families.
Example
In the words of Panamanian farmer José Aníbal Valdés: "I visited my neighbor and met the [SHI] Field Trainer. I was interested in knowing if I could do organic farming and what help I could receive; the answer was that Now, I have the technical assistance, seeds for the plantings, and I know how to make organic compost, natural pest repellents and other items we use. At this time, I have a parcel of tomatoes, red beans, peppers and corn. It is nearby, so we can harvest close to home. My wife and children are very excited because we know that we are now secure in having food three times a day. Before, we only thought about where we would earn some money, and when there was no work to be had, there was nothing else we could do [to eat]."
Impact
Since 1997, SHI has worked with more than 2,000 families almost half of whom have graduated from our sustainable farming extension program. Collectively, those families have converted more than 16,000 acres of degraded land to sustainable, productive farms. In 2010, a survey was conducted with 20% of the graduates from eight of SHI's first participating communities. On average families said that they were able to meet family nutritional demands 80% of the time with items produced on their farms. Each family also said that they trained an additional seven families to use the techniques taught by SHI and the people conducting the survey saw evidence that these techniques were being used throughout the communities although SHI worked directly with only 20% of the population. Most impacts of SHI's work in relation to nutrition are anecdotal but plentiful.
Marketplace
Most poverty alleviation efforts seem to focus on helping the poor to set up businesses to earn more money to buy more food. Business skills can usually be increased only so much, though, and when businesses fail due to lost or shifting markets or other factors poor families are often left with no income AND no food. Programs that do focus on farming usually depend on expensive, toxic agro-chemicals that ultimately decrease productivity. The few programs that promote sustainable farming are usually too short-term or narrowly focused to be successful in the long run.
Sustainability Plan
It costs $4,000 to put one family through our program, but once they graduate they need no further assistance and will train seven more families bringing the cost down to $500 per family. The impact will last for generations. SHI is looking into earned-income opportunities that could both further our mission and fund the expansion of our program. Additional resources are need, however, to take the program to scale.
Founding Story
As a Peace Corps volunteer in Panama, I saw first-hand how slash-and-burn farming or chemical-dependent farming was not allowing farmers to sustain their families in their rural communities. What really came home to me was how much the farmers wanted to learn an alternative and needed long-term technical assistance to be successful. After working for several other nonprofits, I founded SHI working out of a spare bedroom at my parents' house to support our first two field trainers in Honduras. One surprise donation from a Swiss man I had met in Panama weeks earlier got it all started. A Honduran partner organization, US Board and more donors soon got the organization on its feet.
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?
By partnering with others more knowledgeable about nutrition, we could help our participating families take fuller advantage of their increased and diversified farm production.
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).
Sustainable Harvest International empowers families to produce a healthful diet for themselves all the time by providing them with regular, hands-on technical assistance for five-years so they can successfully transition to using sustainable farming practices to grow many traditional and new crops.
Created on 05/10/2013 by Jon Rhodes
We give trainings and environmental consulting to community projects in Myanmar. We assist with sustainable design and agriculture by integrating methods such as mud-brick building and organic composting. This will strengthen the community to be self-reliant using sustainable methods and practices.
もっと読む ↓↑ 隠す↑ 隠す団体名
Green Communities Consulting
Has the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すName your entry
Green Communities Consulting Model Farm initives
Stage
Start-Up (a pilot that has just started operating)
This Entry is about (Issues)
Elevator Pitch
We give trainings and environmental consulting to community projects in Myanmar. We assist with sustainable design and agriculture by integrating methods such as mud-brick building and organic composting. This will strengthen the community to be self-reliant using sustainable methods and practices.
Problem
Environmental issues facing Myanmar include damaging agricultural practices, resource consumption, pollution, erosion, and improper waste management. Social issues are directly linked to environmental practices such as resource/food scarcity, health, inequality, and poverty. We use environmental consulting as a bridge to address these social problems in a region of the world where direct social engagement is made difficult by the government.
Solution
We will provide trainings to post-10 programs. These trainings will include techniques in agriculture and animal husbandry, food bank developments, fuel efficient stoves, mud brick making, environmentally-conscious architectural design and land use planning. Youth projects via model farms are the initial form of engagement with local communities. GCC will not be project facilitators but are expert consults on projects assisting with environmental alternative solutions, and education training. We help provide access to nutrient rich produce and organic methodologies. By providing assistance through education and training, GCC empowers the community in sustainable agriculture practices and promotes access to sustainable nutritional health.
Example
Land use planning and training with our partner (NEED-Burma) will provided 50 practitioners with real world training and practice. The training includes organic compost, fuel efficient stoves and agro-forestry. They then implement these strategies in their local communities. For example, two youth from last year’s NEED program are currently running model farm projects (one with an agro-forestry model) and a third is conducting a bio-diversity project for local agricultural species. The projects will provide organic produce and animals to the local community, offer training and models for organic methods, and will have the potential to influence 1,000s of people within and around each village.
Impact
To date, GCC has assisted on one land use planning project and is currently working on developing another model farm. The land use planning project was with NEED-Myanmar’s new school in Burma, helping to design the layout of the farm, mud-brick making for buildings, and installing water access points for running water and irrigation. The school will house 50 youth for a 10 month program annually and will offer supplementary university agriculture courses for the local colleges and government personal within the next 5 years.
Our current project includes a model farm and model agro-forest. Trainings conducted here and organic produce and chickens will help provide healthy foods and sustainable livelihoods to the local villages. This has the potential to reach 1000s through trainings and food security.
Marketplace
Many organizations work on environment, human rights, and political issues, yet none bridge the seemingly isolated topics successfully. NEED and democratic ethnic parties, whom are at odds with the government, come close. By acting as consultants, GCC networks these organizations rather than being in competition for resources. Also, whereas other organizations take ownership of a project, GCC does not – we are consultants. Approaching projects this way, the ownership and successes remain entirely that of the communities; improving the success rate and continued implementation of the models.
Sustainability Plan
GCC will rely on a number of funding sources: private donations, grants, and project generated funding. In addition to youth projects, GCC does community referral, and hostel/hotels. In order cover annual growing expenses, GCC will actively seek hostels and hotels consulting projects. The goal of these projects is to bolster environmentalism in tourism and support other GCC consulting projects and trainings.
Founding Story
I volunteered for a few months as an environment and community development instructor with the Network for Environment and Economic Development (NEED-Myanmar formally known as NEED-Burma). NEED-Myanmar is a post-10 school for Burmese community development practitioners with a special focus on ethnic minorities, sustainable agriculture, and sustainable livelihoods.
As a volunteer member of their staff, I became increasingly involved with these young practitioner’s lives, experiences, and future dreams. Their desire to work towards change, and the need for expert environmental consulting following their graduation, was the catalyst for my organization’s inception.
もっと読む↓↑ 隠す↑ 隠すWhere do you ensure the availability of nutrients?
Healthy environments., Nutrient-rich farming, Full nourishment foods, Human wellness and vitality.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Healthy environments, Nutrient-rich farming.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
This would allow GCC to greatly improve the quality of our consulting work. At the moment, we rely on pro bono remote experts. This added capacity will allow GCC to provide onsite assistance by covering visa fees, project transportation costs, and covering living expense. Additionally, the funding will allow GCC to provide seed funding to a number of youth projects as well as assist with 501(c)(3) registration to ensure future finical stability and our continued work in Burma.
もっと読む↓↑ 隠す↑ 隠すHow is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
Can we create an institution that would stimulate economic growth, improve efficiency, and help deploy new technology without growing the national debt while also offering tax-advantaged investment opportunities to both corporations and individuals?
www.the-Infrabank-Project.com
This project also has a Project where you can read more about its latest progress.
Go to Project: Dreaming Out Loud, Inc..
Created on 05/7/2013 by dreamingoutloud
Dreaming Out Loud inspires and builds a more ethical society through human development, community engagement and social enterprise. We founded the AyaUplift Project, an innovative food access, urban farming and “healthy food hub”, to generate sustainable employment in underserved communities.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, DC, Washington, Washington
この団体が社会的なインパクトをもたらす国
United States, DC, Washington
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
Dreaming Out Loud inspires and builds a more ethical society through human development, community engagement and social enterprise. We founded the AyaUplift Project, an innovative food access, urban farming and “healthy food hub”, to generate sustainable employment in underserved communities.
Problem
Entrenched generational poverty, inadequate education and broken food systems in America’s distressed communities have negatively impacted economic development, wellness and community vitality. Our partner communities lack the food-system infrastructure and workforce development strategies that allow them to utilize the nutrient economy for the creation of sustainable jobs, the solution to food access challenges, and realization of health equity.
Solution
We will address the inadequacy of food-systems infrastructure in distressed communities and the lack of food-system workforce education and training opportunities. We will develop food-system workforce education and training programs to solve these problems.
The foundation of our work is social. We use our ethical core values to engage in community-building and dialog with institutions (faith-based, schools and community organizations) to shift culture and behavior towards healthier lifestyles and work that sustains them. Building upon community knowledge, our approach provides training to enhance and advance those 21st century skill-sets necessary for vulnerable populations to enter the nutrient economy as healthy skilled workers.
Example
AyaUplift integrates community-building and social enterprise, linking the non-profit and for-profit sectors of the food system. We use a “hub and spoke” strategy: a central space with extensions into the community.
The hub includes: (1) AyaFarm, a full-scale urban farm growing nutrient-rich food; (2) Aya Community Food Hub, a food distribution and processing facility supporting multiple revenue streams including: a vegetable delivery service, farm-to-school model, processing of value-added, full nourishment food products; shared commercial kitchen; and (3) a training space. The spokes include: (1) Aya Community Markets, a network of farmers markets and (2) micro-farming projects that support growing and community learning.
Impact
Our impact can be felt on multiple levels. An example is Khalil: a 10 year-old boy. We met him at our first farmers market while hitting one of our yard-signs. When I gently approached him, I jokingly asked if he had something against vegetables; he blushed with embarrassment, as his friends laughed. I asked him to return to the market the next week along with his friends. They returned, along with several other friends, at 7:30am every Saturday for 18-weeks. We are now growing Khalil and friends as new leaders and community voices through a structured youth development program for 15 youth, primarily African-American males. By June 2013 we will have two market locations; will hire two returning citizens, or ex-offenders, in the markets and start a pre-order vegetable delivery service supported with our recently purchased refrigerated truck to four sites.
Marketplace
We are uniquely integrating food production, value-added processing and distribution as a social enterprise. Locally, Common Good City Farm grows food but doesn’t train low-income residents effectively to maintain sustainable employment in DC’s agriculture economy. DC Central Kitchen, and it’s LA Kitchen spinoff, doesn’t integrate food production, rather purchasing wholesale or acquiring donations; and doesn’t help to alleviate “food deserts” in the same manner. Will Allen’s Growing Power, grows and trains effectively, but has not adopted the healthy food hub concept.
Sustainability Plan
Financial sustainability will be ensured through multiple revenue streams including: 1. Produce sales: retail via farmers markets and vegetable delivery service; wholesale to restaurants and institutional clients. 2. Sale of value-added food products, 3.Rental of commercial kitchen space, and 3. Sale of electrical power to the grid from on-site solar arrays. 3. Vendor fees at farmers markets, and 4. Grants, fundraising, CDFIs and mission loans.
Founding Story
Chris first felt the passion for social change as a third-grader when a teacher-issued ban on tag sparked him to organize with classmates to sign petitions, stage a sit-in on the sandbox and boycott recess for their right to play!
He carried that spirit into adult-life, founding Dreaming Out Loud to help build strong character among children and youth. While running afterschool and summer programs, he noticed troubling issues around food: children being fed sugary snacks with empty calories by schools, obese teens and parents, and no healthy options in the community. He then realized that Dreaming Out Loud had to do more than teach lessons on healthy eating, so he set about starting a farmers market that grew into the AyaUplift Project.
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?
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?
Added capacity will help us to improve the quality, efficiency and sustainability of our vegetable delivery service. We must secure refrigerated storage space for overnight storage of produce and other perishable food products. Storage space will allow us to extend our delivery range and improve the quality, range and diversity of regional agricultural products offered. We have established three micro-farming projects that need infrastructure upgrades to improve the quality and amount of produce harvested, decreasing procurement costs and increasing sustainability.
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).
Buyu is an African designer brand that makes timeless Travel accessories from the age old Baobab tree. The Buyu travel collection is the first combination of Baobab and leather in the travel accessory world. It is named after the fruit produced by the Baobab tree and it is 100% handcrafted in Kenya
Created on 04/29/2013 by geralisu
In a context strongly affected by poverty and high levels of malnutrition, by boosting agricultural production and encouraging food diversification, we will simultaneously invest on training for people to manufacture a nutritional supplement based on local resources to prevene nutrition problems.
もっと読む ↓↑ 隠す↑ 隠す団体名
Instituto de Solidariedade e Cooperação Universitária (ONGD)
この団体が社会的なインパクトをもたらす国
Mozambique, NA, Mogovolas
Has the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すName your entry
Olha Orathene - malnutrition prevention in Mozambique
Stage
Idea (poised to launch)
This Entry is about (Issues)
Elevator Pitch
In a context strongly affected by poverty and high levels of malnutrition, by boosting agricultural production and encouraging food diversification, we will simultaneously invest on training for people to manufacture a nutritional supplement based on local resources to prevene nutrition problems.
Problem
Nampula province in Mozambique has one of the highest rates of chronic malnutrition in the country (> 50%), which is due to the existence of a framework of food insecurity and the fact that the diets of the population are monotonous and have strong micronutrient deficiencies. While providing the necessary energy, it lacks fat and protein, as well as micronutrients such as iron.
Solution
Our proposal aims to reduce poverty in the communities of Mogovolas, Nampula province, through an intervention to boost local agricultural production, to diversify diets thus preventing malnutrition and allow greater access to factors of production, in particularly for women. The project aims to increase knowledge of women about nutrition and maternal and child health, by conducting awareness and training sessions and reducing the rate of malnutrition among pregnant women and children, by encouraging the consumption of a food supplement consisting of local agricultural products. Additionally by conducting nutritional follow-up analyses with the population we will monitor results and take the appropriate measures to improve it continuosly.
Example
Considering the widespread lack of knowledge of the population in relation to nutritional issues, conducting awareness-raising and training sessions for women and young people about nutrition and maternal and child health may result in a change in eating habits and increase attention on community health care. The production and distribution of a nutritional food supplement composed of local ingredients has the objective of creating more autonomy towards local solutions to local problems and mobilize local resources from community's gardens. With the completion of nutricional follow-up meetings with target groups (pregnant women and children) we will seek to control and monitor the impact of the project and introduce contigency measures.
Impact
It is anticipated a 15% reduction in cases of anemia and malnutrition among pregnant women and children from 0 to 5 and 30% increase in women's access to food and diversification of their diet. The project will raise awareness to change attitudes about the situation of women and especially pregnant women. We believe the project will also have an impact on increasing women's access to resources, including agricultural, and raise their level of education and training, while seeking to improve their general health and their perspectives in relation to motherhood and maternal health care. The project will at the same time encourage improvements in the diet of children (variety and quality of food consumed), to avoid situations of severe or chronic malnutrition, which often exist in Mozambique.
Marketplace
The government of Mozambique is strongly working towards the prevention of malnutrition in the country and the project will involve governmental structures and their human resources. At the same time the project will have the possibility of gaining innovations through contact with other similar experiences being carried out in other countries such as Guinea-Bissau and Brazil (also portuguese speaking) and exchanging practices and solutions to problems encountared during the implementation phase.
Sustainability Plan
The methodology used to implement the activities of the project will include a period of time to raise awareness towards malnutrition and incorrect eating habits and at the same time will promote the consumption of a nutritional suplement that the project will start by giving people and as time goes by people will buy. At the same time the production of agricultural goods within the community will allows for extra income for the people.
Founding Story
This project idea derives from an experience that ISU carried out in Guinea-Bissau with a religious mission with wich for 4 years we developed a similar idea and started a small social business that creates local products that prevene malnutrition and continue to contribute to people's diet improvement in terms of the diversification of products consumed and the creation of small community gardens, from which the products are sold allowing for extra income for the people.
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, 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 project will accomplish further impacts if there is an intervention that simultaneously garantees healthy environments in terms of water supply and sanitation and the continous local availability of human resources to help people implement changes in their environment and to have access to health care. These two elements are specially important in what relates to improve human wellness and well-being.
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 04/27/2013 by jmgladstar
Gladstar gifted and talented educational centre is an online and offline resource centre that will provide learning materials/access which will empower young people to develop their creative skills and help them live responsibly by taking charge of their health, family and well-being .
もっと読む ↓↑ 隠す↑ 隠すName Your Entry
Gladstar Gifted and Talented Educational Centre
団体名
Gladstar gifted and talented educational centre, a member of Nigeria Network of Non-Governmental organisations
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe Need: What problem are you trying to solve?
There is need for education that will enhance sustainable development of the individuals and their immediate community, make them creators of jobs from their college level instead of being job seekers and help them to demonstrate skills that are compatible with the 21st century drive for creativity and innovation. There is need for education which will help young people mindful of how they take care of their body so that they will longer.
The Solution: What is your solution? Be specific!
1.. Provision of interactive educational system facilities and materials that will enhance development of creative and critical skills of each child and person under our care so that they will be objective learners of their environment..
2. Provision of tested trusted and efficient facilitators /mentors /teachers who will ensure all round development of each person under our care physically, emotionally and cognitively.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Our online resource centre @ http://www.gladstar.org is interactive educational facillity which has been useful to parents and even young people in educating people around them on dieting, development of creative and critical skills, technology and money making.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Instructional Design and Research
John Griffin
Development & Prosperity >> Stillwater, OK
Partnership in development using education and research tools.
, Funding support for development.
HIV Education & Medication Adherence Application
Health & Fitness >> New York, NY
This project also has a Project where you can read more about its latest progress.
Go to Project: African Food Initiative.
Created on 04/17/2013 by wemhazi
239 million Africans are chronically hungry. Many of them are poor smallholder farmers who already produce most of Africa’s food. We help improve their yields and profits. Our approach focuses on information and training, agro-ecology, loaned inputs, and risk management and appropriate technology,
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
South Africa, MP, Malelane
この団体が社会的なインパクトをもたらす国
South Africa, MP, Malelane
Has the organization received awards or honors? Please tell us about them
もっと読む↓↑ 隠す↑ 隠すStage
Idea (poised to launch)
This Entry is about (Issues)
Elevator Pitch
239 million Africans are chronically hungry. Many of them are poor smallholder farmers who already produce most of Africa’s food. We help improve their yields and profits. Our approach focuses on information and training, agro-ecology, loaned inputs, and risk management and appropriate technology,
Problem
239 million Africans are chronically hungry. African malnutrition claims the lives 3.5 million children each year, and contracts economies by 2-3% yearly. 65% of Africa’s population runs 30 million smallholder farms that produce 80% of the continent’s food. Those farmers are overrepresented among the poor, and their yields are 1.5-2 tons/ha while Western farmers obtain up 5-10tons/ha. We need to help them get higher yields.
Solution
Our mission is to combat hunger and poverty in Africa by enlarging the yields and profits of the continent’s smallholder farmers. Our approach includes farmer training; loaned inputs (such as improved seed and fertilizer); appropriate irrigation technologies (such as treadle pumps); insurance against drought or market collapse; constant contact with farmers through mobile phones; and access to markets. We emphasize sustainability and empowerment of local communities, as such we (1) train farmers on agroecology; (2) take a participatory approach; we (3) don’t give handouts, but we charge reasonable fees and ask for loan repayments when farmers sell their produce; and (3) we are especially keen to work with women farmers.
Example
Rudo is a smallholder farmer in rural Zimbabwe. She is a widow, and has four young children. Rudo grows corn on a 1 hectare piece of land they owned with her husband, but her yields are very low and her family often experiences hunger. We sit down with Rudo and her friends to discuss their needs and suit our work to their context. We bring a local extension worker to train Rudo on maintaining her farm, and on basic nutrition, pros of improved seed, smallholder irrigation and insurance. We then lend those things to her and her friends, and continue monitoring them. After the harvest, we help her store food for subsistence, and to find the best prices for their corn. We collect repayments from her and give her another loan soon afterwards.
Impact
Projected impact: we expect to triple yields and double incomes of smallholders. We also expect to reduce chronic hunger in Africa by 35% within 15 years. In turn, we expect significant pro-poor economic growth and continent-wide improvements in adaptation to climate change and in environmental management. We also expect higher incomes among the poorest to translate to improved access to healthcare and education, and thus to generally improved standards of living. Further, we expect to strengthen millions of women’s farms; strengthen self-worth among poor farming communities and strengthen local farmers’ organizations and institutions.
Marketplace
One Acre Fund trains and lends inputs to farmers in East Africa, and myAgro uses mobile phones to encourage saving and early input purchases among Malian farmers. While both are doing great work, they don’t have some crucial markers: (1) they are not continent-wide movements; and more importantly (2) they overlook important bottlenecks such as risk, climate change, access to markets, and gender dynamics. Helping African smallholders out of the poverty trap effectively requires a whole-systems approach—and that’s what we’re doing.
Sustainability Plan
We don’t give hand-outs—we lend. That empowers farmers, and makes us financially sustainable. Similar smaller-scale work has had repayment rates of over 96%, so we’re not worried. We expect to fund 100% of field costs through farmer repayment by 2023. We also plan to establish a fund (like an endowment), that generates interest and helps us fund more of our work.
Founding Story
AFI was founded by Douglas Mapondera. Douglas grew up in rural Zimbabwe where he experienced hunger during the country’s recent depression and after his father’s death. When his mother turned to smallholder agriculture, he was both struck by the obstacles she faced, and impressed with her creativity and resilience. He continued to identify with farmers like his mother while studying at Macalester College in Minnesota, which is why he fundraised to repair communal irrigation infrastructure at her village during his sophomore year. That empathy for his mother and her fellow smallholder farmers across Africa led him to create AFI in January 2013.
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, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Our current approach only addresses farm sustainability, and not general environmental management around those farms. Such added capacity would enable us to partner with local communities at the grassroots level to improve the the general health of their environments (for example, reforestation). We would also like to promote human wellness and vitality by training farmers on basic nutrition, as well as extending support to gardening projects and diversifying our crop program.
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 04/10/2013 by Makhotso
"World Foundation for Prosperity and Autonomy" invites the creation of Centres for Community Consultation where local government, NGO and civil society participants can share their needs and resources.
もっと読む ↓↑ 隠す↑ 隠す団体名
World Foundation for Prosperity and Autonomy
Organization's Country of Operation
Type of Organization
[次の中から選択してください]
Year of launch of the organization
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.
Recently the European Commission put out a Call for Proposals dealing with the collaboration of local government, NGO's and civil society. We see this as a crucial step toward the poorest people being heard in their needs. Once the communication happens all will work together. We promote community consultation centres and focus on adequate nutrition for the young children and pregnant women.
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
Consultation with the community
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.?
Describe how your innovation model is distinct from any other organization in your field?
Tthe health of the children and women depends on the production and distribution of adequate nutrition. The model is an integrated rural development model run in the community by the participants on the basis of cooperation. Each person that starts up an agriculture business will follow moral leadership training to ensure that all work in harmony and focus on service
to the community. The agriculture model takes into consideration climate change challenges and allows each farmer to use his initiative to succeed. The model uses agroforestry, intercropping, indigenous planting techniques, among others. Families of children and pregnant or breastfeeding women receiving supplement will also become involved in initiating small agriculture businesses so that their incomes may increase. .
What type of operating environment and internal organizational factors make your innovation successful?
All decisions are based on a process of consultation between the different instances of the organization and project participants. Our international organization is consulting with local organizations for the planning and training components. The project itself begins with community consultation of local government, NGO and civil society representatives to ensure that the needs of all are heard. The consultation- action- reflection model allows for each step of our work to be evaluated by those involved and innovative ideas to be put into practice. Colloboration with international knowledge sharing organizations brokered by our organization allow people on community level to profit from newly generated discoveries. We rely on traditional knowledge that respects the environment.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
We collaborate with a local organization who assist ex-miners to rebuild their lives after leaving the mines. their participation will allow ongoing monitoring of progress. Reflection and consultation about each action undertaken is part of the process of development. We intend to have the participants in the project work involved in the reflection and consultation too. These participants will be invited to form marketing consulation groups so they can share ideas and continue to collaborate. Ongoing surveys of the nutritional status of the children and women will be undertaken by the local organization affiliated with World Foundation for Prosperity and Autonomy. We intend to establish an affiliation with the International Research Centres for Agriculture and Nutrition so that new knowledge can be constantly integrated into the local activities via the local organizations.
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]
Nutrition
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?
Many children die of malnutrition related diseases, and many more are stunted for life due to inadequate protein intact in childhood. Adequate nutritional status of pregnant and breastfeeding women can ensure a better health state of the future generation and for their own health and for raising these children. It has also been shown that adequate nutrition for people living with AIDS can give them a longer and more productive life. We are particularly working on creating autonomy in economic growth by assisting participants in starting up small agriculture businesses that will provide the income necessary to buy foods not grown and provide other needs and possibly further education. Providing microfinance loans can eliminate a barrier to income generation activities of rural people.
Stage that best applies to your solution [select only one]
Start-up and growth (pilot is successful and starting to expand)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare), New financing strategies for health, その他.
If other, specify here:
consultation of community members about their specific needs in terms of health and nutrition.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Consultation, Community financing.
Please describe your solution in more detail
What are your vision and overall objectives?
Bring local governement, NGO's and civil society together to elucidate specific needs and skills available. Create collaborative project activities followed up by reflection and further consultation.
Income generation based on agriculture and the use of local resources. Marketing groups of community participants. Production and distribution of nutritional and health needs in the community. Monitoring by local organizations to ensure sustainable action.
What is your value proposition?
What is the value of the health and life of a child or a woman? Too many are dying from lack of resources and collaborative action. Assisting people to provide their own adequate nutrition and other needs has a long reaching effect on this and other generations of healthy citizens.
Who is your customer(s)?
People (primarily parents and gardiens of young children, pregnant or breatfeeding women) who have inadequate nourishment and those responsible for them.(government , NGO's )
Farmers and gardeners in the rural communities who can benefit from increased income, and those responsible for assisting them.
What approaches to you use to reach your customers?
Invitation to community meetings to consult about the project activities and share about needs and possible resources.
What are your primary activities?
Community consultation about needs. Invitation to community members to participate as cultivators or food supplement producers; training of participants in moral leadership, agriculture techniques, basic nutrition, small business management...
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?
People that see success and are not directly involved in it, tend to become jealous and try to destroy the activities and participants. The training within the participant group will create a strong collaborating mentality. Ongoing consultations among local goverment, NGO's and the community participants with ongoing invitiation to new participants is a first step. Open communication among all involved will hopefully reduce this kind of abuse from happening
Certain environmental practices such as burning the earth are much a part of the way of life of the community members. Ongoing educational workshops with possible participation of university and researchers can gradually bring in more environmentally friendly practices. The project invites people to cultivate organically.
Briefly describe your growth strategy going forward
Consolidation of the planning group; initial community consultation ; assuring that the community structures are working together in harmony; monitoring of participant marketing groups for constantly increasing sale of agricultural products; sharing of feedback so that all participants can improve their practices.
Project groups in other regions and in other countries can then be established
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?
When the planning group is communicating in harmony and each person taking responsibility for their role (in country 1) and the project is working smoothly with ongoing evaluations within the community, expansion to other areas in the country repeating the model will be possible.
In other countries the planning and action must follow the same guidelines, assuring communication with our NGO.
What are your key growth objectives?
From one project in Lesotho to ten district projects; an intial project in two other African countries in the next two years followed by expansion in each of these countries to project in each district of those countries. One initial project in a South American country followed by expansion in that country, as well as initial and further projects in Haiti. Communication among all these actions
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
First project established within the next year; ten projects within the next two years. Ongoing monitoring to ensure stability. First projects in two African countries during the second year of running of the first in Lesotho. Assurance of the consolidation of our organization and all local organizations during this time. Expansion to districts of the two African countries during the third year of action (second year in those countries). Year four, a Haitian project; year five, a South American project. Ongoing evaluation of all project activities by feedback through local organizations to the NGO in Canada and periodic visits of WFPA staff. Communication among projects via a bimonthly newsletter or magazine. Eventually radio programming about project activities in each country.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
A small workshop to produce the food supplement was set up showing the interest of community women for the activity. Some community women involved children in the picking of leaves for the workshop. Farmers contracted to grow vegetables and herbs. The need for the moral leadership training became evident and communication begun with local organizations has taken much time to develop and is in progress. The impact at this stage is the learning being acquired by WFPA and the lcoal organizations in working together which will be invaluable when we soon begin the community consultations. The model for collaborative action is being set and we can build on this success in our future actions. interest and the need for the project activities have been established in several districts of Lesotho as preparation for the launching of the programme. Consultations with possible collaborators in other African countries are underway, as is a communication with an agriculture research centre. We calculate the impact in each country initially to touch 5000 children and pregnant or breastfeeding women, as well as 600 participant farming families.
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What methods for quantification of social impact are you applying (if at all)?
Consultation- reflection - action. Baseline surveys of nutritional status and of income level of participants. Evaluation of these variables after each year of the project. Health statistics from Health Ministries will show change in malnutriton and stunting levels of the children and women.
Could your solution work in other geographies or regions? If so, where?
.We believe this ation can be carried out, and should be, in any country of the world that has some land for cultivation The types of plants grown may have to be modified according to soil types, climatic conditions and possible innovative developments (like greenhouses for harsher climates or irrigation for very dry areas. The project is designed to be adapted to many situations and specifically focuses on water retention and agroforestry for improved agricultural production. In each country or region, the project participants can chose the kinds of plants that are most appropriate and can consult with the agriculture research centres about the best trees to use around vegetable plots. The innovation can be used in countries to prevent children dying before they are five years old
What is your projected impact over the next 1-3 years?
Beginning with the first project of 60 farming families; 500 children and 500 pregnant or breastfeeding women receiving supplement; 12 marketing groups selling produce
Ffollowed by:
Children receiving supplement in three countries- minimum 15,000.
Pregnant and breastfeeding women minimum 15,000.
Farmers and gardeners increasing income 1800 to start or (maybe many more)
Marketing groups in each country (12 groups of 5 people each) in each district for a total of 120. Healthy produce being sold in country by local stands, in hotels and restaurants, buying groups, etc increasing income to some extent for participants and providing healthy food for many purchasers who have the disposable income . Most important, community collaboration.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
We are seeking funding from aone Canadian source initially as a pilot project in Lesotho and from another that will allow actions in several countries.. At one point in the life of the project in Lesotho and in the other countries ,a small fee will have to be charged to families of the young children and the women receiving supplement. There is also a plan for the supplement to be packaged and sold outside of the project through pharmacies and other markets that will be developped by the participants and the local organizations in collaboration. The revenues from agricultural activities will first serve to pay back microfinance loans and then a small amount will be requested from each participant to continue paying the monitoring and assistance activities of the local NGO members. Rnning of the Canadian NGO WFPA is primarily based on offering the training programme to groups planning actions in the country or overseas.
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, Other beneficiaries.
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.
Explain your revenue generation strategy in more detail
Two funding applications will permit the initial project work in Lesotho and two African countries. Running the NGO in Canada requires the training workshop revenue which is $700. per person attending for a 9 day workshop.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Currently we are looking at funding sources from government related organizations. There is also a plan to initiate a series of fundraising events in Montreal, Canada,featuring local musicians and cultural foods. Certain government programmes that fund youth to travel overseas may also be accessed to increase the level of volunteer participants in the community monitoring and support work.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Each of the funding applications are applied to projects of at least two years duration and may be renewable. Our training workshops are ongoing as new groups are invited to participate. We would like to see this particular training being offered to all organizations who send youth overseas as volunteers
By organizing the local (Montreal) fundraising activities we will also offer an opportunity to local musiciens to present their talent and attract funders to our events .
Created on 04/9/2013 by ashnab
NAYA JEEVAN’s emerging world 'Pharmacy Benefits Maximizer' (PBM) is a technology-enabled, market-based approach to minimizing medical errors, eliminating counterfeit medicines and increasing affordability and access to quality healthcare for millions of marginalized families at the bottom-of-the Pyramid ( BoP).
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, CT, Darien
Organization's Country of Operation
Type of Organization
Non‐profit/NGO
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
• 2008 NYU Stern Business plan Competition; Winners – Social Entrepreneurship Track ($75,000 1st prize)
• 2009 TED India Fellowship
• 2009 Clinton Global Initiative Invited Membership
• 2010 Asia 21 Young Leader
• 2010 Robert Wood Johnson TEDMED fellowship
• 2010 Clinton Global Initiative Invited Membership
• 2010 Opportunity Collaboration Cordes Fellowship
• 2010 Aspen Network of Development Entrepreneurs (ANDE) membership
• 2011 Ashoka Fellowship (USA)
• 2011 Ariane de Rothschild Fellowship
• 2012 World Economic Forum/Schwab Foundation Social Entrepreneur of the Year – Asia
• 2012 G20/Changemakers Financial Inclusion Challenge – awarded global finalist
• 2012 Wall Street Journal Asian Innovation Awards finalist
• 2012 Said Business School/Oxford University Global Business Challenge – Regional Winner, Asia
• 2012 abc* Foundation Entrepreneur Challenge - Award
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
The founder and CEO of NAYA JEEVAN is Dr. Asher Hasan, an ASHOKA fellow who believes in the universal right to healthcare, financial inclusion and social protection. Asher felt there must be a way to finance and deliver quality healthcare to the BOP via a novel convergence of CSR, social entrepreneurship and institutionalized citizen philanthropy
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もっと読む↓↑ 隠す↑ 隠すExplain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
NAYA JEEVAN’s emerging world 'Pharmacy Benefits Maximizer' (PBM) is a technology-enabled, market-based approach to minimizing medical errors, eliminating counterfeit medicines and increasing affordability and access to quality healthcare for millions of marginalized families at the bottom-of-the Pyramid ( BoP).
NAYA JEEVAN’s social business model is a unique example of 'integrated innovation' - a convergence of business, social and technological innovation. This requires innovation at both the conceptual (idea) and implementation (model) levels and also a nuanced understanding of the target population (marginalized communities at the BoP earning less than $8/day) and their ability to pay for effective chronic disease management.
The PBM, through its smart-phone enabled 'e-scripts' feature (digital medical prescriptions) will minimize medical errors from ineligible writing or reading errors. In addition, a national Pharmacy Rx Smart Card, will introduce differential pricing – offering a very large pool of low‐income beneficiaries access to quality medicines at below -market prices without cannibalizing core premium commercial markets or devaluing drug brands. We believe that participating pharmaceutical companies can find a path to profitability through significant volume based revenue origination from the BOP if they are willing to offer income‐sensitive retail pricing that directly benefits low-income populations, leveraging mobile technology and digital micropayments.
Describe how your innovation model is distinct from any other organization in your field?
NAYA JEEVAN's innovation triad (e-scripts, Rx smart cards and technology-enabled direct-from manufacturer discounts for the BoP) is truly unique. To date, there has been no institutionalized effort in Pakistan, to reduce avoidable medical errors through digital prescriptions. In addition 50% of the pharmaceutical supply in Pakistan is counterfeit which represents a major public health threat to disempowered consumers. Finally, there has been no large-scale effort to provide life-altering medicines to BoP communities in an affordable manner. Even low-income consumers of health in the public sector are required to pay for their medications and are often faced with the daunting prospect of skipping their medicines in order to feed their families - an unfair and unsustainable choice.
What type of operating environment and internal organizational factors make your innovation successful?
NAYA JEEVAN practices 'Kaizen' - continuous improvement in its systems, processes and products. The organization is comprised of ~30 dynamic, passionate individuals - many of whom have returned to Pakistan to apply the technical knowledge and expertise they have acquired in the US, Canada and Europe to accelerate 'frugal innovation' in the East. The organization is very flat and encourages critical inquiry and decision feedback loops that promote best practices from the bottom up.
Resource-constrained environments in the emerging world are particularly conducive to innovation, e.g. Infrastructural constraints are being leapfrogged by technology-enabled mHealth and eHealth and HR constraints are being addressed through task-shifting and right-skilling of the health workforce.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Necessity is the mother of invention (and innovation). Pakistan is fraught with external challenges (social, political, security, terrorism, etc.) which only exacerbates the need for access to quality healthcare for millions of marginalized and accentuates the importance of our work. Organizational resilience in the face of adversity is a very important quality to possess and we can proudly say that our organization has survived multiple challenges - especially access to growth capital, markets and human talent.
Innovation and adaptation to a rapidly changing environment is very much embedded in our organizational DNA - we have developed multiple contingency plans for each external threat as well as identified 'bright spots' that can be accelerated if external conditions are favorable.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Chronic care
Categories along the health continuum you are covering [select all that apply]
Prevention, 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?
One of the biggest development challenges in Pakistan is lack of access to affordable, quality healthcare, with an under-resourced public health infrastructure that is unable to cater to the population. A majority of the Pakistani population lives below the poverty line, has little to no savings, and has zero access to quality healthcare. This problem is exacerbated by the fact that over 50% of the nations' pharmaceutical drug supply is counterfeit and poses a significant health risk to disempowered consumers - especially in rural areas where literacy and awareness are low. In addition, there have been significant fatalities from medical errors associated with ineligible writing and incorrect drug dispensation.
Stage that best applies to your solution [select only one]
Scaling (growing impact on a regional or global scale)
Core strategies of your business model [select all that apply]
Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New/redefined roles for healthcare service provision, New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare), New financing strategies for health, その他.
If other, specify here:
Technology-enabled improvements in quality of healthcare services/products delivered to the BoP
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Community financing.
Please describe your solution in more detail
NAYA JEEVAN’s ‘PBM’ is a technology-enabled, market-based approach to minimizing medical errors via smart-phone enabled digital prescriptions (eScripts), eliminating counterfeit medicines and increasing affordability and access to quality healthcare. The PBM, through its national Pharmacy Smart Card, will introduce differential pricing – offering a very large pool of pre-qualified, low‐income beneficiaries access to quality medicines. Direct-from-manufacturer discounts will be enabled at point-of-sale (POS) without cannibalizing core premium commercial markets or devaluing drug brands. We believe that participating pharmaceutical companies can find a path to profitability through significant volume based revenue origination from the BOP.
What are your vision and overall objectives?
Our overarching vision is to provide an automated solution that makes pharmaceutical purchases cashless, affordable and safe for low-income communities throughout the emerging world.
Our objectives include:
1. Education of retailers/microretailers on how to utilize smart-phone enabled, cashless POS technology in order to enhance their sales, improve their inventory management and operational efficiency.
2. Empowerment of consumers through real-time, sms-enabled, POS product authentication
3. Elimination of medical errors due to ineligible writing by disseminating smart-phone enabled digital prescription technology
What is your value proposition?
For an annual membership fee of only PKR 500 ($5), qualified, low-income families will be able to procure Rx smart cards which provide them with 20-50% POS, direct-from-manufacturer discounts at a participating nationwide network of retail pharmacies. Given that the average annual expenditure of low-income families on medicines for chronic disease management is estimated to be at least PKR 6000/year ($60), the minimum net savings, health consumers will enjoy are PKR 700 ($7/year). In addition low-income consumers will be empowered to authenticate the drug they are purchasing via real-time sms. This technology will be integrated with the Rx smart card and the only cost associated with product authentication will be the regular cost of an sms transmission.
Who is your customer(s)?
Our target customers are the working poor who are concentrated into 5 sectors within the formal economy: corporate, public, academic, SME and NGO as well as a very large informal economy which includes domestic household staff such as drivers, cooks, maids, guards, etc. and their families. The total population of such workers in Pakistan is ~40 Million and the potential lives impacted (including their families) is ~120 Million lives.
What approaches to you use to reach your customers?
NAYA JEEVAN has cultivated close collaborations with large MNC and national corporations. We cascade our health plan for the marginalized up and down their value chains, targeting low-income stakeholders (suppliers, distributors, microretailers, etc). We intend to leverage the same distribution platforms to disseminate our Smart Drugs card. In addition, we will also partner with large MFIs to target the communities they conduct business in.
What are your primary activities?
[1] Negotiation of retail discounts for pharmaceutical medicines/vaccinations/diagnostic supplies from Pharmaceutical companies
[2] Construction of a pre-discounted Pharmaceutical Formulary database
[3] Development of an appropriate technology platform with our technology partner (UBL Omni)
[4] Selection of participating in-network retail pharmacies in Karachi
[5] Pilot launch of Smart Drugs system in Karachi with distribution of Pharmacy Smart cards to clinic and health plan members (~25000 households)
[6] Monitoring/testing and quality assurance, documenting lessons learned. Dissemination of learnings via continuous feedback loops.
Who are your peers and competitors? What problems could these players pose to your success or growth?
There are no companies which are providing digital prescription or product authentication services to the BoP at the present time in Pakistan. However, we hope that our model will catalyze the entry of competitors into the marketplace as there is a huge market to serve (over 120 million lives). Potential market entrants include insurance companies seeking product diversification and value creation opportunities as well as ICT-enabled health solutions companies. While these companies may try and 'out-muscle' us in the market, our expectation is that a number of large pharmaceutical companies will come forward to collaborate with us on this project and, to a certain degree, immunize us from such competition (although competition is healthy and we welcome it as a social business).
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?
Pakistan is facing a major energy crisis and this is an issue which can discourage use of electronically powered, ICT-dependent solutions. Environmental and personal security remains a challenge but we will continue to innovate and leapfrog these constraints. A major organizational constraint is sufficient access to growth capital. In an ideal world, we would have no problem raising the growth capital needed ($1.2 Million over the next 12 months) and would have scaled to serving over 150,000 consumers at the BoP.
Briefly describe your growth strategy going forward
Our growth plan consists of partnering with the Pakistan Poverty Alleviation Fund (PPAF has over 100 partner/member MFIs and large NGOs) and the NISP (National Income Support Program) to incorporate our technology into their current value proposition. NISP has over 7.5 Million beneficiaries and provides an ideal platform to scale our social business.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
Our hospital network is already operating in over 40 districts in Pakistan and is poised for additional expansion into rural areas. In addition we have been approached by potential partners in India, UAE, US and Latin America to replicate variants of our model in those countries/regions.
What are your key growth objectives?
Our major objective as we grow is to achieve financial sustainability in Pakistan so that we are no longer reliant on grants/donations. We would then be ready to replicate this approach in other emerging economies.
In addition, as we grow, we want to continuously create more tangible value for our low-income members/consumers. This will require ongoing collaborations with the private sector.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
(i) Regional Expansion and Diaspora Engagement (in US, UK, UAE & EU): June 2013 - June 2014
(ii) Pilot study of model in US (January 2014 - March 2015)
(iii) Replication of model with pilots in India, UAE and Latin America (January 2014 - September 2014)
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Our primary metrics are number of enrollees in our health insurance plan (23,000+), in our preventive health plan (43,000+) or in active pipeline (20,000+). In addition, we have reduced organizational cost/life impacted from $18/life impacted to $6/life impacted between 2009 and 2012.
What methods for quantification of social impact are you applying (if at all)?
In addition to the above, we monitor:
• Numbers of calls received on our 24/7 medical hotline (~150/month),
• Customer feedback surveys
• Utilization of our donor-financed Health Rescue Fund (HRF)
• Changes in Health Outcomes (incidence of diarrheal illness, pneumonia, URTI, etc)
• Changes in socioeconomic indicators (house income, housing status, etc)
In order to assess our social return on investment (SROI), NAYA JEEVAN has adopted the IRIS international reporting standards co-developed by ANDE, GIIN and the Acumen Fund. It reports to IRIS on these indicators through ANDE. NAYA JEEVAN has also gone through the GIIRS evaluation/certification process.
Could your solution work in other geographies or regions? If so, where?
The NAYA JEEVAN 'Smart Drugs' system was designed to be sustainable, scalable and replicable across both the developing and developed worlds (digitization of medical prescriptions will also be beneficial in developed markets). It utilizes basic GPRS/GSM-based mobile technology which is ubiquitous globally.
Our expectation is that our model will have been replicated across all 6 habitable continents; leading to the achievement of our vision of a world where all low-income populations have access to affordable quality healthcare and socioeconomic opportunity. Moreover, governments across the globe will will have adopted, customized and scaled this concept within their national social security programs.
What is your projected impact over the next 1-3 years?
Over the next 1-3 years, NAYA JEEVAN plans to replicate its “Smart Drugs" model in neighboring countries including India and the UAE. There is also a possibility that we may grow by franchising our model or entering into joint ventures in other developing markets such as South Africa, Indonesia, Philippines, Latin America, etc. In total, we expect to have over a million lives protected and mainstreamed into the global economy via this program either directly or indirectly by catalyzing similar models.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
Since the organization is cash-flow negative at this stage, we are fulfilling our working capital needs through a combination of philanthropic capital and impact investments made by a cross-section of funding entities including:
Multilateral Development Agencies: ILO-MIF (Microinsurance Innovation Facility) - Geneva, Switzerland
Bilateral Development Agencies: USAID & Grand Challenges Canada
Traditional Foundations: Tides Foundation
Corporate Foundations: abc Foundation, P&G
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, Caregivers, Private businesses, Other beneficiaries.
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
Private businesses.
Explain your revenue generation strategy in more detail
For every dollar of incoming revenue (insurance contributions or smart card membership fees), NAYA JEEVAN pays ~75 cents to insurance underwriters and technical partners with the remaining gross margin designated to cover the organization's operating expenses. We are currently generating ~$400,000 in operating revenue, of which ~$100,000 is retained as gross margin to cover our operational costs (~$450,000 in 2012)
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
We engage and seek philanthropic capital from all of the following sources:
(i) traditional institutional foundations (e.g. Rockefeller, Robert Wood Johnson, Gates, etc)
(ii) corporate foundations
(iii) social venture capitalists
(iv) individual 'angel' donors
(v) crowd-sourcing platforms (e.g. Global Giving, etc)
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
As we ramp up our social business model, the proportion of overall revenue that is derived from operational earned-income will continue to rise such that we expect it to exceed 100% of operational cost by Q1'2015 and to represent over 70% of our overall income/revenue. In order to do this, we will need to expand/regionalize our model to Lahore/Islamabad (Northern Pakistan) as well as engage the Pakistani diaspora in the UK, US, Canada, EU, Singapore/HK and UAE (who can cross-subsidize the healthcare costs of their significant others in Pakistan).
In addition to market expansion, we are also expanding our product portfolio and extending our operating margins. The Rx Smart card has a gross margin of ~50% which when integrated with our health insurance plan will help raise the overall gross margin from 25% to ~30%.
In the interim, we are raising philanthropic capital from innovation funds and corporate sources and have already raised $150,000 in Q1' 2013. (our annual budget is ~$525,000)
Created on 04/9/2013 by lvanekdom
We tend to hand over our power to experts, especially in health. Only if you take your own responsibility, self-development can take place. This is a challenging task, since western society addresses “the individual trees but rarely the woods as a whole”. &ZIN is an accessible, contemporary and fun physical place in central Amsterdam, where you can enjoy integral natural coaching by consults, workshops and by meeting peers in the café.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
Netherlands, NH, Amsterdam
Organization's Country of Operation
Netherlands, NH, Amsterdam
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.
On paper I had everything my heart could desire.And yet I lacked energy and spirit.I did what I thought I couldn’t,quit my work and started my search for a new energy balance.I asked myself: who and what can give me the help I need?This challenging quest took me to (non)–and regular teachers and educations.These insights & experience, are merged with coaching: &ZIN ("making sense & feeling like")
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すExplain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
Through an innovative; integral and yet a natural way of coaching - in which next to mental models, natural remedies (through Kinesiology) are being used to rebalance energy and make your unconscious patterns and (energy) needs transparent and applicable (your flow conditions). Kinesiology is developed by chiropracticioners (1964) and proven to be effective. It makes use of the body knowledge, supplementary to your consciousness, the body knows lots of valuable applicable information about your-self.
&ZIN offers a total revitalizing package, unique and non-existing at this moment . You no longer need to shop everywhere for applicable and effective health knowledge (being difficult and not transparent market, costly, time consuming and not good for you motivation). &ZIN is your one-stop-customized-vital-shop and community in Amsterdam.
You are a person (target group: 25-45 years old) wanting to grow in life, in search of applicable knowledge to be able to take responsibility for your own health. If you apply the &ZIN insights in your daily life, you are increasingly being able to take responsibility for your own health; you can maintain balance and increase energy in your life yourself! This allows you to be more energetic, grow and make yours and others dreams come true! Your vitalization, influences your loved ones, which influences the society ultimately changing and improving the root causes of our health system and in general our and society' quality of life.
Describe how your innovation model is distinct from any other organization in your field?
1) The combination of western and eastern health knowledge, is new in the NL. A health solution needs to answer to the health need and life style of the customer. Therefore &ZIN stands for being transparent, personal and applicable. Bringing more energy and fun by stimulating own responsibility for health and creating a meaningful live.
2) Coaching approaches questions on a conscious level. The effect on unconscious level is not included. Therefore some root causes cannot be answered.
3) Applied Kinesiology approaches questions from mainly an unconscious level and usually don’t have follow-ups with the client by looking at long term conscious goals (like coaching).
3)Regular health practitioners do not use coaching or kinesiology in their therapy.
What type of operating environment and internal organizational factors make your innovation successful?
Internal success factors:
- Educated, dedicated, vitalized and self-reflective staff
- Materials
- Knowledge
- (International) Network to share insights
Operating environment success factors:
- Excellent and appealing location in Amsterdam (Café and practice)
- Enthusiastic staff willing to invest time in clients and to give them courage to clients to make investment in themselves. Leading to clients willing like to invest in themselves and are willing to change lifestyles if needed to get vitalized.
- Willingness of society to invest in health (prevention), instead of curing diseases.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
1) By investing in knowledge
2) Investing in (international) network
3) Investing in co-creation
4) Having insights in people needs and society needs
5) Daily looking from a continuous improvement point of view by implementing Lean and Customer Excellence way of working
6) By being sustainable in our services to our clients. Acting with good intentions , acting with love and justice to the society
7) By evaluating added value for society and having courage to act on facts.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe systemic challenge you are trying to overcome (select one)
Realign the incentives in the public healthcare system in mature markets, or
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Root problem: people cannot easily take full responsibility for their own health, because of information asymmetry and because the current western health system and society does not stimulate people to investigate in what people need to know to be and stay vital:
- We are too far from our nature whereby nature no longer seems natural
- We are stuck in problem solving in the way we always do. We need a new mindset, focusing on (energy)growth, not on disease!
- We dare no longer to rely on our intuition (which we all have) but give the power to our head. Western society stimulates this. We take too little time to discover our own vitality conditions
- We don't know exactly what health contains.
Stage that best applies to your solution [select only one]
Idea (poised to launch)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New/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, Consultation, Education/training.
Please describe your solution in more detail
We tend to hand over our power to experts in many areas of our lives, especially in health. Only if you take your own responsibility for your health, by knowing what you need to stay vital, self-development can take place. In western society, your needs (flow conditions) are difficult to unravel. It addresses ” the individual trees but rarely the woods as a whole”. Society is ready to make a step, awareness is growing and demand is increasing: we need to make more health with less and smarter means, by go looking at root causes and by having respect for current health system.
&ZIN is an accessible, contemporary and fun physical place in central Amsterdam, where you bike along in the morning, can take a vitalizing drink, or enjoy accessible workshops and consults about how to vitalize yourself through integral natural coaching. You can also enjoy your vitalizing health class, natural foods and meeting peers in a contemporary surrounding with arts and music. When you are willing to grow in life and health, &ZIN gives you guidance and handles you back the power to: vitalize your-self, develop your-self and enjoy life! This positively affects your loved ones and ultimately the whole society through adding value to the current health care system.
What are your vision and overall objectives?
&ZIN philosophy:
- With use of your body, your head and your needs, you can have insight in your flow conditions
- People in essence do not like change, only if the benefits are net increasing the costs they are willing
- Your body shows symptoms for a reason, so we should look for the root cause
- You are yourself responsible for your own health
- You can gain energy by applying universal principles
- Only together we can build a sustainable, fair, loving and energetic future
- Positive motivation stimulates human learning curve tremendously more than negative problem solving
- The most important thing living being have in common is energy. You can learn how to increase your energy.
- Emotion is a form of energy, this system is mainly formed when you were a child. Since it is blind for love and justice, adults need to reinvent their emotion system in line with love and justice.
What is your value proposition?
We tend to hand over our power to experts in many areas of our lives, especially in health. Only if you take your own responsibility for your health, by knowing what you need to stay vital, self-development can take place. In western society, your needs (flow conditions) are difficult to unravel. It addresses ” the individual trees but rarely the woods as a whole”. Society is ready to make a step, awareness is growing and demand is increasing: we need to make more health with less and smarter means, by go looking at root causes and by having respect for current health system.
&ZIN is an accessible, contemporary and fun physical place in central Amsterdam, where you bike along in the morning, can take a vitalizing drink, or enjoy accessible workshops and consults about how to vitalize yourself through integral natural coaching. You can also enjoy your vitalizing health class, natural foods and meeting peers in a contemporary surrounding with arts and music. When you are willing to grow in life and health, &ZIN gives you guidance and handles you back the power to: vitalize your-self, develop your-self and enjoy life! This positively affects your loved ones and ultimately the whole society through adding value to the current health care system.
Who is your customer(s)?
People (or businesses) (target group: 25-45years old) wanting to grow in life, in search of applicable knowledge to be able to take responsibility for your own health. Living in The Netherlands and/or willing to visit Amsterdam.
What approaches to you use to reach your customers?
- Marketing
- Community
- Network and co-creation with key partners (colleagues coaches/kinesiology; social entrepreneurs; health practitioners) ; complementary partners
- Referrals
- Newsletter
- Services (quick vitality check) for free
- Publishing
- &ZIN college club: clients gain knowledge from (health) professionals
- &ZIN share club: health professionals share knowledge with each other
What are your primary activities?
Managing and practicing &ZIN (products)
1) &ZIN for you: personal &ZIN consult, several sessions with endure coaching during your search.
2) &ZIN for us café: to meet and share with others and vitalize yourself with fun and healthy food and other inspiration.
3) &ZIN your club services : enjoy the college club, trainings a la carte or yoga / chi lessons.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Peers / competitors: coaches/kinesiology
I believe in people their own strength and having respect for (intellectual) property
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?
Approximately 100 words left (800 characters).
Briefly describe your growth strategy going forward
Growth strategy, first NL Amsterdam successfully full &ZIN concept. Then possibility of entering comparable markets like capital cities in Europe.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s).
What makes your business "ready" for growth?
The idea and possible results are clear!
Enthusiasm, spirit of &ZIN!
What are your key growth objectives?
First basic services for &ZIN by making operating possible
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Short term - June 2013: business plan and pilot
Midterm - November 2013 operational
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Still in idea/operating phase in this new combination. Separately coaching/kinesiology is very successful and helpful in my community.
What methods for quantification of social impact are you applying (if at all)?
Future: Qualys (for expl EQ-5D) and Netto Promotor Score (NPS)
Could your solution work in other geographies or regions? If so, where?
Yes, in western society and basically also in other societies, when people are willing to invest in health and are willing to change for the better. &ZIN uses universal principles.
What is your projected impact over the next 1-3 years?
1) Improvement quality of life individuals/community/society. By learning from each other and filling up the information asymmetry.
2) Reduction heath costs.
- By taking own responsibility and knowing how to stay vital people use less health care (less primary care, 6,7 NL visits a year, CBS).
- People don't get ill that soon (less visits)
- Less chronic illness and obesity (NL 48,2% 2011, CBS)
- Less repeated therapies (NL, 40% unnecessary angiaplasty, VWS)
3) Efficient and qualitative health care
- Less waiting lists
- More integral working
- More therapy adherence
- More fun to work in health
4) Reduction stress
5) Reduction work illness. Healthy workers are more productive workers. 2-4 billion € NL productivity potential (BAH)
6) New health mentality
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, Caregivers.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
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
Clients pay out-of-pocket for services
1) &ZIN for you: personal &ZIN consult, several sessions with endure coaching during your search.
2) &ZIN for us café: to meet and share with others and vitalize yourself with fun and healthy food and other inspiration.
3) &ZIN your club services : enjoy the college club, trainings a la carte or yoga / chi lessons. Clients pay for products:
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
Approximately 100 words left (800 characters).
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
By generating income
Increasing market by collaborations with for expl. hospitals / primary care
Created on 04/4/2013 by clinicacidada
Visão: Ser uma referência em saúde para a comunidade de baixa renda.
Missão: Atender as necessidades e as expectativas dos seus clientes, oferecendo-lhes serviços médicos de qualidade e tecnologia a preços acessíveis e competitivos.
もっと読む ↓↑ 隠す↑ 隠すOrganization's Country of Operation
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
Sim.
- Ano 2005: Homenagem "Honra ao Mérito" realizada pela Câmara Municipal de Uberlândia.
- Ano 2006: Finalista do Prêmio Empreendedor Social da Folha de São Paulo e Fundação Schwab da Suição.
- Ano 2008: Homenagem Comenda "Dr. Arnaldo Godoy de Souza" realizada pela Câmara Municipal de Uberlândia.
- Ano 2011: Prêmio Empresário Herói recebido pela FIEMG.
- Ano 2011: Homenagem realizada pela Câmara Municipal de Uberlândia à Dr. Jussara M. L. Matsuda pelo dia Internacional da Mulher.
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.
Em Brasília (capital Federal), no ano de 1996, dedicava dois dias da semana ao atendimento voluntário para a população de baixa renda. Vivenciar todas as dificuldades sofridas pelas pessoas que precisavam do SUS (Sistema Único de Saúde), foi um convite para uma nova oportunidade: exercitar a prática do bem! Surge a ideia de uma clínica cidadã, (exercendo a cidadania e responsabilidade social).
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すExplain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
O IME - Clínica Cidadã é um projeto social e responsável que trabalha para resgatar a dignidade e, acima de tudo, a autoestima daquele cidadão cansado das filas que não andam, dos corredores lotados e das consultas demoradas do SUS (Sistema Único de Saúde). Melhorar a qualidade de vida do próximo através de iniciativas que buscam soluções e alternativas para os problemas enfrentados pela saúde pública em todo o Brasil. Implementar o atendimento médico e odontológico das populações de baixa renda com gestores, profissionais e colaboradores qualificados e motivados. Trabalhar e valorizar sempre a inovação, replicabilidade, sustentabilidade e o impacto social mensurável, esse é o trabalho da Clínica Cidadã.
Describe how your innovation model is distinct from any other organization in your field?
O IME - Clínica Cidadã é pioneiro no seu modelo de negócios. A inovação e diferencial está em prestar um serviço médico de alta qualidade, com respeito, carinho e dignidade, por um valor acessível à população de baixa renda, sem acesso a convênio médico particular e que não poderiam esperar por uma oportunidade de serem atendidos no sistema público de saúde. O IME - Clínica Cidadã trabalha com o valor único de R$ 80,00 a consulta, independente da especialidade. Esse valor corresponde a 30% de uma consulta particular que se pratica no mercado local. O atendimento é personalizado, com hora marcada e conduzido de maneira profissional. Quando necessário, o paciente é encaminhado para exames, que podem ser feitos em uma rede de parceiros que oferecem até 70% de desconto.
What type of operating environment and internal organizational factors make your innovation successful?
Sempre reforçar com seus colaboradores (parceiros, médicos e funcionários) aspectos importantes sobre a missão, visão e valores da empresa.
Visão: Ser uma referência em saúde para a comunidade.
Missão: Atender as necessidades e as expectativas dos seus clientes, oferecendo-lhes serviços médicos de qualidade e tecnologia a preços acessíveis e competitivos. Buscar atingir a resolutividade, a satisfação e o bem-estar de toda a comunidade.
Valores: Qualidade e Tecnologia; Ética e Transparência; Baixo Custo de seus Serviços; Competência e Inovação da Equipe; Ser uma Empresa Socialmente Responsável.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Tendo como norte a ética e a responsabilidade social empresarial, investindo continuamente no diálogo com as comunidades para as quais trabalha e em ações que garantam melhores condições de vida para a população de baixa renda.
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?
O problema da saúde pública no Brasil. Filas que não andam, procedimentos que levam anos para serem atendidos. A falta de Humanização no serviço de saúde.
Stage that best applies to your solution [select only one]
Established (past the previous stages and has demonstrated success)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New/redefined roles for healthcare service provision, New approaches to distribution of health products and services, New financing strategies for health.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, New skills, Consultation, Education/training.
Please describe your solution in more detail
O IME - Clínica Cidadã é uma alternativa no atendimento médico para quem não pode pagar por uma consulta particular nos moldes praticados pelo mercado convencional e muito menos ficar aguardando pelo atendimento do SUS.
Na clínica cidadã o cliente paga R$ 80,00 a consulta, valor válido para qualquer especialidade. Através da clínica o cliente tem até 70% de desconto nos exames complementares.
Os clientes são atendidos nas duas unidades da clínica, são mais de 40 médicos divididos em dezenas de especialidades. Para conhecer nossos médicos e nossas especialidades entre: www.clinicacidada.com.br
Os clientes chegam até a clínica através de propaganda na TV e o boca a boca.
A empresa também atende gratuitamente crianças da comunidade através do Projeto Pequenos Olhares.
What are your vision and overall objectives?
Ser uma clínica de referência em saúde para a comunidade, especialmente para as classes de baixa renda.
Atender às necessidades e expectativas de nossos clientes, oferecendo-lhes serviços médicos de qualidade e tecnologia, a preços justos e competitivos, buscando atingir a resolutividade, a satisfação e o bem estar de toda a comunidade.
What is your value proposition?
Valores: Qualidade e tecnologia; Ética e transparência; Baixo custo de seus serviços; Competência e inovação da equipe; Ser uma empresa socialmente responsável.
Who is your customer(s)?
Parte das classes C, D e E.
Cidade de Uberlândia e Região.
Embora tenha finalidade lucrativa, dentro do contexto de uma empresa social,
o IME - Clínica Cidadã realiza cerca de 20% do total de suas consultas gratuitamente.
What approaches to you use to reach your customers?
Ações de Marketing e Projetos Sociais que beneficiam a população de baixa renda.
What are your primary activities?
Atendimento médico ambulatorial, exames complementares e cirurgias.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Pares: Empresas na área da saúde que possuem a mesma visão social do IME - Clínica Cidadã.
Concorrentes: Outras clínicas particulares que praticam valor padrão de mercado, SUS (sitema único de saúde) e planos de saúde popular.
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?
Uma das barreiras a serem enfrentadas é o preconceito em relação a esse modelo de negócios, que visa atender uma fatia do público que estava esquecido pelo sistema de saúde tradicional e sobrecarregando o sistema público gratuito.
O modelo de negócios do IME - Clínica Cidadâ é ainda inovador e muitas vezes mal entendido pelo mercado, pela concorrência e poderes públicos.
Manter a qualidade dos serviços prestados e o valor da consulta baixo é um dos princípios norteadores para o crescimento do IME - Clínica Cidadã.
O IME – CLÍNICA CIDADÃ situa-se no setor dois e meio ou setor híbrido.
Briefly describe your growth strategy going forward
Reinvestir parte do seu lucro na construção de uma terceira unidade, que irá funcionar como um centro completo de saúde. Para isso, já começou a investir na aquisição de equipamentos e na busca de parcerias que possibilitem a viabilização do projeto. A empresa busca também linhas de financiamento específicas para o setor da saúde. A previsão é de que a nova unidade seja aberta até o final de 2015.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
O SUS não consegue absorver toda a demanda, a de se ter um olhar para o envelhecimento da população, pois, junto com envelhecimento surgem as doenças degenerativas que são onerosas para o sistema. Existindo mais clínicas cidadãs, elas trabalhariam no sentido da prevenção, orientação e tratamento de doenças em atendimento ambulatorial. Deixando para o SUS os tratamentos de alta complexidade.
What are your key growth objectives?
- Construção de uma terceira unidade.
- Adquirir equipamentos e novas tecnologias.
- Parcerias com o poder público e privado.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Prazo de 2 a 5 anos.
- Compra do terreno onde será construído a nova unidade;
- Início das obras;
- Conclusão das obras;
- Estruturação do local.
Centro médico completo:
- atendimento ambulatorial;
- exames complementares e cirurgias;
- capacitação de equipe, médicos e colaboradores.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
A clínica cidadã em 12 anos de projeto já ajudou mais de 217 mil pessoas de Uberlândia e Região que não tinham condições de arcarem com os altos valores das consultas médicas praticados no mercado convencional a terem acesso a saúde de qualidade pagando um valor social.
Através da clínica cidadã essas pessoas também conseguiram ter até 70% de desconto nos exames complementares. Esses exames são realizados por uma rede de parceiros que o IME - CLÍNICA CIDADÃ conquistou nesses 12 anos de projeto. Esses descontos são realizados apenas para os clientes da clínica.
Levamos para essas pessoas qualidade de vida, respeito e resgatamos a sua dignidade.
O IME - CLÍNICA CIDADÃ também oferece gratuitamente para a comunidade de baixa renda a oportunidade de ter acesso a saúde de qualidadede através do Projeto “Pequenos Olhares”, esse trabalho é feito com crianças de escolas municipais de Uberlândia, também doamos os óculos para a correção das ametropias.
A realização das triagens nas escolas é de responsabilidade das suas respectivas professoras que são treinadas e capacitadas para tal procedimento.
Esse trabalho social tem tido um impacto muito importante na vida dessas famílias, pois não possuem condições nenhum de arcarem com o valor de uma consulta particular. E através do SUS ficariam meses a espera de uma consulta, o que atrapalharia o desenvolvimento das crianças na escola.
What methods for quantification of social impact are you applying (if at all)?
Pesquisa banco de dados clínica.
Could your solution work in other geographies or regions? If so, where?
Sim. Qualquer cidade no território Brasileiro.
Que tivesse dispostos a priorizar o ser humano e não o lucro.
What is your projected impact over the next 1-3 years?
Crescimento de 15% ao ano.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
A captação de recursos da clínica cidadã para a sua manutenção e crescimento vem através das consultas, exames e cirurgias.
Reaplicamos parte dos lucros no crescimento da empresa e em projetos sociais que beneficiam a comunidade de baixa renda na qual estamos inseridos.
Share of revenue generation in total income of organization (in percent)
80 % consultas, 15% exames e 5% cirurgias.
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
財団, NGO, Private businesses, Regional government, 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
財団, NGO, Private businesses, Regional government, 国家.
Explain your revenue generation strategy in more detail
Como já disse o IME - CLÍNICA CIDADÃ é um negócio social. Fazemos parte do setor híbrido.
Até o momeno não temos parcerias com o setor público.
Nosso rendimento se faz através de: consultas médicas, exames complementares e cirurgias.
Share of philanthropy in total income of organization (in percent)
Os valores destinados são variáveis de acordo com as necessidades e capacidade da clínica.
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Mantemos alguns projetos sociais com recursos próprios da organização.
Para saber mais informações entre: www.clinicacidada.com.br
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Os valores destinados são variáveis de acordo com as necessidades e capacidade da clínica.
Created on 04/4/2013 by sujatavaidya
SHARP Ayurvedic medicaments are manufactured by Health Solutions (Prop Sujata Vaidya) and marketed by Sharp Health Care (Partnership Co, Dr Vinod Marathe;Dr Sujata Vaidya).
Dr Vinod Marathe (MBBS,DMRD,MD (Radiology) FIIM (Ayurved),DSc,PhD,) Senior Professor, MD/PhD guide; PIMS Deemed University, Loni, A’nagar, Dr Sujata Vaidya, BSc, MBA,PhD (Biofield studies) practices Mind Body med & treatment.
もっと読む ↓↑ 隠す↑ 隠すOrganization's Country of Operation
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
Our marketing sister concern, Sharp Health Care has won the National Innovations award : i3 2010 (conferred by DST; Agilent Technologies & CII)
The products (Capsule SUVED and Cap REIMMUGEN) researched have won "Patanjali" award for scientific research in US.
Sujata Vaidya has won the 'Gargee Puraskar" for Integrative Health Care conferred by India International Multiversity: and the "Masas Puraskar" conferred by social organisation Manas Pariwar, Pune.
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
Cost 30% of modern treatments; NON INVASIVE; Easily Implementable, goes well with allopathic meds, Scientific. Patients responded in few weeks with improved Functional Stability, clinical results show dissolved soft blockages (angio to angio), Cardiac functions (LVF; EF) in 3 months. Few Bed ridden patients respond functional stability in 100 days. Doctor’s themselves took SHARP medicaments.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
"SHARP" Integrative treatment for Vasculat blockages
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
SHARP (Sanjeevan Heart Attack Rehabilitation Program) is an INTEGRATIVE treatment inclusive of the verified components of Ayurveda, Lifestyle management & Patient education to gain best results in low cost, clinically verified, low technical infrastructure demanding with results in 3 months.
Medicaments are used for VASCULAR DISEASES including stroke, DVT; that are considered as Non Communicable Diseases, which are a leading cause of death worldwide. WHO estimated 33% of adult population globally suffers from Vascular Blockages related disease
SHARP includes Ayurvedic medicament (Brand name SUVED & REIMMUGEN) that addresses the root cause of Vascular Blockages: can be taken along with regular medication; effective for high risk patients including aged, menopause women and patients looking for alternate to invasive conventional treatment.
Cost is below 30% of conventional modern treatment. Technology is easy to implement; can be made available in Rural PHC: patients can be monitored by basic medically qualified professionals. SHARP is Home based treatment for 3 months after which medicament is discontinued. SHARP medicaments are well researched, FDA approved, IP compliant
The formulation is designed for health care industry.
The technology addresses the root cause and is designed as a preventive and treatment protocol in various stages of diseases. This can be safely used with Allopathic treatments. It is effective for regular Out Patient (OPD basis who are not admitted to hospitals) treatments and integrated in Intensive Care Unit protocols for better outputs.
Describe how your innovation model is distinct from any other organization in your field?
SHARP is Patient centric treatment. SHARP is (i) Medicament based, so easy to execute Can be taken along with regular medication; reduced/adjusted as per requirement. (ii). Results seen within 2 weeks; clinically evaluated 3 months.(iii) Few patients followed up have remained non-symptomatic for 5 years (iv). No detrimental side effects (v) is targeted at prevention of first & re-occurrence of attack of Vascular blockages leading to Heart Attack, Stroke, DVT. (vi) has been used positively for aged, re-symptomatic; high risk, prophylactic states AND acute, chronic condition, even in ICU state. (vii) Medicaments are designed to enhance potency, dosage & benefit patients at all levels of disease (viii) Other Ayurvedic therapies demand dedication to Ayurveda and few are clinically verified.
What type of operating environment and internal organizational factors make your innovation successful?
SHARP can be implemented in Modern medical facilities as well as in Primary Health Care centres. No separate investigation is necessary. Patient criteria for symptoms can be verified by basic qualified doctors and as SHARP is also useful in prevention, it can be safely taken by any adult. There are no adverse side effects reported.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Improving packaging, network of distribution and marketing schemes to benefit the patient are a part of the growth plan.
New products and systems of treatment that are essentially NON INVASIVE, short term, with due diligence to being natural, scientific and cost effective are under evaluation to be added to the SHARP treatment protocol. “Foodaceuticals” are being given more importance in the treatment process.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Chronic care
Categories along the health continuum you are covering [select all that apply]
Prevention, Intervention.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Modern medicine has not effectively solved the problems of Vascular blockages, stroke paralysis & DVT. Recurrences of symptoms are known after treatment or invasive procedures. Modern treatments include High cost infrastructure, skilled manpower, life long medication with its side effects. Modern treatments are not available everywhere. Majority population cannot afford costs for same.
Survey of 294 Patients seeking alternative to conventional treatment for reasons:
Preventive-84: Re-Symptomatic-52: Post MI-61; Post Angio/Bypass-31; NOT WILLING for Surgical treatment-54; Cases of Thrombosis/Stroke/DVT-12
More than 50% patients seek, need additional/alternate treatment. SHARP is scientifically proved, safe, economical, easily available, acceptable, accessible and simple treatment.
Stage that best applies to your solution [select only one]
Scaling (growing impact on a regional or global scale)
Core strategies of your business model [select all that apply]
Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare), New financing strategies for health, その他.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Consultation, Others.
If other, specify here:
Implementing with Docotor's modern treatment options: MLM: More from Less for More
Please describe your solution in more detail
Sharp is developed by a patient for patients.
SHARP includes medicaments SUVED & REIMMUGEN and Global advice. SHARP is used as a standalone protocol especially in prevention of diseases arising out of vascular blockages.
Medicament is prescribed with dosage guidelines. Other medicines, if any, are reduced/discontinued as the symptoms change evaluated by the medical practitioner. Treatment spans 3 to 6 months and discontinued.
The products are successfully being used along with Modern medicine treatments for better recovery results (eg. Reduction in ICU Mortality, early recovery, reduced hospitalization days, early stabilization of patient, reduced rate of recurrence of symptoms during and after hospitalization etc) in many cases.
All patients need universal supportive treatment.
What are your vision and overall objectives?
Technology is ready & commercially available. We consider up scaling this target of reaching out to 0.025 % of suffering population in India, at 100,000 patients in next two years; Budgeted over Rs.100 million (Manufacturing, Marketing and Further development) . The funds generated from sale will be reinvested for capacity building & marketing in first two years.
What is your value proposition?
The technology is currently in use catering to approximately 300 patients per month; growth predicted at 300% over the first year. Network development and manufacturing cycle is geared to take 2 times the volume as of now.
Who is your customer(s)?
As per WHO,WHF , UN data 33 % population globally, is suffering from this slowly killing / functionally disabling diseases arising out of vascular blockages. These form the basic customer / user group looking for additional /alternate treatments.
What approaches to you use to reach your customers?
SHARP is used as a standalone protocol especially in prevention of diseases arising out of vascular blockages. The treatment is being actively adopted in Modern Hospital environment along with conventional treatments.
Direct marketing approach is being used for persons who choose to adopting alternate or preventive treatments.
The products are successfully being used along with Modern medicine treatments for better recovery results (eg. Reduction in ICU Mortality, early recovery, reduced hospitalization days, early stabilization of patient, reduced rate of recurrence of symptoms during and after hospitalization etc) in many cases.
All patients need universal supportive treatment. Numerous ‘awareness of treatment options’ lectures, workshops are conducted.
What are your primary activities?
The Technology includes Ayurvedic and Natural medicaments that are manufactured by Health Solutions ( Proprietor Sujata Vaidya) and marketed by Sharp Health Care (Partnership company, equal partners Dr Vinod Marathe and Dr Sujata Vaidya).
Sharp is developed by a patient for patients.
Network development is thru Doctors and Direct Marketing.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Dr Vinod Marathe is an Alopathic MD doctor. Evolution of SHARP has been a personal venture to defeat a personal trauma. Self healing, other Patients, medical fraternity, Ayurvedachariya’s have been/are peers. Acute patients need High tech Hospitals with expensive ultra modern treatment options recommended by Specialist doctors dealing with vascular blockages. Integration of SHARP products with ongoing treatments gives better outputs. This technology needs to be taken to these doctors and their confidence built up.
Ayurvedic formulation with unproved claims on results and heavy misleading marketing are competitors.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Government policies changes with regards to Indigenous treatment systems and execution/implementation of Integrative NON INVASIVE treatment approach in orthodox conventional high tech modern treatment facilities becomes a challenge.
We are implementing SHARP in medium to small sized treatment facilities with reasonably good success where the common patient finds medical relief.
Availability of Raw material as it is Nature based is a challenge.
Briefly describe your growth strategy going forward
Increase in number of medical facilities using SHARP; awareness to the masses to SHARP as a viable, non-invasive, cost effective treatment option and building good network for direct marketing is the current endeavor.
Up-scaling the network of distribution is the main growth strategy.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
Technology is ready & commercially available. We consider up scaling this target of reaching out to 0.025 % of suffering population in India, at 100,000 patients in next two years; Budgeted over Rs.100 million (Manufacturing, Marketing and Further development) . The funds generated from sale will be reinvested for capacity building & marketing in first two years.
What are your key growth objectives?
Reaching out to at least 5% needy population in India alone, in next 2 years. International alliances and develop networks to make SHARP products available in other countries as well.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In next one year develop distribution channels to cater to 500 patients per month and in next two years be geared to upscale 5 times. Strong Marketing network is required to reach out to the millions who need this treatment option. India population is 1.3 billion. Even if we consider to reach & treat 1 % of the estimated adult 33% who are potential victims of Vascular disease, we have a target to reach more than 4,00,000 patients in one year at any given time; with active treatment for 3 to 6 months valid for each person.
This would need a proved reliable raw material supply chain & large scale manufacturing/ distribution/ marketing activity.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
Patients have a tried, tested, clinically proves treatment that is affordable, available, applicable, adoptable. It is being accepted by conventional hospitals and doctors in their treatment protocols. Patients are seeking this option and sales charts have shown 5 times increase in sales over the year.
As the treatment option is easy to follow, relatively low cost and can be taken at home, it has improved patient results.
Often, due to high cost, side effects and difficulty unavailability of facilities, continued symptoms of discomfort and increasing dosages many patients do not continue medication or treatment. This affects productivity; financial stability of the family and therefore the Nation.
Many bed ridden, totally dependent patients have become self dependent and resumed work in3 months of treatment. Most patients resume normal lives in a month. Few patients follow up not taking any medication after completing SHARP treatment are non symptomatic after 5 years.
What methods for quantification of social impact are you applying (if at all)?
Increase in number of hospitals adopting SHARP and increase in sales through Direct marketing channel quantifies acceptance. Patients from all class of social, financial and disease state are adopting SHARP treatment.
Could your solution work in other geographies or regions? If so, where?
SHARP can be implemented in any geographical condition and will work in all regions
What is your projected impact over the next 1-3 years?
Even if we consider to reach & treat 1 % of the estimated adult 33% who are potential victims of Vascular disease, we have a target to reach more than 4,00,000 patients in India alone in one year at any given time; with active treatment for 3 to 6 months valid for each person.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
Sales are reinvested into medicament manufacturing and basic promotional activities.
Expenses incurred are in Raw material procurement, processing and manufacturing of medicaments. Government regulations have changes and costing has to be restructured without increasing price for end user.
Currently, the medicament sale is supporting reinvestment into medicaments. We are seeking investment and network partners to take this protocol to a ready market in the coming days.
Our offices are in Pune and we have growing markets from all corners of India and numerous patients taking the treatment medicaments as personal baggage overseas.
Our financial strategies would look forward to network development, overseas regulation clearances to improve deliverability and smooth functioning.
Few doctor’s have shown interest to invest. We are seeking alliance for well established pharma network to cater for the deliverability.
Share of revenue generation in total income of organization (in percent)
30% manufacturing: 45% distribution; 15% company management; 10% revenue.
Direct sales to patients or other beneficiaries (in percent)
40% by Direct Sales: 60% to Doctors / medical institutions
Of the possible sources of these sales listed below, check all that apply to your current strategy
Friends and family, 個人, Patients, Caregivers.
Licensing fees, e.g., for technology/franchise model (in percent)
As yet, we do not have a franchise model in place.
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Private businesses, Others.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Private businesses, Others.
Explain your revenue generation strategy in more detail
Currently, we are reinvesting sales revenues into manufacturing and support activities. A part of the revenue is kept for market development; educational purposes and development of new products.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Treatment options within the low income strata on whom the family is dependent and is almost on a daily wage earning mode. So far, about 3 to 5% of manufacturing volume is dedicated to this cause.
Treatment medicament are offered at manufacturing cost or less.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Funding is regenerated from sales currently. Private self funding has made it possible to develop a small market and network.
We are targeting 12% return on investment by year end and self supporting sales to manufacturing in six months in the current circumstances.
But for the growing demands, we will need assistance for both manufacturing volume and network development.
Created on 04/4/2013 by rhcf2009
We provide primary health care to the downtrodden and poor people residing in remote villages.Poor people residing in these remote villages where we offer these facilities either have no access to such services or the services are not affordable. Our aim is to reach out to those people who cannot afford to spend money for quality healthcare, our model of work is designed to meet their ends.
もっと読む ↓↑ 隠す↑ 隠す団体名
Rural Health Care Foundation
Organization's Country of Operation
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Rural Health Care Foundation
Years in Operation
Operating 1-5 years
Has the organization received awards or honors? Please tell us about them
It is always a humbling experience when our work is appreciated by people and organisations. Some of the awards that we have received over a period of time are as follows:
1. AmeriCares India awarded the Certificate of Merit to our founder Mr. Arun Nevatia in recognition of outstanding contribution towards healthcare for society.
2. UN has selected the success story of Mr. Arun Nevatia for a publication of UN Volunteers.
3. RHCF was awarded the Social Enterprise Of The Year Award at the 3rd Annual India Leadership Conclave & Indian Affairs Business Leadership Awards 2012.
4. RISHAB JAIN (Leader - Youth Brigade) received YOUTH AWARD from Govt. Of India for his extra-ordinary contribution to Society from RHCF platform.
5. ARUN NEVATIA (Trustee - RHCF) finalist at INDIA VOLUNTEER AWARDS, 2011 initiated by APEEJAY GROUP.
6. ARUN NEVATIA (Trustee RHCF) received SALAAM BANGAL AWARD 2011 initiated by ABP GROUP.
7. Our Model was One of the Winning Entries at 3rd IDIYA CHALLENGE COMPETITION, 2011 organised by INDIAN SCHOOL OF BUSINESS, Hyderabad.
8. Won Mahindra Spark The Rise Award Season 2 Round 1 in Award Section.
9. We were invited to attend the Innovator-Investor Conference organised by World Health Care Congress in Washington, DC
10. We are also recipient of "Karmaveer Puraskaar" by iCONGO.
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
In a trip to Mayapur a lady beggar requested Arun to arrange a Cataract surgery for her. He arranged the surgery and in the next trip she offered him (2 cents) to buy sweets which she had begged. Arun saw God in her face and from that day he decided that he will dedicate his life to the poor and he gave up his successful construction business and started working for the health care for the poor.
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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 04/2/2013 by Kelsey Hartman
Humans and the environment are fundamentally connected: healthy communities cannot exist without a healthy planet. Recognition of this connection inspires Health In Harmony’s innovative integrated systems model. We collaborate with communities to trade healthcare for rainforest conservation, and break the link between poverty, poor health, and environmental degradation.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, OR, Portland, Multnomah County
Organization's Country of Operation
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
2008: Health In Harmony receives the Mongabay "Innovation in Conservation Award"; 2009: Founder featured as a "New Eco Role Model" in O (Oprah) Magazine; 2009: PBS featured our work as part of the "Under-Told Stories" segment on The NewsHour with Jim Lehrer; 2011: Indonesian co-founder Dr. Hotlin Ompusunggu wins the Whitley Award; 2011: Outside Magazine ranks Health In Harmony in the top 30 charities for citizen philanthropy in "The Year of Giving Adventurously"; 2012: finalists in the Changemakers "Innovations for Health: Solutions That Cross Borders" competition; 2012: Founder presents at TEDxJakarta .
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
While doing undergraduate research in Gunung Palung National Park, founder Dr. Kinari Webb witnessed her assistant, Tadin, slice open his hand with a machete. He could not afford medical care to save his livelihood without resorting to illegal logging, which made Dr. Webb realize the connection between poverty, poor health care, and environmental destruction, and resolve to help.
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
Healthcare as a Conservation Incentive
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.?
Humans and the environment are fundamentally connected: healthy communities cannot exist without a healthy planet. However, where there is endemic poverty, people are too often forced to chose between their health and that of their environment. Without accessible, affordable healthcare, the only way to pay for necessary care is usually unsustainable exploitation of local resources. The resulting environmental destruction hurts both local and global communities, contributing to climate change on the global scale, and decreasing local water, soil, and air quality. Degraded ecosystems can also have less predictable negative impacts on human health: disturbed rainforests have been linked to increases of disease-carrying mosquitos (Olson et al., 2010).
Recognition of this connection, plus the key ingredient of community input and involvement, makes up Health In Harmony’s innovative model. We put it into practice at our pilot project Alam Sehat Lestari (ASRI) in West Kalimantan, Indonesia, integrating high-quality, affordable healthcare with strategies to protect threatened rainforests. ASRI allows cash-poor families to barter reforestation supplies, manure for organic farming, local crafts, and labor for health care, and provides further “green discounts” to villages that do not log. The ASRI clinic functions as a community resource, providing education on conservation and human health, as well as training in organic farming and animal husbandry. Combined, these services allow both people and the planet to prosper.
Describe how your innovation model is distinct from any other organization in your field?
Our model addresses the patient's needs more holistically than others in our field. Many organizations, most notably Partners In Health, provide high quality healthcare in rural areas with a high degree of community engagement, but they focus exclusively on human health. Others focus exclusively on conservation, offering incentives for conservation, or as in the case of the World Conservation Society, work with communities to offer alternative livelihoods to unsustainable resource extraction. We focus not only on the patients' immediate medical needs, but on creating a healthier environment - physically and economically - to prevent future medical crises by combining health and conservation education, and alternative livelihood trainings with healthcare.
What type of operating environment and internal organizational factors make your innovation successful?
HIH’s role is three-fold: 1) raising funds and cultivating partners; 2) raising awareness and telling the story; and, 3) providing our program partner, ASRI, with the stream of medical and conservation volunteers and researchers that add value to the full expression of model while simultaneously assuring that Indonesians are leading and truly forming the foundation of success at ASRI. ASRI is legally and operationally separate as an Indonesian-based NGO.. This simplifies functioning within the Indonesian legal system and creates a more genuinely community-based project, run by Indonesians for Indonesians. It also creates more day-to-day efficiency in our operations, as the staff at ASRI is fully independent and able to effectively direct and lead projects as an expression of the model.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Our ongoing innovation is based on regular communication with the communities with which we work. By staying in touch with our beneficiaries, who know best what needs must be addressed, we can adapt to changing and challenging circumstances. This has already led us to new innovations: when discussing our model with the local communities, many people requested organic farming training, which is now one of our most popular programs and has provided over 300 people with an alternative livelihoods to logging. Based on enthusiastic community feedback and desire for more extensive healthcare, environmental education, and livelihood trainings, we plan to break ground on a larger community center this summer, showing again that the communities we work with are constant sources of innovation.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Through our work with the clinic and mobile clinic, we want to address the low standard of health, poor access to good healthcare, and debt incurred by healthcare. Major problems include a lack of potable water and correspondingly high rates of diarrhea, low immunization rates, lack of access to birth control, and high rates of tuberculosis and malaria. Healthcare services are either unavailable, of extremely low quality, or require 2 to 12 hours travel (assuming passable roads). As healthcare costs represent the third greatest family budget expenditure and often drive families to illegal logging, HIH also provides training in alternative, sustainable livelihoods to reverse practices that degrade local habitats and watershed conditions and lead to increases in mosquito-borne diseases.
Stage that best applies to your solution [select only one]
Start-up and growth (pilot is successful and starting to expand)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, 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, Education/training.
Please describe your solution in more detail
The heart of our solution is high quality affordable healthcare in exchange for conservation and training in sustainable livelihoods. At clinic, patients from green villages (no illegal logging for the past 30 days as verified by ASRI Forest Guardians) receive an 85% healthcare subsidy. If patients can’t pay cash, they can “pay” with bartered goods. Regular community meetings and lively healthcare and conservation presentations engage participants in appreciating links between their health and rainforest health. Healthcare outreach includes a mobile clinic, and a highly successful DOTS program led by trained community healthcare workers. As healthcare represents a substantial economic burden, ASRI also provides alternative livelihood trainings in organic farming and animal husbandry.
What are your vision and overall objectives?
We envision healthy communities and vibrant, functioning ecosystems as mutually supportive systems for a sustainable future. We aim to improve access and quality of healthcare while reducing related debt; increase stores of health and environmental knowledge through public education programs; promote economic and environmental sustainability by providing alternatives to illegal logging and slash-and-burn agriculture; and protect and restore threatened ecosystems. Our objective is to eventually create community health centers combined with conservation incentives in underserved but biodiverse areas across the globe.
What is your value proposition?
We provide accessible high-quality, low-cost healthcare with flexible payment options to prevent economic hardship while incentivizing conservation. While visits to our clinic cost roughly the same amount as a trip to the government clinic, our non-cash payment options create less economic hardship, so that our patients do not have to go into debt or choose between food and medicine to afford our services.
We provide alternative livelihood training in organic farming and animal husbandry, creating sustainable livelihoods with low start up costs, low risk, and high returns. There are no other organized trainings in these occupations in the area, and demand is very high.
Who is your customer(s)?
Our customer is the average person living around Gunung Palung National Park (GPNP). The majority are agricultural workers farming small plots of land or domestic workers, and their children. Most live in extreme poverty with the little to no opportunity for advancement: the average daily wage is $1.47, and as of 2012, only 27% of the population had any education past elementary school. The vast majority are Muslim people of the Melayu ethnic group. The population skews very young, with a median age of 21.
What approaches to you use to reach your customers?
We reach new customers largely through community outreach and word of mouth. ASRI staff hold regular scheduled dialogues with community leaders and any interested community members in the villages that we work with to discuss ASRI's programs and if they could be improved. These dialogues, as well as mobile clinic visits to more remote villages and educational presentations in schools, increase our visibility in the area. Otherwise, we rely on word-of-mouth: the 61% of people who had heard of the clinic and our discount for non-logging villages had told others about the discount. Additionally, the Forest Guardians trained to monitor logging activities in each village spread the word about ASRI with their neighbors.
What are your primary activities?
Providing primary care is our central activity. We examine, diagnose, and treat common illnesses, and provide preventative care such as immunizations, mosquito nets, and education on good hygiene and health practices. We concentrate on health and conservation education both in and outside the clinic, through presentations in the clinic's waiting room and in the village primary schools. In addition, we provide alternative sustainable livelihood trainings in organic farming and animal husbandry. Finally, we run an organic garden and forestry nursery that is used in trainings, and provides food to the clinic and seedlings for our reforestation projects. We reforest and monitor between 4 and 7 hectares of rainforest each year, depending on funding.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Our peers and competitors are the government clinic and hospital, and the village nurses. We must compete against the public clinic's established reputation, and the convenience of the village nurses, but do not see them as long-term threats to our growth. The biggest threat we face is our code of conduct that does not allow ASRI to offer or accept any bribes. Our clinic is both more accessible to many communities, but also much more affordable once our non-cash payment options and conservation subsidies are taken into account, and the doctors have much more training and resources than the village nurses. The communities surrounding GPNP are still underserved, so we do not anticipate competition between healthcare providers in the foreseeable future.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
1) Bribery and corruption. HIH/ASRI do not accept or give bribes, which has meant that achieving official permissions for programs is always a long and complex process. We practice patience and diplomacy. 2) Securing the engagement of remote villages with the highest illegal logging rates. We identify opportunities to engage village members in immunization and healthcare programs to build trust and do not turn anyone away. 3) Palm oil plantation expansion. We rely on and engage with NGOs that are fighting expansion and maintain focus on our model. 4) Awareness of ASRI’s programs and discounts. Adding, by request, conservation education programming in the schools reaches the next generation as well as many families that would not otherwise know about ASRI.
Briefly describe your growth strategy going forward
We plan to increase our presence in the GPNP communities through continued outreach and designing solutions in and with community for additional livelihood trainings and monitoring of forest conservation. Critical to this is expanding our healthcare facilities with a community healthcare center/hospital. Further on, we hope to replicate our model in other underserved and biodiverse areas.
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?
Our pilot clinic and program has demonstrated remarkable success in achieving our objectives, and is functioning at and beyond capacity. We have a strong and dedicated donor base, as well as the internal capacity to pursue more funding for additional projects. An exploratory site visit is planned for Raja Ampat, Indonesia to assess feasibility of establishing a similar program.
What are your key growth objectives?
1) At ASRI, the construction of a larger community health care center with urgent care and surgical capacities. A larger, more comprehensive facility will greatly increase our impact in the communities, as the average cost of an emergency hospital visit is nearly 90% of the average family's yearly income; and serve as a training site for replication. 2) Replication of the model in a new location.
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 begin work on the ASRI community healthcare center/hospital by this time next year. For this to happen, we must meet our fundraising goal to begin construction and lay out a longer-term, sustainable operations plan. In the mid-term, we are investigating what it would take to replicate our model in a different setting. The key activities in that process are scouting a new location; working with the surrounding communities to identify the key health and conservation issues, and the most effective incentives. As in 2005 when the site for the current clinic was scouted, community “buy in” and permissions from local and regional government officials will be essential to replicating in Raja Ampat, or elsewhere.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
The results of our internal five-year survey show a remarkable impact. In the five years the clinic has been operating, we have served 15,000 patients with over 34,000 total patient visits. Common disease symptoms have declined dramatically across the board by as much as 68% (p<0.0001 for all). Infant mortality declined significantly by 18%, and there was a corresponding significant increase in midwifes present at births. Preventative care is also on the rise: the percentage of children receiving any immunizations increased 25% to 84%, and complete immunizations increased by 11%, while mosquito net usage rose from 86 to 98%, and 98% of households now boil their water before drinking, a 24% increase (p<0.0001 for all). Smoking declined 14.7% in men and 64.8% in women to 55.8% and 5.6% respectively, while smoking rates were actually rising countrywide. Additionally, ASRI patients were less likely to defecate in river, more likely to use a restroom, and more likely to use birth control than their counterparts.
Importantly, ASRI appears to be lowering barriers to care. While ASRI patients’ income is not statistically different from non-patients, ASRI patients were significantly less worried about affording healthcare (57% vs 73%) and accessing healthcare (57% vs 70%) than non-patients (p<0.0001), and having to choose between food and medicine was significantly less likely in patients who had been to ASRI.
What methods for quantification of social impact are you applying (if at all)?
We are using comparison surveys to quantify and evaluate our impact. A baseline survey of 1,348 households surrounding GPNP was completed in February 2007, before any work was done by ASRI. A repeat survey was conducted in February 2012, with 1,497 households. Households were randomly selected from the village leader's list, and interviews were conducted by nurses who had been trained for one week in confidentiality, bias, leading questions, and comfort with the survey. The survey measured demographics, health and hygiene indicators, conservation attitudes and practices, and attitudes towards ASRI's work. We plan to repeat this survey for further evaluation of our social impact in another 3-5 years.
Could your solution work in other geographies or regions? If so, where?
Yes: where there is overexploitation as a result of community practices, particularly where health care insecurity continues to drive those choices and leads to resource exploitation that leads to poor community and global health. HIH is actively exploring this question of where and how. An exploratory site visit is planned to assess other geographies and regions. Although we offer healthcare discounts based on logging at ASRI, our model could be adapted to other threatened, biodiverse ecosystems, such as world-renowned coral reefs, where the incentive is based on protecting both the coral reefs and fisheries.
What is your projected impact over the next 1-3 years?
With the construction of a community healthcare center/hospital, HIH/ASRI will perform emergency care and surgical procedures; it will also create greater conservation incentives, as green discounts will be more attractive for more costly surgical and emergency care. Also, though not previously noted, ASRI offers a dental clinic and this is an area where we forecast some of the greatest growth in patient care given survey results. We expect this to raise our profile and thus our impact across the board in communities surrounding GPNP. We have also recently launched ASRI Kids, a much more extensive educational program for children, that we expect will further improve health and conservation knowledge. Due to consistently high demand, we are also scaling up our organic farming training.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
We rely on government and private foundation grants and individual giving to support programs and general operations. In addition, revenue to support clinic operations is generated by patient fees and the sale of handicrafts that have been bartered for care.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
個人, Patients.
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
HIH supports extensive donor and foundation fundraising for our program partner, to tell our story and ensure medical, conservation, other volunteers and researchers are available to ASRI based on their expressed needs. Volunteers have provided over $2 million of in-kind services. We also work with ASRI to build revenue generating options through patient fees and sales of bartered goods in exchange for healthcare services; and, through on-site and virtual collaboration, enhance staff capacity to engage Indonesian agency and donor funding sources. Both organizations engage donors through social media and fundraising campaigns as well. Annually, an ASRI staff leader is hosted domestically for training and outreach as well.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
HIH launched ASRI as a pilot program with a clear mission: saving rainforests with a stethoscope. The clarity of mission inspired long-term foundation funding and a dedicated pool of donors, many of whom have served as ASRI volunteers. The commitment to measuring impact (5-year survey) and on-site (and virtual) collaboration are both critical foundations of HIH’s approach: we embrace the importance of telling our story with facts as well as personal stories of success. Currently grants and donors including multi-year grants from government agencies and private foundations finance HIH. HIH has and is growing an active and involved donor pool that accounts for 40% of HIH’s current revenue. HIH also works with ASRI to develop greater revenue independence.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Over the next few years, we will continue to seek out a variety of grants from both the US and Indonesian governments, from private foundations and other organizations and build capacity for generating revenue locally and sustainably at ASRI. HIH is actively leveraging international interest in preserving the exceptional biodiversity present in Indonesia and has engaged a number of potential financing opportunities; one especially promising source of funds is the "Debt for Nature" fund established when Norway agreed to forgive $1 billion of Indonesia's debt if that money was put towards preserving threatened rainforests. We also sustain funding through long-term, multi-year grants, such as a recurring grant from the US Fish & Wildlife Great Apes Conservation fund that supports our conservation initiatives. Individual giving is another important part of our plan to sustain funding in the upcoming years. We have and continue to build a generous donor pool, most of whom find to us through outreach and speaking tours, or through current “friends”. We hope to expand our social media presence in the coming year with the goal of crowd-funding specific initiatives.
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 03/29/2013 by n_k_ram
Rang De is a pioneering web based social initiative that supports rural entrepreneurs with access to cost effective loans. Through an online portal, Rang De enables individuals to become social investors by lending Rs. 100 or more to an entrepreneur of their choice.
Since January 2008, Rang De has reached out to over 20,000 entrepreneurs across 14 states and has disbursed a little more than Rs.130 Million with the help of around 4,700 individuals across the world.
もっと読む ↓↑ 隠す↑ 隠すプロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
Established (past the previous stages and has demonstrated success)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Rang De is a pioneering web based social initiative that supports rural entrepreneurs with access to cost effective loans. Through an online portal, Rang De enables individuals to become social investors by lending Rs. 100 or more to an entrepreneur of their choice.
Since January 2008, Rang De has reached out to over 20,000 entrepreneurs across 14 states and has disbursed a little more than Rs.130 Million with the help of around 4,700 individuals across the world.
Rang De leverages the internet and crowdfunding model to lower the cost of microcredit. Rang De provides loans at interest rates that range from 5% flat p.a.(9% APR) to 10% flat p.a.(18% APR).
Our goal is to reach out to half a million low income households in the next 5 years.
What are your organization's top three priorities in the next year?
In the next year, Rang De's top three priorities are as follows:
1) Create Brand recall value for Rang De among the urban middle class in India
2) Reach an inflection point in terms of social investors who invest on Rang De
3) A sustainable strategy for engaging the diaspora across the world
Need #1
Consumer/Audience Acquisition
Need #2
Peer Benchmarking Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
At Rang De, our biggest challenge has been to acquire a social investor for the first time. It is here that the progress is painfully slow, Our retention rates are extremely high with very few people wanting to leave the platform once they join our community of social investors. Our project therefore is to come up with a sustainable strategy and remove entry barriers for people to join Rang De. We believe a multi-pronged approach is needed for this.
Similarly, we believe that we can do a lot better in terms of positioning ourselves . Rang De is distinct and unique from other peer to peer lending models. We need to think of ways in which we can position Rang De and showcase the advantages and uniqueness of our offering.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
We hope we will be able to benefit with a sustainable strategy for customer acquisition and improve the product and service offering to our customers. Support from American Express will thus be focused on addressing the current challenges of the organisation with regard to customer acquisition.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Rang De has been using a combination of offline and online strategies to acquire and retain social investors. We use digital marketing - SEM and Social Media to get people to the platform, While this has been the key strategy to acquire customers, We have also adopted various strategies to retain customers. Here are a few initiatives of Rang De that are aimed at customer retention:
Social Accounting : To build transparency
Field Visits : Experiential marketing that helps social investors understand the impact of their contribution
Online Fundraising
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.
To design and implement a sustainable strategy to acquire new social investors
2.
To provide world class user interface to our social investors that will lead to customer delight and positive word of mouth
3.
To engage social investors meaningfully as brand ambassadors for Rang De
What has been the impact of your solution to date?
Since January 2008, Rang De has reached out to over 20,000 low income entrepreneurs across 14 Indian states and has disbursed a little over Rs.130 Million with the help of around 4,750 individuals across the world. The entrepreneurs supported by Rang De are individuals who do not have access to credit. Their only recourse previously was a local money lender charging exorbitant interest rates thus making them indebted. Rang De provides a realistic opportunity for individuals to come out of poverty. By leveraging the internet and the peer to peer model, Rang De raises social investments from the civil society and provides access to credit at interest rates that are unheard of. More than 50% of the individuals funded by Rang De are first time borrowers and more than 90% are women.
What is your project future impact after receiving professional support from American Express?
We would like social investing to become a way of life and engage thousands of individuals across the world as social investors - each of them investing as little Rs. 100 to connect to a rural household. The Rang De Model has now been recognised as a feasible model. The organisation currently needs to increase the number of social investors who contribute through the platform.
This Entry is about (Issues)
Created on 03/28/2013 by GlobalGrassroots
Young people have great potential to become life-long change agents after a single successful experience. Yet many lack the training and tools to get their first idea off the ground. Further, university students, often inspired from travel abroad, long to create meaningful impact in the world around the issues they are most passionate about. So called "Do-It-Yourself" philanthropy is often impulsive, conducted without alignment with a local community's needs or participation, and thus unsustainable.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, NH, Hanover, Grafton County
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もっと読む↓↑ 隠す↑ 隠すName Your Entry
uAcademy for Conscious Change
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.
Young people have great potential to become life-long change agents after a single successful experience. Yet many lack the training and tools to get their first idea off the ground. Further, university students, often inspired from travel abroad, long to create meaningful impact in the world around the issues they are most passionate about. So called "Do-It-Yourself" philanthropy is often impulsive, conducted without alignment with a local community's needs or participation, and thus unsustainable. Global Grassroots' uAcademy for Conscious Change integrates mindfulness and conscious leadership practices with social entrepreneurship skills in a 40-hr social venture incubator. The uAcademy catalyzes compassionate and sustainable ventures designed and led by students here or abroad.
What are your organization's top three priorities in the next year?
We have piloted our first uAcademy program for 22 students at Dartmouth College in 2012 and will begin a second program at the University of Virginia in May. Our top priority is to scale our uAcademy program as an earned-income strategy for our organization by: (1) building a client-base of 3-5 new schools across the US university market, (2) better packaging, pricing and positioning the uAcademy for greater economies of scale as we establish the infrastructure to support the program long-term, and (3) building visibility and branding around the program and its impact on youth's capacities as empathetic and conscious change agents.
Need #1
Consumer/Audience Acquisition
Need #2
Message & Brand Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We need assistance building a client base of university or institutional clients that are willing to partner with us to bring the uAcademy to their campuses. The ideal partnership would (a) deliver revenue for our general operations on a fee-for-service basis, (b) enable us to offer a permanent program annually, such as a 1-2 week social venture incubator over each January term or spring break, (c) collaborate in conducting monitoring and evaluation or academic research on the individual and societal impact of the student ventures and test our metrics for social-emotional learning + conscious change leadership, and (d) raise visibility for and validate our efforts to advance a more conscious approach to international development and social entrepreneurship.
1.
Alignment of or shared missions to guide the collaboration.
2.
Willingness to experiment with and then thoroughly evaluate and learn from innovative approaches.
3.
Authentic communication and desire to achieve mutually beneficial outcomes.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express would be focused on the uAcademy, one of several Global Grassroots programs that support grassroots change agents globally. The uAcademy is our primary US-based program, which adapts our proven curriculum that we have been using in Africa for 7 years with undereducated women survivors of war. The uAcdemy was designed to support young people in developing themselves as conscious agents of change, while earning income for our developing country work and bringing greater academic research, visibility and validation of all our programs.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have worked in a limited capacity with consultants to help us develop a general fundraising strategy and to identify strategic partnerships. We have also worked with graduate students from MBA programs and PR programs who have offered pro-bono consulting over an academic term. However, due to budgetary limitations, we have never had the opportunity to work with a professional consulting team or firm to help us fully develop these interest areas. Given the uAcademy is a brand new endeavor, we have not yet had the opportunity to pursue a client acquisition, branding or scale strategy.
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.
3-5 new university or institutional partners for the uAcademy
2.
program packaging and positioning that will allow us to replicate sustainably
3.
branding strategy that will generate traditional and new media visibility
What has been the impact of your solution to date?
Our Academy for Conscious Change in Africa (Rwanda, Uganda and Liberia) has trained over 400 change agents, who are operating or in the process of developing 47 social ventures. Those 25 that are operational serve over 25,000 women and girls every year. Our first uAcademy program at Dartmouth College supported 22 students in designing 12 organizations, including an educational program for the children of migrant workers in Beijing, a venture using theater to fight teen suicide among Inuit youth in Alaska, and a campaign to ensure pregnant students can continue their education. We then took 6 students to Liberia to design a future exchange program in collaboration with our Liberian change agents. We will repeat our program at Dartmouth this fall and pilot a new program at UVA in May.
What is your project future impact after receiving professional support from American Express?
If we are able to establish 3-5 new university partnerships, each offering the program to 25 students annually, we would serve a potential 175 students each year. Among these student participants, we would target the launch of 25-50 new social ventures each year that would be designed through our uAcademy incubator. Most of our African ventures go on to benefit 500 - 2500 people annually, so when students follow through on their implementation, their work could potentially reach 12,500 - 125,000 others.
This Entry is about (Issues)
Created on 03/28/2013 by BeverlyDavies
Well-being First Aid Kit to improve an organisation's overall performance and an employee's motivation, productivity and attendance.
Working with the person as a 'whole' - addressing emotional and mental health issues to improve well-being and employability.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United Kingdom, ESS, Colchester
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.
Three friends with different working backgrounds and experiences appeared to be at their own personal crossroads at the same time. One was a psychotherapist, one a business leader, one a community leader. Each needed to add a new dimension to their daily life. The idea was born to amalgamate each person’s strengths and knowledge to benefit other people. Sounds simple – in practice, it is!
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
Wellbeing First Aid - treating the whole person.
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.?
How many of your employees should not be at work today?
The Centre for Mental Health has calculated that people who turn up for work when they should be off sick (presenteeism) is costing the UK economy around £15 billion per year. Straightforward absenteeism, however, costs the UK economy around £8.4 billion.
So this is a huge, costly issue that impacts on an organisation’s productivity and effectiveness and also the individual employee’s wellbeing. Out of every four people, one of those will experience mental health problems in the course of a year, with anxiety and depression being the most common disorders.
Every organisation has a first aid kit - but how about a Wellbeing First Aid Kit? Something that treats the whole person?
Our innovative model considers the organisation as a whole but places the employee as central to the process and will provide benefits to the organisation, the employee, their family and the wider community and economy.
We can predict (with accuracy) the cost of presenteeism and absenteeism in an organisation. We can then offer solutions which we can tailor to fit the needs and structure of any organisation – it is completely flexible.
A Wellbeing First Aid Kit will enable a business to choose to stop losing money and to keep valuable employees who will be an asset to them and their community.
Describe how your innovation model is distinct from any other organization in your field?
We are considering the person as a whole - physical, emotional and mental health.
Some people are afraid not to come into work – there may be many reasons.
The solution is to treat the person as a whole – look at the physical aspects of their job, but also look at their emotional and mental health. Have they had a death in the family? Divorce? Caring for elderly parents? Caring for adopted children? All these aspects will stop a person from performing their best at work, and at home.
We believe people don’t just need to learn how to be resilient – they need to understand their own behaviours which includes emotional and mental health issues. By doing this, they will be able to perform better at work and in life in general.
What type of operating environment and internal organizational factors make your innovation successful?
Our innovation can be tailored to any company structure, size and location. For the model to work, it has to fit the needs of an organisation and this innovation does just that. It is fluid and organic and as long as the organisation has an understanding of the issues, we can work with them.
Regarding our own internal factors, the three directors have in-depth knowledge and experience of large businesses, the NHS, education, the charity sector (‘third sector’) and emotional and mental health issues. We are a psychotherapist, a business leader and a community leader, all with very strong local, regional and national networks.
We believe passionately in treating the person as a whole and helping them to achieve.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Our business model is scalable and sustainable and is robust.
We are involved in very strong networks and consistently watch for trends. We set trends.
No one else is considering the issue we are addressing and we want to expand it to every organisation.
We talk to our users, listen to their needs and work with them.
We are looking to create new interventions with companies such as volunteering ideas – it has to be something that really matters to the company and the employees.
We create trends and share best practice with other practitioners.
Our own resilience as a company is based on a small, passionate leadership team with specific strengths but also versatility.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
The Centre for Mental Health has calculated that people who turn up for work when they should be off sick (presenteeism) is costing the UK economy around £15 billion per year. Straightforward absenteeism, however, costs the UK economy around £8.4 billion.
So this is a huge, costly issue that impacts on an organisation’s productivity and effectiveness and also the individual employee’s well-being. Out of every four people, one of those will experience mental health problems in the course of a year, with anxiety and depression being the most common disorders.
This is the problem we are trying to address and solve through the Well-being First Aid Kit.
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.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Consultation, Education/training.
Please describe your solution in more detail
We will undertake an employee well-being audit which will assess and analyse organisational, departmental and individual well-being.
It will predict the potential cost of people who turn up for work when they should be off sick (presenteeism) and employee absenteeism.
We will then work with leader and managers suggest recommendations to enable organisations to take direct action to improve employee well-being.
We will also, where necessary, work directly with individual employees to address emotional and/or mental health issues.
What are your vision and overall objectives?
Our vision is that an organisation should be a healthy place to work.
It should be a place where employees feel valued, have a sense of purpose and be fully engaged. They will have a healthy work/life balance and will have good emotional and mental health. Their self-esteem will be high and they will be fulfilled.
The organisation, through being healthy, will be sustainable and will enable growth. They will be fully engaged with the employees and be a market leader in their field. They will promote positive growth by their employees and will have trust, and be trusted.
By achieving these objectives, employment will increase, absenteeism will decrease, costs to agencies such as the NHS will decrease and employees will be happier. This in turn will impact on their home life.
What is your value proposition?
Our innovation will increase the profitability of an organisation and the wellbeing of its employees. Our model will boost both stakeholder and shareholder value.
Who is your customer(s)?
- Individuals living with emotional and mental health issues - one in four of the UK population.
- Organisations (public, private and third sector) who wish to increase their performance and profitability.
What approaches to you use to reach your customers?
We will reach customers through engaging with employers. We will work with leaders and managers of public, private and third sector organisations to enable increased profitability and employee well-being.
What are your primary activities?
We will work with organisations and conduct a unique well-being audit that assesses and analyses organisational, departmental and individual well-being in order to predict future well-being, attendance and performance levels.
We will then agree appropriate interventions to address training and support needed on an organisational, departmental or individual basis to improve attendance and performance levels.
Who are your peers and competitors? What problems could these players pose to your success or growth?
We are not aware of any organisation offering a similar package. Some offer 'resilience' training which does not address underlying mental health or emotional issues. We do not envisage problems with other competitors, but we would welcome the opportunity to work alongside them.
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?
Organisations (leaders and managers) will have to acknowledge that there is an issue to be addressed before they will seek intervention. However, it will be part of our job to raise general awareness of this particular issue.
Briefly describe your growth strategy going forward
We have very strong networks locally, regionally and nationally which we will use to market our innovation.
We will initially target local businesses and will track our progress through the number of individuals we help and support.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s).
What makes your business "ready" for growth?
We have a tried and tested and independently (Newcastle University) validated model of measuring individual and workforce well-being including performance and attendance.
We have the professional knowledge and experience to develop a management strategy to address the emerging issues.
What are your key growth objectives?
Year 1 - 500 employees assessed and those categorised at risk given relevant interventions and support.
Year 2 - 1000 employees assessed (as above)
Year 3 - 3000 employees assessed (as above)
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Summer 2013: Launch of Well-being First Aid Kit
Autumn/Winter 2013: First 200 employees assessed
Summer 2014: Commence key public, private and third sector partnerships.
Key activities during 2013/14 will include:
- Presenting and having a presence at conferences, seminars, exhibitions and appropriate events.
- Using and increasing our networks.
- Strengthen our online presence and services.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
The software package that provides the foundation for our Well-being First Aid Kit has been validated by Newcastle University's Industrial Statistics Research Unit. After rigorous testing, they have been able to predict the levels and cost of absenteeism and presenteeism.
Where the software has been used, typically an increase of 10-20% for attendance and 10-15% for discretionary effort is reported in the first year in participating organisations.
Our model, the Well-being First Aid Kit, will further increase this by addressing the underlying symptoms and causes of emotional and mental health issues and will establish benchmarks for future interventions.
What methods for quantification of social impact are you applying (if at all)?
We will use a range of questionnaires and surveys with individuals and organisations that have used our service.
Could your solution work in other geographies or regions? If so, where?
Yes - the Well-being First Aid Kit can be tailored to fit any company structure or need wherever they are located.
What is your projected impact over the next 1-3 years?
- Keeping people in work
- Improving the number of thriving businesses
- Reducing the drain on public service budgets (NHS, benefits payments, etc)
- Increasing the tax revenue
- Greater public awareness of mental and emotional health issues
- Happier, more productive workforce. More resilient to changing times.
- Social Enterprise - benefiting a number of community and voluntary groups by providing the service free of charge to a specific number of groups.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
We are reliant upon sales to underpin our financing strategy. We will be applying for grant funding wherever possible.
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)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
NGO, Private businesses, Regional government.
Explain your revenue generation strategy in more detail
Year 1: 10 Small/Medium sized Enterprises (SMEs), 1 Local Authority, 2 Community/Voluntary Groups in the expectation that we will achieve or exceed our target of 500 employees assessed. This will be our main income stream.
Year 2: 20 SMEs, 2 Local Authorities, 4 Community/Voluntary Groups in the expectation that we will achieve or exceed our target of 1000 employees assessed.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
We will be providing our Well-being First Aid Kit, free of charge, to up to five community or voluntary groups, with a maximum of 50 employees per group, each year.
We are aware of the issues faced by these groups, as they can no longer be reliant upon grant funding and are facing some very difficult transitions. We will be able to help them through these changes and help them to become more sustainable.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Our model will become sustainable by increasing the awareness of issues faced by organisations and individuals by way of our online presence, attendance at exhibitions, seminars and events, and using our own substantial networks.
Once the issues are recognised and acknowledged, we will have established ourselves as innovators and market leaders in this field.
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
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
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 03/27/2013 by markhoroszowski
A Global Experteering Network: Inspiring and enabling professionals to donate their expertise to social enterprises around the world.
Think of it like a match.com meets the Peace Corps, where people can get connected directly to social enterprises overseas where then can travel to and donate their expertise (go Experteering) without having to pay.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, WA, Seattle, King County
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
A Global Experteering Network
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.
A Global Experteering Network: Inspiring and enabling professionals to donate their expertise to social enterprises around the world.
Think of it like a match.com meets the Peace Corps, where people can get connected directly to social enterprises overseas where then can travel to and donate their expertise (go Experteering) without having to pay.
What are your organization's top three priorities in the next year?
1. Develop the Experteering brand to motivate skilled professionals to volunteer their expertise (go Experteering) locally and abroad.
2. Find thousands more quality organizations that will benefit from donated expertise
3. Further improve a scalable way to connect Experteers to organizations (we have a web platform in alpha).
Need #1
Consumer/Audience Acquisition
Need #2
Digital Marketing Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
As we are building a marketplace, sourcing skilled professionals and social enterprises around the world is essential so we can hit critical mass.
We need to further refine our professional market (i.e. graduate students, sabbatical ready, etc.), and then improve messaging and sales cycle to best capture this audience. We must do the same for international social enterprises.
1.
Commitment for the mission - accelerating the impact of social enterprises by connecting them to expertise
3.
Commitment to the project - finish what is started, with a focus on long-term sustainability.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The work will be focused on the organization as a whole, working directly with the co-founders.
In addition, some of the work will trickle down directly to support messaging and launch of the core product.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Only at a high-level. Basic marketing messaging exists, however it is general and does not target specific sub-groups.
We have not worked with any other consultants.
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 brand strength which starts an Experteering movement
2.
Has a measurable impact on filling the marketplace Experteers and social enterprises
3.
Matches are made throughout the engagement with measurable impact to social enterprises
What has been the impact of your solution to date?
We've currently matched 10 people around the world to volunteer their expertise since 2012. These projects have helped an eco-research facility build new facilities in Panama, provided financial education to small business owners in Ghana, and support startups in Chile.
Our platform, launching soon, will create connections like this at scale, with more quantitative outcomes.
What is your project future impact after receiving professional support from American Express?
This has the opportunity to be a major accelerator for MovingWorlds. In addition to press from the opportunity which will help boost uptake at launch, improved branding, and focused on product-market fit to increase customer acquisition and help get more talent donating their expertise sooner.
This Entry is about (Issues)
Created on 03/26/2013 by BethT
Women's Microfinance Initiative is committed to alleviating poverty among rural E. African women. WMI's Transition to Independent Banking Program (TIP) lends $50 to $250 for 6-month terms so borrowers can start their own businesses and increase their incomes and living standards. Since 2008, WMI has made over 5,200 loans through 10 "hub" locations in 3 countries.
もっと読む ↓↑ 隠す↑ 隠す団体名
Women's Microfinance Initiative
団体の所在国
United States, MD, Bethesda, Montgomery County
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Women's Microfinance Initiative: An Innovative Model for Women's Economic Empowerment
あなたのソリューションに最もあてはまる段階を選択してください:
拡大中（次のステップで、地域または世界規模でインパクトを拡大させる予定）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Women's Microfinance Initiative is committed to alleviating poverty among rural E. African women. WMI's Transition to Independent Banking Program (TIP) lends $50 to $250 for 6-month terms so borrowers can start their own businesses and increase their incomes and living standards. Since 2008, WMI has made over 5,200 loans through 10 "hub" locations in 3 countries. The WMI program is innovative because: 1) It is fully sustainable; after 2 years of WMI loans, borrowers transition to commercial bank loans on terms negotiated by WMI and WMI's funds are recycled to new borrowers; 2) Local African women's organizations administer the WMI loan program, thus building skills and leadership capacity; 3) Borrowers receive extensive financial literacy training, mentoring and technical support.
What are your organization's top three priorities in the next year?
WMI's top three priorities in the next year are to:
1) Fund the second year of loans for 600 borrowers in 5 existing locations in Uganda, Kenya and Tanzania.
2) Expand the loan program to service 1,200 new borrowers in 10 new locations in Uganda, Kenya and Tanzania.
3) Finance the construction of 2-3 additional loan program offices and community centers to service the expanded loan program throughout Uganda. The new buildings will help local partner women's organizations administer the program more effectively in their regions by providing office and meeting space.
Need #1
Message & Brand Strategy
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
WMI's specific project need is to raise funds more effectively. As part of a 3-year strategic plan, WMI is committed to funding locations launched in 2012 and expanding its program to 10 new locations in 2013. Professional support from American Express will help WMI improve its messaging and branding in its written and on-line marketing and will help WMI communicate more effectively with institutional funders and individual donors. WMI's unique approach of transitioning rural women into the mainstream commercial economy through the TIP and its success rate, measured by the economic impact of the loans and a 100% repayment rate, are compelling. However, it is important that WMI communicate effectively that: 1) it is an innovative and sustainable loan program; 2) as a sustainable loan program, WMI occupies a unique niche within the universe of microfinance lenders; and 3) WMI's record of success and high program impact merit funding. A cogent message and brand strategy will set the stage for WMI to accomplish Need #2: reaching and acquiring a broader audience of individual donors and institutional funders to support the scaling of WMI's program in East Africa.
2.
Respect for Other's Experience and Opinions
3.
Collaborative Decisionmaking
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express will be focused on improving WMI's overall messaging and branding and expanding its audience of funders. WMI has a single mission: to provide microloans to impoverished, rural women in East Africa. Therefore, assistance with message and brand strategy and audience acqusition (i.e., increasing of base of institutional funders and individual donors) will provide increased funding for the loan program and aid the delivery of WMI's specific product (i.e., the Transition to Independent Banking Program).
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Several years ago, WMI recieved 10-15 hours of pro bono assistance from a local communications consulting firm. The firm worked with WMI's president to create a program brochure for potential funders and for distribution at WMI events and programs. WMI continues to use the brochure to this day, and the brochure reminds us of how effective even a small amount of professional guidance can be to a small non-profit organization. Since then, WMI has not engaged any consultants to assist with message and branding strategy or more effective outreach to our audience of funders.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Review and revision of WMI's message and branding in its printed materials and on-line presence
2.
Develop new marketing strategies to help WMI increase its institutional and individual donor base
3.
Write concise mission statement that highlights the unique elements of WMI's program.
What has been the impact of your solution to date?
The impact of WMI's solution to rural poverty to date has exceeded all expectations. As of first 2013Q1, WMI has made over 7,000 loans with a 100% repayment rate and graduated 500 women to bank loans. Based on semiannual borrower surveys, WMI loans have had the following quantifiable impacts: 99% of borrowers doubled their income within 6 months; after 3 years, over 50% of borrowers have increased their incomes by 1800%; 100% of borrowers substantially increased savings; 100% of borrowers report the top 3 uses of their income as food, school fees and business expansion. 85% of borrowers report improved business skills; 80% report improved personal skills and self-confidence. Each loan positively affects 20 people (borrower, extended family, employees, suppliers, community members).
What is your project future impact after receiving professional support from American Express?
The support will help WMI create a more powerful message and brand highlighting WMI's unique niche in microfinance as the only program focused on transitioning rural women borrowers to regulated banking, financial autonomy, and full participation in the formal economy. AmEx's support will help WMI improve marketing materials and on-line presence. The messaging and branding analysis will help WMI more effectively communicate with a wider audience of institutional funders and individual donors; raise WMI's profile in international development circles. The goal will be increased funding to allow WMI to meet its 3 primary goals: continued funding for loans to existing borrowers; expansion of the loan program to 10 new communities; and construction of office and community space in Uganda.
This Entry is about (Issues)
Created on 03/22/2013 by adeyaadi
ForLynx aims to solve the growing lack of "knowledge" in communities today. Not just in terms of education; it is about being worldly and enlightened about things that are necessary for our survival as well as for the survival of our humanity. We are innovative in our approach as we plan to have a two step system.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United States, Valley Stream
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
立ち上げ（試験的な運営を開始している）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
ForLynx aims to solve the growing lack of "knowledge" in communities today. Not just in terms of education; it is about being worldly and enlightened about things that are necessary for our survival as well as for the survival of our humanity. We are innovative in our approach as we plan to have a two step system. One has an immediate effect by utilizing a conscious consumer system to engage the community's involvement in solving todays problems by linking their wants and needs in everyday life (through the use of our shop shopforlynx) with a percentage donation system to NGOs that are aligned with our company's mission. This exposure along with using an innovative media strategy to invoke awareness will give us the support we need to continue to enhance our mission to its ultimate goal.
What are your organization's top three priorities in the next year?
1. Establishing a connection between NGOs and for-profit companies and effectively creating a bridge that encourages a sense of communal responsibility among the domestic and international community.
2. Begin raising funds for the ultimate goal of the organization (building a school for underprivileged youth) through the use of an innovative conscious consumerism system, grants, and donations.
3. Rekindle recognition of major problems occurring in many of today's societies and generate an awareness within the international community that they can be effective if united they aim to support the world's problems through sustainable development.
Need #1
Digital Marketing Strategy
Need #2
Peer Benchmarking Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
ForLynx have two main goals: its overall eventual mission (to be a source of enlightenment) and its more immediate engaging mission (to utilize social investment with the use of conscious consumerism) that bests benefit from the use of a good digital marketing strategy. With a good digital infrastructure we can be more consumer friendly and engaging through the use of social manufacturing and enterprise resource planning we can effectively relay the company's mission along with provide services on a more personal level enhancing the customer relationship on a large international scale without having to expend much if any human and financial resources. This also avoids loss in translation and creates a transparency that can generate continuos trust and support from the communities that support the organizations mission. With the use of digital marketing we will be able to develop more innovative futuristic ways that makes the diffusion of information into todays society not only a more entertaining and engaging experience but also easily accessible. With the use of this to generate a relationship between my company and corporate owners as well as the general public may be the key.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
We would prefer an overall focus, however if it is not a choice a focus on our digital marketing strategy and application will be the closest choice to the improve the organization overall. By professionalizing our digital market using new technology we will be able to improve customer relations; customer acquisition; we would be able to completely cut down on staff as it wont be necessary handled from our computers. It will not however be able to cover the SWOT unless its applied to digital and ways to maximize funding sources as well as a better branding strategy. Pros and Cons for using it.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
I have focused in digital marketing before in a previous startup I had called DiyeHard. It was intended on using the shoe market to develop jobs for both educated and uneducated females in Nigeria to stabilize a female independence by using an ERP cloud system that would also be able to maximize the customer experience. I have gotten assistance before but more so in the programming aspect of building the cloud.
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.
Increased awareness and will to advocate for a better way to help the underprivileged
2.
An international mission that different countries will be willing to work towards achieving not independently but together
3.
Increased sustainable development and poverty alleviation.
What has been the impact of your solution to date?
The organization has not been executed yet. We have begun steps towards building the relationship between NGOs and for profit businesses but we haven't gotten far enough to give a qualitative or quantitative assessment of the organizations achievement. We believe that the opportunity that this competition offers will allow us to build and brand ourselves helping us to strengthen our knowledge and marketing tactics before heavy execution. We do believe that that is important as we will be able to start and end with the same mission and similar approaches rather than starting and reevaluating when the community is already aware. One of our prioritized qualities is consistency. We would like to maintain the consistency of being a strong put together organization.
What is your project future impact after receiving professional support from American Express?
After receiving professional assistance from American Express, ForLynx plans to take a few months to apply the knowledge gained before launching the company into the public. Once launched we will be able to assess the growth of the company and make whatever adjustments that needs to be made to ensure its success. We hope that with our digital establishment that we will be able to encourage an international advocacy movement through the use of our media outlets so that people can see exactly how their contributions have been a positive impact. This level of transparency can prove as the start of a domino effect on the road to sustainable development and poverty alleviation. We will maximize our digital marketing strategy applying new ideas to ensure its effectiveness is sustained.
This Entry is about (Issues)
Created on 03/21/2013 by mehmet.hosgoz
SagligaMerhaba! is a native mobile application socially integrated and focused on helping people being healthier. In order to achieve and sustain healthy habits, such as losing weight, quit smoking or start exercising; SagligaMerhaba! offers motivation to make it like a challenge or group activity with social contacts. Additional functionalities; health tips, medical calculations and reminders.
もっと読む ↓↑ 隠す↑ 隠すOrganization's Country of Operation
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
We realize when someone we know tries to lose weight, quit smoking or start exercising; be more successful and continuous if he/she starts it like a challenge or group activity with social contacts. So, we started to design a native mobile application socially integrated, and added functionalities such as; informative being healthy guidelines, medical calculation widgets and medication reminder.
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
Sagliga Merhaba! - Be Healthier with Friends
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.?
SagligaMerhaba! is a smart technological approach to a healthier life. Please let us describe why it will maximize benefits for public health, and help people staying healthy:
We designed SagligaMerhaba! as a native mobile application. The reason is, SagligaMerhaba! is always at interaction with you. After setting a goal, such as losing weight, it keeps you on the track with reminders, useful tips, and motivational messages.
SagligaMerhaba! is completely socially integrated and focused on helping people being healthier. In order to achieve and sustain healthy habits, such as losing weight, quit smoking or start exercising; SagligaMerhaba! offers motivation to make it like a challenge or group activity with social contacts. It lets you share your achievement or Like and support a friend who is trying to quit smoking.
We added functionalities to keep you connected: health guidelines, medical calculations, medicine reminders, Hospital contact info, and Pharmacy locator.
SagligaMerhaba! is very easy to use. It takes seconds to start using with its simple user interface, which delivers the health guidelines and tips for preventing disease knowledge free of charge everywhere, every time.
Describe how your innovation model is distinct from any other organization in your field?
We designed SagligaMerhaba! as a native mobile application only. It is available only on smart devices, because we need you involved and aware. It requires you to provide minimum amount of data, and motivates you to start habits to a healthier life.
What type of operating environment and internal organizational factors make your innovation successful?
We are a qualified team of young professionals having in-depth knowledge and work experience at Information Technology, Pharma and NGOs. We are developing projects to Healthcare providers and Pharmaceutical companies. We are using smart technology to create solutions to keep you healthy in a simple and effective way.
In additon to that, there is no similar solution in Turkey, Caucasus and Central Asia Region, and Middle East yet. We are aiming to establish SagligaMerhaba! as the digital healthcare platform, since we have the first mower advantage.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Once the benefits of SagligaMerhaba! are realized and acknowledged by healthcare service providers, Government, Hospitals, and Pharmaceutical companies, we will have a chance to reach more people and resources to improve our solution.
The most effective way to decrease Governmental Health expenses is keeping people healthy, and preventing diseases. So, we are aiming to involve local governments as a healthcare shareholder for SagligaMerhaba!, which will let us onboard new talents and accelerate innovation.
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, 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?
“Good health means more that treating illnesses when they occur. It also means achieving and maintaining a healthy weight, getting optimal nutrition, exercising and staying fit, and taking steps to prevent disease. Taking control of your health and well being gives you the best chance for living a full and rewarding life.” http://www.health.harvard.edu/category/wellness-and-prevention
This is our initial starting point. Researches have shown that poor health does not have to be an inevitable consequence of aging. Older adults who practice healthy behaviors, take advantage of clinical preventive services, and continue to engage with family and friends are more likely to remain healthy, have fewer health-related costs to themselves and Government Healthcare budgets.
Stage that best applies to your solution [select only one]
Idea (poised to launch)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New approaches to distribution of health products and services.
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
Simple, but important actions can help you live a longer and healthier life: develop and maintain healthy lifestyle habits. It takes three weeks to build a habit. SagligaMerhaba! as a socially integrated smart platform and focused on helping people being healthier, allows you to choose personal goals you would like to turn into habits.
We hope to help younger generations to achieve and sustain healthy habits, such as losing weight, quit smoking or start exercising by offering motivation to make it like a challenge or group activity with social contacts. It lets you share your achievement or Like and support a friend who is trying to take control of life. SagligaMerhaba! has also got functionalities to keep you involved: health guidelines, medical calculations and reminders.
What are your vision and overall objectives?
The population in Emerging Markets is young. The younger generations are starting to use smart phones more than ever and practically connected to social networks almost all the time. We are aiming to establish SagligaMerhaba! as the digital healthcare platform and create a channel for all Healthcare service providers to reach people and share knowledge.
As for the governments, the most effective way to decrease Healthcare expenses, is keeping people healthy and preventing diseases. We are aiming to involve local governments as a healthcare shareholder for SagligaMerhaba!, which will let us onboard new talents and accelerate innovation.
What is your value proposition?
SagligaMerhaba! will help people by motivating you to start habits to a healthier life. People will realize that practicing healthy behaviors, taking advantage of clinical preventive services, and continue to engage with family and friends are more likely to make them remain healthy, have fewer health-related costs to themselves. We are using smart technology to keep you healthy in a simple and effective way and free of charge everywhere, every time.
Who is your customer(s)?
We are aiming to establish SagligaMerhaba! as the digital healthcare platform, so the younger generations will be our first users. The whole population in Emerging Markets, Turkey, Caucasus and Central Asia Region, and Middle East will follow. SagligaMerhaba! will remain free of charge for individuals.
What approaches to you use to reach your customers?
We will utilize social media for creating awareness and announcing SagligaMerhaba! We will also get in touch with key contacts from Information Technology, Pharma, Government and NGOs.
What are your primary activities?
We are currently developing the SagligaMerhaba! framework and identifying key contacts from Healthcare professionals, Pharma, NGOs, IT and Government to conduct a test and pilot. Then we will form Support Team to address support needs.
Who are your peers and competitors? What problems could these players pose to your success or growth?
There is no similar solution in Turkey, Caucasus and Central Asia Region, and Middle East yet. We are aiming to establish SagligaMerhaba! as the default digital healthcare platform and create a channel for all Healthcare shareholders, since we have the first mover advantage.
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?
We foresee two main challenges in front o f SagligaMerhaba! First one is insufficient awareness and promotion. Our plan is identifying key contacts from Healthcare professionals, Pharma, NGOs, IT and Government to conduct a test and pilot with.
Second challenge is financing the ongoing support and innovation. We aim to overcome this challenge, by involving local governments and Pharma to SagligaMerhaba! platform, which will let us onboard new talents and accelerate innovation.
Briefly describe your growth strategy going forward
Social networks are our primary focus to create awareness. We will also get in touch with key contacts from Pharma, Government and NGOs. With the help of all, we are aiming to reach more people. We will be using webcasts, questionnaires, surveys and contact directly with individuals by phone and e-mails. High number of users will also give us chance to improve SagligaMerhaba!
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
We are developing SagligaMerhaba! as the default digital healthcare platform with the team that are already developing projects to Healthcare providers. We have looked into every detail to make sure the solution is simple, effective and added functionalities to keep you connected; health tips and medical reminders. There is no such solution in Turkey, Caucasus and Central Asia Region, Middle East.
What are your key growth objectives?
First year, we will be focusing to population in Turkey, which is approximately 75 Millions. 250.000 users for the first six months is our expectation. By the end of first year, we will roll out to Caucasus and Central Asia Region, and Middle East countries in their native languages.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Short Term: Development of SagligaMerhaba! framework will be completed by the end of April. We are planning to conduct tests and pilot with key contacts from Healthcare professionals and Pharma till the end of June 2013. Meanwhile, we will form Support Team to address support needs.
Mid-term: Starting July 2013, social networks will be our primary focus to create awareness and promote SagligaMerhaba! in order to reach more people. During the second half the year, creating awareness and increasing number of users will be main objective.
Social networks, webcasts, questionnaires and surveys, and contacting directly with users by phone and e-mails will be our key activities to improve SagligaMerhaba!
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
SagligaMerhaba! is currently under development. We are preparing our portfolio and identifying key contacts to announce and getting attention of large number of potential users. Changemakers is the first Challenge we are applying.
What methods for quantification of social impact are you applying (if at all)?
There is none yet. We will be using webcasts, questionnaires and surveys, and contact directly with individuals by phone and e-mails.
Could your solution work in other geographies or regions? If so, where?
That is one of our starting points: We would like to start providing services to Caucasus and Central Asia Region, Middle East. Turkey has great influence and access to these countries, society and culture are very similar, and sharing the same history.
What is your projected impact over the next 1-3 years?
The population in Emerging Markets is young. The younger generations are starting to use smartphones more than ever and practically connected to social media almost all the time.
SagligaMerhaba! is completely socially integrated. We are aiming to establish SagligaMerhaba! as the leading digital healthcare platform, and focused on helping people being healthier. We hope to help younger generations to achieve and sustain healthy habits.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
SagligaMerhaba! is a self funded project till now. We have raised money from friends and other healthcare solutions that we have developed.
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.
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, Regional government, 国家.
Explain your revenue generation strategy in more detail
After introducing SagligaMerhaba! and reaching high number of users, we will be starting to negotiate contracts with healthcare companies. We will have contracts with healthcare service providers, Hospitals, Pharmacies and specifically with Pharmaceutical companies to let them utilize SagligaMerhaba! as a channel to introduce and promote their healthcare services. SagligaMerhaba! will remain free of charge for individuals.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
SagligaMerhaba! will remain free of charge for individuals. We aim to develop SagligaMerhaba! to maximize its benefits for public health, and help staying healthy. We will raise money to continue developing SagligaMerhaba! from contracts with healthcare service providers, Hospitals, Pharmacies and Pharmaceutical companies.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
There is no similar solution in Turkey, Caucasus and Central Asia Region, Middle East yet. We are aiming to establish SagligaMerhaba! as a platform, since we have the first mower advantage. Once the benefits of our solution is realized and acknowledged by healthcare service providers, Government, Hospitals, Pharmacies and Pharmaceutical companies, we will have chance to have long term contracts and resources to improve our solutions.
The most effective way to decrease Governmental Healthcare expenses, is keeping people healthy, and preventing diseases. So, we are aiming to promote SagligaMerhaba! with local governments together.
Favela Experience provides adventure and cultural tourism activities that develop local communities and benefit the environment. The core product is overnight homestays in a network of favela (urban slum) households in Rio de Janeiro, Brazil, which provide sustainable income to hosts. For this product, target customers are 18-35 year-old adventure travelers. This segment significantly contributes to the $89B adventure travel market and the $15M Rio de Janeiro favela tourism market.
239 million Africans are chronically hungry. Many of them are poor smallholder farmers who already produce most of Africa’s food. We help improve their yields and profits. Our approach focuses on information and training, agro-ecology, loaned inputs, and risk management and appropriate technology.
Created on 03/18/2013 by dbn
The Communication DEALL program was developed by Dr. Karanth,as a self sustaining model to bridge the gap between the large numbers of children with Autism Spectrum Disorders and the near total lack of services for the same,in the context of an emerging economy.The purpose of the program is to provide early ,intensive intervention so as to optimize the child's potential to join the mainstream.
もっと読む ↓↑ 隠す↑ 隠すOrganization's Country of Operation
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
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.
As Dr.Karanth's work with Autism got to be known,the number of families seeking her help spiraled. Returning to the country(after her Fulbright Professorship) she found 23 families waiting for her.There was no way she could help them single handed. Her model for intervention called for intensive , multidisciplinary inputs. A model for delivering her idea had to be worked out.Com DEALL was born!
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もっと読む↓↑ 隠す↑ 隠すName Your Entry
Communication DEALL -India's indigenous model for Autism intervention
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.?
Early intervention is documented to produce the best overall long term results for children with developmental disabilities in general and for children with Autism Spectrum Disorder(ASD) in particular. In view of the total lack of such programs in the country along with the steeply increasing number of children diagnosed with ASD, the Communication DEALL (Com DEALL) program was initiated.The content of the program is greatly influenced by the intensive work carried out by the program developer with a gifted child over a period of a decade. The specifics of the model were developed to address the challenges of intervention in the Indian context- the child to trained therapist ratio, high costs of intervention, lack of facilities for sustained care, families often having to up root themselves in search of interventionists who are primarily available only in the cities and the burden of traveling with a special needs child from one end of the city to another in order to access services.
Communication DEALL (Developmental Eclectic Approach to Language Learning) intervention program targets the sensory perceptual, motor and communication issues in Autism Spectrum Disorders (ASD) .The theoretical underpinnings of the Communication DEALL program is that ASD is caused by biological, specifically neurological disorder resulting in a range of sensory perceptual disorders and motor executive difficulties. The communication, social and cognitive deficits, are seen as a consequence of the sensory motor deficits rather than the core symptoms of the disorder.
Describe how your innovation model is distinct from any other organization in your field?
Autistic behavioral challenges are seen as a consequence of the child's underlying sensory motor difficulties unlike the popular behavioristic approaches. The intervention is child centered identifying and addressing the range of sensory motor issues and developmental lags of each child,with additional focus on parent empowerment.The aim is to mainstream the child thereby reducing the demands on society for sustained care.Accountability is measured in the context of strict timelines which is unique to this model. Multidisciplinary inputs ensure a holistic perspective of the child.The cost of intervention is lowered by adopting a group strategy as against a one on one model that most interventions are based on, thus minimizing hard to obtain professional resources .
What type of operating environment and internal organizational factors make your innovation successful?
A multidisciplinary team that works together (not in different departments) with a group of children for 3 hours a day over an academic year ensures that the therapists are familiar with each child, the different therapeutic services for each child are complementary and the therapists and children bond over an extended period of time.
The program is well documented at every step. Documentation has ensured that the program can be replicated anywhere. A ten year retrospective study shows that 76.5%of the children are continuing in mainstream schools (Karanth, P & Chandhok,T 2013 In Press. Impact of Early Intervention on Children with Autism Spectrum Disorders as Measured by Inclusion and Retention in Mainstream Schools,Indian Journal of Pediatrics)
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Innovation marks the genesis of the program and forms its backbone too. A group intervention program was developed when its founder realized that children who did well in traditional one on one therapy often lacked the skills required to transition into regular mainstream schools with unfavorable teacher to student ratio and limited additional support. Three years after inception, expansion plans had to be paused in light of the lack of trained manpower. A trust was set up. The organization shifted focus to documentation, to ease replication .The program is now documented in 12 manuals and 5 CDs. Training programs at different levels have been initiated with university accreditation for training program obtained in order to meet the needs of different stakeholders.
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]
Disability
Categories along the health continuum you are covering [select all that apply]
Intervention, Follow-up, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
While we have received many requests for training and setting up of new units, there are some (mainly NGOs) that lack funds for training and/ or infrastructure. In order to provide EI to all children across the country and elsewhere it is important that we set up units that are self sufficient with adequate trained manpower.To facilitate this process we need a permanent building with adequate facilities to cover the wide range of activities. In addition, we would like to build a committed group of researchers who with mentoring from senior researchers in grant writing and fund raising, will eventually develop more large scale projects and sustain themselves in future by raising independent funds.
Stage that best applies to your solution [select only one]
Scaling (growing impact on a regional or global scale)
Core strategies of your business model [select all that apply]
Patient-centered design, New approaches to distribution of health products and services, New financing strategies for health.
If other, specify here:
Self sustaining model of intervention keeping in mind the local context, needs and sustainability..
Most relevant tools you are using to implement the strategies outlined above [select only two]
Consultation, Education/training.
If other, specify here:
Indigenously developed tools and intervention methods are culture sensitive and cost effective.
Please describe your solution in more detail
Provision of accessible, affordable, high quality, intensive early intervention with a clear target of maximizing chances for every child of inclusion and retention in mainstream schools; spreading the reach of the program by increasing awareness for identification and early intervention, scaling up the model across the country and providing training at different levels for different stake holders both face to face and through the distant mode and eventually enabling easy and affordable access to clinical services and guidance through the internet.To build a data base in hitherto understudied populations with ASD in order to address their issues more specifically.
What are your vision and overall objectives?
The vision is to develop Communication DEALL program as a viable model, that with training can be replicated as and where needed, to make it available on a larger scale without our continuous involvement, in order to serve the requirements of an ever- increasing number of children with developmental language disorders including those with the Autism Spectrum Disorders, within their community. We have moved beyond providing purely clinical service to becoming a resource for others in terms of materials and training.We have produced a host of low cost indigenous material for use by trainers and families.Our goal now is to set up as many Com DEALL units as possible with as far a geographical reach as possible and address the needs of children beyond the EI program into school years.
What is your value proposition?
Our USP is the opportunity we provide to every child in the program to join the mainstream.76.5% of our children who were followed up in a ten year retrospective study were continuing in mainstream schools (2-7) years post intervention with us. Mainstreaming the child reduces the demand for sustained care which is critical in resource strapped emerging markets.The multidisciplinary nature of inputs ensures that all the child's needs are met under a single roof.A major strength is the self sustaining nature of the model. Establishing more Com DEALL units and exploring alternate models of service delivery will ensure that families can avail services within their own communities . Continuous evaluation ensures that the requirements of evidence based practice are met.
Who is your customer(s)?
Families of children with ASD, Government agencies ,NGOs,Clinics,Hospitals,Professionals and schools that cater to children with developmental disabilties are our customers.We are looking to reach out to people interested in setting up Com DEALL units. Our training programs are geared towards parents, graduate students and professionals in the field. The material department caters to the needs of our clinical population and the training program.Ultimately it is the children with communication disorders such as Autism Spectrum,Disorder,Specific Language Impairment and Developmental Verbal Dyspraxias .
What approaches to you use to reach your customers?
i) Our website which is updated regularly,( ii)workshops and conferences, (iii)publication and distribution of public education posters and research publications (E.g. Karanth, Shaista and Srikanth.2010 Efficacy of Communication DEALL — An Indigenous Early Intervention Program for Children with Autism Spectrum Disorders Indian Journal of Pediatrics, Karanth,P and Archana S,2013 exploring Pre requisite learning skills in young children and their implications for understanding Autistic behavior.in Kar,,B,R(Ed),Cognition and Brain Development, APA, NY.) (iv)Outreach to other organizations. ( v) Families of children who have received intervention with us are by far our best advocates.
What are your primary activities?
Clinical-providing intensive early, multidisciplinary intervention to children with developmental disorders through our existing model.
Designing new clinical programs to address additional needs.
Care giver support-counselling and training .
Awareness-on early identification and early intervention through workshops and production and distribution of public education material
Inclusive Education -through workshops and building of school networks which support inclusion
Training-at the PG diploma level and short term courses for professionals,school teachers and care givers
Preparation of low cost,culturally sensitive assessment and intervention material
Scaling up , providing training and assistance in setting up Com DEALL units at different geographical locations
Who are your peers and competitors? What problems could these players pose to your success or growth?
Government organizations,NGOs, and other practitioners who provide early intervention within other models emerging largely from the west are our peers. The theoretical framework for our intervention program has been developed indigenously and lacks the face value of better established programs from elsewhere. Our peers and competitors could question the scientific validity of the program. We are trying to address this by conducting and encouraging others to conduct scientific studies of our model.
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 program was started as a response to the urgent need for services expressed by a group of parents .Over the last decade, it has grown extensively in diverse areas. The current infrastructure is totally inadequate and inappropriate to serve the needs of the organization as it is today and as it grows. For example, we function out of rented premises in a residential area and receive complaints about issues such as children crying,no parking space etc.Hence there is an urgent need to have a place that is tailor made to accommodate our clinical training and research needs in a suitable non residential area currently estimated at US$ 3 million. This has necessitated spreading our scant professional manpower to the additional target of fund raising for infrastructure.
Briefly describe your growth strategy going forward
Scaling up across the country and outside by setting up a very large number of Com DEALL units with as wide as spread as the current Montessori preschools. The number of units that are functional on the ground and their outcome in terms of numbers of children successfully mainstreamed will be the measure of our success.
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?
Post documentation we are ready to scale up within and outside the country. We have conducted awareness programs in neighboring countries like Dubai and Bangladesh. Overseas teams have also visited us. These and several others have expressed interest in duplicating our setting up units.We are confident we can work through some country specific challenges such as local licenses and trained manpower
What are your key growth objectives?
To emerge as a comprehensive resource provider for those interested in providing long term services for the overall well being of the child with developmental disabilities such as ASD, before and across the school year.We have accomplished he targets we set for ourselves in 2004, from being a purely clinical service with a narrow focus on EI to a multifaceted organization for children with ASD.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Training-
i) replication of units-3-5 units per year during 2011-12, 2012-13 and 2013-14
ii) Certificate Programs – minimum of 2 /year from 2011-12.
iii) Awareness Programs - approximately 5/year from 2011-12.
Clinical
production and release of the four new clinical programs that are currently under trial,by December 2014
1. Pre DEALL
2.Social Coommunication program
3.School Transition Program
4.Family Mediated Intervention Program
Research
3-5 minor research projects with minimum of 5 publications/submissions from 2012 – 2013
Administration
Setting up of Management Integrated Systems to enable documentation,dissemination of training and material, outreach to other organizations, caregivers and support for inclusive education, orientation and in service training.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
A follow up study of all the children enrolled in the Com DEALL program at Bangalore from 2000-2009 was undertaken. Results of the study show that 76.5%of the children who completed the program were continuing in mainstream schools.
We have set up nine units of ComDEALL in six Indian cities.There is a demand for more from within the countries and neighboring countries as well.
Our Post graduate Diploma course has got University Accreditation and recognition from the Rehabilitation Council of India . 25 trained interventionists will be passing out each year starting from 2014. A continuous effort is made to update the program and improve the result.Over 50 awareness programs have been conducted to enhance early identification leading to early intervention,and to the development of a less intensive Pre DEALL program for children below the age of three years,since the clinical experience clearly suggests better and quicker results with younger children .The concerns expressed by parents in the follow up study have led to four new clinical programs being designed (currently under trial).
An impact study of our program, commissioned by Sir Ratan Tata Trust was carried out by an external evaluator( Dr.M.V. Ashok, listed as referee).A baseline study of our current project has also been carried out by him.He may please be contacted for further details.
What methods for quantification of social impact are you applying (if at all)?
We have distributed 6186 communication aids to (4000-5000) individuals/organizations.
About 850 public education posters have also been disbursed to pediatricians, preschools and other stake holders, to date.
Over the last 3 years we have actively reached out to several organizations working in this area. Representatives of about 100 organizations participated in our National Meet organized in December 2008
A workshop on issues that face the families of children with A S D was held and a manual for ‘Families of Children with A S D’ has been produced and released in Oct 2010
Inclusive education – Three workshops on Inclusive Education have been conducted and a network of schools is being developed.
Dr.M.V.Ashok may be contacted for further details.
Could your solution work in other geographies or regions? If so, where?
It is working in several geographical regions in India.We have three units in Karnataka (Bangalore), two in Kerala (Ernakulum & Calicut), one each in Madhya Pradesh (Gwalior), Maharashtra (Mumbai), Punjab (Ludhiana) and Puducherry,
While interest in replicating Com DEALL units in countries such as UAE,Malaysia and Bangladesh have been received there have been issues with legal requirements which we will have to address .
In principle the model which is within the developmental framework is applicable any where in the world provided there is access to trained manpower.
What is your projected impact over the next 1-3 years?
We are targeting another dozen such centers in the next three years across India and some neighboring countries.We aim to create a cadre of well trained Early Interventionists(approximately 25 per year) and enhancing capabilities of existing professionals from all related professions(Speech Therapists,Occupational therapists,Physicians,Educators,Psychologists, Pediatricians as well as parents) through short term certificate training programs. In the next three years ,Com DEALL will have a small but committed group of researchers who with the completion and publication of small scale projects with mentoring from senior researchers in grant writing and fund raising, will eventually develop more large scale projects and sustain themselves in future by raising independent research funds.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
Income generated from the fees paid by the children is sufficient to run the clinical component. Any individual / organization wishing to start a unit is required to send their core team for a period of two weeks to train at the head office.New units are required to pay approx.$4546 towards, training, monthly monitoring of individual profiles over two years and field inspection by staff from head office. There are some NGOs that wish to start a unit but lack resources either in terms of funds for training and/ infrastructure. We are looking at raising funds to support such needy and deserving institutions for the initial two year period following which we will empower them to become self sufficient. Annual staff salaries for a unit are $8200 ,approx.Fixture furniture and therapy material would cost $2637.
The training component currently receives support through a grant from the Navajbai Ratan Tata trust. However, we plan to be self sufficient by 2015 through the fees collected from individuals trained.
Fund raising activities are proposed for infrastructure development and enhancing visibility of our activities.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
個人, Patients, Caregivers, Private businesses, Other beneficiaries.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
財団, NGO, Private businesses, Regional government, 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
NGO, Private businesses.
Explain your revenue generation strategy in more detail
Our clinical programs are self sustaining and will continue to be so, Funding for new clinical, training and research programs are raised through grant proposals to funding agencies such as Sir Ratan Tata Trust.On implementation, after field trials all of them will be self sufficient. Any additional new programs will be taken forward similarly. Funds for infrastructure including land and building will be raised through specific fund raising activities.For the long term a corpus fund to address the needs of children below the poverty line and units that do not have the necessary financial strength will be built.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Our clinical services have been and will continue to be self sufficient. It is worth noting that these services are hardly available in India. Our units offer quality intensive clinical services at 1/20th to 1/30th the cost of comparable services in the west. This often works out on par or in several instances below the charges that families pay per child for preschool enrollment in cities like Bangalore and Mumbai and are within the reach of most middle and upper middle class families. For those who cannot afford these fees alternates such as sponsorship and the under trial Family Mediated Intervention Programs at lower cost are being put in place.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Our clinical component is self sustaining.The training component receives support from the Navajbai Ratan Tata Trust. However, in the next three years, we intend to be self sufficient through the fees collected from the trainees.
The research component would sustain itself through raising grants for its research projects.
In addition to the above, we are now enlisting the involvement and support of our former students/peers living abroad to form a network to raise funds for us .
Created on 03/16/2013 by Dario Wainer
The culture of innovation in Argentina lacks cross-sectoral collaboration and the mechanisms to foster discussions aimed at resolving complex problems while creating social and economic value. GarageLab is a multidisciplinary space for collaboration, innovation and scientific, artistic and technological development. We explore the intersection of emerging technologies and emerging problems. Our community of 60 members provides a Makerspace for members to meet and solve problems through rapid prototyping.
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Argentina, C, Buenos Aires
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もっと読む↓↑ 隠す↑ 隠すName Your Entry
Creating Dynamic Ecosystems for Technology and Innovation in Argentina
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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.
The culture of innovation in Argentina lacks cross-sectoral collaboration and the mechanisms to foster discussions aimed at resolving complex problems while creating social and economic value. GarageLab is a multidisciplinary space for collaboration, innovation and scientific, artistic and technological development. We explore the intersection of emerging technologies and emerging problems. Our community of 60 members provides a Makerspace for members to meet and solve problems through rapid prototyping. We are currently building a FabLab (Laser Cutter, CNC Router, 3DPrinter) in order to produce different kind of projects. Our goal is to enable the birth of pop-up start ups.
What are your organization's top three priorities in the next year?
1) To develop long term projects (i.e Synthetic Biology Courses, Fabbing Community, etc.)
2) To improve the connection between our network and the entrepreneurial community
3) To develop a stronger fundraising strategy
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 need to clearly explain to people what we do and also plan for our expansion.
2.
To find complementary strengths
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
We plan to focus on our organization overall and include the members of the board in this process.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have discussed these issues during board meetings but have not worked with outside consultants.
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.
To clarify the message we need to communicate
2.
To establish priorities in our current strategy
3.
To design the optimal structure for success
What has been the impact of your solution to date?
GarageLab is now an acknowledged leader in the field of knowledge and information sharing, creative solutions, and open government. (Source: Ashoka.org)
We have improved transparency, access to public information and democratized access to emerging technologies (for example, Synthetic Biology & Digital Fabrication).
Our impact is visible in meetings and events within our 60 person community in addition to digital platforms involving more than 10,000 people.
What is your project future impact after receiving professional support from American Express?
Our next step is to grow as an organization and this professional support will allow us to find the right way to do it.
This Entry is about (Issues)
The “Konbit pou Konbat échèk” Program facilitates the character development of Haitian youth. Through this program, youth experience personal paradigm shifts through introspective workshops and artwork collaborations. We facilitate workshops that challenge the youth to acknowledge their habits to bring to light the self-restraining behaviors. Through post-workshop discussions we reaffirm to them that they too can be agents of change in their communities, and we use the game of chess to build confidence in their ability to overcome obstacles.
