Design Sustentável

We are keen to move as much produce as possible back into the human food supply chain through the redistribution of farm-level surplus to charities. With additional capacity we would be able to develop a robust network of farmers and growers via events, networking and increased staff capacity to contact individual farmers. To date finding growers to provide surplus produce has been the most challenging aspect of the project, and this added capacity is therefore crucial to the successful roll out of the Gleaning Network UK programme.

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Greater capacity would help the organization improve the following aspects:
- Development of better and more thorough research projects.
- Involvement in cooperative campaigns with other organizations to raise awareness around food supply, food waste and better shopping habits to promote human wellbeing.
- Creation of an extensive program around healthy environments for kids in school, teaching them and their families how to improve their physical and mental health through better food choices.

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Adding full nourishing food programmes would help to close the circle and create a larger impact in implementing these projects. Being able to holistically integrate the full nourishment foods aspect into our food gardens project would help to create more meaning for the project, hopefully making them more sustainable.

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Added capacity will help us better support our household demonstration sites and extend permaculture into surrounding communities. Through more frequent community visits, additional trainings and more field staff, Kusamala will work more effectively and consistently with our household demonstrations, ensuring they are productive, well-managed examples of permaculture in practice. We will help those implementing permaculture spread their innovations to others by identifying fellow leaders and innovators, providing additional trainings and creating a practitioner network to share best practices.

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We expect that in future we can have better nutrients through a better environment, that is why we ask for planting trees. With a focus on environment, nutrient rich farming and wellness for humans, we can achieve so much. We shall increase on out networks, since we are already dealing with farmers. We shall be using the same resources, of farmers, rural women and children to effect the planting of trees and also crops specific for certain nutrients.

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In a world where one billion people cannot afford vital healthcare treatments, Watsi is the first peer-to-peer organization that focuses exclusively on healthcare financing in developing countries. Through utilizing a unique online donation platform, Watsi donors can connect with underserved patients from around the globe and directly fund life-changing medical treatments in a way that has never been done before.

Watsi targets users that are socially-minded, interested in online innovation, and looking for a direct way to make a positive impact in the world. Watsi donors care about making the world a better place, but also want to understand how their actions are having a meaningful impact. Most importantly, they are tired of the traditional non-profit models and look for something innovative, impactful, and transparent.

We leverage the internet and the power of social networking to make it easy for people to support patients from around the world that are in need of medical care. The most direct way for people to support a patient is to make a donation towards their treatment on Watsi.org. However, we also make it fun and easy for people to engage in other ways, such as by sharing patient profiles via social media, submitting stories to our blog, and by volunteering with Watsi. Currently, Watsi is active on Facebook and Twitter, and has seen traction from specific blog posts created to update our audience about important campaigns.

The Watsi process has five simple steps:
1. Upload: Medical Partners upload profiles of underserved individuals in need of serious medical care.
2. Connect: Donors browse profiles on Watsi.org and connect with a person who they would like to support.
3. Fund: Donors give to fund a life-changing medical treatment for the patient of their choice.
4. Transfer: 100% of the contribution made by the donor is sent directly to the Medical Partner to provide the patient the specified treatment.
5. Update: After the treatment is provided, donors receive a personal update about the outcome of the treatment.
Aside from the medical partner-facing work, our team spends its time on institutional fundraising, marketing, and web development efforts.

Our primary challenge is managing growth. Since our launch in August of 2012, Watsi has seen 30% week over week growth. These are great numbers, but without an influx of capital to scale operations fast, momentum will slow. A challenge as a non-profit is being able to raise capital effectively with few resources. As the non-profit fundraising arena is competitive, we will need to acquire some of this scarce capital on an ongoing basis.
Another challenge is around creating the internal systems in place to foster sustainable growth. We are in the process of creating a Board of Directors, which will greatly increase the level of governance of our organization and ensure that we have top talent advising and making decisions on the direction of the organization.

Going forward, Watsi plans to raise a large philanthropic round of capital to: hire necessary staff to add site features, strengthen our Medical Partnership network, and promote Watsi's brand worldwide. Watsi also will focus on creating the internal systems to foster scalability in a sustainable way, developing strong Board governance, and building new web products that attract and maintain users.

Since our launch in late August of 2012, we have processed $200,000 in donations, funding medical care for 250 patients in 13 countries. In the process we have seen donations increase 30% every week. With this amount of success over our first six months of operations, Watsi needs operational funding to expand operations.

To raise a million USD over the next two years that wil allow us to properly scale to provide medical care for a million people in need.

Operation ASHA strives to continue providing free treatment and services at the doorsteps of the most disenfranchised communities worldwide. We seek new opportunities to ensure that we are reaching out to the most vulnerable and hard-to-reach areas. We place a lot of value in our mission and seek to achieve it at every opportunity. We empower communities through educating them about TB and training local people to become counselors. These being paramount to establish a ripple effect to adapt community’s behavior and attitudes towards TB. These benefits effect people on mass scales, even those who are not diagnosed with TB, as the preventative measures in place prohibits TB to manifest itself.

Beneficiaries: Operation ASHA serves the population at the very bottom of the pyramid. A large section of the population earn 20 cents a day per capita, and are worse off than even the absolute poor as defined by the World Bank (income less than a dollar a day). Some of them are rag-pickers; they are people who collect refuse and trash from various neighbourhoods and bring it to their huts. Their huts are made mostly of used paper boxes stitched together with twine. The whole structure is so flimsy that it collapses in no time in strong wind or mild showers. OpASHA is dedicated to bring TB treatment and health services to the heart of India’s urban slums & villages. We serve more than 6 million individuals in over 3,000 slums & villages in India & Cambodia.

Operation ASHA’s innovative model takes TB treatment to the doorsteps of the disadvantaged. It provides a dense network of treatment centers that are established within the community, e.g. in small shops, huts and in the premises of local health providers. They are open for long hours from early in the morning to late in the evening, allowing patients to procure the medicine conveniently without spending money on transport or losing wages. This accessibility is complemented by a robust TB-education and counseling methodology. Operation ASHA carries out intensive educational campaign and education camps. The counselors and program managers are recruited from the slum communities they serve; the highly trained counselors are responsible for tracking patients and eliminating default.

Operation ASHA works towards eradicating tuberculosis among disadvantaged communities, by providing treatment, counseling, education, and supportive services to tuberculosis patients in the communities where we work. We also implement awareness and preventive measures to prevent tuberculosis in these communities. In addition, we seek to build capacity among governments, public health organizations and other NGOs to adopt and implement our best practices. Operation ASHA makes TB treatment available to the most disadvantaged patients through focusing on patient convenience, community mobilization, and comprehensive counseling. Our management information systems include continuous monitoring and rigorous reporting.

There are two major risks for this project which could hinder further scaling. First is if the technology fails or does not advance enough. Second would be if the relationship between the government ceases or changes in a negative manner. The technology has tried and tested replacing text with icons/pictures to have further impact for the illiterate. Our strong in-house technology team is capable and confident, as are we, to amend any weaknesses. Relations with the government and the scheme under which they provide support have never been problematic before. For the past six years we have relied on their collaboration and have not yet had any major problems and keeps us informed of policy changes.

We envisage the expansion of OpASHA and progress with innovations in Vietnam, Swaziland, and Uganda as well as further developments in India. 2012-2013 we successfully piloted our model in Uganda which brought phenomenal results, decreasing default and death rates from 16% to 0%. We also endeavor to maximize leverage by employing more counselors and ensuring that detection is most effective.

OpASHA’s model works to maximize leverage. With a team growing in dedication and passion it foresees the growth of OpASHA’s infrastructure. It also demonstrates that the results are an inspiration to the people we work with and those we impact. With the quantitative and qualitative data eCompliance provides, we see the results that puts our visions into action.

• Maximizing impacts to prevent MDR- TB through detection and treatment of TB patients.
• Building a rapport with communities through counseling, empowering and educating the truths behind TB as a curable disease. Encouraging the practice of preventative measures taught and compliancy to treatment.
• Providing opportunities of economic value for local residents in the communities we work in.

Eniware’s outcome-driven value lies in lives saved, diseases treated, and disability avoided through expanded access to healthcare. For local economies, improved health leads to greater potential for education and productivity. For health workers, increased capacity to work effectively within infrastructure constraints enables and incentivizes the provision of care in resource-poor settings. For health systems, the ability to affordably sterilize re-usable instruments and reduce the harms of medical waste increases safety and sustainability, decreasing reliance on disposables and reducing exposures to biohazards. Lastly, hospital and national healthcare budgets will realize reallocatable savings from reductions in expensive extended/repeat hospital stays for healthcare-related infections.

Hospitals, clinics, and mobile healthcare workers in areas where power grids are non-existent or unreliable are all potential users of Eniware units sold to government health ministries and private health care systems. Humanitarian/disaster response organizations providing emergency medical care comprise another robust customer sector. Healthcare professionals, including members of our Global Ambassador Corps, who travel to low-resource settings on medical missions could sponsor the purchase and resupply of Eniware units. Additional customers include dentists, veterinarians, and proprietors of businesses that are potential vectors for disease transmission including beauty salons and barbershops, particularly those in countries where risk of infection with HPB, HPC and HIV remain high.

Eniware will cultivate customers through our co-creation partnerships with end users, NGOs, global health organizations, and academic centers for Public Health. Eniware has a signed MOU with Population Services International, and has been invited to develop rural mHealth programs in Kenya with the Mawingu Project. Discussions have been initiated with potential partners ICRC, UPS/UPS Foundation, CAMTech, MSF/Nigeria, Mercy Corps,and AmeriCares. Sterilizer units and consumables will be also distributed to hospitals and clinics through National Ministries of Health, Education and Gender. Finally Eniware units and consumables will be manufactured locally in the countries where they are sold, and will be easily accessible and affordable to health providers at every level of care provision.

Eniware’s activities are ultimately integrated into our core goal of collaborating with diverse partners to achieve global health equity by expanding access to primary healthcare, including basic surgery. The sterilizer is an essential piece of this expansion, but Eniware will have maximum impact when implemented alongside other innovative systems and solutions that address the unique challenges of low-resource healthcare in the developing world. To this end, our activities include the facilitation of design and evaluation processes that incorporate input from users in the developing world, development of a training program that introduces sterilization as one component of good hygienic practice, and cultivation of partnerships that support local production and re-supply chains.

Fundraising in the impact-investing sphere has been, and continues to be challenging, but addressing this issue has positively pushed the company to expand our vision and to more clearly define potential impacts and goals. Also, because health care in the developing world is provided across a diverse array of systems and structures, there is no cookie-cutter go-to-market strategy that will effectively reach all potential customers. A network of on-the-ground local and international organizations will be key to getting the Eniware sterilizers to those who will most need and use them. The Eniware Global Ambassador Corps, health professional sponsor/advisors with extensive experience in low-resource countries, will also help the company understand and access remote health systems.

Marketing and distributing Eniware requires a phased strategy. Initial penetration of markets will be through NGO partnerships. Partners will acquire products for their own use and local distribution, and train humanitarian responders and local healthcare staff in product use/maintenance. Support and acceptance by Ministries of Health will expand Eniware’s reach to public clinics/hospitals.

The need is urgent. With Eniware’s core technology and essential system design proven and patented, regulatory hurdles overcome and CE/FDA/EPA certifications on track, and with partnerships in place for initial market penetration, our next step is working with identified beta sites collecting baseline data and end-user input to “hack” an acceptable and appropriate vehicle for the technology.

Our immediate growth objective is the initiation of the user-centered design process in partnership with academic research centers and healthcare providers in the developing world. Subsequent objectives include verification of the co-created product design by Noxilizer and field testing and evaluation at selected beta sites.