Proteção do consumidor

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.

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.

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.

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

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

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

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

For the working unbanked and underbanked populations, WageBank creates access to a valuable, affordable, secure alternative to predatory lending services such as payday lenders and pawn shops.

FlexWage’s payroll card system and its WageBank technology could be adopted by any company currently using or willing to convert to electronic payroll. Although currently available exclusively in the United States, FlexWage plans to offer the WageBank solution globally in future years.

In addition to providing a low cost alternative to the current alternative financial service market, FlexWage will develop a unique visibility to the financial history and behavior for the unbanked population. This data will enable the company to develop market intelligence beyond anything currently available. Through the FlexWage card and underlying account structure, the company will ultimately extend a host of affordable financial services previously unattainable to this socio-economic group. These could include checking and savings accounts, loans and lines of credit, money transfers, and nonfinancial products and services such as prepaid phones, calling cards, retail merchant discounts, insurance products, healthcare products, and other targeted offerings.

Employers understanding the impact of financial stress on workplace performance, physical health, and absenteeism is the key to success for both the WageBank product and the ability to expand FlexWage’s product and service offerings to the unbanked and underbanked. In today’s environment, more employers are starting to view financial health as a component of their overall employee wellness strategy, thus the momentum is already starting to pick up.

The IDA pilot will focus on women microentrepreneurs. MFIs in Mexico report that over 50% of their borrowers are women, however these same women have few opportunities in the formal banking system to save or capitalize their businesses, while representing an important part of the economy & of the labor market. 31% of micro, small & medium enterprises are owned by women. In Zacatecas, where CREA began activities, 70% of small businesses are started with personal savings, & amongst these, 40% or more of the initial capital comes from remittances. However, 43% of these entrepreneurs have merely completed primary school or less. 88% of the companies are managed without professional help & the percentage increases if we focus solely on micro or smaller production projects, another revealing statistic is that 72% sell directly to the final consumer. Most are concentrated in trade, then services & to a lesser extent in industry. Regarding legal status, 71% were individually registered.

IDAs have the potential to grow throughout Mexico via the development of standard IDA accounts that could be offered at banks and other financial service providers across the country as part of their suite of services. Banks in Mexico have successfully partnered with foundations to raise money at ATMs, these national-level relationships could be leveraged to provide base funding for the match. While CREA is committed to piloting the IDA in Mexico, its easily transferable methodology combined with a high potential for scale and impact make IDAs the perfect candidate for scale via technology transfer. After a successful pilot, CREA would seek to find other potential implementing organizations to partner with financial service providers to offer IDAs to their constituents.

IDAs will be standard banking products offered at retail banks across Mexico in partnership with local nonprofits. Millions of businessmen & women will have become clients of traditional banks, increasing their resiliency & ability to access affordable financing to grow their businesses. Micro-savings will replace informal savings (such as investments in livestock to be sold or slaughtered in the case of crisis) to help shelter Mexican microentrepreneurs from market shocks. At the same time, businesses that that had been ineligible for traditional loans will have built positive credit histories in order to qualify for formal affordable business loans, enabling businesses across Mexico to scale from micro to small & medium-sized businesses, employing more people.

While the past decade in Mexico has seen important changes in Mexico´s banking regulations & resulting changes in the banking landscape, these changes have been focused on expanding the banking infrastructure & increasing the demand for transactional services. Some innovations such as the creation of a legal structure for banking agents as “corresponsales” in 2008 could facilitate the collaboration with nonprofits to provide financial services. Similarly, the creation of low transaction & low risk accounts to lower costs for banks to provide services to small depositors could provide models for IDA accounts, in the case of IDAs, the savings cap would need to be increased to accommodate meaningful savings as opposed to transactional services. However, just as banks required incentives to increase their banking infrastructure, similar incentives & investments would be required to encourage banks to provide match funds to facilitate investment in marginalized communities.

The commercial banking sector excludes the poorest in every nation because of their lack of collateral. The micro finance (MF) industry has been proven to be the solution to this exclusion and has allowed millions of people to gain access to form financial products and services. Our solution will directly serve all of these people who are interested in participating in the MF process. Since our private credit bureau with biometric identification is easily adaptable in any country, we will try and have an operational presence in any nation with a micro finance industry.

Our solution will work in any nation that has a micro finance industry and doesn't have regulations preventing the storage of personal physical identifying information. Provided there is room in the credit bureau market, our solution will be in high demand.

In every country that we have an operational presence, we will see borrowing costs for good borrowers decrease dramatically. We will see people with poor credit history and borrowing practices, i.e. those that are over-indebted, receive the education and help they need to become effective borrowers. After transforming their spending and borrowing habits, we will see the interest rates for these people decrease. All people in the micro finance (MF) system will be a part of creating a middle class, which as economic data has shown, is the most important and significant determinant of a nation's economic capacity. The micro finance institutions will have a much easier time getting funding because of the transparency in the lending market, which will in turn allow them to reach many more people than before. Having millions of fewer people struggling in poverty will be the outcome of ten years of operations in many nations around the world.

The most significant thing that needs to change is the amount of asymmetric information in the market. Borrowers know how many loans they have and what they are actually spending them on, while the lenders do not. The lenders are thus forced to charge extremely high interest rates to compensate for this risk. Bringing transparency will support more accurate market determined interest rates and better loans. We will have to create a database of all the people who participate in the micro finance system, and keep their updated information available to the micro lenders. For our organization, making this happen in every nation is a matter of working with the local micro finance institutions, adhering to local regulations for private credit bureaus, and creating a network of lenders and other related parties that would benefit and contribute a borrower's report.

The Organisation aims to make available financial services to women from the lower income group, especially in the rural and semi-urban areas of different states in India.

Our solution could be expanded to nearly all geographic regions, where the availability and use of a wider range of financial services for poor people, especially women in rural areas, has to be increased. We already started successfully to expand our business within India and are currently working in 22 States and 118 different Districts. The model can be scaled up further in India aa well as in other countries in Asia, Africa and Latin America.

Our goal is to reach economic and social inclusion of the poor and excluded, especially women, as their still bear the major burden of poverty and till recently were excluded from the development planning and required resource allocation process. Our current work contributes to higher savings, facilitates access to financial services and strengthens women´s entrepreneurship and their control over financial resources. This contributes to women´s empowerment and will strengthen substantially women´s status in the society.
This development contributes to a continuous increase in income, an improvement of living standard and hence to eradication of extreme poverty and hunger with positive effect on education and medical health. BISWA´s approach, apart from Social Finance and Enterprise, also includes Social Development - that is education, health, water and sanitation campaigns – which ensure an impact on a broad scale which likely will continue to be dramatically successful.

We have to expand Financial Inclusion further in order to achieve the above mentioned goals. In India and other parts of the world there are still areas excluded from any financial access, wherefore the outreach has to be increased. Measures have to be taken for higher efficiency in the sector and lower and costs in order to meet the existing demand.
Good institutional quality is essential for the purpose to expand businesses – BISWA focus is the responsible delivery of financial services based on client protection and social performance management.

We intend to implement this idea as a proof of concept for demonstrating the efficacy of the idea.

We will select the project site and partner with concerned stakeholders. We will then undertake a formative research to identify gaps and limitations.

We will develop the tools and messages in a week and field test it for another week. We will then deploy the tools through training, community advocacy.

At the sixth month, we will undertake an evaluation of the intervention.

We intend to raise additional fund to scale-up the intervention in few more blocks (20 villages) and integrate with other provider-centric components.

Develop and integrate IT infrastructure and tools to facilitate demand forecasting (of medicines) in additional project sites.

Provide capacity building support to supply chain managers, health workers and communities in using the system.

Fund raising for undertaking further R&D for improving system efficiency and reach.

Our “A-ha!” moment came earlier this year, when our Stop The Meter campaign went viral and we saw almost half-a-million Canadians finally take action against Big Telecom. We realized Canada is at a pivotal moment, where Canadians have become aware that Big Telecom isn’t serving their interests, and are willing to consider changing their communications system from an oligopoly to a more democratic, community-centered model. We see “Make the Switch” as a vital next step towards this model of a communications system that serves citizens first.

渡邉正裕は大学卒業後、日本経済新聞社の記者となり、1,000本超の記事を日経各媒体に執筆した。しかし、会社の求める記事は、企業の人事速報や企業合併など、いずれは明らかになる事実であり、渡邉が考える、自分が取り上げなければ一生闇に葬られるような権力の監視を行う調査報道には価値が置かれなかった。新聞社を辞し、1999年から５年間IBMビジネスコンサルティングサービスでコンサルタント及びマネージャーとして参画。2004年2月、起業し、独立系インターネットメディアMyNewsJapanを創業。ジャーナリズムを「権力と反対側にいる人たちをクライアントとするコンサルティングビジネス」と考え、コンサルティングのノウハウをジャーナリズムに適用した新しいメディアとなった。