Here's a story about how members of the Changemakers community are promoting early childhood development in Bangladesh:
Suraiya Haque was a well-to-do woman in Dhaka, Bangladesh looking for domestic help. When an applicant came to her door with a child in tow, she turned the young woman away. But the experience ignited a spark in her mind. She began to investigate the sorry state of childcare in Dhaka and came up with a great idea.
Read more about this solution, or discuss this topic below.
ADD-on-GYAN Educational Services Pvt. Ltd is a venture established in order to reduce the many problems present in the Indian Education Sector and bridge the widening gap between theoretical and practical education in India. We began operations as a Start-up Company at Manipal University - Technology Business Incubator on 20th January and registered as a Private Limited company in July, 2011.
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.]
Spirulina is an affordable, wonder, nutrient-rich micro-algae, easy to produce with proven efficacy to fight malnutrition. The 1 million plan aims at saving 1 million Indian children and 400’000 pregnant or lactating mothers from malnutrition by combining a Spirulina enriched diet with a behaviour change strategy for sustainable impact.
Created on 06/15/2013 by Nik-Knight
Food for mothers is a recomposed traditional nutritional foods/ food product mix that has been targeted towards the better health of undernourished mothers. These foods have been thoughtfully recomposed to use selective nutrition to counter the problem of malnutrition & other nutrient deficiencies.
了解详情 ↓↑ 隐藏↑ 隐藏Has the organization received awards or honors? Please tell us about them
了解详情↓↑ 隐藏↑ 隐藏Stage
Start-Up (a pilot that has just started operating)
This Entry is about (Issues)
Elevator Pitch
Food for mothers is a recomposed traditional nutritional foods/ food product mix that has been targeted towards the better health of undernourished mothers. These foods have been thoughtfully recomposed to use selective nutrition to counter the problem of malnutrition & other nutrient deficiencies.
Problem
In India, for about 27 M children born each year, about 3.5 M die by the time they are 5 years. WHO and UNICEF estimate that 1.5 M infant lives could be saved each year through increased breastfeeding but that could happen only if the pregnant women are healthier. Approx. 27.5 million adolescent girls are undernourished in India (from Campaign against Malnutrition, Govt. of India.) and may deliver weak and undernourished babies in the future.
Solution
MKN has recomposed a traditional food mix that provides pregnant women with almost all nutrients required by their body at the time of delivery and helps them to recover fast. It helps pregnant women to regain their strength back, increase their immunity and enable them to get back to their regular chores healthier eventually helping women to breastfeed their newbies regularly. This food is a perfect blend of all natural food products that have been administered to pregnant women from ages in our community that includes edible gums, dried ginger, betel nut powder and others. The best advantage of such mix is that that it has an extended shelf life and does not have any chemical supplement/ nutrient added.
Example
Our team has observed many pregnant women over last 2 years and have found that many become really weak after the delivery. On close observation we found that women administered with this all natural food mix showed a gradual weight decrease but never reported getting weaker.
Initially we ensured that every pregnant women in our family or friend circle consumes this natural food mix at the time of delivery and post delivery period. It was found that women reported getting back to their strength faster than their previous delivery when they did not consume this mix. Women also admitted a swift increase in their physical strength that eventually helped them to support breastfeeding to their babies for a longer period of days.
Impact
Quantitative Impact:
• In a span of 2 years over 5 women have been administered with this traditional food mix while many have been observed taking the similar mix made by themselves at their home.
• Over 100 women were taught about the importance and impact of sole breastfeeding for initial 6 months of childbirth.
• Final composition of the mix has been produced after testing 3 different compositions.
Qualitative Impact:
• Every mother impacted directly impacts the health of her child.
• All women reported gradual weight loss to normal with no reduction in energy levels.
• Women reported better health and physical fitness to support breastfeeding for longer period of days.
We intend to run a pilot with approx. 250 pregnant women (economically deprived) in coming 6 months by providing them this food mix through the help of network of city gynecologists and maternity centers.
Marketplace
There are products like Baby and Me nutritional supplement from Nestle, Mother's Horlicks from GSK etc. in the market that are targeted at the similar customers. MKN's food mix differs from others in the sense that our product is all natural with no addition of chemical premixes. The constituents of our mix are something that people have used in their kitchens but in different compositions for different purposes. As our target market comprises of low earning people where current products in market fail to reach, our list of constituents gives them a feel of indigenous food and a sense of trust
Sustainability Plan
We have been operating at a very small level with kind funding from family and friends. We are reaching out for philanthropic donations for our pilot to help us test our product with a larger chunk of users and validate the results before reaching out to securing investments for scaling up of the project.
We have also started recomposing and reviving other traditional foods to target different health issues to create a line of natural products.
Founding Story
Our founder Nikhil had been working on nutraceuticals, Spirulina, Probiotics etc. during his under graduation and always felt that there is so much to offer for human health through traditional foods which has failed to reach out to majority of people. He observed her grand-mom making a special kind of food mix for every to-be mom in his relatives but while working with rural communities, he found that most of the moms there are devoid of any such nutrition and many are effected by malnutrition. So he decided to take these household compositions to a higher level; recompose it and make it available in packaged forms to a larger customer base who are devoid of any such knowledge and benefits.
了解详情↓↑ 隐藏↑ 隐藏Where do you ensure the availability of nutrients?
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?
The impact of our product on human wellness and vitality would help us validate our compositions and would help us enhance our product efficiency. It would help us to iterate our product development process till we develop cost effective high nutrient products.
The positive impact of our products on human wellness would boost us to develop more such products.
了解详情↓↑ 隐藏↑ 隐藏How is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
Created on 06/5/2013 by bressjn
Global Strategies is committed to finding health solutions for children. Information shared about an ill newborn in a rural US setting need not be limited by its modality. Real-time lab data, video and remote neuro-monitoring will improve rural newborn care by expediting the initiation of therapy and transport.
了解详情 ↓↑ 隐藏↑ 隐藏Name Your Entry
Improving Immediate Birth Asphyxia Care in Rural America
该组织在哪些国家/地区创造了社会影响力
United States, CA, San Francisco, San Francisco County
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The Need: What problem are you trying to solve?
Inadequate oxygenation to a newborn's brain can result in severe and even fatal brain injury. Recent developments in cooling protocols and other neuro-protective strategies are helping to minimize these injuries. Such advanced therapies are concentrated in major urban centers, but the patients are frequently born in rural settings. Decisions about sending air transport and initiating therapies are made by information shared by phone between a primary rural provider and an expert in an urban center. The telephone is a poor modality for transmitting the desired information about the neurologic exam and ongoing assessment of these critically ill babies.
The Solution: What is your solution? Be specific!
Interactive and trackable algorithms, secure video and remote neuro-monitoring in an integrated approach and coupled with existent rural provider education programs will significantly enhance the information received by referral centers and allow for more accurate and timely decisions regarding passive head-cooling and transport. With real-time lab data, video allowing the referral center to evaluate the baby's clinical appearance and neuro-monitoring to detect abnormal brain wave patterns, the babies who need therapy can have that therapy initiated promptly and unneeded and expensive transports can be avoided.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
A baby is born at 3AM following a difficult delivery in rural Yreka, California. The nurses initiate standard neonatal resuscitation techniques and delivery oxygen through a bag mask. They call for help. A physician intubates the baby. She is pale and not moving, but has a heart rate. The primary team calls an urban referral center in San Francisco through a video-conference and using a tablet opens up a step-by-step guide that instructs them to place umbilical lines and draw blood gases. The neonatal experts guide the team through the neurologic examination and watch it being performed. The laboratory studies are entered into the tablet and are immediately visible to the urban referral center. An aEEG, a neuro-monitoring tool to assess brain activity, is attached and the readings also appear at the urban referral center. Confident in the data and physical exam, the referral center can now make a decision regarding cooling therapy and air transport. In follow up, experts from the urban center visit Yreka and review the case using the video and data and address areas for improvement.
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?
A large percentage of neonatal intensive care units across the country provide advanced therapies for newborns suffering brain injuries. In states with rural areas separated by large distances from urban referral centers, timely and accurate diagnosis is critical to preventing long-term neuro-cognitive deficits. Significant resources are being dedicated at academic institutions and large neonatal units to advance the neurologic care of newborns, but these therapies require early identification of severe injury by providers for whom a critically ill newborn is a rare event. Urban centers that offered this technology and service would become preferred referral centers for rural hospitals.
Created on 06/5/2013 by cbalkrishna
Nutrition is basic needs for children and pregnant women, if a child is born malnourished s/he might not be the good asset for country. More than 80% of total brain development happens before the age of five for a child. So, a healthy child is more significant than 1000 pages constitution of Nepal.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Rural Reconstruction Nepal (RRN)
Has the organization received awards or honors? Please tell us about them
Yes, it has received numbers of honors and appreciation from Government of Nepal and Civil Society Organizations even by UN ECOSOC.
了解详情↓↑ 隐藏↑ 隐藏Name your entry
Improving nutritional status of children and women in Nepal
Stage
Start-Up (a pilot that has just started operating)
This Entry is about (Issues)
Elevator Pitch
Nutrition is basic needs for children and pregnant women, if a child is born malnourished s/he might not be the good asset for country. More than 80% of total brain development happens before the age of five for a child. So, a healthy child is more significant than 1000 pages constitution of Nepal.
Problem
About six million people of Nepal’s population is undernourished and half of all the children under the age of five suffer from malnutrition and stunting. Although, the agriculture sector dominates the economy providing 35% of the GDP but still stunting (41%), waste (29%), and underweight (11%) are the major problems on nutrition. Poor people (Dalit and ethnic minorities) are suffering from problems of malnourished because of inaccessibility.
Solution
The root causes of problems regarding nutrition can be addressed into two ways (i) Awareness building and capacity building of children’s club and mothers groups (ii) response of local authorities for collaborative approaches. The active participation of child clubs and mothers group in planning and decision making process contributes capacity building to promote food and nutrition security at local level. The collaborative efforts of right holders and local authorities contribute in devising appropriate approaches and programs to improve on food and nutrition security. Similarly, improving response of local authorities contributes institutional support and sustainable eradication of food and nutrition insecurity from poor communities.
Example
Indigenous populations are deprived from fundamental rights of nutrition and basic education. Korak, Gelu and Jante Village development committees (VDCs) have majority of ethnic minorities. The ethnic minority people of those VDCs have very poor access to have health and nutrition services. The Government of Nepal also provides very low level of health and nutrition services from their service delivery points. These VDCs also have lack of physical infrastructure so that they can grow green vegetables and crops to feed their children. Currently, my organization is implementing education component but there is lacking of intensive nutrition services. School children will be mobilized to build awareness on nutrition and access to services.
Impact
Currently, government has positive discrimination policy to mainstream the marginalized people but still poor and ethnic minorities are out of nutritional services. The sub-health posts and health post are continuously organizing growth monitoring clinics but due to lack of awareness poor people are not attending such types of clinics at all. Even, immunization campaigns have only 70-80 percentage coverage for children. The idea of this intervention will enhance capacity of school and out of school children and marginalized people so that they can claim their rights to enjoy nutrition services in local areas. A total of 1485 malnourished children will be benefited from the intervention of three impoverished VDCs of Nepal. Awareness and capacity building events will support children and their parents to involve in decision making process at local level so that including plan be developed
Marketplace
Department of Health and Services of Nepal is trying to address the same type of problem but they are mobilizing their own networks and personnel. The proposed solution is planned to mobilize school children and out of school children including their parents. More than 18% of children are out of school they will be targeted for this intervention. In this solution, school children be mobilized school as green school. They will be sensitized on nutritional promotion by nature conservation. Nutrition issue will be one of extracurricular activity in school curriculum 'children as change agent'.
Sustainability Plan
The financial sustainability for this solution is that children of local level they will do the advocacy and lobbying activities with local authorities. Firstly, local authorities will take responsibilities so that they will incorporate nutrition issue in their planning process. Secondly, schools will endorse nutrition sector in their curriculum and continuously teach nutrition and nature conservation to their students.
Founding Story
When we visited three impoverished VDCs we see the reality of children in regards to nutrition. The health facilities exists their but their coverage is very low but they have platforms where nutrition components can be accelerated. All three VDCs have been covered with green forest and fertile lands but bared for 3-4 months. Children seem with dirty faces with thin and lean body. When we talked with school teachers about these solutions, they were so happy and eager to support the interventions in schools. The teachers really want to establish school as green school concept because the environmental situation around school is quite favourable. The local authorities were also so positive to start the solution in their VDCs. So, we felt Aha
了解详情↓↑ 隐藏↑ 隐藏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 intervention will help to interact with other experts linked with Ashoka Nutrient for All which will enrich my knowledge and skills on nutrition and nature conservation sector. It will also be the part of advocacy and lobbying tools with local authorities to formulate better policies in favour of poor and marginalized children and people. The nutrition component would be additional support for our projects which we are implementing in three impoverished VDCs of Nepal for school going and out of school children.
了解详情↓↑ 隐藏↑ 隐藏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).
Nutrition is basic needs for children and pregnant women, if a child is born malnourished s/he might not be the good asset for country. More than 80% of total brain development happens before the age of five for a child. So, a healthy child is more significant than 1000 pages constitution of Nepal.
New early childhood language development business in Pre-Kindergarten market.
• Very innovative language learning systems through e-learning.
• Babies learn best from mothers. We enable mothers to become child’s first English teacher.
• Sales are international with initial market in China.
Created on 05/29/2013 by pbenjam2
Our goal moving forward is to provide new services aimed toward youth in the diverse areas of New York City, beginning in Brooklyn and Queens. Delinquent behavior is harmful to communities, TBL combats delinquent behavior by enlightening youth on facts like never before.
了解详情 ↓↑ 隐藏↑ 隐藏Facebook 网址
facebook.com/thebiglivetv
Borough(s) where you are creating or plan on creating impact
Brooklyn, Queens.
组织所在的国家/地区
United States, NY, Brooklyn, Kings County
Country where your solution is creating social impact
United States, NY, Jamaica, Queens County
References - Please provide two references with a two-sentence biography, email address, and phone number for each. These can be personal references (teachers, coaches, mentors, etc.). If you are entering a solution on behalf of an established organization please list references that can speak to your organization's work.
Tyrique Mckay
Director of Student Service
tmckay@schools.nyc.gov
Tyrique was my Spark counselor in high school. Since founding The BIG Live, he has offered countless guidance and served as a positive role model for my life.
Zannie Viard-Alouidor, LCSW
Licensed Clinical Social Worker
zviard-alouidor@hotmail.com
Zannie ad I have worked in PS 105 several times. She is the counselor on staff and has seen the impact our program has on inner city youths.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
The Need for your solution: What problem or challenge are you trying to solve?
The BIG Live Corp (Being Involved Greatly Living in Various Environments/ TBL) is a for-profit vendor ( New York City Department of Education Vendor Number 452924918) servicing the public school system of New York City. The BIG Live Corp services the community by providing intervention within the New York City Department of Education.
TBL is focused towards raising the social status of deserving young individuals within our communities through awareness, including but not limited to incarceration, teenage pregnancy, drugs and alcohol use, teenage violence and self-esteem.
The Solution: What is your solution? Be specific!
#TheBIGLiveTV is a mentorship program that uses reality- television concept to align and educated youths within a elementary- middle school demographic to build better habits that prepare participants towards high school. The purpose of #TheBIGLiveTV is to enlighten youth participants on relevant statistics within high risk communities, aligning participants with common core standards, while building habits that promote higher education.
Youth participants collectively work in teams to earn points. Behavior, attendance and participation are all factors within the point system. Teams collectively work to produce a thesis, objective and collectively present their case study. Team with the highest points at the end of the program WINS!
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities that are involved in your solution. Consider telling us a story about the solution in action and how it creates impact. For idea-stage pitches, consider providing a hypothetical example
During the summer of 2012, HCC (Haitian-American Community Coalition), The Arthur Ashe Institute for Urban Health at SUNY Down State and TBL collectively participated in a summer internship program. The program consisted of twenty-five groups of interns that were spread throughout local CBO’s to work towards a case study on a health disparity within the local community.
While many of interns chose heart disease, diabetes or obesity; TBL interns chose a social disparity, incarceration and recidivism. The two interns, Gregory Rousseau and Davis Jacques collectively worked to gathered surveys, compile data, conduct interviews and researched statistics on their case study. The young men were completely vested, as the weeks progressed, so did their work. Each week, they demonstrated the data on a project board that would be presented at the end of the program at Brooklyn Borough Hall.
With only the top five being selected to present, Gregory and Davis were not only selected to present at Brooklyn Borough Hall August 3rd 2012 (YouTube Video: http://youtu.be/CXVRjGo2qZ), however they were the only group of interns that had a video documentary that supported their thesis.
The Marketplace: Who else is addressing the problem that you are addressing with your solution. And how does your proposed solution differ from or build on these approaches?
TBL is actively building with other organizations that stress social awareness. Drive Change is a start-up NYC food truck business that hires, trains, and empowers formerly incarcerated youth (ages 16-25). Drive Change aims to provide young people with the re-entry support that they need to generate a vibrant and opportunity filled life. Drive Change provides great opportunity to reduce recidivism, however TBL aims to influence youth prior to the initial arrest.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: Share a story about the “Aha!” moment that led you or the person who came up with your proposed solution to get started and/or to see the potential for it to succeed.
During high school career, I was highly active in “Teen Club”, a youth initiative that has been a part of my parish (Sacred Heart of Jesus Christ) for over 40 years. While there, my faith not only grew, but I was also able to share and build with other adolescents in the community. After high school, obtained an Associate Degree in Networking & Computer Tech in 2006, and in 2010 I obtained a Bachelor Degree in Media & Communications.
In the fall of 2010, I became a Teen Club leader and realized how valuable intervention is to adolescents and teenagers. If building the community would be possible, youth should be its focal point. After one year of being a Teen Club Leader, I wrote the first marketing plan for The BIG Live Corp.
Impact: What is the impact of your solution to date? Also describe the projected future impact. (If your solution is an idea you can just describe projected future impact.)
TBL Impact:
VOYAGES Preparatory High School
East Brooklyn Access Academy
Brownsville Academy
Linden Learning Center
Sacred Heart Roman Catholic Church Youth Ministry
YBE (Youth Basketball and Empowerment) Sports
P.S. 105 (Youth Summit)
P.S. 183 Mentorship
Youth Basketball Empowerment (YBE)community awareness & support: Brookville Park, Rosedale NY Summer 2012
Providing meals through Summer Foods to YBE Summer Camp through fiscal conduit with Haitian-American Community Coalition (HCC) Summer 2012
Registered Trademark company logo & form of business The BIG Live Corp®
New York City Department of Education Vendor Number 452924918
30,000 total views on YouTube 2,000 Facebook Likes, 20k Twitter followers
Full Impact Potential: How do you plan on spreading your solution moving forward? (Please consider spread within New York City or beyond, policy reform, how you might get others to replicate/adopt your solution or other mechanisms)
TBL wishes to implement #TheBIGLiveTV program actively throughout the regular school year. It is important that TBL work closely with faculty and the community to ensure wrap around services are being implemented and objectives are being met in order to spread our mission. Moving forward, TBL will launch additional community initiatives that aim towards building awareness, while urging participation from our schools, communities, and community leaders.
We aim to spread our cause with innovative techniques and programs that align with youth participants with innovative techniques and the influence of popular culture. This is #BIG! #TheBIGLiveTV
了解详情↓↑ 隐藏↑ 隐藏Current annual budget, in US dollars (if your solution is an idea please estimate what your budget will need to be in order to carry out your solution)
50,001 至 100,000
Tell us about your partnerships. If your solution is an idea tell us about who you would partner or plan on partnering with in order to make your solution a success.
TBL has a partnership with HCC is a non-profit, tax-exempt organization created in 1982 which served as a network of activities and development efforts for eight Haitian community centers located throughout New York and the Metropolitan area. The centers worked to help new-arrival Haitian immigrant youth adjust to their new environment and helped their parents establish themselves as productive, self-sufficient residents/citizens in the US.
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.
Created on 04/29/2013 by anacsucupira
The objective of the Project is to provide women without family support with conditions to exert maternity. The support is given by the 'Social Mom", someone from the community, selected, trained and paid to operate next to the pregnant/mother with no family support, with clinical and social risk.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Secretaria Municipal de Saúde de Sobral - Ceará
Organization's Country of Operation
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
1st Place in Free Subjects of IV the Integrated Brazilian Congress of Ambulatorial Pediatrics - Brazilian Society of Pediatrics - 2003
Honorable mention in the II National Shows of Family Health - Health Ministry 2004
Public administration and Citizenship Prize- Getúlio Vargas Foundation /Ford/BNDS Foundation - 2005
Honorable mention Bibi Vogel Prize - innovative actions supporting breast-feeding - Health Ministry - 2005
Millenium Development Goals Prize - 4th Goal - to reduce infant mortality - PNUD/Federal government - 2005
1st Place in the Social Innovation Prize - Economic Commission for the Development of Latin America and the Caribbean - Cepal and Kellog Foundation - 2007
Honorable mention in the Safe Maternity Prize - Organização Panamericana de Saúde - OPAS - 2011
1st Place in the APRECE Prize - Innovative City in the Reduction of Infant mortality category - Municipalities of the State of Ceará Association- ARECE - 2012
1st Place in the category Implemented Actions - 4th Prize Social Innovation Medical Services - Sanofi - 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.
While analyzing infant and maternal deaths, a decisive factor is the lack of family support for care along the pregnancy and with the baby. Even though resting was necessary, the pregnant woman wouldn't rest, because there had to be someone to take care of the other kids and because of difficulties in taking care of the newborn or breast-feeding.
How to best support a woman in these situations? That's how the idea of the Social Mom came about, to support mothers.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
The Project Trevo de Quatro Folhas (Four Leaf Clover) was implemented in 2001 in Sobral, a city in Ceará - Brazil, with 200.000 inhabitants, where most of them are low-income citizens. Its name (Four-Leave Clover) reflects the 4 operation phases: pregnancy, parturition and puerperium, birth and the 2 first years of life. The analysis of the infant and maternal deaths showed that the rest prescription could not be followed by mothers with no family support, and that is a risk factor to the premature childbirth.
If a mother that breastfed a newborn had to hospitalize another son, she would have to wean the newborn to stay with the hospitalized one. Many absences at the prenatal appointments occurred because the mothers didn't have someone to leave her children with.
The objective of the Project is to provide women with no family support, with conditions to exert maternity. This support is given by the 'Social Mom", someone from the community, who is selected, trained and paid to operate next to the pregnant/mother with no family support, with clinical and social risk, or with general difficulties in caring for herself and the baby. The social mothers are registered in a database and receive a daily equivalent of a minimum wage per worked day. The Health Unit identifies the women that need support from the Social Moms and forwards the solicitation to the Project team, that visits the family to evaluate their needs. The social mom takes upon herself the house and health care duties. The support is guaranteed by the Social Godfathers and Godmothers, people from civil society and enterprises that provide a monthly contribution to the Child and Teenager Municipal Fund, being able to discount this money from their income taxes,
Describe how your innovation model is distinct from any other organization in your field?
The government's propositions for reducting infant and maternal mortality are related to investing in technologies and equipments that improve care with the woman and the baby. However, infant and maternal deaths express a social questions and they happen mostly in low income families, that have no family support and cannot afford other options of care. The investments made by the government are very expensive and little effective. The most important aspect is to provide the woman with conditions to exert maternity. Another innovative aspect is involving the civil society through their financial contributions, as well as the discussions about the results in social events where all the ones involved in the project attend.
What type of operating environment and internal organizational factors make your innovation successful?
The project was initiated in December 2001 and the achieved results led to the municipality voting a law that made it Public Policy in 2010, which guaranteed governmental resources to complement the civil society financial contribution. The project has a team (nurse, social assistant and nursing technician) that has developed relevant experience in selecting and training social moms and in evaluating the families that need social support. The results have touched the emotional nerve of the civil society leading each time to a greater participation. The events attended by the mothers, social moms, godfathers, godmothers and the society in general contribute to the mobilization of the population and general participation.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
A source of information for innovations in the Project is the analysis of the Maternal and Infant Mortality Prevention Committee, also implemented in 2001, that gathers monthly to identify the factors leading to death so that new strategies can be developed, with the objective of lowering the quantity of deaths. A challenge that the project has been facing in it's growth is working with the mothers that use 'crack' (drug) - in guaranteeing the development of their intra uteri and the care after the babies are born. Another challenge is to provide better conditions for child development in the first two years of life, with trainings so that the social moms could be agents who stimulate the development in the first childhood.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏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]
Maternal care
Categories along the health continuum you are covering [select all that apply]
Prevention, Intervention, Follow-up, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
The reduction of maternal and infant mortality through supporting the women in exercising motherhood, Providing conditions so that mothers who have no family support and show clinical and social risk can take care of their pregnancy and baby. Through identifying situations that lead to abortions or premature childbirths, we try to intervene and avoid these events. Premature babies need special care that the primiparous with no adequate support cannot provide.
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]
New/redefined roles for healthcare service provision, Unconventional partnerships (between traditional healthcare players and players outside healthcare), 其他.
If other, specify here:
Apoio às mulheres para o exercício da gravidez
Most relevant tools you are using to implement the strategies outlined above [select only two]
New skills, Education/training, Others.
If other, specify here:
New ways of caring with pregnant women and children
Please describe your solution in more detail
The innovative solution is the intense and differentiated care, to avoid avoidable maternal and infant deaths. It is a simple low-cost model that consists in training people from the community to help at risk mothers to have as safe pregnancy, breast-feed their babies and promote the development of the children. These assistants, Social Moms, are initially trained and accompanied with permanent education. The supervision is done by the project's nurse and by the health team of the Unity where the family is registered. The Social Mom stays in the family's house until necessary, working eight hours per day. She can accompany the other child during hospitalizations, so that the mother can nurse and breast-feed her baby.
What are your vision and overall objectives?
The model is centered in the vision that infant and maternal mortality have an important social component that the organicist biomedical model cannot take into account. Before a needy population, other factors are fundamental in determining the harms. The model uses as reference the social determinants of health according to the Dahlgren and Whitehead model to identify what are the main interventions to be done when aiming to reach better health, education and social development levels. The general objective is reducing infant and maternal mortality and provide adequate conditions for pregnancy and child development. Besides that, involving the civil society in the responsibility for the infant and maternal survival.
What is your value proposition?
Since this is not a traditional business, it is difficult to estimate a value proposition.
Below is a breakdown of the costs of the Project:
The cost of the Social Mothers in the period of 2001 to 2011, was on average U$ 24.191.91 per year.
The human resources are tied to Sobral's Municipal Secretariat of Health, as well as the costs from logistic and the infrastructure of the Project.
Who is your customer(s)?
The customers of the Project are the pregnant women, women in labor, mothers and children attended at Sobral's Primary Health Care that show clinical and social risk and are identified by the Family Health team, from Sobral's Basic Health. The Family Health teams are composed by 1 doctor, 1 nurse, 1 nursing technician and 4 to 5 Community Health Agents (CHA, members of the community who is responsible for the relations between people from the microarea and the Family Health teams of this microarea.
What approaches to you use to reach your customers?
There is a close contact between our team and the municipality Health Family teams.These professionals identify the pregnant women and mothers who need social support and forward a request to the Project, that visits the family to evaluate their conditions and needs.
To increase the number of participants, we promote the project in the media and through social events to get new partners.(social godfathers and godmothers and private companies) and so that the women in need can also request this support.
What are your primary activities?
Evaluation of the Social Mothers' work
Care services to the mothers, in the house and health care duties
Accompaning hospitalized children so that the mother can nurse her baby
Mobilizing social godmothers and godfathers and private companies that empathize with the project
Training and permanent educating Social Mothers
Analysis of the infant and maternal deaths of the municipality
Identifying new problems and new strategies to solve them
Evaluation of the activities developed by the project
Monitoring and evaluating the municipality's infant and maternal indicators
Who are your peers and competitors? What problems could these players pose to your success or growth?
In this Project we only have pairs and partners. The pairs are the health professionals who provide different health services in Sobral's Health Secretariat, specially the Family Health teams. The partners are the Social Godfathers and Godmothers, the solidary private companies, the Children and Teenager's Right Municipal Fund, the Tutelar Council, the city's Social Assistance Foundation. Given the characteristics of the Project, we do not have competitors, because we work together with all the health professionals of the city and count on the support of the municipal managers and the civil society.
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 have not identified challenges that can hinder the future success of the Project, because we currently count on the support of the public managers and the federal government through "Rede Cegonha", that ensure us of the growth of the project.
Briefly describe your growth strategy going forward
Associate with the strategy of the Health Ministry's Rede Cegonha, a policy of the federal government that aims to improve the conditions of care of the pregnant women, the childbirth, the puerperium and the baby, with the objective of reducing maternal and infant mortality.
This network (Rede Cegonha) counts on great financial resources that are transferred to the municipalities for improving the hospital and ambulatorial structure.
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 team's experience, the consolidation of the work organization and the instruments utilized, the support of the municipal managers and the results achieved in reducing maternal and infant mortality. Moreover, the positive feedback of the women that received support from the Social Mothers. The proposal is to expand the project to neighboring municipalities that are part of the Northwest Region of the state of Ceará.
What are your key growth objectives?
Develop new strategies in the care of premature and low weight infants
Increase the number of Social Mothers
Increasing the number of Social Godfathers and Godmothers
Reduce premature childbirths and the birth of low weight babies
Early identification of women who need support of the Social Mother
Publicize the Project in the media
Eliminate avoidable maternal and child deaths
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In one year - increase the contribution of the partners and the number of Social Moms
In one year - implement the continuing education process of the Social Mothers
In three years - reduce infant mortality to 1 digit
In three years - eliminate avoidable maternal deaths
In three years - expand the project to other municipalities.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
The Infant Mortality Rate (IMR) that in 2001, the year of implementation of the Project, was 29.6, dropped to 13.6 deaths per thousand live births in 2012, a decrease of 55.4%, one of the lowest rates of Ceará. The Maternal Mortality Ratio (MMR) presents oscillations and is still a challenge. In 2001, the MMR was 27.9 / 100,000 live births, before the creation of the Committee on Maternal Mortality, when there was no investigation of women at childbearing age's deaths, which may have contributed to the underreporting of such deaths. In the years 2009 and 2010 there was no recorded maternal death. In 2011 the MMR was 94.3 / 100,000 dropping to 63.4 in 2012. All deaths were analyzed and classified as to their preventability, and intervention measures were proposed to avoid further occurrences. The early neonatal mortality rate was 68.7 in 2002, dropping to 52.2 per 1,000 live births in 2012.
The inclusion of a considerable number of women, Social Mothers, in the marketplace. Besides that, new jobs were created for these women who are being hired to take care of people by higher income families.
Altogether 21,007 families were accompanied. In its 11 years of Project, 3,723 women had the Social Mother support, being 563 of them pregnant women, 7 women in labour, 1,915 puerperal, and 1,238 mothers of children under-2-year-old.
A key aspect in the impact assessment are the reports of the pregnant women and mothers on the importance of the support gotten by the Social Mother and how this support was crucial for the survival of the infant and under-2-year-old children.
What methods for quantification of social impact are you applying (if at all)?
We use the epidemiological indicators to assess the impact of the measures taken: Maternal Mortality Ratio (MMR), Infant Mortality Rate (IMR); Proportion of live births of low weight (<2,500 g)
Rate of Premature Births; Early Neonatal Mortality Rate (TMNP
Number of pregnant women who entered prenatal care in the first trimester of pregnancy, number of pregnant women who underwent complete examinations in prenatal care.
Interviews with pregnant women and mothers who received support from the Social Mothers.
Could your solution work in other geographies or regions? If so, where?
We are thinking of expanding the project to municipalities in the Northwest region of Ceará, which has a population of 1,288,545 inhabitants and 47 small towns, which have a population with similar sociodemographic characteristics to Sobral. These municipalities have as secondary health reference, Sobral's health services.
In addition, the project has already been presented in other countries of South America and Mexico that have demonstrated interest in implementing this strategy. Currently Rede Cegonha intends to implement the project in the towns that participate in its network.
What is your projected impact over the next 1-3 years?
The infant mortality rate in Sobral today is 13.6 deaths per thousand live births. The projection for the next three years is to reduce this rate to one digit. The Maternal Mortality Ratio is 63.4 / 100,000 births and we intend to reduce it by eliminating all preventable maternal deaths.
Reduce the number of low weight newborns to 5%.
Extend the support of social mothers to all women who need it.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
Resources from the Social Godfathers, Godmothers and collaborating companies monthly contributions.
Budgetary resources from the local government due to the fact that the project is now a public policy approved by the Municipal Law
Strategy development to increase partners contributions, through promoting the Project in the media and social events with the civil society.
Waiting for Rede Cegonha's resources.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Explain your revenue generation strategy in more detail
The ultimate goal is to raise funds from the Federal Government's Rede Cegonha.
Increase contributions from Social Godfathers and Godmothers as well as collaborating companies.
Conduct social events that may lead to resources for the Project.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Created on 04/8/2013 by darnellc
Telehealth Solutions for Schools provides school-based health programs with access to primary, specialty and pharmacy care. Ultimately, this tele-solution will reach elementary and middle school children around the globe, and will greatly enhance access to primary, specialty and pharmacy care, reduce health related costs, and improve quality and outcomes while addressing disparities.
了解详情 ↓↑ 隐藏↑ 隐藏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
Not only did I receive a "community grant" from the March of Dimes to further a telehealth needs assessment study at the state-level, but a related project was implemented for high risk OBGyn services to numerous locations.
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.
After listening to a presentation on telehealth for stroke, I realized such a model could be used to improve access to underserved communities, advance medical education, address health disparities and enhance the value (cost and benefit) of care. This "aha" moment led to my dissertation which was on telehealth, my grant from the March of Dimes, and later my transformational idea.
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Telehealth Solutions for Schools
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.?
Though not new, telehealth is an innovative solution to many of today's health care issues. Such a model enables medical experts from anywhere in the world to provide education and consultation to individuals anywhere else in the world. The only requirements are a computer and internet, so access is convenient and relatively inexpensive, and yet the benefits are extraordinary. Telehealth Solutions for Schools provides school-based health programs with access to primary, specialty and pharmacy care. Ultimately, this solution will reach elementary and middle school children around the globe, and will greatly enhance access to primary, specialty and pharmacy expertise, reduce the cost of care, and improve quality and outcomes while addressing disparities,
Describe how your innovation model is distinct from any other organization in your field?
While various organizations are building telehealth programs, Telehealth Solutions for Schools provides access to primary and specialty care, as well as pharmacy expertise for school health programs around the globe.
What type of operating environment and internal organizational factors make your innovation successful?
There is tremendous momentum for telehealth solutions, so the three primary factors for success are 1) finding start-up support, 2) identifying a physician champion (which I have done), and 3) collaborating with a school or school system to innovate.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Given the continuous changes in technology, there will be ongoing innovation as it relates to telehealth solutions. This program will build on the innovations to reach new schools, and therefore school children and school-based health care providers, around the globe.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏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?
Many children go without preventive, primary and specialty health care. There are many reasons for this, but Telehealth Solutions for Schools offers an innovative way to reach children via a new and different channel.
Stage that best applies to your solution [select only one]
Idea (poised to launch)
Core strategies of your business model [select all that apply]
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), 其他.
If other, specify here:
Also offers an opportunity to educate school-based health care providers.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Consultation.
Please describe your solution in more detail
Telehealth Solutions for Schools provides access to primary, specialty and pharmacy care for children through partnerships with school-based health program around the globe. Services can includes primary and specialty care; dietary and social work support; pharmacy expertise; and potentially behavioral care.
What are your vision and overall objectives?
The model is simple:
Using the internet, Telehealth Solutions for Schools will connect with school-based health providers around the globe, and will offer consultation and education aimed to improve overall health status for children in elementary and middle schools.
What is your value proposition?
The short-term value proposition includes improved access to primary, specialty and pharmacy care, reduced costs, and enhanced outcomes.
By focusing on the intersection of education and healthcare, we can improve upon both - that's the long-term value proposition.
Who is your customer(s)?
Children via school-based health programs around the globe.
What approaches to you use to reach your customers?
Outreach to schools, school systems, and school-based health care providers.
What are your primary activities?
Consultation services for primary, specialty and pharmacy care.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Limited competition; only barriers to entry mostly related to paradigm shift.
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 only foreseeable problem relates to the new care delivery model. Working through school bureaucracies might present problems; however, the value proposition should resolve this issue. Also, in other countries, there will be questions related to licensing, malpractice, etc, but those questions will be sorted out.
Briefly describe your growth strategy going forward
Should be able to expand rapidly. One provider should be able to support between 10 - 20 schools, so growth will be largely dependent on the addition of schools.
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?
One provider has capacity to see so many "visits" in a day, at multiple locations and at different times, so growth will be dependent on how fast those slots get filled. Once filled, another provider will be needed. That'll likely be the only barrier to growth.
What are your key growth objectives?
1) Establishing relationships with schools
2) daily "visits"
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
The timeframe for growth is as follows:
1. Find start-up support
2. Identify provider(s)
3. Build infrastructure (internet connection, computers, training)
4. Establish relationship(s) [with school(s)]
5. See patients
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
This proposal is in concept/ ready to launch stage; however, there are numerous successful telehealth program examples, and the impact is significant. There is much research to support the potential of improved access, reduced costs, better outcomes and enhanced overall health status.
What methods for quantification of social impact are you applying (if at all)?
We should be able to identify and report on health/medical quality indicators like immunization rate, diagnosis, obesity rate, reduced ER visits, and much more.
Could your solution work in other geographies or regions? If so, where?
Endless opportunity - can work wherever there is a computer and internet access
What is your projected impact over the next 1-3 years?
Will partner with multiple schools and provide care for many children at various locations around the globe.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
At this point, we need start-up funding to get started.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
基金会, 非政府组织, Private businesses, Regional government, Others.
Explain your revenue generation strategy in more detail
The revenue strategy is multi-faceted:
1. If possible, bill third party payors in the US
2. Offer a per member (student) per month option for children at schools
3. Make available a service agreement arrangement which could be supported by an array of possible sources including Foundations, NGO's, businesses, school systems, etc.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Will pursue diversified strategy.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
The strategy to make Telehealth Solutions for Schools sustainable includes:
1. Bill third party payors when applicable
2. Offer a per member (student) per month option for children at schools
3. Make available a service agreement arrangement which could be supported by an array of possible sources including Foundations, NGO's, businesses, school systems, etc.
4. Pursue philanthropic gifts
5. Work to secure grants
Created on 04/3/2013 by ummeedcenter@gmail.com
Ummeed Child Development Center helps children with developmental disabilities or at risk of disabilities achieve their maximum potential and be included in society. Ummeed achieves its objectives as follows :
1) Providing clinical services for children with developmental disabilities.
2) Capacity building of other NGOs through in-house training programs built around early childhood development.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Ummeed Child Development Center
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.
Ummeed is a non-profit organization set up in 2001 with the objective of helping children with developmental disabilities like Cerebral Palsy, Mental Retardation, Learning Disability, Autism, and Attention Deficit Disorder. Ummeed helps children with disabilities, or at high risk for disabilities, reach their maximum potential and be included in society.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Early Childhood Development - Scaling Reach
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.?
At least one in ten children has a developmental disability. Extrapolating from this India has 52 million children with a developmental disability. Ummeed at its Center provides transdisciplinary care for children with developmental disabilities through best practices developed in-house and recognised globally. Each year, Ummeed reaches out to over 1200 children through around 6100 visits through its Center.
The best practices developed by Ummeed also go into development of curricula of training programs which are targeted at building the capacities of community workers of other NGOs and building the capacities of NGOs working with children to address issues around Early Childhood Development and developmental disabilities. Each year, Ummeed serves an additional 25000 children and their families through these training programs imparted to other organisations.
Describe how your innovation model is distinct from any other organization in your field?
Ummeed at its Center develops unique best practices which then form the basis of the curricula developed for the capacity building training programs.
In addition Ummeed develops training modules based on the needs of the organisation as assessed by Ummeed. The training modules are exhaustive in nature and comprise of both theory and practicals at the field level.
What type of operating environment and internal organizational factors make your innovation successful?
Ummeed at its Center provides transdisciplinary care for children with developmental disabilities through best practices developed in-house and recognised globally.
Ummeed has a team of highly trained and skilled professionals providing care and expertise to Ummeed's activities.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Ummeed's greatest challenge currently is the immaturity of the market and understanding of the need of early childhood development among organisations working with children and organisations working in the area of disabilities. Ummeed is now developing a competent team to create the necessary environment and build the "market" to be able to scale up its reach in the field of early childhood development.
Ummeed has also developed short term training modules to meet the challenges of manpower stretched organisations who may not be in a position to spare their team for the comprehensive training programs.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏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]
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?
Over 52 million children in India have a Developmental Disability or are at risk of acquiring a disability. With little or no awareness and facilities to address the issues around Early Childhood Development, these children and their families will have no recourse to any facility or knowledge on working with their special child or mitigate the incidences of developmental disabilities. Ummeed works at different levels to address this issue through its clinic while building the capacity of community workers and other organizations to address the issues in their communities through its training programs .
Stage that best applies to your solution [select only one]
Scaling (growing impact on a regional or global scale)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Unconventional partnerships (between traditional healthcare players and players outside healthcare), 其他.
If other, specify here:
All care provision is family centric and not just child centric
Most relevant tools you are using to implement the strategies outlined above [select only two]
New skills, Consultation, Education/training, Others.
If other, specify here:
Empowering other organisations through our Community training programs developed based on best practices at Ummeed..
Please describe your solution in more detail
Almost 15% of the children in India have or at risk of a Developmental Disability.It is a known fact that early detection and care especially during the age of 0-6 years helps a child attain his/her maximum potential. In India almost 65% of the population lives in the rural areas which would mean that around 35 million children who have or are at risk of a developmental disability, are from these areas and hail from low income families, with little or no access to information and resources on issues around Early childhood Development. Ummeed through its training programs builds the capacity of organizations working in these under-served communities to work in prevention & mitigation for children and families at risk while building resources for the care of children with a disability.
What are your vision and overall objectives?
Ummeed helps children with disabilities or at risk of disabilities attain their full potential and be included in society. Ummeed endeavors to scale up its training programs and using this vehicle be able to reach out and change the lives of 40,000 children each year, by 2018.
What is your value proposition?
Ummeed will reach out to 40,000 children at risk or with developmental disabilities, annually, at half its current cost per beneficiary.
Who is your customer(s)?
1.Community based gov’t organizations ( Anganwadi's, Balwadi's etc)
2.Community based NGOs
3.Orphanages, Remand homes for juveniles
4.Disability organizations
5.Schools
What approaches to you use to reach your customers?
1. Word of mouth - recommendations by other organizations who have undergone the trainings
2. Awareness creation among the target group and enlisting of support telephonically by Ummeed's team
3.Ummeed's network of NGO's and well wishers
4. Going forward will do face to face Awareness creation and assess needs among the target group and enlist support
What are your primary activities?
1. Provision of Clinical services for children and families of children with Developmental Disabilities.
2. Training and capacity building of community workers of other NGO's and of organizations to take forward the work in their communities.
3. Advocacy
4. Research - Currently doing research for developing a tool for monitoring Early Childhood Development sponsored by the National Institute of Health,USA.
Who are your peers and competitors? What problems could these players pose to your success or growth?
There are few organizations In India which offer some of the services Ummeed offers but No organizations offer the trainings programs offered by Ummeed especially in the area of Child Development Aide's.
We do not see any real problem being posed by the organizations, as we have also trained a number of community workers from these organizations to work or add - on, the Early Intervention program in their communities and in their portfolio of services offered. They are our partners in 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?
1. Reaching out to organizations with access to young children
who have or could develop disabilities.
2. Convincing Organizations the need to invest in Early Childhood Development
The way Ummeed proposes to overcome these challenges is by building its organizational capacity by hiring personnel with strong networks and training capabilities to supplement the current team. The manpower requirement has been identified as ;
1. Senior Program Manager - Training ( 1 no)
2. Asst Training Coordinators ( 2 nos)
3. Fund raiser ( 1 no)
Briefly describe your growth strategy going forward
Ummeed proposes to train community workers of NGO's and organizations working with children with a view share our knowledge to build their capacity to address issues around Early Childhood Development in their communities. Ummeed proposes to train a 100 community workers from organizations to reach out to 40,000 children annually by 2018.
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?
Ummeed has been working in the field of Early Childhood Development for the past 12 years and has developed best practices that are incorporated into the design of the curricula of the training programs. These trainings have been piloted and modified over the last 3 years to give the form and readiness to help achieve Ummeed strategic goals and for taking Ummeed's reach to scale through trainings.
What are your key growth objectives?
1. To reach out to 40,000 children at risk of developmental disabilities,annually by 2018.
2. Reduce the cost per beneficiary by half the current cost.
3. Create necessary awareness among organizations on the need for adoption and implementation early childhood development programs in their communities.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
2013-14 - 11,500 beneficiaries reached @Rs. 440 per beneficiary; 2014-15 - 18,500 beneficiaries reached @ Rs.335 per beneficiary ; 2015-16 - 25,250 beneficiaries reached @ Rs. 295 per beneficiary; 2016-17 - 33,000 beneficiaries reached @ Rs.260 per beneficiary. 2017-2018 - 40,000 beneficiaries reached @ Rs.236 per beneficiary.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
Approximately 200 words left (1000 characters).
What methods for quantification of social impact are you applying (if at all)?
Could your solution work in other geographies or regions? If so, where?
What is your projected impact over the next 1-3 years?
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
Ummeed receives 34% donations from individuals, 32% from Foundations & Trusts, 25% from Clinic Fees, 8% from Corporates/Events, 1% from Others. Ummeed currently has strategised to increase contributions from the corporate sector by capitalising on the new laws passed by the Government of India on CSR. Ummeed also will increase its quantum of unrestricted donations from individuals to increase Ummeed's reach to low income families while ensuring sustainability.
Share of revenue generation in total income of organization (in percent)
34% donations from individuals, 32% Foundations & Trusts, 25% Clinic Fees, 8% Corporates/Events, 1% Others (interest on corpus)
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, 个人, Patients, 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
基金会, 非政府组织, Others.
Explain your revenue generation strategy in more detail
34% Individual donations - sourced through personal networks, parents of beneficiaries and "walk-in" donors.
32% Foundations & Trusts - A large portion is the grant received for the research project for developing a tool to monitor Early Childhood Development by NIH, USA. The balance amount is a combination of funding from Give India & CAF towards provision of subsidy for treatment for beneficiaries of low income families.
25% clinic fees - This is the amount received as fees (Full & Concessional) from beneficiaries for clinical services.
8% Corporates/Events - Fund raising activities such as the marathon, walkathon, IPL, etc.
1% Others - Interest received from corpus investments.
Share of philanthropy in total income of organization (in percent)
75% share of the total income of the organisation is philanthropic in nature.
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Each year the carried forward commitments from the unrestricted grants forms around 12% of the targeted requirements. Reserves have been created for programmatic funding to meet the requirement of ongoing programs which forms around 18% of the target. Regular donor commitments meet around 15% of the annual target. The balance of the requirements for the year will be raised through the fund raising efforts of the team being put in place for the purpose from corporates, foundations and trusts.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Ummeed has created a corpus of Rs.1 Crore (Rs. 10 Million) the interest on which will go towards meeting funding requirements. In addition to this, clinic fees will help meet a portion of the clinic expenses and the fund raising team would raise the funding required over the next three year period.
Shailah Interactive is dedicated to embracing the latest touch-free mobile technologies and adapt them for inclusive education content.
Created on 03/31/2013 by Magical Voice
Most people’s lives are limited by their thinking.
The Magic of Think™ helps children overcome self-limiting thoughts by teaching and reinforcing the core values of inner strength before bad habits become entrenched. Strong children create strong adults.
The world of “Think” incorporates award-winning songs, fun stories, animated characters, games, lessons and activities dealing with some of life’s most difficult problems.
Activity & Audio Books with Music CDs in a 7 book series based on social and emotional learning. Progressing to multiple platforms.
了解详情 ↓↑ 隐藏↑ 隐藏我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
The Magic of Think: Everything begins with a thought. We help children improve their thinking.
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Most people’s lives are limited by their thinking.
The Magic of Think™ helps children overcome self-limiting thoughts by teaching and reinforcing the core values of inner strength before bad habits become entrenched. Strong children create strong adults.
The world of “Think” incorporates award-winning songs, fun stories, animated characters, games, lessons and activities dealing with some of life’s most difficult problems.
Activity & Audio Books with Music CDs in a 7 book series based on social and emotional learning. Progressing to multiple platforms.
Creates meaningful discussions between a mentor (teacher, parent, grandparent, guardian, friend) and child benefiting both.
Like a nursery rhyme, our messages are remembered for a lifetime becoming a positive anchor in times of need.
What are your organization's top three priorities in the next year?
1. Help children worldwide
2. Find a partner or sponsor to help expand the program to reach more children
3. Generate sales to continue our work
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!
We need your help in increasing brand awareness and generating sales.
1.
A passionate and sincere long-term desire to help children worldwide
2.
A partner that is comfortable being instrumental in bringing change to the way children learn
3.
A partner that sees the power of brands like Harry Potter, Club Penguin, Hello Kitty, etc. and uses that platform to educate
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 our organization overall. We need help progressing to the next stage.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
The University of BC liked the project and helped with the curriculum. We also received help from an outside contractor with our Facebook page.
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.
Identify the strongest segment of my market and brand
2.
Establish a long-term partnership
3.
Increase sales and distribution
What has been the impact of your solution to date?
We won Best Song at the Hollywood Music in Media Awards, received a fantastic review from Billboard Discoveries, and were chosen to be in the Grammy and Oscar gifts to the nominees. The University of BC Education Department helped us develop lessons and activities for our series of books (K to Grade 3.) We test marketed The Magic of Think™ with teachers, homeschooling mothers, and grandparents. The testimonials have been phenomenal. The children in both public and private schools have been captivated by the stories performed “in character.” The children love the music and listen to it day and night. We have also been receiving enthusiastic reviews from parents with Special Needs and Gifted children. Children open up on issues that have not been discussed before. Eg. being bullied.
What is your project future impact after receiving professional support from American Express?
Receiving support from American Express would greatly assist us in achieving our goal of reaching and helping every child in the world. Rich or poor, regardless of color or nationality. Long term, stronger children become stronger adults, who will be more equipped to make the world a better place.
This Entry is about (Issues)
Created on 03/29/2013 by azinicus
We're committed to making learning fun by applying deep concepts of play into our educational applications. We want children to have fun while learning key concepts and be challenged to grow their understanding. We feel that this can be done effectively using the principles of play and using the concept of flow that has been so prevalent in the gaming world, but applied to learning.
了解详情 ↓↑ 隐藏↑ 隐藏Title
Founder and Lead Brainiac
组织所在的国家/地区
United States, DC, Washington
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Awesome Education Apps with Highly Engaging Gaming Principles
请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
We're committed to making learning fun by applying deep concepts of play into our educational applications. We want children to have fun while learning key concepts and be challenged to grow their understanding. We feel that this can be done effectively using the principles of play and using the concept of flow that has been so prevalent in the gaming world, but applied to learning.
What are your organization's top three priorities in the next year?
1. Increase our existing application's revenues to sustain continued development of both the company's growth and that of our app concepts.
2. Raise any additional funding to help support development of 2 new core learning apps that have gaming as a fundamental method behind learning.
3. Work with both educators and gaming experts to build the a standards based body of knowledge for a broader community of app developers and educators to use to gain greater impact with these concepts.
Need #1
Staffing Capabilities
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!
First we need key skill sets filled in the areas of mobile development, design and game/education theory. I see a staff of 4 being fully capable of building the initial 2013 apps that will prove these strong concepts with real and profitable products. With a small core team of awesome designers and developers, we will have all the tools necessary to build and iterate on some really amazing apps that will inspire young minds. We already have a great team of designer, developer and founder/executive, now we need a gaming and learning thinker and funding to support the staff full time to really kick things off.
Our first play + learning concept, Secret Agent Alpha, is a game that is oriented toward building strong penmanship, alphabet and word learning skills, as well as potentially foreign language learning eventually as we expand the concept. We hope the principles of competition and rich gaming based character shorelines will help children learn key skills while having a blast doing it.
2.
High standards and expectations on delivery
3.
A deep belief in play/gaming as a vehicle for learning
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Organization overall. We would need infrastructure support, marketing support, and all the relationships that a startup needs to fully succeed. We have a very agressive and serious goal, and we don't want to do this lightly or timidly, so we need exposure to the best people in the areas of gaming, learning and mobile design/development.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have not worked with outside consultants yet, but we're very interested in collaborating with forward thinking organizations like the Institute of Play, Disney, PBS, and others who are currently trying to bring their traditional publishing models and rich assets into the modern digital world.
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.
2 Profitable play based learning applications by end of year 2013
2.
A highly connected network of changemakers who have a passion for education and gaming that will support our initiatives
3.
The foundation of some really key principles of play and learning that we can share with others and push the field forward
What has been the impact of your solution to date?
We have had 92,000 paid downloads for our existing app My Story which is a rich story telling app that allows children in K-8 to tell their stories using rich drawings, pictures and audio and publish their books as assignments or to share with their family and friends. This app is very well received in classrooms, and we hope to build on those relationships as we move further into the concepts of play + learning. My Story also makes us profitable, which is a great place to be compared to other startups who have to raise seed or angel level funding first.
What is your project future impact after receiving professional support from American Express?
We feel that with support from American Express, we will be able to fund the design and development of our first of two play based learning apps for 2013. It will not provide all of the funding needed, but the exposure and networking support will actually give us a lot to work with that we would otherwise have to build manually. The funds will also help pay for some expert consulting on the concepts of play within gaming so we can put a solid foundation behind what we're going to develop and put on the App Store.
This Entry is about (Issues)
Created on 03/29/2013 by davidalevine
We are at a crisis point in education today. Many teachers and children are feeling disconnected, stressed out and unmotivated. The pressures brought on by the new mandated instructional practices from both Federal and State Departments of Education are felt by all members of the school community. There is a decrease in pro-social skills and an increase in anti-social behaviors. Most answers to this problem focus on programming. My approach focuses on building a new consciousness within the school community.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, NY, Accord, Ulster County
该组织在哪些国家/地区创造了社会影响力
United States, NY, New York, New York County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
The School of Belonging Learning Institute
请选择最符合您的解决方案的阶段：
调整（下一步将着眼于地区性乃至全球性的影响）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
We are at a crisis point in education today. Many teachers and children are feeling disconnected, stressed out and unmotivated. The pressures brought on by the new mandated instructional practices from both Federal and State Departments of Education are felt by all members of the school community. There is a decrease in pro-social skills and an increase in anti-social behaviors. Most answers to this problem focus on programming. My approach focuses on building a new consciousness within the school community. This consciousness is based on creating an authentic learning environment through open and often vulnerable communication that emphasizes compassion, empathy, collaboration and problem solving. My work focuses on facilitating emotional safety for all members of the school community.
What are your organization's top three priorities in the next year?
1. Complete, publish and market The School of Belonging Learning Institute's newest resource: The School of Belonging: Empathy in Practice (in process).
2. Implement The School of Belonging Learning Institute with three unique learning communities: New Directions Alternative Secondary School in the Bronx, NY, Hunter College Magnet School (grades k-12), in Manhattan, NY, and with Beacon Secondary School (grades 6-12), in Beacon, NY.
3. Run four School of Belonging Learning Institute training sessions at the Fellowship for Reconciliation training site in Nyack, NY. Schools from New York City and the New York metropolitan area will be invited to take part. This will be followed up with a 5 day School of Belonging Certification Program in the summer, 2014 at the Omega Institute in Rhinebeck, NY.
Need #1
Message & Brand 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!
The School of Belonging Learning Institute (SBLI), has evolved over the past 30 years into a unique and innovative culture building process. Institute creator David A. Levine has created authentic learning experiences which facilitate self-reflection and behavior change through his music, cutting edge books, meaningful dialogue, applied skills, and classroom demonstrations. The SBLI process has consistently created systemic transformational learning which has proven to be life changing for many teachers, leaders, children and parents. David wants SBLI to be a robust process that will make significant social change in our schools and communities. In the past year, he has established relationships with several foundations who are devoted to social and emotional learning and he is currently negotiating with school districts from a variety of socio-economic realms. As creator of SBLI, David needs help in branding his vision and marketing his work in such a way that schools from all over the world, who are in need of creating caring and empathic learning communities, will want to implement The School of Belonging Learning Institute for their teachers and students .
1.
Open commuication through dialogue and non-judgment.
2.
A belief in the creative potential of synergizing ideas.
3.
Regular check-ins, celebration and authentic feedback.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
I would like support in my organization overall. I have been working on my own since 1992. After meeting several colleagues through Ashoka, I realized that I needed to scale up my work to make a greater difference in the world. Creativity, passion and belief do not always equal a sound business plan and that is what I need assistance with. In the past few weeks, I have been approached by three different school districts looking to establish a long-range working relationship with The SBLI process, and I now see the need to refine my focus on marketing, capacity building. and service delivery.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
I have always worked on my own, often thriving with minimal marketing or a strategic plan. Whenever I thought of scaling up, I wasn't sure how to do it as my work was so uniquely connected to my personality and expression. Last October while speaking with the Novo Foundation about social and emotional learning, I was told me how much in alignment they were with me but that I needed to move my work from being "boutiquey" to being "robust". This wasn't exactly a business consultation but it did help change my thinking in terms of what was needed to scale up The School of Belonging process.
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 create an educational framework devoted to enhancing the uniqueness of student expression to the world.
2.
To equip young people to be socially conscious as they make their professional mark on the world.
3.
To establish on-going community of practice teams for educators around the globe focused on authentic SEL initiatives.
What has been the impact of your solution to date?
Since 1992, David A. Levine has developed and implemented School of Belonging concepts in app. 400 schools, impacting 10,000 teachers and 52,000 youth. He has worked with students, teachers, principals, parents and central administrators, running workshops and teaching classes on building classroom communities, creating emotionally safe schools, ,and working effectively in teams. The greatest successes have been demonstrated by teachers taking David's ideas, modifying them to match their own teaching styles and the unique needs of their students, and integrating School of Belonging practices into their classrooms. David's work has influenced teachers, leaders and policy makers across the United States, in Guam, New Zealand, India, and Canada. Many pre-service programs use David's books.
What is your project future impact after receiving professional support from American Express?
The School of Belonging Learning Institute will become a known entity in the United States and beyond, establishing a further reaching voice, influence and impact in creating schools that truly meet the social and emotional learning needs of their students. The changes that will come about from infusing School of Belonging principles into a school's cultural practices, will have a profound effect on the future well-being and life success of our most critical sustainable resource: our children. Over the next three years, in addition to the US, SBLI will have a presence in New Zealand, England, Canada and Australia, helping to make schools places where children learn the life skills of empathy, compassion, problem solving, collaboration, self-reflection, and leadership.
This Entry is about (Issues)
This project also has a Project where you can read more about its latest progress.
Go to Project: GestyMe.
Created on 03/29/2013 by ebar
Shailah Interactive is dedicated to embracing the latest touch-free mobile technologies and adapt them for inclusive education content.
A growing number of children and young adults facing autism and other developmental with Complex Communication Needs [ CCN ] (many of them non-verbal and motor-skills impaired) who depend on special tools and personal assistance to communicate with their surroundings - over 2.5+ million early-learners in the US alone.
Advance is measured in Levels of Learning instead of the traditional “Grade” structure.
了解详情 ↓↑ 隐藏↑ 隐藏我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
调整（下一步将着眼于地区性乃至全球性的影响）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Shailah Interactive is dedicated to embracing the latest touch-free mobile technologies and adapt them for inclusive education content.
A growing number of children and young adults facing autism and other developmental with Complex Communication Needs [ CCN ] (many of them non-verbal and motor-skills impaired) who depend on special tools and personal assistance to communicate with their surroundings - over 2.5+ million early-learners in the US alone.
Advance is measured in Levels of Learning instead of the traditional “Grade” structure.
GestyMe offers new tools for developmentally challenged children to explore, learn, connect, express themselves, and socialize with minimal caregiver assistance.
What are your organization's top three priorities in the next year?
1) Monitor our first product in the market - the world-first touch-free educational mobile app controlled by hand gestures
2) Launch simultaneously on a multi-platform mobile devices and the Leap
3) Move forward fast with developing other apps and edugames quickly
Need #1
Peer Benchmarking Analysis
Need #2
Digital Marketing Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Outreach & Validation. We are launching a whole new concept and approach for inclusive-education involving communication and developmentally challenges early-learners. Experts in this growing filed of mobile learning
1.
Giving early-learners with Complex Communication Needs [ CCN ] a better chance than ever before
2.
to increase their odds of success and improve their social interactivity, by becoming better self-directed,
3.
better self-expressed, and therefore more independent, and a more active and contributing part of society.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Absolutely. It will give us extra support and tools in a sensitive time - while we are launching our debut product and need the outmost outreach amongst an extremely needy population of very special kids, most of them non-verbal, and that are facing an immense challenge touching or fine-pointing - therefore allowing them, many of them for the first time, the ability to use tablets and smartphones for increased communication, learning, exploring, self-expression, and beter self-direction - leading to a more independent life.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We are in research and development phase for the past three years. We are the first to use full, real, image-based, touch-free control of the tablet and smart mobile phones.
We consulting with Dr. Howard Shane of Harvard Children’s Hospital, Boston, who works tirelessly researching and developing new ways to assist kids with communication, speech, and language disorders.
We are also consulting with Prof. Kimberly Kerns, of the University of Victoria, an expert in developmental and pediatric clinical neuropsychology who uses video games with kids facing severe developmental challenges.
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
What has been the impact of your solution to date?
We are just about launching out first product next month in strong collaboration with Autism Speaks and other prominent organizations supporting children with severe autism, cognitive, developmental, or physical challenges.
What is your project future impact after receiving professional support from American Express?
Absolutely. It will give us extra support and tools in a sensitive time - while we are launching our debut product and need the outmost outreach amongst an extremely needy population of very special kids, most of them non-verbal, and that are facing an immense challenge touching or fine-pointing - therefore allowing them, many of them for the first time, the ability to use tablets and smartphones for increased communication, learning, exploring, self-expression, and beter self-direction - leading to a more independent life.
This Entry is about (Issues)
Created on 03/29/2013 by Linda Katz
Unlike children from more affluent communities, children who live in low-income neighborhoods don't have much access or exposure to a wide variety of professionals. Therefore, they have a limited vision of the careers towards which they can strive. This career day program seeks to change that by helping such children, at an early age, identify what they love to do and explore careers that reflect their passions. Students have an individual interview yearly, during which they tap into their interests, learn about 40-50 careers, and then choose two careers to learn about for Career Day.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Light My Way ~ Career Day
组织所在的国家/地区
United States, NY, New York City, New York County
该组织在哪些国家/地区创造了社会影响力
United States, NY, Bronx, New York, Bronx County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Light My Way ~ Career Day
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Unlike children from more affluent communities, children who live in low-income neighborhoods don't have much access or exposure to a wide variety of professionals. Therefore, they have a limited vision of the careers towards which they can strive. This career day program seeks to change that by helping such children, at an early age, identify what they love to do and explore careers that reflect their passions. Students have an individual interview yearly, during which they tap into their interests, learn about 40-50 careers, and then choose two careers to learn about for Career Day. By 5th grade, each student has had 7 interviews and met 14 of these role models, experiences which will be invaluable to them as they make choices in their adult lives.
What are your organization's top three priorities in the next year?
Business Plan
Creation of Accountability and Evaluation tools
Replication of the program in other schools.
Need #1
Peer Benchmarking Analysis
Need #2
Customer Relationships
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Need #1. I need to develop tools to evaluate the effectiveness of the program short-term and longitudinally. My research on the web cannot find a single child-centered program geared to the individual elementary school student. Consequently, I have no standard, accepted tools of measurement for comparison. I need to build measurement standards, not just for accountability to funders, but because the feedback will help me to build in a continuous process of improved effectiveness. #2. I have chosen to serve a NYC public school in the poorest Congressional district in the country. The children's education is compromised, as school staff, students and their families feel pressure to test well in order to give the school a good performance grade to avoid being shut down. The pressure to meet immediate testing needs deters administrators from investing their limited time on extra non-academic programs such as mine, that focus on long-term career goals.We need a strategy to become more effective in working within this stressed educational system and in getting administrators and teachers to “buy in” to the notion that our program can be complementary to their mission.
3.
Empowering individuals through the finding and recognition of their strengths.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
I will need overall help in the following areas but can choose just one to focus on during the internship. I would like help with any one of the following areas: the creation of a business plan, create accountability measures, the replication of our program to another school and with fund raising.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
I have not worked on any of the above areas (except for creating accountability measures) with an objective outside consultant. I met with a researcher for a year the first year we were up and running in 2009, but was not convinced that he had a clear understanding of the programs objectives.
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.
Students will have access to community role models who discuss the discovery of and educational path towards their career.
2.
Students will use the skills they learned from the program to make informed and meaningful career choices as adults.
3.
Replication of the program in other schools to create a national program.
What has been the impact of your solution to date?
1.) A large number of students report in post career day interviews that they can see themselves having the career they learned about on Career Day. Students are overwhelmingly enthusiastic about attending career day and love being interviewed. The Principal said it is their favorite day of the school year. 2.) Children often come to the interview with preconceived notions about the careers they would like to learn about but once they have tapped into their talents and passions and learn about a wide variety of careers, their choices often change. We have not seen the long term effects of the interview process but would like to create a longitudinal measure of the effectiveness of our intervention/interview. 3.) I have not begun working on a solution as of yet.
What is your project future impact after receiving professional support from American Express?
I am hoping that the consultations will help me to see if the post career day interview is a good measure of the effectiveness of the program. I am hoping that I can secure an effective strategy to work with very stressed clients, (the NYC public schools) to facilitate a greater collaboration in my present school and in future schools.
This Entry is about (Issues)
Created on 03/28/2013 by Heidi Echternacht
Kinderchat is dedicated to fostering a global dialogue among the Early Childhood community. Educators are often stressed and isolated both from each other and the larger educational community. Kinderchat creates a joyful global community space for those working with Young Children.
了解详情 ↓↑ 隐藏↑ 隐藏我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
Established (past the previous stages and has demonstrated success)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Kinderchat is dedicated to fostering a global dialogue among the Early Childhood community. Educators are often stressed and isolated both from each other and the larger educational community. Kinderchat creates a joyful global community space for those working with Young Children.
Open, constructive and engaging dialogue is a simple and yet continually overlooked strategy for improving education, schools and the teaching practices of those working with Young Children. Through Kinderchat, Early Childhood educators have the opportunity to connect with other innovative and creative educators, researchers, parents, companies and policy makers, keeping our vibrant community at the cutting edge of innovative educational practices and Professional Development.
What are your organization's top three priorities in the next year?
1. Formalize operations, grow and develop more positions and responsibilities within the community, seek financial support and advice to insure stable future of the community.
2. Expand, deepen and strengthen connection to more in the Early Childhood community, including policy makers, organizations and the public.
3. Continue to develop and support our teachers. Professional Development credits for participants, develop teacher leaders and localized chapters, continue to connect classrooms through high and low tech, increase overall reach and impact.
Need #1
Peer Benchmarking Analysis
Need #2
Digital Marketing Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We need help understanding the reach of our organization and the challenges we face as we move forward. We need help to identify the strengths and weaknesses of our community and where we can improve and further scale the project. We need help creating specific roles that adress the needs of the community and a set of outside eyes to help us think about where we realistically want to be in five or ten years both financially and structurally.
1.
Positive working relationships, solid ethics, knowledge base and experience
2.
Honesty, humility, hard work and good communication skills
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express would be focused on the overall organization of Kinderchat. Working with a company like American Express would be more than we could ever have dreamed of for this labor of love we call Kinderchat!
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
While we have been operating for three years, have stayed true to our goals and continue to grow at exponential rates, we haven't received any formal advice or structural help from any organization or company. Our mentors and friends include iEARNUSA and various individual researchers and educators. We work to continuously craft the community under the "form follows function" mantra. Kinderchat is a grass roots, flexible, creative, dynamic and continually evolving community, firmly committed to the structure and function of an organic network.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Know where to begin to seek funding
2.
Know where we need to strengthen and improve our methods and reach
3.
Increase focus and targeted approach to further develop and strengthen the community
What has been the impact of your solution to date?
Increased job satisfaction among Early Childhood Educators, a deep sense of community leading to global classroom exchanges among classrooms of Young Children. We've developed teacher leaders and community moderators who give passionate testimony that the community has revitalized their teaching, saying they couldn't imagine us not being there. In three years, we have become a key hub for those in the Early Childhood community, creating global databases of Early Childhood blog directories and an accessible library of resources for the public.
We've hosted Raffi and Ellen Galinsky, been mentioned in Forbes magazine, academic publications, research papers and community directories. Kinderchat is considered an outstanding example of an educational online community.
What is your project future impact after receiving professional support from American Express?
Streamline "work flow" and know what jobs are of high priority and how and where to focus efforts moving into the future. It's hard to choose only two of the supports as there is a little of each that would be incredibly helpful! I am just grateful to have the chance to apply to work with American Express and to dream of the possibilities of making this labor of love something that will live into the future for teachers, classrooms, young children and the public.
This Entry is about (Issues)
Created on 03/27/2013 by MobiStine
MobiStine is a start up company specialized in developing trusted healthcare applications (Apps) on smartphone for new parents in Arabic language as the 1st segment. Beside the apps, we will build dedicated healthcare social network to share the experience. Will include for the 1st time Human Sense Detection Technology, to prevent/ alert women doing risky or unhealthy actions even during sleeping.
了解详情 ↓↑ 隐藏↑ 隐藏Organization's Country of Operation
Year of launch of the organization
Years in Operation
Operating 1-5 years
Has the organization received awards or honors? Please tell us about them
Yes.
- Best Business Plan in Palestine by INTEL international.
- Grant from PICTI (Palestine ICT Incubator).
- Prize from First Hi Tech Hub- Palestine
- Among 3 winners at BiD Network, The Netherlands.
- Among top 5 paid medical apps.
- Among top 5 free lifestyle apps.
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
When I had my first baby, she used to cry most of time, we took her to doctors but with no result, until my married sister came & checked how my wife prepare extra milk (milk powder) she got shocked as my wife was feeding the baby with diluted milk, instead of 4 spoon of milk powder she put 1.5!!
We want to create innovative smartphone apps to teach & help new parents in their new lifestyle.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Healthcare Apps for New Parents
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.?
MobiStine is about developing a new interactive mobile solution for the Arab World (population: 380 M) Trusted healthcare applications (apps) for new parents in Arabic language. The apps will be fully talking and interactive with alerts, reminders, daily tips, daily exercise, nutrition guide, sexual guide, etc. We will include for the first time in the Arabic market, a new technology which is Human Sense Detection, to help the pregnant avoid doing any risky actions and help the doctor later to diagnostic her case in accurate way.
The apps will include GPS to locate the nearest medical clinic, pharmacy, targeted shopping centers related to pregnancy and baby stuff, etc. In addition, we will build Arabic language healthcare social network to act as support group for parents to share their experience. We will introduce for the first time, MobiCare, which is a rating system, where pregnant or new parents can write reviews and rate the service they got from the medical clinics and hence, we will change the world and change the culture as we will make medical clinics compete between each other to provide better healthcare services for new parents in specific and the community as a whole!.
Our apps will be of two models, paid apps and free apps to enable the maximum number of new parents use our apps and get benefited from.
We have partnership with leading medical and healthcare institutions.
In English, there are over 150 apps but in Arabic there are only 5 very simple & static apps! Arab new parents is our first segment, however, we will move to other languages later.
Describe how your innovation model is distinct from any other organization in your field?
Currently, MobiStine is first and only company in MENA specialized in developing Arabic language trusted healthcare apps on smartphone. We will also introduce for the first time in the Arabic market, human sense technology for pregnant to avoid doing any risky or unhealthily actions during their work or even while sleeping (gives immediate alerts). We will include GPS to locate the nearest medical clinic, doctors, pharmacy, etc. We will include also (through GPS) shopping centers related to pregnancy and baby stuff. Beside all, we will build dedicated healthcare social network (in Arabic) to act as support group.
In short, our solution will be a one-stop shop, everything related to new parents needs!
What type of operating environment and internal organizational factors make your innovation successful?
The new parents by nature are inexperienced couples and they lack trusted healthcare info related to their new lifestyle. Arab culture is different, the couples feel shy to talk or ask about pregnancy stuff, hence, the apps will be a great wizard for them.
We have a great Advisory Board of gynecologist, maternity hospitals, healthcare institutions, business and marketing stuff and others who will add a great value to the solutions we provide.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
The biggest problem in the Arab market is the huge shortage and lack of Arabic content on the web which equals to <3% only while Arabic is the 5th language on the internet.
We will have a continuous R&D team to keep updating our offering and adding new technology and features to make sure we are ahead of our competitors. Currently, we have over 25 Apps on iTunes, so we have a solid experience, we are pretty sure, we can be always better and ahead of others. We have plans for hundreds of features to include in our solutions even the English apps do not have such features. Our main assets are our great team who is working together hard and do believe we can do it.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏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]
Maternal 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?
Arab new parents suffer from the shortage of trusted information related to their new lifestyle, pregnant women lack the knowledge related to pregnancy and they always feel so scared from delivery, there are so many Caesarean cases due to improper practices. The culture for the Arab pregnant, they do feel shy to ask about stuff related to pregnancy and so they do need a trusted source of information to guide them and answer their concerns.
Our solution and technology will alert pregnant immediately up on doing risky practices and will also help her avoid disease or minimize their effects if happened.
We will have dedicated healthcare social network as support group to share their experience. Apps will include GPS to locate the nearest hospital, medical clinic, etc.
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, 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), 其他.
If other, specify here:
Building healthcar awarness for pregnant (women care) and child care
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
We will have a one-stop shop as follows:
1) Smartphone Apps in Arabic (niche market): fully talking and interactive apps, full of human sense detection, alerts, reminders, daily tips, daily exercise, sexual life guide, fetus changes and development, labor courses, etc.
2) Human Sense Detection Technology: to prevent or alert the pregnant do any risky actions during work or sleep.
3) Healthcare social network: dedicated social network for new parents in Arabic language to act as support group and share experiences.
4) MobiCare: a rating system where patients can write reviews and rate the healthcare services they got from the medical clinic, which should improve the services.
5) GPS facility: to locate nearest hospital, medical clinic, pharmacy, shopping center (targeted).
What are your vision and overall objectives?
We develop paid as well as free apps (with ads) on all smartphone devices, and so we generate revenue from both income streams. We have several partnerships with international ad agencies to integrate ads from advertisers.
Below is a list of main revenue stream:
• Direct sales: (download from the iTunes and other smartphone stores).
• Retails sponsorship: through Ad banners related to pregnant and baby stuff.
• Retail partnership: to have percentage on sales come through us (baby and mother stuff), TBD.
• Hospitals and medical clinics partnership: we can create a list (inside the app) of recommended clinics/ hospitals for delivery and mom/baby care, in return, we will have a deal from them, TBD.
• Margin from sales from the shopping centers we include in apps.
What is your value proposition?
The big one is Arabic language over the English ones.
Existing Arab competitors currently address only one or 2 aspects of MobiStine value proposition. Competitors include: Few Arab individual developers, Health websites and very few smartphone apps.
We are the first company in MENA to be specialized in developing Trusted Arabic healthcare apps. We have an agreement with leading international medical associations, so data is trusted and accurate. Moreover, we will enjoy competition as we are sure we can always do it better and provide better services to our users.
Moreover, we are the only who will offer human sense detection to prevent pregnant from doing any risky actions while working or even sleeping.
Who is your customer(s)?
- New parents, includes:
- Pregnant
- Husband.
- Adults.
- Medical clinics
- Pharmaceutical companies
- Shopping centers (who sell pregnant and baby stuff).
What approaches to you use to reach your customers?
Our apps will be sold mainly through the online App stores and their 100s of distributor channels all over the world.
MobiStine Marketing Strategy will focus on and utilize the following tools to attract clients:
• Advertising campaigns and promotions (E-marketing campaigns using digital media and social networks like Facebook, Google ads and others for getting more downloads of our apps.
• Article writings in specialized and related journals, blogs, forums, LinkedIn targeted groups, etc.
• Partnership with Pharmaceutical companies and medical devices to have sponsorship ads.
• Partnership with hospital, medical clinics, medical laboratories and the like for ads sponsorship.
• Partnership with NGOs and other institutions that have same target market as ours (who focus on pregnant
What are your primary activities?
- Develop and keep updating the smartphone Apps.
- Build the healthcare apps.
- GPS, adding and updating clinics, doctors, shops, etc.
- Marketing activities of our apps and solution
Who are your peers and competitors? What problems could these players pose to your success or growth?
Our peers (Ecosystem):
- Hospitals, medical clinics and doctors
- Insurance companies
- Medical Labs
- Shopping centers that sell pregnancy and baby stuff
Our competitors:
- Few healthcare website
- 5 smartphone apps
I don't think the above peers (Ecosystem) will pose real problems for us as they will be with us and want us to succeed, since they get value from our apps. This value is direct and indirect; we promote their clinic and we create awareness for patients. There will be win win situation with them.
As for the competitors: There are very few Arabic trusted healthcare websites, they are not even designed for mobile use and so, they may pose some minor problems if they decide to do a mobile version, however they are general ones and not focused on the new parents as ours
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?
If the (few) Arabic healthcare websites or individuals decide to create a smartphone apps in Arabic for new parents, however, as we are currently the first and only company specialized in this, so first comer is first winner, also, it is not easy to establish partnerships with leading medical organizations to make the apps fully trusted and accredited. In addition, we have a solid advisory board with R&D to keep enhancing and creating more value and benefit to our users especially we have developed over 25 smartphone apps and so we learned a lot in terms of user experience and how to attract users. Our team believe we can always be better.
Briefly describe your growth strategy going forward
We will release free as & paid version of the smartphone app, to enable to maximum number of users to use our apps, once they use it, we are sure they will stick with us due to the value they get day by day. We will include ads in the free apps and so we get income from both revenue stream. We will have sponsorship ads as 3rd revenue stream where our ecosystem will be delighted to do ads with us
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?
70% or Arabs are young and our solutions is targeted to youth who are likely to have smartphones and they do lack the trusted healthcare info related to their new lifestyle including child care and how to plan for next baby which is a problem in the Arab world as they keep on having new baby one after the other. Moreover, mHealth is estimated to be $ 38.8 billion by 2016.
What are your key growth objectives?
Partnership with big pharmaceutical companies and medical & healthcare organizations, NGOs who support healthcare issues in addition to governments who fund and support healthcare awareness.
We will do the smartphone on iOS (iPhone) and Android and later to other platforms (Blackberry, Nokia and Windows phone).
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
We need 4-5 months to release our first smartphone app for pregnant, 2 months for awareness and baby planning app, 1 month for building social healthcare network. 6-10 months to have a matured GPS ready to located the nearest medical clinics, hospitals, doctors, pharmacies and shopping centers targeting pregnant and baby stuff.
We will do regional workshops and events for professional and those who work in the medical and healthcare sector to introduce the first solution of its kind in the Arab world.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
Currently, we have developed over 25 apps in Arabic in health and personal use and we have hundreds of thousands of users who are using our apps. Some of our existing apps were among top 5 (in fact the first of the top 5) paid medical apps in Kuwait and top 5 free lifestyle apps in Saudi Arabis (KSA).
From the feedback we receive from our users, it helped them and created a strong healthcare awareness for them and for their families. Our apps help to avoid diseases or at least minimize their effects if occurs.
By now, have a database of almost 20,000 email addresses from those who send us their emails to add them in our newsletters to acknowledge them for any new app we develop. We receive over 100 emails everyday from those users who use our apps.
The impact will be: Arab pregnant and new parents will have easier and healthier pregnancy and life. To avoid disease/ minimize their effect, through trusted healthcare information on smartphone and dedicated healthcare social network in Arabic.
What methods for quantification of social impact are you applying (if at all)?
Through our healthcare social network, we will build a rating system where users will write reviews and rate the healthcare services they receive from medical clinics.
We will run periodic surveys to our users to hear their feedback, comments and impact so as to have a quantitative KPIs to keep enhancing. We do concentrate on the user experience and their valuable feedback to keep improving, we will make medical clinics compete between each other to provide better healthcare services to the new parents in specific and other patients and community as a whole.
Could your solution work in other geographies or regions? If so, where?
Sure, we did a market research and decided to start with the new parents apps in Arabic market since it is a niche and untapped market as there are no similar apps exist. Once we are done with the Arabic segment (market) we will partner with local selected organization ((for culture issues)) to duplicate our solution in other languages and will start with the most needed and untapped countries/ market. So, we could have our apps localized into multiple languages including English, to make other nations benefited.
What is your projected impact over the next 1-3 years?
- Reduce the risky and unhealthy practices by pregnant women.
- Provide better healthcare services by medical centers.
- Create healthier families.
- Better baby care.
- Better pregnant and women care.
- Create a scientific and healthy culture for baby planning.
- Avoid disease or minimize their effects.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
During the last 19 months, it has been self financed. Currently, we are talking with potential investors who showed interest to invest and partner with us to make this happen. We are exploring different options and once we decide and choose the right investor (who will provide added value service beside the money), we will start immediately.
On the WORST scenario, if we did not get investment, I will execute my crazy backup plan.. do you want to hear it? well, it is to sell my home, yes sell my home and I told my family once we succeeded (and we will), I will buy you a palace in stead of the flat. I know it is crazy but I will go for it as I do belief in it!!
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, 个人, Patients, Caregivers, Private businesses.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
非政府组织, Private businesses, Regional government, 国家政府.
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
基金会, 非政府组织, Private businesses, Regional government, Others.
Explain your revenue generation strategy in more detail
Our revenue generation will have the below main revenue streams:
1) Paid apps: the price for each app will range from $ 1-4).
2) Ads revenue from free apps: we integrate ads inside the app through leading international ad agencies and networks.
3) Revenue from sponsorships ads: from pharmaceutical companies, medical clinics, baby milk producers, baby stuff manufacturer.
4) Sales margin from shopping centers: sales that come through our apps and solutions to shopping centers that sell pregnant and baby stuff.
5) Healthcare outsourcing projects: for government, NGOs, companies who want to develop medical/ healthcare systems.
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 got a grant of $ 5K in cache after winning with a business plan, other than that, we never had a cache money. However, we got some in-kind support it terms of training, consultation and alike.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
We will have more investors to come in as we gave share and equity. However, we will need just one year (after the development) to get the breakeven point and later we will be having revenues which should cover the expenses and have enough net income.
But our door is always opened for investors and new ideas moving into new segment or localizing the apps into other language since it will cost us very little since the core data and technology already there.
Created on 03/26/2013 by Kids' Own Wisdom
Brain science confirms: Humans are hard-wired at birth to empathize + to cooperate. So, why do we see rampant dysfunction and disconnection between people, nations, and the environment? Failure to engage + exercise inborn sensitivity to the interconnectedness of all life on earth is a major factor.
As with any natural born talent or skill, deep-seated tendencies (to empathize, etc.) need to be consistently drawn out and exercised for authentic development + integration. Lectures, at a certain point, are counter-productive.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, CA, Sausalito, Marin County
该组织在哪些国家/地区创造了社会影响力
United States, CA, Sausalito, Marin County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Brain science confirms: Humans are hard-wired at birth to empathize + to cooperate. So, why do we see rampant dysfunction and disconnection between people, nations, and the environment? Failure to engage + exercise inborn sensitivity to the interconnectedness of all life on earth is a major factor.
As with any natural born talent or skill, deep-seated tendencies (to empathize, etc.) need to be consistently drawn out and exercised for authentic development + integration. Lectures, at a certain point, are counter-productive.
KOW's researched + tested, wide-ranging, open-ended questions engage groups of students in relevant, age-appropriate, enthusiastic discussions that consistently activate + consolidate emotional intelligence, critical thinking + win-win problem solving abilities.
What are your organization's top three priorities in the next year?
1. To be recognized and respected as change agents in the area of social-emotional learning that spurs creative critical thinking, throughout the United States, other English-speaking countries, and Spanish speaking-countries, as well. (KOW is currently in the final stages of being professionally translated into Spanish.) We will achieve recognition and respect through: expansion of our materials into many more schools, speaking engagements, more active social media, creating mutually supportive professional alliances, and publication of a book (in the works) that describes the rational, research and results behind the design and unique approach of KIDS' OWN WISDOM.
2. Within a year: develop, classroom test and start selling the next 2-4 levels of KIDS' OWN WISDOM. (Our goal is to produce at least 10 more levels of KIDS' OWN WISDOM, serving all children, 4-15 years of age.)
3. To enlist adequate numbers of qualified sales representatives / trainers (preferably former or current teachers).
Need #1
Message & Brand Strategy
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!
Our most pressing specific project need is to develop a stand-out presence in the Early Childhood Education (ECE) market with a powerfully compelling/coherent message that positions KIDS' OWN WISDOM (KOW) as the uniquely valuable resource it has proven itself to be. Once KOW gains national recognition, advanced levels of the program can be produced and distributed.
In addition to the logo we recently acquired, the following would help to create the stand-out presence KOW deserves: √ Consistent brand messaging that reflects KOW's vision and values, as well as its short and long-range benefits √ A more effective web site, capable of securely accepting credit cards √ Search engine optimization
√ Podcasting √ Video series √ Social media management √ Database integration
1.
Shared values as the basis of solid trust.
2.
Mutual respect for different, complementary strengths, making it possible to achieve far more than we could separately.
3.
Open, honest communication that prioritizes Big Picture goal of bringing KOW to maximum number of schools, worldwide.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Our organization, overall, is in need of solid business savvy in the following areas:
1.) Marketing the cumulative, multi-dimensional benefits derived from regular use of KIDS' OWN WISDOM.
2.) Accounting and database integration.
3.) Forging professional alliances, creating speaking engagements, interviews, etc.
... I'm completely open to guidance about what other activities and achievements are necessary to promote progress in this area.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
I have given some attention to the above area, but never in a consistent way, because I had no confidence in how to achieve significant results. I've never formally worked with outside consultants, but the time is now for professional business guidance.
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 rank as one of the most highly regarded approaches to impacting significant growth in empathy + critical thinking skills.
2.
To be internationally adopted as a tool for sparking and engaging kids' capacity to think + collaboratively problem solve.
3.
To activate the positive potential of education + to counter-balance the "standardizing" effect of most educational systems.
What has been the impact of your solution to date?
With accurate and consistent implementation of KIDS' OWN WISDOM, teachers report: (1) More cooperation between students during indoor and outdoor activities = reduced bullying, reduced cheating, reduced pushing. (2) Even the most shy students participate in, and contribute to, KOW discussions - a crucial and important school readiness/success skill. (3) Distinct carry-over influence, both short and long-term, at taking more personal responsibility for decisions and choices. (4) Reduced need for repetition of instructions and behavior modification. (5) Marked increase in children's awareness, empathy and sensitivity towards others.
What is your project future impact after receiving professional support from American Express?
Functioning within the guidelines of a legitimate and successful business model will enable us to more quickly achieve one of our major goals: to donate KIDS' OWN WISDOM resources to schools, after school programs, institutions, etc, that cannot afford to purchase them.
We fully expect to be adopted in developing nations, as well as developed nations, and we project powerful alliance building with organizations that demonstrate similar values and results. Examples of 3 organizations we'd love to coordinate efforts with: Ashesi University Foundation, in Ghana (http://www.ashesi.org/), Shanti Children's Foundation, in Nepal (http://www.shantichildrensfoundation.org), and The Communiversity of South Africa (http://www.thecommuniversityofsouthafrica.com/).
This Entry is about (Issues)
This project also has a Project where you can read more about its latest progress.
Go to Project: WINGS Soars!.
Created on 03/22/2013 by adampom
WINGS is working to solve poor long-term outcomes of low-income students with our innovative social and emotional education program. WINGS teaches kids how to behave well, make good decisions, and build healthy relationships by delivering a social and emotional learning curriculum into a fresh and fun after school program. We serve at-risk, low-income kids 3-hours per day, 5-days per week, for the entire school year – more than 500 hours annually.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, SC, Charleston, Charleston County
该组织在哪些国家/地区创造了社会影响力
United States, SC, Charleston, Charleston County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
调整（下一步将着眼于地区性乃至全球性的影响）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
WINGS is working to solve poor long-term outcomes of low-income students with our innovative social and emotional education program. WINGS teaches kids how to behave well, make good decisions, and build healthy relationships by delivering a social and emotional learning curriculum into a fresh and fun after school program. We serve at-risk, low-income kids 3-hours per day, 5-days per week, for the entire school year – more than 500 hours annually.
Research shows social and emotional education delivered in the after school setting increases academic achievement, school attendance, and student behavior. Evaluations of our program show WINGS kids make better grades, score higher on standardizes tests, attend school more often, and have better behavior than non-WINGS students.
What are your organization's top three priorities in the next year?
1) Develop a long-term strategic plan – we are working to identify strategic opportunities for the long-term growth and sustainability of WINGS.
2) Continue with our evaluation efforts – we will be entering the second year of a randomized control trial study on our program effectiveness, the gold standard in program evaluation.
3) Increase the number of students we serve – we are currently in four Charleston, South Carolina schools and two Atlanta, Georgia schools. We are working to increase enrollment in our current schools by more than 25% and add a new school in rural South Carolina.
Need #1
Opportunity Analysis
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 need to develop and refine our long-term strategic plan through opportunity analysis in order to maximize our impact and to achieve systemic change. Currently we are in an expansion phase, adding new programs each year. We are also in the midst of a randomized control trial study, which we anticipate will definitively document the positive outcomes of WINGS. When we receive our positive evaluation results we need to be prepared for widespread demand.
Our current direct service model is very good at achieving impact, but it is labor intensive and we are only working with a handful of schools. If we were to double our number of schools each year, it would take 14 years for us to reach the nearly 100,000 public elementary schools in the US. Given our current model, that type of growth is unrealistic. In order to achieve real systemic change we need to evaluate the best delivery mechanism of WINGS. Now is the time for us to evaluate the overall marketplace and to identify opportunities where we can achieve the greatest impact, whether it is through our direct service model or another avenue.
1.
Partners who challenge us in our conventional thinking.
2.
People are who willing to make a real commitment to working with us, just as we are willing to make when working with them.
3.
We share common goals of what we want to achieve.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
The only service we currently provide is our direct service after school program, so support will be focused on our overall organization. As a result of the consulting support it may be determined we should pursue an alternative service delivery option, such as a training and curriculum service in order to increase our impact. We are anxious to for the insight the consultants will provide as we go through this evaluation process.
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.
Better understand the marketplace in which we operate
2.
Explore alternative service delivery options to maximize impact
3.
Initiate the framework to develop a more detailed strategic plan
What has been the impact of your solution to date?
In 2010-11 we partnered with UVA researchers for a preliminary outcome study. The results found executive function skills improved by 21 percentile points and applied problem solving skills improved by 8 percentile points. Increases in these areas are predictors for positive long-term outcomes: improved high school graduation rates, higher income potential, and reduced rates of criminal behavior.
Due to these results, the researchers wrote and received a $2.8 million grant from the US Department of Education for a randomized control trial study on WINGS, the gold standard of program evaluation. Previous evaluations by Yale University demonstrated WINGS kids attained higher math and reading scores and better grades and school attendance than non-WINGS kids.
What is your project future impact after receiving professional support from American Express?
We are currently serving 650 kids each day in six low-income elementary schools, and we anticipate expanding our services to more than 900 kids next year. While this is a significant year over year growth rate, we are still falling short of achieving systemic change – we are only hitting a small percentage of all at-risk students. By working with the professionals with American Express we hope to identify a way for us to greatly increase our scale. We realize we will not be able to serve all students in the next year, but we believe this will help us lay the framework for widespread scaling and systemic change.
This Entry is about (Issues)
Created on 03/21/2013 by projectshwas
Shwas Lena Hai, which means "to take a breath," is the only wearable sensor to detect signs of respiratory distress in infants, which causes 648,000 annual deaths in India. These tragedies can be avoided with the sensors developed by HITLAB and Zansors. Shwas Lena Hai is novel, low-cost sensor tech that alerts parents to seek medical help with beeping sounds when the infant breathes irregularly.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, NY, New York
Organization's Country of Operation
United States, NY, New York
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.
An “Aha!” moment occurred when Cole Manship of HITLAB realized that the existing relationships that HITLAB has with Indian partners could be connected with new wearable sensor technologies from Zansors. HITLAB and Cole saw new ways to help parents and infants of India with technology. HITLAB and Cole took the time to talk with partners in India and at Zansors to validate the “Aha!” idea.
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Shwas Lena Hai ("to take a breath")
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.?
HITLAB and Zansors are developing the only wearable sensor to detect symptoms of respiratory distress that is designed for a resource constrained environment. This offering is a joint venture called Shwas Lena Hai meaning “to take a breath” and Project Shwas henceforth. Every year 1.8 million children under the age of five die from respiratory distress. In India alone, WHO estimates that annual mortality from respiratory distress among infants exceeds 648000. Many of these deaths can be prevented by known, simple, and affordable low cost interventions and home-care. Project Shwas has identified an innovative model to alleviate unnecessary childhood deaths from respiratory distress in which novel, low-cost, sensor technologies can be used by parents in India with newborns and infants living in rural and poor regions. The sensor patch measures the respiratory rate, breathing patterns, and quality of breathing. Proprietary algorithms will be able to detect the earliest signs of breathing complications. The simple, easy-to-read LED display and “beeper” alert parents when poor breathing is detected. Using this system, parents will be alerted of potentially life-threatening breathing problems at the earliest signs of complications. Our solution will save lives by providing parents with a long enough window to seek appropriate medical treatment before their child stops breathing.
Describe how your innovation model is distinct from any other organization in your field?
Project Shwas connects sophisticated sensor technologies and education pamphlets to parents living in India who want to feel empowered in the care of their newborn or infant. The innovation is that parents receive an experience from both the sensors and education material. HITLAB’s model qualifies the sensor technology by ensuring the semiconductor-based sensors are designed with technical precision, fabricated with high-quality, and tested. HITLAB’s knowledgeand network in India ensure that the educational material and sensor solutions are adapted to a consumer product that can be meet price points and sustain in resource-constrained areas. HITLAB will ensure that the sensor solution includes the following features: used at home, low-cost, wearable on infant, wireless, easy-to-use.
What type of operating environment and internal organizational factors make your innovation successful?
HITLAB is a for profit company with a not-for-profit mission to promote social good based on its three core values of innovation, partnership, and evidence-based research. HITLAB has two locations that provide a global awareness; located at 1) Columbia University Medical Center in New York City and 2) located on the campus of the Indian Institute of Technology (IIT) in Delhi. Stan Kachnowski, Director of HITLAB, has an appointment at IIT-Delhi enhancing this proposal’s network in India. HITLAB participates in partnerships with many diverse organizations to understand health needs in developed and emerging regions: Johnson & Johnson, Wellpoint, American Diabetes Association, etc. HITLAB is working with a sensor technology small business called Zansors to develop the sensor patch.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
HITLAB’s diverse team allows it to constantly innovate. The team consists of engineers, business managers, data scientists, economists, public health professionals, and clinicians, who share ideas and review programs to ensure adaptability and growth. As part of its activities, HITLAB has evaluated many different types of technologies to prepare and assess technology trends and stay current. Some of these technologies include activity monitoring, mHealth, electronic health records, clinical trial social networking tool assessment, and online self-care platform. HITLAB produces publications that allow it to stay current in a changing world.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏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.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Child mortality in India is a major issue to be solved based on the UN’s Millennium Development Campaign. In 2010 WHO reported, 1.8 million infants die before age 5 in India and 7.6 million world-wide. Respiratory distress in India is a major cause of death for infants with 648k annual deaths due to respiratory distress. Many parents do not know the signals of respiratory distress before it is too late. Additionally, parents in India especially resource-constrained settings do not have access to home monitoring devices available to parents in developed parts of the world. 75% of infant mortality in India arise from specific high-risk states: Uttar Pradesh, Bihar, Madhya Pradesh, Rajasthan, Andhra Pradesh, Orissa, Assam, and Gujarat.
Stage that best applies to your solution [select only one]
Piloting (a pilot that has just begun operating)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New approaches to distribution of health products and services.
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
Our low-cost, disposable wearable micro-sensor technology can help prevent the deaths of the 645,000 children under the age of five who die annually of respiratory distress in India. Project Shwas addresses India’s high neonatal and post-neonatal mortality rate by monitoring the quality of the respiratory system in the home environment using simple to use wearable sensors. This endeavor is in-line with the goals of UNICEF through their Integrated Management of Newborn and Childhood Illness (IMNCI) program, which encourages home-based care solutions. The algorithms being developed will be capable of alerting parents at the earliest signs of respiratory complications, giving them additional time to seek life-saving medical care.
What are your vision and overall objectives?
The vision is to empower parents in India to utilize low-cost technologies designed for resource poor environments to reduce infant and childhood mortality relating to respiratory distress. The overall objectives include 1) developing products using technologies that are high-quality and low-cost in rural health settings; 2) educating parents about respiratory distress and infant mortality; 3) creating a distribution system where products are accessible to masses.
We want to empower a new segment of the Indian population to be health consumers of services for their infants. These individuals will have both the access and spending power to purchase affordable consumer health products that are of sophisticated sensor technologies.
What is your value proposition?
HITLAB and its partners will offer parents in India with a wireless wearable sensor patch to monitor the breathing of their child to serve as an alert monitor when infant stops breathing. The embedded algorithm on the sensor collects objective, standardized breathing data to determine good, mediocre, or poor breathing with outputs of LED color displays of green, yellow, and red, respectively. The consumer sensor product will be low-cost and accessible to Indian parents who currently do not have technology tools to prevent infant respiratory distress and infant mortality. The combination of education and technology provides an entire experience for parents.
Who is your customer(s)?
Project Shwas will focus on customers such as state governments, local clinics in the states, Indian healthcare delivery systems, NGOs, and parents with disposable income to purchase the proposed product. In Year 1, the focus is to complete a pilot in state of Assam so the customer is Assam's Ministry of Health and its leading hospital, Guwahati Neurological Research Centre. Project Shwas will identify local health clinics in Assam to serve as customers too. Project Shwas will also identify customers who have vast health delivery networks in India like Apollo Hospitals. In Year 2, the Project Shwas will focus on high-risk states besides Assam. In Year 3, full awareness, marketing, and advertising can focus on customers like parents expecting children or with infants.
What approaches to you use to reach your customers?
Project Shwas has its own network to reach its customer however certain organizations can help bring awareness. For example, Project Shwas can get the help of Save the Children’s Smita Baruah who is Director of Global Health Policy and Advocacy. Project Shwas will reach customers by getting its educational material and sensor product to be perceived like any other consumer product. An ideal partner may be an Indian consumer company selling baby/infant products as a distributor. These firms already have access and contact with parents and the educational material and sensor patch can be co-marketed. HITLAB can be innovative and even partner with a firm like Coca-Cola to help extend reach into rural areas and bring awareness of the sensor patch and educational material.
What are your primary activities?
There are five primary activities. First, educational material about infant mortality and respiratory distress need to be developed that will accompany the sensor products. Next, the sensor product has to be designed, fabricated, and tested. Thirdly, pilot testing of the program and experience from the educational material and sensor products must be completed. Fourthly, research and connections with the Indian government and NGOs must be made when bringing to products into the country. Finally, the full ramp-up of the education and product distribution must take place.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Current competitors are baby monitoring firms like Fisher-Price who currently do not cater to resource-constrained regions like India to address infant mortality especially respiratory distress. Also these types of firms do not have expertise in mobile health sensor technologies. Other NGOs like the Gates Foundation may deploy technologies addressing respiratory distress. The saturation or contact of the same Indian partners or individuals may make it harder for the implementation of Project Shwas.
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?
HITLAB manages many different programs besides this proposal. The proper attention and focus is required for a project like this where overseas coordination is required. Success can be ensured with an assigned, formal project manager so that all objectives and day-to-day activities are addressed.
While India's economy is growing, we don't know if the growth will sustain. Project Shwas assumes consumer spending empowerment where they can afford consumer health products. These parents can be of any socio-economic background and any educational level in India but the product will be priced at <$20 US or lower assuming consumer can afford this - similar to throw-away cell phones available in India.
Briefly describe your growth strategy going forward
Invest in educational programs and partnering with marketing providers. These programs require making parents aware of the need for home-testing of respiratory distress to prevent death. Awareness can start as posters or pamphlets in pediatric clinics and other health clinics. Foster partnerships with local clinics, NGOs (Save the Children), and health delivery systems (e.g. Apollo Hospitals).
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?
Project Shwas has a full prototype that can measure respiratory rate, breathing rhythms, and quality of breathing. The prototype adheres to the “lean startup” methodology being a minimum viable product. India is considered a growing economy with a new middle class in all socio-economic groups and adopting technologies like cell phones. Healthcare for newborns/infants will be in high demand.
What are your key growth objectives?
The first objective is to partner with the state of Assam in Year 1 and then create local awareness and education about respiratory distress and home monitoring systems at pediatric and health clinics in Assam. The next objective will be to reach out to other state governments in India and leading health delivery networks like Apollo Hospitals to ramp-up in Year 2 and 3.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In Year 1, the goal is to produce 100 units of the sensor monitoring units and then test with 20 – 50 infants in Assam, India as a pilot study. Also, Project Shwas will develop initial awareness and educational materials to be placed in approved clinics in Assam to help parents understand the importance of respiratory distress and home monitoring. Finally, Project Shwas will cultivate strong relationships with Indian state governments, health delivery systems like Apollo Hospitals, and NGOs like Save the Children. In Year 2 and 3, Project Shwas will have expanded into at least two other high-risk infant mortality states. The selection will be determined by feedback from Indian government, NGOs, partners, etc. Also, in Year 2 and 3, Project Shwas will be able to produce thousands of units.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
To date, Zansors has developed a minimum viable product capable of monitoring respiration rate, breathing rhythms, and quality of breathing. Once piloted and taken to market, our product will begin having an immediate impact by providing parents of children with a tool to address respiratory distress in the home especially for the first 28 days. Project Shwas has no impact at the moment because it is new and disruptive. HITLAB and its partner Zansors have been conducting internal development. HITLAB needs the current time to coordinate with its India office to not only organize the optimal education program for respiratory distress and infant mortality, but HITLAB wants to optimize the value proposition in order for the pilot and full launch to be successful. Also, HITLAB and Zansors are optimizing the wearable sensor patch. The impact will occur when the education material and wearable sensor are in the hands of parents.
What methods for quantification of social impact are you applying (if at all)?
Project Shwas will measure social impact primarily by the diffusion of the product throughout India. The diffusion across India will be highly influenced by the ability of the product to be adopted by partnering clinics and health delivery systems in India and also average consumers. An indirect method of social impact can be to measure the discussion on social media like Facebook regarding the solution. A continued promotion and praise of the solution will indicate the social impact as a new entrant/solution. Also, HITLAB will conduct surveys and observational research with users to determine satisfaction levels from parents as users. Parents can provide rating on usefulness of the program in order for HITLAB and Zansors to fine-tune the offering.
Could your solution work in other geographies or regions? If so, where?
Yes, the education material on respiratory distress and infant mortality and the wearable sensor patch monitoring system can be scaled to other resource-constrained areas such as Africa. Project Shwas is designed to be flexible and scalable for other regions of the world. A successful demonstration in India, which is resource-constrained in many areas, provides strong chance to sustain in other emerging regions.
What is your projected impact over the next 1-3 years?
Project Shwas is focused on India, where 648k children die each year of respiratory distress and the impact will be the parents in India with newborns/infants. We will start with an initial focused pilot, and then expand into the eight high-risk states of India: Uttar Pradesh, Bihar, Madhya Pradesh, Rajasthan, Andhra Pradesh, Orissa, Gujarat, and Assam. In Year 1, the launch of a pilot in Assam will allow good user testing and user experience from parents relating to the education material and sensors. In Year 2, full scale education, advertising, and awareness of the program will begin. In Year 3, full deployment into the remaining high-risk states and throughout the country can begin with distribution partners. By year 3 we will have capacity to supply a volume of at least 2M units.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
Project Shwas is a joint venture of HITLAB and Zansors. HITLAB brings both the operational and leadership of the venture while Zansors is a sub-contractor with expertise in wearable sensor technologies. HITLAB conducts hundreds of technology assessments and its mission is to create philanthropic, global outcomes. HITLAB has strong and deep relationships with both angel investors and venture capitalists (VC) in New York City and India. HITLAB plans to utilize the winnings from this competition to fund further development of the device’s algorithms and launch a preliminary, small-scale pilot on 25 to 50 at risk children. Leveraging the results of the feasibility pilot, HITLAB will then seek investment of approximately $200,000 from an angel investor in the Indian Angel Network (with which HITLAB has deep connections) to refine the product, develop educational materials, and establish strategic partnerships with health clinics and distribution centers in Assam. By year 3, as the project expands beyond pilots conducted in Assam, we anticipate that project will be self-sustaining.
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
个人, Patients, Caregivers, Private businesses.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
基金会, 非政府组织, Private businesses, Regional government, 国家政府.
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
基金会, 非政府组织, Private businesses, Regional government, 国家政府.
Explain your revenue generation strategy in more detail
Project Shwas is an idea incubated at HITLAB. HITLAB and its partner Zansors are operational entities receiving funding from their respective sponsors and investors. As the Project ramps-up in Year 1 and 2, it will seek growth capital from investors. Project Shwas’ overall goal is to create a product that generates revenue through direct to consumer sales to independently sustain the Project. HITLAB and Zansors are developing the product at a cost that is low enough to achieve a price point that can be easily reached by parents of at risk infants in India. The technology will become increasingly affordable from scaling. While initial testing and product refinement will require investment capital, we anticipate the project to have achieved sufficient scale to be self-sustaining by Year 3.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
HITLAB seeks to improve the quality, affordability and accessibility of healthcare worldwide by investigating the innovative use and clinical effectiveness of information and communications technology. In partnership with others whose missions align with ours, we independently and ethically research and communicate the role technology can play in improving the provision and outcomes of healthcare.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
HITLAB has deep relationships with the Indian Angel Network. HITLAB will leverage these and other relationships to secure the funding required for Project Shwas and to run the necessary pilots. HITLAB will then leverage the results of these pilots to secure additional seed funding. Seed funding will be used to secure marketing and distribution channels, develop marketing materials, After the product is ready for market, HITLAB will do a soft launch through a strategically selected partnering hospital. By the end of year 3 we anticipate to be self-sustaining.
Created on 03/19/2013 by Kimberly.Svevo
CCWF reduces violence/hate by teaching parents to model pro-social behavior. ICDP strengthens parents' empathy-based interaction in showing children love, communicating, learning and self-discipline. Parents build confidence and thus support children’s development, preventing conditions that lead to abuse/neglect.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Changing Children's Worlds Foundation
组织所在的国家/地区
United States, IL, Geneva, Kane County
该组织在哪些国家/地区创造了社会影响力
United States, IL, Chicago, Cook County
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Changing Children's Worlds Foundation (International Child Development Program-USA)
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
CCWF reduces violence/hate by teaching parents to model pro-social behavior. ICDP strengthens parents' empathy-based interaction in showing children love, communicating, learning and self-discipline. Parents build confidence and thus support children’s development, preventing conditions that lead to abuse/neglect. An assets-based psycho-social program, ICDP's 8 simple evidence-based Guidelines, shared experientially with parents & teachers, support children's social & emotional development, reducing bullying/violence in families, schools & communities. ICDP-USA aims to reach 500 at-risk parents in Chicago & New Orleans in 2013-14.
What are your organization's top three priorities in the next year?
1) To establish ICDP-USA, as ICDP is established in Norway, Colombia and 22 other countries around the world, as a unique empathy-based program strengthen parent/caregiver capacity to raise safer, pro-social children;
2) To evaluate ICDP-USA pilot and new project outcomes in its second year to strengthen our appeal to partners, donors and our target audiences: parents, caregivers & school and community leaders.
3) To expand the International Child Development Program in the Chicago area, New Orleans and beyond.
Need #1
Message & Brand 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!
1) As UNICEF, Governments & major Public Relations Companies have supported ICDP Messaging/Branding in Norway, Colombia, etc., we need high quality support in Chicago/USA to communicate and realize the potential that CCWF/ICDP offers families, schools and communities (and possibly internationally). ICDP is aligned with the emerging & important USA schools and child development initiatives on Social Emotional Learning to Reduce Violence in Families & Communities. The program (and related materials) needs to be adapted to demonstrate their close alignment with USA SEL objectives and standards in 2013, in order to meet program and funding criteria for maximum implementation.
2) ICDP-International offers international evaluation instruments and methodology, which CCWF/ICDP-USA needs to adapt & apply with high quality assistance in order to evaluate & assess our competitive positioning. A unique & highly needed program, it requires a 2013-14 performance evaluation to measure the program's outcomes effectiveness with current & new 'pilot' parents, schools and communities, to establish it as best practice for optimal fundraising, staffing and replication with various US constituencies.
1.
Commitment to serve at-risk children/parents with high quality programs, relationships, communications, evaluation & results.
2.
Commitment to achieve high (maximum) productivity and program impact with limited resources (especially financial and human).
3.
Respect and transparency embedded in our communications and work objectives: throughout our projects and relationships.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
American Express support will focus on our organization overall: Changing Children's Worlds Foundation (CCWF), which has an ecological framework encompassing: 1) Public Awareness/Engagement; 2) Education/Training; 3) Social Action & Programs/Services; 4) Advocacy for Policy & Social Change -inclusive of children/youth/ parents/community/ professionals for a holistic approach to capacity development and peace-building. The International Child Development Program is our major, anchor program (supplemented by others) with great potential & global evidence of its impact on families & communities.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Not yet for ICDP-USA although we need to. We have a formal agreement with the ICDP-International organization in Norway, which recently had a major Public Relations firm redo its international branding and materials pro bono. We need an adapted, unique approach for the USA, which we are building slowly. I have worked with outside consultants before, and have done international strategic planning as well. We highly value this opportunity to gain high quality professional assistance to help establish ICDP-USA solidly through message/branding and the critical benchmarking/evaluation process.
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.
A strong articulated CCWF/ICDP message brand strategy (partners, funders, parents, professionals, schools and governments)
2.
An assessment of Changing Children's Worlds competitive positioning based on current and potential programs, and resources.
3.
A Peer Benchmarking Analysis to assess ICDP's competitive positioning through evaluation of its performance and impact.
What has been the impact of your solution to date?
ICDP was introduced to American parents, teachers, social workers, psychologists, university professors, child abuse prevention professionals, parent advocates & churches. All identified ICDP as a unique program which supports children's positive development and protection by supporting their parents, better than anything available. Currently 3 Trainer Trainees, 24 Facilitators/Trainees and over 75 Parents/Caregivers were trained or participated in ICDP (at nearly 100% retention/positive impact on parents/caregivers as well as on their children), impacting 200+ children. Partners from schools, to social service and mental health agencies, to churches are engaging their leaders and professionals to be trained in ICDP. A church called ICDP a miracle and an answer to parents' prayers.
What is your project future impact after receiving professional support from American Express?
American Express support will ensure CCWF has a recognizable brand and messaging strategy, based on evidence of its distinct universal value to all parents and children, but also those with higher risk of violence. CCWF will engage partners and funders to adapt, pilot and evaluate our ICDP and related programs. We will then target large-scale implementation for parents/caregivers in Chicago Public Schools, county Public Health Departments, as well as agencies and institutions providing universal support to families, parents & children. CCWF would also reach out specifically to military family parents; pregnant mothers (all parents) in prison; to parents in the juvenile justice & foster systems; and to parents of special needs children; as well as mothers impacted by Domestic Violence.
This Entry is about (Issues)
Created on 03/13/2013 by bfastudent
The problem we face right now is the missing link in the ojibway language. Not only are we the generation left behind to pick up the pieces from the effects of the residential school era, we are also responsible for putting those pieces back together! Our elders are slowly leaving us and without their knowledge of our traditions, languages and practices, we are going to lose it fast! I'm also in the process of learning and teaching the language to my son everyday, little by little he is learning and so am I. This is truly a double healing process for both parent and child!
了解详情 ↓↑ 隐藏↑ 隐藏Title
Bachelor of Fine Arts and minor in Anishinaabemowin
组织所在的国家/地区
Canada, ON, Sault Ste Marie
该组织在哪些国家/地区创造了社会影响力
Canada, ON, Sault Ste Marie
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Ojibway Language Books for Children
请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
The problem we face right now is the missing link in the ojibway language. Not only are we the generation left behind to pick up the pieces from the effects of the residential school era, we are also responsible for putting those pieces back together! Our elders are slowly leaving us and without their knowledge of our traditions, languages and practices, we are going to lose it fast! I'm also in the process of learning and teaching the language to my son everyday, little by little he is learning and so am I. This is truly a double healing process for both parent and child!
What are your organization's top three priorities in the next year?
Creating a business plan to find retail space for my book store
Visiting local First Nations communities across Canada to give them a baby book for their local daycare centres
I would also like to create native baby apparel that would include dresses, shirts, ties, hats, etc.
Need #1
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!
I am a full time student and a stay at home mom. I always found it hard to learn from the business sector of things. I would really love to learn more on how I can develop my business at home while still being able to spend sometime with my son.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
With support from American Express, I will be purchasing more fabrics for my books, looking for ways to market my baby books. I'm hoping to find a publisher that would create these books in fabric but still have my thoughts and inputs to create the designing process. It will also help me with travel cost and shipping!
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Available resources for children in the Ojibway language
2.
Fully functioning business
3.
Able to do the job I love while making changes in our world
What has been the impact of your solution to date?
I donated my first Baby WayNa book in a giveaway on my facebook page to promote my books and to spread the word about Baby WayNa! I have now sold five books to customers located in Terrace Bay, Montreal, Sudbury and had the honour in making a baby book for the seventh generation midwives of Toronto that will be located in their centre soon. I was personally selected to be a host on Native American Calling in regards to our languages being offered in American and Canadian school curriculums and why parents need to start educating their children at a young age.The demand is truly unreal for the needs of these books and I only expected it to be higher if we don't act now!
What is your project future impact after receiving professional support from American Express?
The idea behind my innovation is the lack of linguistic resources available for first nations, metis and inuit children to learn their own cultural identity which should be locally available in all educational centres across Canada. Researching and growing up in a world without this sufficient need has truly devastated my upbringing and made me more eager to end this silence! In this generation, we are slowly losing our elders dialect and traditions. We need to act now before we will no longer have them around to pull together this missing link we call language! This right here would end the loss of our language and rebind the links that were once undone.
We will finally have the available resources in our schools, public libraries, book stores all across Canada and the USA.
This Entry is about (Issues)
Created on 03/11/2013 by ahardin4
Water Ecuador is committed to providing communities with sustainable clean water sources through a broadly replicable and scalable business model. The organization's water centers are designed to be financially autonomous, paying for maintenance and repair costs through water sales. To ensure continued community uptake, Water Ecuador performs aggressive educational work in conjunction with its water center construction. Volunteer staff in the United States educate others about water health through social media and raise money for the construction of new water centers.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, MA, Cambridge, Middlesex County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Water Ecuador Digital Media Outreach
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Water Ecuador is committed to providing communities with sustainable clean water sources through a broadly replicable and scalable business model. The organization's water centers are designed to be financially autonomous, paying for maintenance and repair costs through water sales. To ensure continued community uptake, Water Ecuador performs aggressive educational work in conjunction with its water center construction. Volunteer staff in the United States educate others about water health through social media and raise money for the construction of new water centers. Future efforts will be directed at developing a franchise model whereby aspiring local entrepreneurs borrow to obtain a water center, which they will operate as a franchise under the auspices of Water Ecuador.
What are your organization's top three priorities in the next year?
1) Broaden donor base in Untied States through improved use of grassroots marketing and social media
2) Build Water Ecuador's brand awareness in Ecuador as a step towards the development of a franchise model for scaling operations
3) Hone business model at existing water centers through experiments in outreach and marketing
Need #1
Digital Marketing Strategy
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Water Ecuador has begun developing a strong online presence through its website (waterecuador.org), facebook, twitter, and linkedin. However, Water Ecuador has struggled in converting hits on the website and followers on social media into donor dollars. Water Ecuador needs help in designing and implementing digital marketing strategies and partnerships that result in increased donations for the organization, thereby allowing the organizations to improve the services it provides for families in Ecuador.
Specifically, Water Ecuador would like help in analyzing the relative utility of the following strategies:
1) Google AdWords spending
2) Facebook advertising
3) Partnerships with US companies for online matching of donations
4) Inbound marketing strategies through development of manuals or informational web books
5) Creative mass donor campaigns such as those on kickstarter, charitywater.org, etc.
5) Merchandise sales on website or elsewhere
In addition to identification of areas of focus, Water Ecuador seeks advice and technical assistance in implementation of these approaches, given the limited technical skills of Water Ecuador's volunteer staff.
1.
Outcomes-based approach to problem
2.
Equitable sharing of opportunities and resources between partners
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The support from American Express will enable Water Ecuador to increase access to clean and affordable water and education related to water, sanitation, and hygiene issues by providing overall support for all aspects of the organization's holistic approach.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
While Water Ecuador has a digital media presence currently, it has not focused on any of the specific tasks listed above and has not developed a digital marketing strategy directed specifically towards increasing donations for the organization. Currently, all digital media efforts have been performed by volunteers who are unable to provide advanced media services that the growing organization needs.
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 donations driven by digital media presence
2.
Increased awareness of Water Ecuador and its work
3.
Improved branding of Water Ecuador in both US and Ecuador
What has been the impact of your solution to date?
Water Ecuador focuses on two tasks to fulfill its mission: providing access to clean and affordable water and providing education related to water, sanitation, and hygiene issues.
Internal studies to date have shown a statistically significant 52% lower rate of diarrheal disease among households consuming Water Ecuador's water.
Water Ecuador operates six water centers providing approximately 2,000 people with water every day.
The organization educates hundreds of children in the US and Ecuador every year and has begun implementation of a peer-to-peer exchange of information between elementary school children in the US and Ecuador related to water issues.
Additionally, Water Ecuador's water centers provide sustainable employment for six locally-based water center managers.
What is your project future impact after receiving professional support from American Express?
Increased funding will allow Water Ecuador to expand from six water centers in one isolated sector of Ecuador to a nationwide network of about one hundred water centers by using a franchise model to reduce capital expenditure and overhead burden on the organization. This transition will require a strong brand presence and development of an efficient organizational structure in Ecuador. Furthermore, it will require the water centers to be refined with a scaled up production capacity that will allow them to be more rapidly deployed in new communities in cost-effective ways.
This Entry is about (Issues)
Created on 03/7/2013 by Surya Karki
We are fed-up of our people living in poverty. Another armed revolution or an 'Occupy Movement' will not change our future. We opened a school of love. Free education in exchange for two days of volunteering work.
Maya Universe Academy (MUA) provides quality, community run private school education to children in rural Nepal through a system based on the sharing of knowledge rather than money.
Created on 03/6/2013 by Anna Alisjahbana
Integrated Early Childhood Center for HIV Infected/ Affected Children and Their Family: one stop health, nutrition, and psycho-social development service to optimize children’s potential in order to ensure a good quality of life.
了解详情 ↓↑ 隐藏↑ 隐藏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
Anna Alisjahbana was elected Ashoka Fellow in 2009.
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.
Though born innocent, HIV+ children have to cope with problems and stigma attached. As most HIV cases in Indonesia are among injecting drug users, they are also impacted by parents’ drug addiction and prolonged family conflict. Lacking socio-psychological and health support in golden age period, they potentially become the next lost generation.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Integrated Early Childhood Center for HIV Infected/ Affected Children and Their Family
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 is about our understanding of the arising demand for new service from the target population and the integrated service model that we offer.
1) Various studies have shown that HIV has spread among general population, beyond those supposedly at risk group. Accounted for this population is children, who are in fact the victims of their parents’ behavior. However, curative and preventive services are still mostly focused on adults, almost none available specifically for the children.
2) Parents/ caregiver play an important role in early childhood development to optimize children’s potential in order to ensure a good quality of life. Health, nutrition, stimulation, and affection are the necessary elements for proper growth and development. This intervention is designed to assist parents/ caregiver in addressing those needs through capacity and community building. For families in conflict due to drug addiction problem, a referral would be made to Rumah Cemara rehab program using peer to peer approach.
Describe how your innovation model is distinct from any other organization in your field?
By far, no organization in Indonesia has provided service like Integrated Early Childhood Care for HIV infected/affected children and their family.
F2H has developed such program with Taman Posyandu, however it’s for public/ general population. Considering that stigma on HIV/AIDS is still strong, it might be difficult for them to access the service. Thus we have to start from exclusive center prior to working toward inclusive service.
Some organizations are serving HIV+ children through hospice, together with late stage cancer patients. Public hospital gives medical service (but not specifically differentiated between paediatric and general medic care for adult).
What type of operating environment and internal organizational factors make your innovation successful?
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏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]
Other specialty care
Categories along the health continuum you are covering [select all that apply]
Intervention, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
A data from Rumah Cemara shows that at least 300 children (Aged 0-19) are recorded as HIV+ in West Java.
While some have accessed Anti Retroviral Treatment, many have to cope with other opportunistic infections which include multi-drug combination for treatment. Vulnerability to side effects and lack of knowledge among home caregivers have caused these children to suffer health problem.
In terms of socio-psychological problem, many of these children have to bear witness of their parents’ drug addiction/ illness/ death and rejection from family members and society. Such emotional trauma in golden age period will affect children’s socio-psychological development.
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
Our solution is Integrated Early Childhood Center for HIV infected/affected children, in which we provide:
1) Day care, respite care, and 24-hour emergency care in a safe, loving environment for children infected & affected by HIV/AIDS.
2) Parental education and caregiver training enhance the quality of care, and thus quality of family life. Included here referral to rehab program for parents with drug addiction problem.
3) Public education about HIV/AIDS to prevent the disease from spreading and to eliminate the stigma. In collaboration with other community resources the center will also prepare pre-school children for inclusion and entry into primary school
What are your vision and overall objectives?
We envision that every child (including HIV infected/ affected) can access the service needed to ensure optimal growth and development toward a better quality of life in the future.
Objective:
a) To fulfill children’s physical and psycho-social need through health, nutrition, and development program
b) To educate parents and caregiver the know-how of optimizing children growth and development
c) To educate public about HIV/AIDS, thus preventing the disease and eliminating the stigma
What is your value proposition?
Integrated Early Childhood Center: one stop health, nutrition, and psycho-social development service for HIV infected/ affected children and their family to optimize children’s potential in order to ensure a good quality of life.
Who is your customer(s)?
HIV infected/ affected children and their family.
What approaches to you use to reach your customers?
We use both direct approach through existing community (HIV and IDU support group), also referral system from hospital/ medical facility/ health infrastructure.
What are your primary activities?
1) Day care, respite care, and 24-hour emergency care in a safe, loving environment for children infected & affected by HIV/AIDS.
2) Parental education and caregiver training enhance the quality of care, and thus quality of family life. Included here referral to rehab program for parents with drug addiction problem.
3) Public education about HIV/AIDS to prevent the disease from spreading and to eliminate the stigma. In collaboration with other community resources the center will also prepare preschool children for inclusion and entry into primary school.
Who are your peers and competitors? What problems could these players pose to your success or growth?
By far, we saw no competitor providing service like Integrated Early Childhood Care for HIV infected/affected children and their family.
We expect to collaborate with the following: organization working on HIV issue, medical institution/ professionals, early childhood education institution/ professionals, also health related governmental bodies.
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 biggest challenge is environmental: the stigma of HIV/AIDS in the society. Thus this initiative must be coupled with efforts to educate the public about the truth and myth of the disease, such that they can avoid the virus, not the people.
Briefly describe your growth strategy going forward
Replication of the pilot nationwide, particularly in areas where HIV case rate is high among general population. To do so we aim to collaborate with local and international NGO and government.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New regions(s).
What makes your business "ready" for growth?
With a decade of field experience, F2H has already the expertise and network needed in implementing integrated childhood care and development. We work in partnership with Rumah Cemara, as a pioneer in integrated IDU and HIV community based program, adding the expertise and network needed from HIV field.
What are your key growth objectives?
To make the service accessible nationwide (particularly where demand is high/ high number of target population) on the first stage, and preparing a transition to inclusion of such service in the existing infrastructure on the second stage.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Growth milestones:
1st year: pilot is up and running, ready as a franchise model
3rd year: replication in most affected area (presumably Papua and Nusa Tenggara), in partnership with NGO and government
5th year: preparation of inclusion to existing infrastructure (e.g. hospital, public school)
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
We aim to first start piloting one center serving Bandung area. In 10 years we expect that HIV+ children and their family will have the access to integrated quality care, be it in an exclusive or inclusive environment. Just like how parents of autistic children have now various options of treatment/ program in either specialized clinic or public hospital and school, the HIV+ should be fulfilled of their right of better life quality.
What methods for quantification of social impact are you applying (if at all)?
Could your solution work in other geographies or regions? If so, where?
Yes, particularly in areas where HIV has entered general population. Some of our planned priority target areas in Indonesia are Papua and Nusa Tenggara, where HIV problem is combined with poverty and lack of knowledge about the disease.
What is your projected impact over the next 1-3 years?
To finish piloting the service for Bandung area, and prepare replication of the model in Papua and Nusa Tenggara.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
For this initiative, currently we’re looking for funding from philanthropy (e.g. Rotary Club), Corporate CSR (e.g. Johnson & Johnson), and development agency to start. Apart from that we also have small amount from community saving. Some possibilities for the future are service fee (with cross subsidy system) and franchising.
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, 个人, 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
基金会, 非政府组织, Private businesses, Regional government, 国家政府.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Explain your revenue generation strategy in more detail
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
This project also has a Project where you can read more about its latest progress.
Go to Project: The Bullying Academy.
Created on 03/2/2013 by twalser
The problem we are trying to solve involves reducing the growing trend of young people hurting themselves and others as a result of bullying and cyberbullying. I felt that education in the classroom setting was the proper place to begin tackling the root of this problem, but there were little to no anti-bullying resources made for classroom use.The solution involved creating the Bullying Academy which is an interactive and completely web-based program that provides anti-bullying and cyberbullying curriculums for 4th-8th grade students, and soon 9th-12th.
了解详情 ↓↑ 隐藏↑ 隐藏Facebook 网址
facebook.com/BullyingAcademySITK
组织名称
Students in the Know Foundation
组织所在的国家/地区
United States, FL, Fort Lauderdale, Broward County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
The problem we are trying to solve involves reducing the growing trend of young people hurting themselves and others as a result of bullying and cyberbullying. I felt that education in the classroom setting was the proper place to begin tackling the root of this problem, but there were little to no anti-bullying resources made for classroom use.The solution involved creating the Bullying Academy which is an interactive and completely web-based program that provides anti-bullying and cyberbullying curriculums for 4th-8th grade students, and soon 9th-12th. The curriculums contain professionally developed, age-appropriate content for each grade. Being that the program is completely web-based it is immediately available to all schools throughout the US with internet access.
What are your organization's top three priorities in the next year?
1.) Increasing the reach of our marketing efforts aimed at school communities. Although the final users of the Bullying Academy are children, the design of the program is tailored for a classroom environment requiring us to market to educators and administrators. Our immediate goal would include developing strategies to deepen the relationships with existing school communities as well identifying the best avenues for engaging new schools in adopting our program.
2.) Diversify funding by requesting grants/donations from private foundations interested in promoting a program like the Bullying Academy. Our organization recently became a Guidestar exchange partner and is in the process of developing letter of inquiries and other marketing materials for introducing our program to grant-making private foundations. We need to develop procedures for not only initiating contact, but also to foster continued engagement which would include more detailed grant proposals, budget schedules, and program projections.
3.) Develop staffing and management strategies that increase productivity and staff engagement. Our organization could benefit from more defined job responsibilities as well as encouragement to take on special projects of interest. We have the ability to recruit interns but need to establish a framework for delegating appropriate taks to them.
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 need to establish an effective and cost efficient process for advertising and initiating contact with schools to make them aware of our program. During the first academic year, 2011-2012, that our program ran we participated in conventions, and mass email marketing campaigns through agile educational services in order to raise awareness of our product. While the conventions generally resulted in low registration counts, the email campaigns resulted in hundreds of schools registering to use the program being that it was a free service. The second academic year, 2012-2013, we implemented a small fee for each participating school in an attempt to have the program be self sustaining, resulting in the user rate dropping significantly. Moving forward the general plan was to target private foundations for direct funding of schools within a specific geographic region. Using this strategy requires us to develop a means of directly contacting schools, and letting them know the program is available free of charge thanks to grant funding. This marketing plan is still flexible and alternatives strategies should be explored.
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 the specific needs of expanding and enhancing our Bullying Academy program.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Our organization has not worked with outside consultants to meet the objectives listed previously. Our directors did work with a sponsorship specialist for about 6 months in order to develop a strategy and marketing material for contacting corporations that might have been interested in partnering with us. The hope was that the corporations would provide funding in exchange for brand association and media coverage related to our program. While the development of a sponsorship component was enlightening, we have stopped pursuing corporations and are focused on private foundation grants.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
No
1.
Identify various methods of attracting new schools to utilize our program.
2.
Develop procedures for fostering relationships with those schools.
3.
Assess what are the best opportunities for diversifying funding.
What has been the impact of your solution to date?
The program is currently only available to schools in the United States. We had over 500 schools registered to use the program with at least one school in every state. Since the launch of the program in September of 2011, we have recorded results for 45,000 participating students. We worked with a company called SEG Measurement which confirmed the evidence-based nature of our program. The results demonstrated the progress of student learning by measuring the difference between their pre-quiz and post-quiz results. We are empowering students directly with the proper responses and preventive strategies to ensure bullying doesn’t escalate into a tragic situation.
What is your project future impact after receiving professional support from American Express?
After working with American Express our organization will be in a better position for ensuring continued growth of our program. We need to learn what works in terms of acquiring new users of our anti-bullying educational services.
This Entry is about (Issues)
This project also has a Project where you can read more about its latest progress.
Go to Project: Feeleez.
Created on 03/2/2013 by Feeleez
Feeleez offers tools to build and support emotional development in children and their caregivers. We have made it our mission to help children, parents, teachers, therapists, counselors, and caregivers receive and offer empathy. Our tools are used by, and made available to, a diverse global community.
The centerpiece of the Feeleez mission is our matching game. Twenty five pairs of sturdy card tiles use facial expressions and body language to illustrate brave, sad, worried, surprised, amazed, etc. With ideas for use at play and in the classroom.
Our entire line of tools include:
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, MT, Misla, Missoula County
该组织在哪些国家/地区创造了社会影响力
United States, MT, MIssoula, Missoula County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Feeleez offers tools to build and support emotional development in children and their caregivers. We have made it our mission to help children, parents, teachers, therapists, counselors, and caregivers receive and offer empathy. Our tools are used by, and made available to, a diverse global community.
The centerpiece of the Feeleez mission is our matching game. Twenty five pairs of sturdy card tiles use facial expressions and body language to illustrate brave, sad, worried, surprised, amazed, etc. With ideas for use at play and in the classroom.
Our entire line of tools include:
A matching game.
A poster.
A learning guide.
An ABC eBook.
Parenting with empathy workshops.
Parent coaching.
Life coaching.
An empathy hotline.
Please visit us at:
www.feeleez.com
What are your organization's top three priorities in the next year?
- Increase awareness of our message and brand
- Increase our market
- Develop additional tools
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!
Since Feeleez is already generating sales the goal is to increase the market penetration of Feeleez .
We need to increase brand awareness. Feeleez branding has already been well received by Ashoka, educators, therapists, parents and others but increasing awareness is crucial.
We need to establish channel/distribution partners to introduce not only our mission but also our product.
We need to develop a more enhanced digital market presence through additional search engine optimization.
We need to expand into other, more defined, markets. Feeleez is a small business, and thus far our focus has been on local and internet sales.
Also, our project is in great need of consulting help, especially with regard to developing a SWOT analysis for the company. Aid of this sort will allow us to better understand the market in which we play.
There is a need for Feeleez in both the marketplace and the social structure of our community so once consumers become aware of our product they are excited to forge a relationship with Feeleez. In this light our challenge is simply to make our mission and our product better known and profound social impact develops from there.
1.
Communication. We strive to be extremely timely, empathetic, and sincere in our communications with our partnerships.
2.
Mission driven. Our message is simple and direct. Supporting children and caregivers in developing empathy is what we do.
3.
Innovative. Our product and aesthetic are unique. We aim to bring this fresh form of emotional education to our partnerships.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Nathan McTague and I (Natalie Christensen) are the heart and soul of the Feeleez organization. We have created a product, manufactured it, and have sales to show for it. Feeleez is now at a point where we need help taking it to the next level. We consider sales to be the benchmark for success in that regard.
We believe that a focus on the centerpiece of Feeleez- Matching Game, makes the most sense at this point. We have found that the game is often the initial purchase our customers make and that this purchase serves as the bridge to further purchases of additional products and services.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
No, we have not received help from outside consultants before. Our success thus far has been entirely based on word of mouth, social media marketing, and a successful product that fills a need in the marketplace.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Access to Amex's ability to transform Feeleez by linking into, or creating a strategy for establishing larger distribution.
2.
Benefit from Amex's ability to elevate the level of our brand - i.e. make Feeleez a household name.
3.
Utilize Ashoka and AMEX to help deliver our mission of empathy.
What has been the impact of your solution to date?
Feeleez has been in business for five years. In that time we have developed five potent products, a website, two social media blogs, and a system of emotional support for caregivers by way of coaching, consulting, courses, and community. We sell to accounts and customers throughout the United States and Canada and receive requests for distribution in Europe almost weekly. We have sold over four thousand empathy games alone which are shared with innumerable children via parents, therapists, teachers, and social workers.
Each time a child is offered the chance to play the Feeleez Empathy Game they are being offered the opportunity to be heard, to develop emotionally, and to establish a sense of empathy for others. We believe that the impact of greater empathy in the world is priceless.
What is your project future impact after receiving professional support from American Express?
Receiving professional support from American Express would have a great impact on our company and on the world at large. Feeleez would use this support to grow our audience and penetrate further markets. This not only makes a difference to the bottom line of our company, (increasing our sales many times over), but to the social community in general. For each game purchased by a parent, or teacher, there are many children that have access to that game. The game symbolizes the opportunity to develop emotionally. This increased emotional awareness and sense of empathy is then shared with that child's circle - including children on the playground, adults in their neighborhood, and members of their family. Empathy is the antidote to aggression and bullying, and the foundation for peace.
This Entry is about (Issues)
Created on 03/2/2013 by Nandini Mazumder
Kutumb was founded in 2002 to address the gap in the education system that is accessible to the children living in the underprivileged sections of society (in urban slums). Many of these children went to government schools and had challenges in learning due to lack of infrastructure available (or unavailable) in these schools. As a result of the poor quality of education, many young people faced severe learning disabilities and often dropped out of school after class 5 or 6.
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
The Kutumb Foundation - Enabling People (NGO)
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Kutumb was founded in 2002 to address the gap in the education system that is accessible to the children living in the underprivileged sections of society (in urban slums). Many of these children went to government schools and had challenges in learning due to lack of infrastructure available (or unavailable) in these schools. As a result of the poor quality of education, many young people faced severe learning disabilities and often dropped out of school after class 5 or 6. Kutumb's main goal was to make learning a fun through non-traditional methods and creative processes,to address different learning needs in children, inculcate the value of self-learning in them and prevent them from dropping out. Building language skills for a holistic personality development is the focus at Kutumb.
What are your organization's top three priorities in the next year?
The organisation is striving to develop the alternate-education program, INDRADHANUSH. We are trying to bring a more strctured and planned approach to the program to add value to the existing practices. The biggest goal of the organisation is to engage young people and educate them to enable personality development for better career options and also to serve as intelligent and healthy members of their community who will be the spearheads of social change and progress in the coming future. The 3 top priorities of the organisation is therefore to build internal resources and facilitate organisational growth.
a. Fundraising and Resource Mobilization
b. Build staff capacities to implement the the alternate education and sports based life-skills to promote holistic development. The two main values that will be promoted through Kutumb's core programmes are: i. gender sensitivity and equity and ii. active pluralism or promote ideas of understanding and celebrating identities, communities, ethnicity and cultural heritages and
c. The 3rd priority will be to use resources to train young people as community leaders and create peer-leaders from each of the 3 communities where work.
Kutumb envisions that eventually all of the programmes at Kutumb will be spearheaded by Kutumb peer-leaders and they will receive due honorariums to motivate them as most of them belong to extremely poor backgrounds. All of these programmes will need much of investment in terms of energy, ideas, time and financial resources and hence resource mobilization and fund-raising will be at the base of all these initiatives.
Need #1
Staffing Capabilities
Need #2
Peer Benchmarking Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We need engaged and skilled professionals who can help us build our educational and sports based programmes to promote gender sensitivity and equity, and build the active pluralism project to promote ideas to enable an understanding and celebrate diverse communal, ethnic and cultural identities and finally, a team of dedicated community workers to create peer-leaders from each of the 3 communities where Kutumb works. However, this means the growth of the orgaization has to be synchronized with the growth of the staff and aims and goals have to be clearly defined. The staff need to monitored and evaluated at regular intervals to boost performance and keep motivation levels high. To constantly update with the latest techniques and best practices across development organisations all over the world.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Funding and resources are a big issue and hence resource building will be a major need. Capacity building in the staff will be another crucial area of work. The motivation of the staff and synchronizing their goals with the organisations goals will be very crucial too.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Previously we have worked with consultants from IBM through an independent initiative called 'Whiteboard'. Whiteboard members meed regularly and help NGOs build capacities for better functioning. Whiteboard members are all mostly from corporate backgrounds and some are from development disorganization who have enough experience on administration, fund-raising and management and impart their knowledge as volunteer-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
3.
Aligning organisational growth with the growth of individual staff
What has been the impact of your solution to date?
Kutumb is a grass-roots level organisation that began working on education for children living in the slums and streets of Delhi in 2002.The original community - the Khan Market Labour Camp Slums were demolished in February, 2009 and mostly displaced to Savda-Ghevra J.J. Colony, 35-40 kms away from Khan Market. So Kutumb's students are mostly from immigrant, servant families living in the servant quarters around Khan Market, Pandara Road, Golf Links, Lodhi Estate and Kotla. In 2010, we expanded Goal of Life, Kutumb's life-skills based football programme to Nizamuddin and in 2011 program won an award! In 2011, we connected to Kutumb's original community in Savda-Ghevra and initiated a health program and started a computer resource center in 2012.
What is your project future impact after receiving professional support from American Express?
Fund raising and resource mobilization for organisation building.
This Entry is about (Issues)
Created on 03/1/2013 by iambmiller
This project creates ecologically and economically self-sustaining communities with over 100 new jobs, clean water, healthcare, education, activities and more, providing the opportunity for families to have a decent quality-of-life. It does this with no government money and no ongoing donations. All profits from the community businesses are used for building what the community needs, operations, maintenance and to begin the next community. Thus the self-sustaining communities are self-replicating.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Our Family Orphan Communities, Inc
组织所在的国家/地区
United States, CO, Denver, Denver County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Sustainable Family Communities (that are self-replicating)
请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
This project creates ecologically and economically self-sustaining communities with over 100 new jobs, clean water, healthcare, education, activities and more, providing the opportunity for families to have a decent quality-of-life. It does this with no government money and no ongoing donations. All profits from the community businesses are used for building what the community needs, operations, maintenance and to begin the next community. Thus the self-sustaining communities are self-replicating.
What are your organization's top three priorities in the next year?
Tactical plan for acquiring corporate sponsors
Acquisition of the land on which the prototype community can be built.
Acquisition of the sponsors needed for the construction of this first self-sustaining community.
Need #1
Message & Brand Strategy
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!
Clarification of how to present this large and comprehensive project in a way that is quickly understandable to potential sponsors, supporters and foundations. An "elevator pitch" for corporate sponsors and foundations.
1.
Ability to see the big picture and the capacity to understand a truly visionary project
2.
Experience in implementation of large multi-faceted projects
3.
Ability to facilitate access to corporate sponsors
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
It will be focused on the overall project and how to gain the support and sponsors needed to proceed.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Three years ago we did have one consultant from S.C.O.R.E. who did give us some GREAT ideas.
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.
Successful demonstration of the viability of a Sustainable Family Community.
2.
Ecological, economic and social sustainability for each community.
3.
Demonstrate that the project model/framework can have a significant impact on poverty and the welfare of children.
What has been the impact of your solution to date?
Based on a recent trip to speak to Rotary Clubs in Mexico we find strong desire there to see these communities implemented in their country. We are working to build the relationships to gain the support needed to implement the first community there. I will be returning to Mexico at the end of April for three weeks of meetings with more than ten Rotary Clubs across the country.
What is your project future impact after receiving professional support from American Express?
The assistance we receive will enable us to be more effective at partnering with individuals, organizations, sponsors and foundations to enable implementation of the prototype community.
This Entry is about (Issues)
Created on 03/1/2013 by infopointers
The objective is primarily to promote artisans, technicians (skilled workers) through publicity and training. The web database on-line directory is designed to advertise and create links to all categories of skills and the individuals practising this profession for easy patronage and evaluation.
了解详情 ↓↑ 隐藏↑ 隐藏我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Promoting and Creating Opportunity for Artisans
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
The objective is primarily to promote artisans, technicians (skilled workers) through publicity and training. The web database on-line directory is designed to advertise and create links to all categories of skills and the individuals practising this profession for easy patronage and evaluation.
The training programme is targeted towards improving customer care attitude, service packaging and personal relationship between technicians, artisan and the vast clientèle engaging their service through the on-line organization. This will help to facilitate better relationship, trust, confidence and by extension attracting more apprenticeship.
It has become almost a generational curse in Nigeria that persons practising these skills are under rated and lacks on-going support
What are your organization's top three priorities in the next year?
We are creating the enabling platform that will make this informal sector to thrive in-other to attract more youth entrepreneurship. To that end, our top three priorities in the next year
- To have conducted training for an upward of 10,000 artisans enlisted on our on-line directory(www.techniciansonline.org)
- To have assisted upward of 10,000 artisans gain access to Pension Scheme, Mortgage Scheme etc
- To have assisted upward of 2,000 including hearing impaired once to acquire skills in various technical acquisition sector we are promoting.
Need #1
Digital Marketing Strategy
Need #2
Customer Relationships
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We will be glad to work on your review, suggestions and technology exchange in making the on-line technician’s organization directory www.techniciansonline.org more attractive. We are desirous of your input on the website management and promotion. Model for conducting training for our community is another specific project need.We also be appreciative of your effort in handling logistic and awareness creation.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
We are working towards a healthy mutually benefiting relationship, hence we will appreciate support focused on our organization overall which includes
- Sensitizing and Awareness creation
- Logistic Management
- Website Management
- Endorsement
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
In sensitizing and creating awareness we run an educative weekly program on a Federal Radio Station (Radio Nigeria 1 103.5) where we interview guest artisans who are unit head in their associations. This forum create avenue to look into challenges,complains and effort directed into correcting complain coming from those patronizing their services
we have prepared an incisive book,translated it into the four major languages in Nigeria-including the English, Igbo,Hausa and Yoruba which is a hands-on self help tool on Modern Computer Appreciation, Internet Usage.No outside consultants yet
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Empowerment of Nigerian artisans and technicians for better business patronage
2.
Provision of better services and value for money
3.
Improvement of the quality of lives for artisans and interest attraction for apprenticeship.
What has been the impact of your solution to date?
Though with several limitation including financial constraint, we have succeed in enlisting over 400 artisans on our directory, we have also assisted upward of 30 artisans to access the Federal Mortgage National Housing Scheme that is beyond the reach of grass-root self employ worker even though the law of the country makes provision for them to participate in. We have encourage over 20 artisans to duly register their business name in accordance with the cooperate affairs commission to position them for better business patronage.
What is your project future impact after receiving professional support from American Express?
In our commitment and drive to impart positively in the lives of players of the Nigerian informal sector. Our goal is to repackage these individuals thereby making attractive their individual skills and capability, positioning them favourably for better business patronage and interest attraction for apprenticeship. With your support we would succeed in reversing the generation plague affecting this sector thereby creating the level playing ground for many teaming Nigeria youth in search for white-collar jobs to learn, practice these handy-skills and become gainfully employed.
This Entry is about (Issues)
Created on 02/20/2013 by melissajdiamond
This program will train mothers of children with autism in the West Bank to work in a cooperative-model ABA therapy program to help their children.
T.H.E company helps future students find the right college,that MEET there requirements.
Created on 02/9/2013 by jeremiah.johnson1@usbank.com
T.H.E company helps future students find the right college,that MEET there requirements.
Created on 02/9/2013 by SarrellDental
Sarrell Dental is a non-profit organization that provides dental and eye care to underserved communities. Sarrell collaborates with community partners to make sure that each and every child has access to quality oral healthcare. Since 2004, they have seen over 400,000 patient visits, and have been praised nationally for their innovative model for oral healthcare reform.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Sarrell Dental & Eye Centers
组织所在的国家/地区
United States, AL, Anniston, Calhoun County
Organization's Country of Operation
United States, AL, Anniston, Calhoun County
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
Sarrell Dental has received numerous honors and awards, including Alabama Head Start's Corporation of the Year in 2010 and 2012, National Children's Oral Health Foundation Affiliate of the Year in 2010, Outstanding Website Award by the Web Marketing Association in 2011, and Outstanding Organization by the NFL Alumni Atlanta Chapter every year from 2006 through 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.
As a fledging non-profit, with no fulltime dentist, we convinced a retired corporate CEO, Jeff Parker to join our organization. We were able to phase out reliance on cash donations and grants, we instilled best demonstrated practices, hired new staff and changed the culture. Since 2004, we have seen over 400,000 patient visits without a single patient complaint filed with the Dental Board.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Improving Access to Oral Healthcare
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
We are a federally qualified 501(c)3 non-profit, however, we do not rely on cash donations or grants to operate. We have opened 14 state-of-the-art offices and a mobile dentist bus with cash from operations. We carry a $2M line of credit with no balance. We employ 56 licensed Alabama dentists and 44 hygienists. We are the high paying dental employer in our state. We are operate like a hospital, with a CEO for the business side and a Chief Dental Officer on the clinical side. Nearly 70% of our 225 person staff (no volunteers) have a bachelor's degree. About 30% have an advanced degree.
Most important, we are eliminating cavities in the poorest counties, in one of the poorest states in the US. In 2005, our reimbursement per patient visit was $328. In 2012, our reimbursement per patient was an industry low $125 per patient visit. In 2012 only, we saw over 130,000 patient visits. This includes general dentistry, pediatric dentistry and using oral surgeons all who are paid excellent salaries.
We received national recognition and praise by PBS Frontline and The Center for Public Integrity in their June 26, 2012 one hour documentary, "Dollars for Dentists." This documentary can be found on the PBS Frontline website or at www.sarrelldental.org. Our segment begins at 26 minutes.
We have experienced over 400,000 patient visits without a single patient complaint to the Alabama Board of Dental Examiners.
We are a national model, not only for our good works, but because we have done so without incurring long term debt or using cash donations or grants.
Describe how your innovation model is distinct from any other organization in your field?
We have been told by many, from the Robert Wood Johnson Foundation to The Pew Center for the States to various USA dental school faculty, that we are the first in the USA to successfully execute a highly successful, growing, sophisticated, self sustaining non-profit dental practice in the USA. This is a model that is new to dentistry that has empirical data to support its amazing patient outcomes.
What type of operating environment and internal organizational factors make your innovation successful?
Our clinical data speaks for itself. Under the leadership of Mr. Parker, we have been able to recruit top, young, business talent to our organization. We compete successfully for the brightest young talent out of undergraduate, MBA andJD programs. The average age of our managers is 26, and the best want to compete with the best. While there are many charitable opportunities available, Sarrell's high paying, career-building positions offer a unique career opportunity. At Sarrell young, talented leaders are promoted based on ability. They work with us because they can make a good living and help the many, underserved American children, who lack access to dental care. It is a rewarding experience to grow a non-profit, make a meaningful contribution, and serve less fortunate children.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
We invest in our patients, our people and our infrastructure. We have a Community Outreach person in every area we have an office. We have a Hispanic outreach team specifically targeted to that segment. They screen children for dental issues in schools, day cares, Head Start programs and at community health fairs, free of charge. We also provide dental education at the aforementioned events.
We pay industry high wages for our state. This allows to attract the best in class of clinical and business personnel. We receive about 20 unsolicited resumes a day and are now able to reject 2-3 dentists a month, who apply with us. We have a waiting list of oral surgeons wanting to work part-time with us.
Last in IT, we have purchased a state of the art, VDI system from Cisco and Citrix.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏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]
Other specialty care
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up, Long-term care.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Only 60% of America's Medicaid-eligible children see a dentist regularly, due to a lack of access to care. In Alabama, 66 out of 67 counties have a shortage of dentists, according to federal guidelines. The dentist shortage, compounded by those dentists not wanting to see Medicaid eligible children, further exasperates the problem. Due to the poor US economy, we have ever-increasing Medicaid roles and more children going unseen, and Sarrell Dental has experienced 31 consecutive quarters of record patient growth, serving over 130,000 patient visits in Alabama only during 2012.
Stage that best applies to your solution [select only one]
Scaling (growing impact on a regional or global scale)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New/redefined roles for healthcare service provision, New approaches to distribution of health products and services, New financing strategies for health.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, New skills, Education/training.
Please describe your solution in more detail
By using a motto of "treat every child as your brother, sister, son or daughter" we have created a patient-centered model, where the child truly comes first, not just in words but deeds. As an example, our larger offices are open 8-6 daily, utilizing an 8-5 and a 9-6 shift to stay open 10 hours a day. Over 80% of our patients are not old enough to drive, so they arrive, in general, via transportation provided by an adult. If a patient shows up late for an appointment at 6pm (closing time), if the dentist is still present, we turn back on the equipment and treat the child.
On the business side, we handle all non-clinical functions, freeing our dentists and hygienists to provide world class care. All personnel, financial, support functions (IT, etc), are handled by business side personnel.
What are your vision and overall objectives?
Our vision is to provide quality oral healthcare to communities that have an underserved population. We believe in treating every patient with dignity and respect, and it is our goal to eliminate the access to care problem in every community that we open our doors.
What is your value proposition?
Traditional non-profits often fail to achieve their objectives because they rely on donations and volunteer efforts. While these may contribute to the overall good in some scenarios, we believe a complete business model that focuses on organizational efficiency, accountability, and hard work will be more effective in creating a long-term, sustainable solution. By combining a talented workforce, proven business principles, and clinically-focused dentists, we can achieve what other non-profits and governmental entities have not.
Who is your customer(s)?
Sarrell treats the dental and optical needs of lower income children in underserved communities that might otherwise not have access to dental care. Generally, these are Medicaid and SCHIP eligible patients ages 1-20.
What approaches to you use to reach your customers?
Sarrell operates 14 clinics in underserved communities as well as a state-of-the-art mobile dental bus that travels to areas where dental care is not otherwise available. This dental bus has two fully-functional operatories and digital radiograph equipment linked to electronic health records.
Our Community Outreach personnel provided dental education and screened over 50,000 Alabama children in 2012.
What are your primary activities?
We provide dental education, screenings and comprehensive dental work (everything but orthodontics) to under served Alabama children between ages 1-20. We do so without the need for cash donations or grants. We grow organically using best demonstrated business practices and have created a new, effective and proven dental model. The first self sufficient, not for profit, dental model of this kind in the USA.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Competitors are: for profit Medicaid dental providers, FQHC's, dental schools and private practice dentists who see Medicaid/SCHIP patients. However, we feel we have no competition because of the lack of access to care in Alabama and the USA. The majority of Medicaid/SCHIP children still cannot access a dentist for their needs. With Medicaid roles growing, the need will only worsen.
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 single biggest hinderrance to our growth out of Alabama is individual states' Dental Practice Acts (DPA). Most do not allow non-profit organizations to operate, even though we use only fully licensed dentists. In fact, We had to change, via Sarrell Dental legislation, the law in Alabama in 2011. Even though most dentists in Alabama do not see Medicaid patients on a regular basis. This was a battle covered numerous times by prestigious journals such as The Non Profit Quarterly (type Sarrell Dental in the search box on their website), PBS Frontline (see PBS Frontline website) and many other publications (search Sarrell Dental).
Dentistry is about 20 years behind the medical field, as far as consolidation and the use of alternative providers (i.e. nurse practioners). DPA's must change.
Briefly describe your growth strategy going forward
We are currently poised internally to expand our model to other states. At this point we are seeking partners to help us accelerate our growth and optimize community impact before we open our next office.
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?
We have developed our infrastructure, particularly in IT and management know-how, to be scaleable. We currently have no long-term debt and have a large, sustainable, growing record of growth.
What are your key growth objectives?
To expand our services outside of Alabama. Particularly into nearby states where we can manage our culture, business and clinical practices to ensure continued our proven track record in serving children who need our care the most.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
We are ready, willing and able to expand at the moment. The ONLY resistance we receive is from dental trade organizations, both on the state level and nationally.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
We have had over 400,000 patient visits in Alabama alone. Medicaid dental utilization in Alabama has risen over 5% since Sarrell began operations, and in many of the 14 areas where we operate clinics, Sarrell is the only full-time Medicaid dental provider.
What methods for quantification of social impact are you applying (if at all)?
We look at the number of patients treated, cost efficiency of dental care, patient satisfaction, community feedback and awards, and we use advanced data analytics to track more complex operational measures.
Could your solution work in other geographies or regions? If so, where?
Our solution is readily expandable to almost any other state in the union. The infrastructure upgrades we have made to allow video conferencing, remote digital imaging, and EHR (to name a few) have placed us in a optimal position to expand. The states most favorable to our expansion are those with the greatest need for Medicaid dental care and with community health providers open to partnership and collaboration.
What is your projected impact over the next 1-3 years?
If we expand out of Alabama, we can conservatively impact over 100,000 patient visits over the next 3 years.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
Sarrell operates primarily on Medicaid/SCHIP reimbursements and does not solicit cash donations or grants.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Regional government, 国家政府.
Explain your revenue generation strategy in more detail
We survive primarly on Medicaid and SCHIP reimbursements for the dental work we perform. We do not rely on cash donations or grants for our operations.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Single strategy.
Explain your philanthropic approach in more detail
If someone asks to donate cash, we generally accept it. In the past, we have accepted used equipment but as we have grown, we have found it generally not to be the quality we use. What we accept is generally used only short term or for spare parts.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
We will continue to utilize our self-sufficient non-profit model. To expand, we would consider accepting cash or grants from acceptable donors.
Created on 01/24/2013 by ssindakis
The Center for Positive Behavior 'Happy Dickens' is a non profit organization, which offers practical solutions to a number of challenges and issues faced by children (aged 18 months to 14 years old), parents, teachers and caregivers.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Happy Dickens - Center for Positive Behavior
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
No, Happy Dickens has not received any awards or honors
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.
This idea came up when I was discussing with a friend-educator about the change in children's behavior, because of the everyday pressure due to the country's economic challenges. The first thought was "We ought to do something about this. Return the smile on kids' faces".
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Happy Dickens - Center for Positive Behavior
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 wide range of customized services and the highly educated and experienced personnel make this initiative an excellent choice for parents and schools. 'Happy Dickens' s innovative approach regards the way experts treat children and educate caregivers. The key is to listen the children’s voices, understand their needs and develop offerings that meet them well. The Center has also developed educational programs that reach schools and child care centers, aiming to increase the number of people who acquire the skills to manage children appropriately. The experts of 'Happy Dickens' develop effective, tailored developmental programs for children and their families. The Center seeks to develop cooperation with parents and teachers, aiming at long-term and lasting changes in their lives.
Describe how your innovation model is distinct from any other organization in your field?
The Innovation Model of the Centre is based on the establishment and cooperation of a scientific team of experienced specialists from different disciplines (e.g. child psychologist; special educator; social worker for children; musicologist, etc), who offer practical solutions to a number of challenges encountered by children but also by those who are responsible for children’s care (e.g. parents; educators; caregivers, etc) during the building of their character.
What type of operating environment and internal organizational factors make your innovation successful?
The establishment of a cooperative non-profit organization with an emphasis on collaboration, along with the development of a team involving experienced specialists from different disciplines make this initiative a success.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
The continuous innovation of the Center is achieved by developing partnerships with university faculty, funding joint research projects and providing fellowships to young scientists, aiming to promote research as a tool for development. Furthermore, the adoption of knowledge management tools (e.g. AssocioNet, Triple Creek, KM training & education, etc.) and innovation models allow both the development of new services and the involvement of customers in Center’s innovation activities and also strengthen its position against external challenges.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏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?
Children need help and support, especially in this uncertain and violent environment. Some of the problems is childhood depression, anxiety, or low self-esteem that many times lead to a poor performance at school. On the other hand, parents and educators need some guidance on how to treat children to develop balanced and creative personalities. Many parents and teachers do not know how to cope with the challenges encountered in the nurture and upbringing of a child. Due to the poor economic situation, Greek state fails to create those structures that would help children overcome their issues and also seems to be unable to train and guide parents and teachers to properly manage those challenges. There are around 1,300 schools with more than 300,000 children at the chosen area.
Stage that best applies to your solution [select only one]
Idea (poised to launch)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, New/redefined roles for healthcare service provision, 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 goal of 'Happy Dickens' is to provide the necessary resources and knowledge to help children develop a creative and firm personality, by offering high quality customized services, such as counseling, coaching and specialized day programs. On the other hand, 'Happy Dickens' aims to offer training and workshops to parents and caregivers, schools, child care centers and more in order to help them succeed in the difficult task of raising and upbringing a child.
What are your vision and overall objectives?
The Center for Positive Behavior 'Happy Dickens' is a non profit organization, which offers practical solutions to a number of challenges and issues faced by children (aged 18 months to 14 years), parents, teachers and caregivers. The goal is to help children develop a creative and firm personality and also to support and guide the people who care to do the hard work of raising and upbringing a child.
What is your value proposition?
Parents interact with schools, childcare centers as well as with the extracurricular activities of children. The children live in a community where the financial and psychological pressure and the social turmoil add stress to their everyday life. On the other hand, every child has their own unique abilities and preferences. The Centre collects all this information after consultation with parents and teachers in order to create customized services that meet the needs of both children and caregivers.
Who is your customer(s)?
Children, Parents & Guardians, Teachers & Educators, Caregivers of Children
What approaches to you use to reach your customers?
The methods used to approach customers is special internet portals, advertising brochures, contacts with parents and guardians associations, contacts with health professionals (e.g. psychologists, speech therapists, etc.).
What are your primary activities?
The Centre's aim is to develop services that will help children with issues such as Attention deficit hyperactivity disorder (ADHD), nutritional problems, violence, disobedience and so on. Yet, the Center develops programs for talented and creative children, which are aimed at supporting and developing their talents. It also provides training and workshops to parents and teachers and helps children to enhance their social and learning skills.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Peers are defined as those who collaborate with the Center, such as the health specialists, scientists, researchers and so on. On the other hand, there is no competition in the narrow sense, since “Happy Dickens” is the only center of its kind in the selected geographical area. Both individual private companies, based on profit, and public-community organizations, which focus on the needs of the population are trying to meet specialized needs. This makes them partly competitors, but considering that the Center intends to develop such activities, those companies can and should become customers of “Happy Dickens”. This prospect also shows the potential development of the Centre.
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?
By the formation of the core founding team, the basic conditions have been created for the Center to start its operation. One’s personal weakness can be covered with the addition of other partners. The plethora of the programs, the coordination of partners, the knowledge transfer, and the exchange of experience, are some of the challenges to be faced by the Center. On the other hand, the evaluation of the programs during the implementation, the weekly management team meetings, and the written reports, are the first steps to ensure that “Happy Dickens” has developed its own expertise, which will not depend exclusively on the experience of the partners.
Briefly describe your growth strategy going forward
Tailored services that meet the needs of children for the challenges and difficulties that arise in their lives and help to shape their personality. Development and implemention of individual and group programs that target in long-term positive and lasting change in the lives of children and those involved with their nurture and education. Customers’ feedback is a critical factor for improvement.
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?
The core team has been created and, the right place has been found, which will house the Centre. Additionally, the initial Capital is being gathered and the first programs and activities for children are being designed.
What are your key growth objectives?
The key growth objectives of the Center will operate in three directions:
a) Develop activities concerning children and their family at the premises of the Centre.
b) Implementation of programs in schools in collaboration with educators and the Parents and Guardians Association.
c) Collaboration with university faculty in research programs.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
The time frame for the development of this initiative is as follows:
February 2013: Company registration, rental and renovation sites, development of programs.
September 2013: Launch of the first activities in the premises of the Centre - (ADHD Management Programs, Social Skills Development Programs, Support Services for Parents, Development of Personalized programs).
November - December 2013: Development of contacts with schools and university faculties.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
Not applicable at this stage.
What methods for quantification of social impact are you applying (if at all)?
Not applicable at this stage
Could your solution work in other geographies or regions? If so, where?
This initiative could work in other geographical areas in Greece. More specifically, it could be expanded to cities with more than 10.000 inhabitants.
What is your projected impact over the next 1-3 years?
The social impact is estimated to be significant. The Centre will be known to those who shape the character of the child, as it would become their valuable advisor and, therefore, it is estimated to have helped a good number of children and parents to address their difficulties. Additionally, the Center will aim to develop collaboration with university faculty to promote research, foster innovation, give internship opportunities to students, and encourage volunteerism.
Finally, in a time of crisis Thessaloniki, Greece would be proud of a structure, which offers the most to shape positive behavior and lifestyle.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
The Center believes that its funding strategy should be dependent on the autonomy of its resources. Therefore, it has been decided to develop the funding strategy based on:
• Initial capital from the business partners;
• Development of programs and activities for sale;
• Sponsorships, donations and other non-operating income will be reinvested in innovative 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
Friends and family, 个人, Patients, Caregivers, Private businesses.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
基金会, 非政府组织, Private businesses, Regional government.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
基金会, 非政府组织, Private businesses, Regional government, 国家政府.
Explain your revenue generation strategy in more detail
The income generation strategy is based on the development of programs, activities and products for sale. The dynamics of sales generate new revenue streams.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Single strategy, Diversified strategy.
Explain your philanthropic approach in more detail
Many people are unable to pay for our services due to the difficult financial situation in Greece. Therefore, some activities will be offered for free under certain conditions. Additionally, the Center will provide activities free of charge in various social associations for children and parents, with the active participation of volunteers, such as students of psychology, social work, etc. The overall result of those operations aims at the positive contribution to the Greek society and the city of Thessaloniki.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
The programs and the activities will be valued as services and thereby sustain the financing of the Centre.
The sale of services would generate revenue, of which most of it will be reinvested in new activities, creating the core financing for the future. Thus, "Happy Dickens" would increase its funding base by developing its product portfolio. The maturity of this cycle is estimated for three years.
San Francisco United States
37° 46' 29.748" N, 122° 25' 9.8976" W
A mobile app that helps parents get involved in their child's homework. Kids enter in the homework and when it is due. The app texts reminders about when it is due and you can set for an established work time.
Created on 01/15/2013 by cipangoreng
Electronic devices are inching into every aspect of our society. By using electronic learning systems that created specifically made for them will gives a lot of benefits to their educational development. This product will become a smart format for a handheld learning tool.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
A student who often think out of the box and highly motivated.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Having an entrepreneurial mind set, and I want to apply it to our community.
Primary country where this project is creating social impact
Additional countries or regions
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏The Need: What social or environmental problem are you trying to solve?
1. Developing a product that will assist and facilitate parents,teachers and children that improve the Malaysia's education since using technology is still in low level. They still depend on an old style learning.
2. Reducing manufacturing costs so that everyone's can afford the product.
3. Limited local learning apps.
The Solution: What is your solution? Be specific!
1. Develop a product that will interest students & children (Gadget that have screen,audio visuals and interaction) & affordable to everyone.
2. Achieved by using free open source operating system (Android)
3. Offer local apps developer to create for local market.
The Solution: Why is this solution innovative for your company and industry?
Integrating the product with educational apps. Educational activities primarily involve tech that interest the students. The product would serve the purpose of providing a learning gadget with learning apps that created for every students in Malaysia.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
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?
Peers would include the mobile phone telcos and giant electronic companies .
From current research, there are a lot of product that is similar to this idea currently exists, however it's very expensive and not all of Malaysian's can afford it and no product that specifically made for learning. It's all in one and parents cannot control it out of box (need to install and search for apps first)
Being first to market would definitely mean a larger portion of the consumer market.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: 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.
During my assignment when I were asked to develop a new product that helps children learn fast and interest them by using latest technology.
What has been the impact of your solution to date?
There has been no impact to date as it is currently an idea
What is your projected impact over the next 1 to 3 years?
Initially used for education in developing nations, the product could easily be moved across to be used and sold in developed nations
What barriers might hinder the success of your project? How do you plan to overcome them?
Costs and challenge to convince every parents that this is a very good product for their children.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
A product for the company and manufactures would potentially increase market share. This product could also be used for another industry other than education industry in the long term, such as in careers.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
At the moment this is still an idea.
Expand on your answer, explaining the long-term funding and support plan.
Tell us about your partnerships across your company and externally that are key to your project's success.
Manufacturing and then marketing would be key. More the quality apps developer are key to our project's success.
What internal support have you gotten for your project? What kind of push-back have you received?
Approximately 60 words left (425 characters)
Created on 01/15/2013 by Stefan Maard
CleanStar Mozambique is an integrated food, energy and forest protection business, producing and retailing an ethanol-based cooking solution for urban households in Africa – thus reversing the destructive cycle of charcoal and harnessing urban spending to drive rural development and reforestation.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
I am Senior Advisor (Sustainable Development) at Novozymes and I'm charged with identifying and developing opportunities for Novozymes to engage in “Base of the Pyramid” (BoP) markets, using clean biotech solutions to help alleviate poverty in financially sustainable ways. Acting as an “intrapreneur” I develop new BoP business concepts, anchor them within relevant departments across Novozymes, and build the external partnerships required for effective incubation. My first major success is with CleanStar Mozambique (www.cleanstarmozambique.com), where I have played a pivotal role in the design and incubation of the business. I have since played an active role in venture management and am now focused on scale-up and replication of the business across sub-Saharan Africa.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I believe that highly scalable and replicable business solutions will often be the only means by which to meet many of the massive challenges of poverty and environmental degradation (not least by framing them as opportunities). With this fundamental conviction I have set out to achieve impact, which for a given venture requires 1) developing an innovative business concept, 2) navigating and combining internal and external agendas, mandates and resources, 3) developing a detailed business plan and financial model, 4) raising capital, and 5) building the team to execute on the plan. Being successful with these activities has required a range of traits and skills, not least creativity, business and impact analysis, networking, pitching, and business development skills.
Primary country where this project is creating social impact
Additional countries or regions
Maputo province (Maputo city)
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了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
The Need: What social or environmental problem are you trying to solve?
We are addressing 4 interconnected problems: 1) A subsistence farming crisis with rural families practicing "slash-burn-degrade-move" agriculture. 2) Accelerating forest destruction caused largely by charcoal production. 3) Widespread nutrition deficiency and food price instability, with rural families over-reliant on a small mix of staple crops and urban families experiencing major food price fluctuations due to over-reliance on imports. 4) Major cost and health impacts of charcoal use for urban households given high (and increasing) prices and that it is equivalent to smoking 2 packs of cigarettes per person per day, mostly affecting women and small children (according to the WHO).
The Solution: What is your solution? Be specific!
CleanStar Mozambique (CSM) is an integrated food, energy and forest protection business. producing and retailing a modern and affordable ethanol-based cooking solution for urban households in Africa. The company invests across the entire cooking fuel value chain. In rural Mozambique, CSM enables smallholder farmers to transition from subsistence “slash and burn” farming to sustainable surplus production by adopting a low-input agroforestry system that produces cassava, cowpeas, soya, sorghum and groundnut while planting and managing native trees. CSM buys the surpluses from farmers, and efficiently converts them into packaged food products and an ethanol-based liquid cooking fuel in the company’s integrated food and energy facility. CSM’s distribution network - strategically located in Maputo’s low-income neighborhoods – sells cookstoves and fuel at prices that are comparable to charcoal.
The Solution: Why is this solution innovative for your company and industry?
The business model is innovative in that it is not merely about taking a position in an existing value chain, but is building an entirely new one. Also, it combines a range of existing technologies rather than developing a new one. It is also innovative in its partnerships: combining multinational corporations (like Novozymes, ICM and Bank of America Merrill Lynch), small entrepreneur groups (like CleanStar Ventures and Zoe Enterprises), and rural smallholder farmers.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
CSM is a highly integrated business that will create economic, social and environmental value at every point along its value chain. Rural smallholders in Sofala province will experience improved nutrition and income increases of at least 300% while planting millions of trees and enhancing biodiversity. Urban households in Maputo will experience cleaner air, a reduced disease burden and lower energy costs while reversing deforestation by transitioning from charcoal to ethanol. By 2014 the venture will involve 2,000 smallholders over 10,000 acres (4,000 hectares), supply at least 20% of Maputo households with a clean and cheaper alternative to charcoal and thus protect 9,000 acres of indigenous forests per year. The company will also employ approximately 1,000 people in Mozambique. From a commercial standpoint, CSM is replicable and scalable across large parts of the developing world, offering the promise of widespread development impacts and significant reductions in global greenhouse gas emissions. By helping establish proof-of-concept in Mozambique, Novozymes intends to catalyze the development of agriculture, food and ethanol industries in developing countries, creating new, sustainable, bio-based markets.
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?
CleanStar Mozambique is essentially competing with charcoal. Given that we price our solution at the same level but offer greater convenience and functionality, we are confident that we can reach our goal of at least 20% market share by end 2014. Also, we are including the charcoal value-chain players in our new value chain, so we expect minimum resistance from incumbents. It could be argued that we are also competing against other (largely only emerging) cooking solutions like LPG and electricity, but they are weak on various accounts (notably cost and safety) so we do not see them as major threats.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: 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 first idea came in 2008, when I saw that sustainable biofuels could be a driver of rural development in sub-Saharan Africa, leveraging energy markets to drive investment in agriculture (as opposed to food markets rendered largely dysfunctional by agricultural policies in rich world). The first idea was to develop large mono-culture farms producing transport fuel for export to e.g. Europe. However, after extensive consultations with a plethora of organisations (incl. future business partner CleanStar Ventures) and extensive studies, the focus changed to smallholder-based agro-forestry to produce ethanol for cooking fuel. This change maintains the overall idea but has many more positive impacts. The final concept (as has been implemented) came into shape around mid-2010.
What has been the impact of your solution to date?
By end 2012 we had: 1) over 1300 smallholder farmers involved in the venture; 2) over 150 employees in the company, across the value chain; 3) over 4000 ethanol stoves sold.
What is your projected impact over the next 1 to 3 years?
By 2014 CleanStar Mozambique will eliminate demand for charcoal that causes approximately 4,000 ha worth of native forest loss annually by providing 80,000 households with the ethanol-based cooking solution. The greenhouse gas GHG reductions from eliminating charcoal demand will be about 500,000 tons of CO2eq per annum, assuming each stove reduced emissions by around 6 tons CO2eq per annum. Additionally, the venture will ensure the restoration and reforestation of 2.4 million native trees in shelterbelts over the 3,000 ha of smallholder land with mixed native tree species. This will involve over 2,000 farmers whose incomes will be tripled.
What barriers might hinder the success of your project? How do you plan to overcome them?
At this point we see few realistic "show-stoppers". However, one is extreme weather, with the risk of wiping out the smallholder production systems before they are sufficiently resilient. While we can plan to deal with this (supporting farmers, getting insurance as possible, etc.), it could break the business.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
The CleanStar Mozambique project is in line with Novozymes’ commercial strategies. Novozymes has a strong presence in developed markets as well as in large emerging markets like China, Brazil and India, but many of the company’s technologies also fit the needs of businesses and people in less developed markets that are also experiencing high growth. Novozymes has thus been looking at how to bring its technologies more effectively to these markets, well aware of the need to be innovative with business models and partnerships. CSM is the first attempt.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Novozymes has allocated significant resources to the development of CleanStar Mozambique, incl. a few million dollars in equity and debt financing, several key staff (at first just me but eventually a team of 8), the enabling technology to make the ethanol, and bringing key partner organisations to the table (incl. ICM). At first resources were secured through the sponsorship of our CEO, but as we progressed, the project has achieved elevated and more formal status in the company (now headed by our Chief of Staff and Executive Vice President of Stakeholder relations).
Expand on your answer, explaining the long-term funding and support plan.
The ambition is to work with our partners (notably CleanStar Ventures) to replicate the business model in other regions of Mozambique and other countries currently relying heavily on charcoal for cooking. This will involve additional financial, human and technical resources, the levels of which are currently being discussed with the aim of announcing a plan in Q1 2013.
Tell us about your partnerships across your company and externally that are key to your project's success.
Novozymes and CleanStar Ventures have jointly founded CleanStar Mozambique and have since joined forces with ICM (US-based world leader in ethanol production plants), Dometic (Sweden-based business that produces the world’s leading ethanol cookstove), Bank of America Merrill Lynch (world leader in carbon finance) and Soros Economic Development Fund (world leading Impact Investor).
What internal support have you gotten for your project? What kind of push-back have you received?
Originally the project was supported directly by our CEO. As the project progressed and matured it was given a wider backing, headed by our Chief of Staff and Executive Vice President of Stakeholder relations. Initial push-back was rife at all levels of the organisation, but the support base grew rapidly as milestones were achieved and the project now enjoys widespread support.
Created on 01/14/2013 by aesconcept
Approximately 40 words left (320 characters).
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
I am a problem solver having so much passion to change my world. I want to become a notable innovator, world-changer and a transformer of the African continent using technology, business ideas and leadership skills to solve various problems facing mankind in order to make the world a better place. Am also passionate about creating ventures and enterprises optimized for social impact and community welfare
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I am enthusiastic about exploring edges of innovation within and outside my discipline. I have computer technology skills, excellent communication skills, leadership abilities and resilient. I am passionate about change , product invention and process innovation.
Primary country where this project is creating social impact
Additional countries or regions
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了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
The Need: What social or environmental problem are you trying to solve?
Project CEDAFEC addresses the problem of information and communication technology phobia and low usage for educational activities in elementary schools across Nigeria. We identified high cost of software and poor internet facilities as the major impediments to technology usage in the classroom. There is a high level of phobia for technology because it is not usually embedded into teaching and learning from elementary level.
The Solution: What is your solution? Be specific!
Project CEDAFEC offers technology embedded curriculum, teaching and learning to provide remedial opportunities for classroom content. Project CEDAFEC focus on motivating and engaging learners using technology, encouraging innovation and collaboration in the classroom by teaching creative thinking and technology applications in various subjects.We provide technology engagement for learners, professional development trainings for educators and school administrators on how to adapt open source technology and educational resources for teaching and learning activities. We help the educators and school administrators to adapt technology to teaching practices and a paperless school administration.
The Solution: Why is this solution innovative for your company and industry?
Project CEDAFEC solution is innovative because it embed open source educational resources and technologythereby eliminating the cost of using proprietary software which can be utilized for teaching and learning activities. It offers a fun way to learn thereby extending educable moments for school pupil. It also enable and give every child the advantage of ICT from elementary level. Our solution makes learning and teaching effective and encourage collaboration in the classroom
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Our programme consists of in-school periodic events and activities. Our technology engagement programme gives learners technology skills progression, classroom content enrichment and a fun way to learn. Our professional development training offers the educators other ways of teaching the same thing, technology skills progression, paperless classroom administration and easy lesson planning.we teach technology, creative thinking, self efficacy, and collaboration
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?
Our competitors are ICT education providers and science-technology centers for elementary school pupils such as MADScience. We diffrentiate from our competitors by offering in-school events and engagements. We utilizes open source technology and free online tools for our solutions thereby solving the problem of high cost of proprietary software. Our challenge from competitors is their massive investment in technology to procure digital tools which may not be available to us.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: 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.
Our "Aha!" Comes from the observation of low technology usage and techno-phobia exhibited by some school children. Our organization provides ICT and training services for schools and SMBs. We decided to come up with a low cost solution to counter the effect of low technology awareness and usage
What has been the impact of your solution to date?
Project CEDAFEC solutions has reached 5 schools in the last quater of the year 2012; organizing technology engagements, Professional development training for educators and school administrators, and installation of free technology and tools for classroom activities and school administration.
What is your projected impact over the next 1 to 3 years?
project CEDAFEC intends to reach 30-50 schools annually, and expected to have reached 90-150 schools in the next 3 years. We intend to reach an average of 1000 learners and 500 educators annually making estimates of 3000 learners and 1500 educators/administrators.
What barriers might hinder the success of your project? How do you plan to overcome them?
Expected barriers to our success include technology equipment and facilities such as internet, interactive whiteboard etc. and problem of electricity in remote areas. We intent to raise fund to procure equipment, internet connection and standby source of electricity.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
We are creating a solution, a process of offering the same thing using technology. We are devising a paperless classroom activities, school administration and teaching practices using open source technology. We are teaching creative thinking, technology applications and providing a model for delivering classroom content.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Personal funding and family supports are used to support the Project CEDAFEC initiative. Also personal information technology skills, and leadership abilities are enhanced with support from friends and volunteers to run the Project CEDAFEC programme. The Project CEDAFEC events and in-school engagements are usually carried out on a part time basis while holidays and vacations are utilized for programme planning.
Expand on your answer, explaining the long-term funding and support plan.
Our long-term funding plan focus on fund raising events, application for global funds, request for sponsorship from local organizations and individuals. Our support plan also focus on soliciting for volunteers, media support and technical support from various local organizations and individuals.
Tell us about your partnerships across your company and externally that are key to your project's success.
The Project CEDAFEC programmes have been running with partnership and support of technical colleagues and volunteered partners. The programme runs in partnership with elementary schools in local communities across Lagos, Nigeria. Our technology engagements and developmental trainings are usually held in-session. Log of past engagements and trainings are available at: www.cedafec.blogspot.com
What internal support have you gotten for your project? What kind of push-back have you received?
Internal supports such as funding, idea sizing and shaping have been received from friends and co-worker. Also discouragements and request for cash before supports are offered were also experienced in certain areas in the course of developing the project CEDAFEC idea. This includes cases such as leasing of equipments for outreach programme, mobilization and coordination.
Created on 01/14/2013 by shalommakers
From growing flowers to producing colorful, hope-filled flowerpots and processing losses, Flower Power provides spaces, places, activities, methods and volunteer opportunities that engage and benefit communities as a whole.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
Flower-Power is informed, developed and sustained by a Guiding Group composed of a world-renowned leader in therapeutic horticulture Dr. Diane Relf; retired professor of horticulture Dr. Len Morrow; a behavioral therapist/prevention specialist; bereavement specialists from a hospital, hospice and geriatric care; a national leader of the Start Empathy Now initiative; Virginia Cooperative Extension agent; faith-inspired community leaders; family members of hospice patients; Coordinators of Volunteers and Bereavement of Heartland Hospice.
David Cooper, MSW, MDiv, CPM serves as a catalyst and partner in the initial phases of development and operations. Serving as a national trainer and facilitator of Asset Based Community Development, Mr. Cooper is the architect of Flower Power.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
In my hospice and community development work, I:
* Build “whole” and transformative community relationships
* Catalyze creative discovery of previously unrecognized resources
* Connect people, organizations, institutions, and associations
* Facilitate and host opportunities for mutual learning
* Develop teams that produce and deliver effective community-transforming projects
* Advocate for social, economic, physical, political, and spiritual equity and justice
* Coach leaders and teams to produce measurable, transformative outcomes
I use:
* Asset Based Community Development
* Asset Mapping
* Appreciative Inquiry
* Theory U
* Dynamic Systems
* Empathic, empowering, transformative care-giving
Company Country
United States, VA, Richmond
Primary country where this project is creating social impact
United States, VA, Richmond, Richmond City
Additional countries or regions
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开始（刚开始运作的试行阶段）
The Need: What social or environmental problem are you trying to solve?
When people experience loss, the customary methods of bereavement are to participate in a "grief group" or see a therapist. In the project proposed here - Flower Power: Growing Hope in a Season of Change - the focus is upon empathic caregiving (growing and donating flowers to hospice patients and their families) during which therapeutic horticulture (adults) and therapeutic art (children and youth) are applied in a broad systems engaging approach to transitioning throught the loss.
The Solution: What is your solution? Be specific!
Flower Power:
(1) Grows flowers for donation to hospice patients and their families
(2) Provides the venue for those who have experienced a loss to grow through and beyond the loss
(3) Builds supportive, restorative relationships among diverse community members
(4) Establishes a creative, multidisciplinary, systems-engaging, sustainable model for bereavement
(5) Educates the community in the benefits of hospice
(6) Fosters community good will
(7) Engages all ages from children to adults
(8) Recruits volunteers
(9) Develops a unique and replicable model of therapeutic horticulture
10) Creates a social enterprise in which portions of Flower Power will be offered on a fee for service basis to other hospices; and, some flowers will be marketed in local gift shops.
The Solution: Why is this solution innovative for your company and industry?
Heartland Hopsice is a division of HCR-Manor care has, until now, used traditional grief workshops with its beravement patients. It also has not partnered in provision of these services. This is the standard approach to bereavement used by the majority of bereavement providers. Attendance and participation in these workshops has been very low. However, the October 2012 pilot project (called "Getting Potted") of Flower Power yielded an overwhelming interest and participation.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
From growing flowers to producing colorful, hope-filled flowerpots and processing losses, Flower Power provides spaces, places, activities, methods and volunteer opportunities that engage and benefit communities as a whole.
Adults will grow flowers in donated greenhouse space. While growing these flowers, a bereavement facilitator/Master Gardener will facilitate both the growing process and the Appreciative Inquiry (therapeutic) conversations. The tactile, cognitive, emotive (multi-sensory), relational, and empathic engagement with people and flowers will yield individual and community benefits.
Children and youth will create art work to be incorporated into the flower pots used by the adults in growing and potting the flowers. Therapeutic art work is created in partnership with a nonprofit arts organization and an elementary school. The art work will be created under the guidance of art specialists and bereavement facilitators.
In each of these venues, a mixture of "bereaved" and "not bereaved" will work side by side in an empathetic investment and social bonding project.
When flowers are ready to donate, adult volunteers will deliver the flowers and pots to bereaved familiy members.
Flower Power becomes sustainable as it markets the processes and venues to other bereavement providers in the form of fee for service offerings. Also, a percentage of the flowers will be sold in gift shops to defray some project costs.
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?
Extensive internet research has been conducted; yielding that there are no projects like Flower Power in terms of multiple systems engagement, collaborating partners, multiple therapeutic approaches, mult-generational participation, motivation to altruistic, empathic helping, social enterprise development, and Asset Based Community Development.
This writer applied similar processes and strategies to develop a very successful regional food security project: Shalom Farms.
Importantly, this writer firmly believes collaboration - not competition - will yield the greatest common good.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: 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 architect (David Cooper) applies this model as a national catalyst, facilitator, trainer, and coach of Systems Thinking approaches that use Asset Based Community Development. Mr. Cooper has worked with communities in Richmond, VA; Los Angeles, CA; Grand Rapids, MI; Newburgh, NY; and LaGrange, GA with community leaders (residents) to develop locally led and resourced projects that contribute to holistic community wellbeing.
For Flower Power, Mr. Cooper simply saw that the traditional model of bereavement was not working; therefore, he applied entrepreneurial leadership within the traditional organizational structure to achieve intrapreneurial success.
What has been the impact of your solution to date?
Ten collaborating partner organizations and several bereaved family members formed the Guiding Group and collectively guide and resource Flower Power.
A delightful and productive pilot project (Getting Potted) was held in October 2012. The pilot was a success and resulted in an article in the City of Richmond Cooperative Extension newsletter.
Since Flower Power is not a formal business entity, the Bon Secours Foundation has agreed to serve as a fiscal agent until such time as Flower Power formally incorporates or establishes some other operating entity.
What is your projected impact over the next 1 to 3 years?
Year one:
(1) Grow flowers for donation = 300 pots delivered- measured by delivery receipts
(2) Develop loss groups- 36 sessions- measured by participant rosters
(3) Build relationships among diverse community members: 216 adult & 144 children/youth totaling 360 volunteers. Measured by pre and post evaluation forms.
(4) Establish unique bereavement model. Measured by a completed year 1 plan.
(5) Educate participants in the benefits of hospice. Measured by participant pre and post evaluation forms.
(6) Foster community good will. Measured by participant evaluation forms.
(7) Multigenerational participation. Measured by participant evaluation forms and group session rosters.
(8) Market fee-for-service bereavement to hospices, hospitals, and orgs.
What barriers might hinder the success of your project? How do you plan to overcome them?
Barriers may include (1) insufficent start-up funding, (2) Heartland Hospice continuing to allot sufficient time for David Cooper to coach the project toward fruition, and (3) insufficent interest by organizations as a fee for service project.
Strategies to overcome barriers: (1) applying for internal and external grants; (2) negotiating with Heartland Hospice to envision the project as unique, viable and replicable; (3) negotiate sales outlets to brand and market Flower Power potted plants.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
Emapthic altrusim (giving time and flowers), Bereavement processing (therapeutic horticulture and therapeutic art), social bonding and bridging, income to support the project, and hope amidst life's transitions.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
A small seed grant ($500.00) has been awarded by the Heartland Memorial Fund, employee time contributed by representatives from 10 organizations, David Cooper's specialized experience and training in forming Community Collaboratives across the US, donated website creation and hosting by Shalom Makers, and a recent blog article published by the ASHOKA Start Empathy Now project.
Expand on your answer, explaining the long-term funding and support plan.
Market and sell a percentage of the products (flowers in decorated flower pots) through local outlets. One partnering organization, Bon Secours Hospitals, is considering placing some of the flowers in their hospital gift shops.
Develop fee-for-service offerings and market to local hospices, palliative care organizations, schools, and hospitals. Hospices are required by Conditions of Participation to provide bereavement group services to all bereaved. Since Flower Power offers a unique blend of approaches, and will meet the requirements of Hospice Conditions of Participation, Flower Power can fulfill requirements and provide services in collaborative, cost-saving ways.
Tell us about your partnerships across your company and externally that are key to your project's success.
Facilitated through Heartland Hospice, Flower-Power builds upon collaborative relationships with and shared resources among Heartland Hospice, The Jerusalem Connection, Renew Richmond, Riverside PACE, Virginia Cooperative Extension, Four-H Program of Richmond, Henrico Master Gardeners, Virginia Tech University, Richmond Behavioral Health Authority, Shalom Makers, ASHOKA, families of former hospice patients, and diverse community-based and faith-inspired organizations.
What internal support have you gotten for your project? What kind of push-back have you received?
Heartland Hospice Memorial Fund has provided a small seed grant ($500.00) to assist with start up.
The local administrator of Heartland Hospice is supportive as long as Bereavement Coordinator, David Cooper, continues to meet corporate policies and procedures and accomplishes customary job tasks.
The holding company, Carlyle Group, for HCR-Manor Care - Heartland Hospice states in its brand that it supports collaborative and creative approaches.
Created on 01/14/2013 by Abdulaziz1
We plan on creating a new financial product called a development impact bond. This product with raise funds from various stakeholders of the bank and will be lent to a basket of SMEs at more affordable rates. SMEs will be contracted to hire one young person per USD 10,000 to help address exponentially rising young unemployment.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
We are a team of recent graduates from Standard Chartered Bank, that are keen to make social change from within the organisation, Aziz Mahdi is currently working on a Chairman's initiative addressing youth unemployment. This project involves fund raising £100m to invest in small and medium sized businesses to stimulate hiring of young people. Adnan is a wholesale banking graduate currently working within our Strategic Client Coverage Group delivering innovative solutions to finance the bank's clients. As a team we decided to embark on a new journey to tackle youth unemployment through developing a new breed of financing products. Adnan has extensive knowledge of the Middle East, whilst Aziz has lead on charity projects in Zambia, Iraq and the UAE.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Approximately 100 words left (850 characters).Adnan and I are both highly creative and have a knack for success. Given we are both near the inception of our careers, we possess a lot of energy and drive to create a new business stream within the bank in the form of a development impact bond. Adnan has strong numerical aptitude whilst Aziz tends to think outside the box and invent solutions to problems. Aziz was involved in launching a global mentoring programme last year and managed to overcome all challenges through finding innovative solutions across a number of markets. As a team our skills complement each other.
Primary country where this project is creating social impact
Tanzania, DS, Dar es Salaam
Additional countries or regions
Spain, Portugal, Italy, UK, USA, Zambia, South Africa, Egypt, Tunisia, Mexico, Brazil, India, Pakistan, Bangladesh
Industry
Finance, Insurance, Real Estate
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了解详情↓↑ 隐藏↑ 隐藏The Need: What social or environmental problem are you trying to solve?
Youth unemployment is currently crippling societies across the globe. In 2012 alone, 75 million youth were unemployed according to the office of national statistics. Businesses are not experiencing the desired growth trajectory to hire young people contributing to an exponential rise in the number of entry-level vacancies. Lending capital to small and medium sized businesses at more affordable rates through a development impact bond will help businesses grow and hire more human capital. This prolonged youth unemployment problem has led to a 6M decrease in workforce participation globally amongst people aged 16-24 and these numbers are due to worsen if the issue is not addressed at a scalable level.
The Solution: What is your solution? Be specific!
Small and Medium sized enterprises (SMEs) cannot afford to borrow money from banks in a lot of emerging markets due to inflated interest rates. We are proposing issuing and arranging a development impact bond and raising USD 10M from high net worth clients, philanthropic investors and financial institutions. This money will be lent to a basket of SMEs in Tanzania at more affordable rates. Each company will be contracted to hire one young person for a minimum of one year per USD 10,000 borrowed. 1,000 young people will gain employment. At the end of the year the investors will receive a return from the interest charged and a supplementary return from a development bank based on the social outcome achieved to compensate for the low interest charged on the capital lent.
The Solution: Why is this solution innovative for your company and industry?
The development impact bond will link the wholesale bank, private bank and consumer bank together internally to raise the capital, lend the capital and issue the bond in the market. This financial instrument will bring public sector development banks and private sector banks together under one umbrella to achieve greater good. Linking both sectors together will encourage other banks to collaborate and address social needs through issuing development impact bonds.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
In logical order, raise capital from named stakeholders. Lend the capital to SME clients requiring expansion of their business at more affordable rates e.g. market rate minus 4%. SME is contracted to hire a young person for a minimum of one year per USD 10,000 borrowed. The salary of the young person will be monitored via payroll services the bank offers to the SME. At the end of the tenor of the bond, investors receive the promised return generated by the interest charged on the loan and the supplementary return (4%) is paid by a development bank once the benefit of reducing youth unemployment is achieved at the end of the year. Each USD10M raised will employ 1,000 young people for a year. This can be replicated across any of the bank’s markets.
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?
Development Impact Bonds have not yet been issued in the capital markets, they are still at an embryonic stage. However should the bank issue this bond and be imitated by our competitors, we would rely on the bank’s knowledge of emerging markets, deep relationship with development banks and extensive geographic footprint as the competitive advantage. Furthermore the bank has an extensive retail banking presence across our markets and therefore can lend money to small and medium size businesses in a prudential manner using existing risk management frameworks.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: 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.
Aziz had an ‘aha!’ moment after realizing the impact of the current ‘Working for Youth’ fund he is working on. Speaking to a number of SME owners at a conference made him realize they were willing to hire young people; however could not expand their business do to expensive funding from banks. Aziz then decided to create a financial instrument that would raise money from the rich and offer to the poor in order to stimulate hiring of young people, GDP growth and macroeconomic benefits. He realized that public sector development banks would bear no risk until the promised social benefit was achieved and realised this would be an appealing proposition.
What has been the impact of your solution to date?
At present we are assessing the countries that have the highest demand for such a product and the relevant risks affiliated to lending to SMEs in specific emerging markets; however our preliminary analysis indicates we could certainly issue the bond in Asia, Africa and the Middle East using our local presence in the pertinent locations. For example at present there is USD 2 Trillion of untapped wealth amongst high net worth individuals in the Middle East alone, raising USD 10M should not be too ambitious.
What is your projected impact over the next 1 to 3 years?
We aim to issue one bond in year 1, two bonds in year two and three bonds in year three. If we issue the bond at the same value of USD 10M we will reach 6,000 young people, creating 6,000 jobs and lending the remaining capital (USD30M) as finance to expand businesses and achieve economic growth, stimulating the economy.
What barriers might hinder the success of your project? How do you plan to overcome them?
SMEs may default on the loan and therefore the promised social benefit may not be achieved; meaning that investors will not received the total promised return. In this event a return would still be paid factoring in the loan impairment. We aim to prevent this from happening by exercising prudent judgment and leveraging our strong risk management framework.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
Should the bank issue the bond on behalf of a development bank, the bank can charge an arranging fee for raising the funds and a documentation fee for creating the instrument. If the bank is issuing the bond on its own balance sheet, there is a lot of merit to be gained in terms of growing SME client base and strengthening the banks brand through undertaking social responsible activities. The bank may also commit its own capital and receive a return from the interest being charged.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
This initiative involves working across divisions internally to create the instrument, raise the capital and lend the capital. Through outsourcing each activity to the pertinent division, time efficiency will occur. Furthermore using local knowledge from the respective office will enable us to remain on point and address the specific need through tailoring the structure of the product.
Expand on your answer, explaining the long-term funding and support plan.
Funding will be undertaken on a needs basis. The Debt Capital Markets team will assess the markets’ appetite to invest in the development impact bond. Should the bond be fully subscribed, the funds will be raised accordingly. Support will be provided both internally from the operations team and credit officers to ensure delivery of the product is effective and occurs efficiently.
Tell us about your partnerships across your company and externally that are key to your project's success.
Partnerships within the company involve the Private Bank, Consumer Bank and Wholesale Bank collaborating to achieve synergies. This product is very much on strategy with the one bank philosophy promoted internally. Externally this product involves private sector banks such as Standard Chartered to collaborate with development banks. This bond may act as a catalyst for future joint development initiatives.
What internal support have you gotten for your project? What kind of push-back have you received?
A number of senior leaders within the bank have offered their support to us in the form of mentoring and advising. Furthermore, some have assisted in providing research on various countries and development banks that may be interested in working along side us to deliver the development impact bond.
Created on 01/14/2013 by lfilose
The Intel Education Service Corps, or IESC, sends teams of Intel employees to support NGOs and governments using Intel technology in education programs in developing countries. Combining community service, expert consulting and emerging market development, IESC has achieved social & business impact in 16 countries.
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
I work on Intel's in Corporate Responsibility Office and run the Intel Education Service Corps (IESC) program. My career has been focused on creating economic development and social change through technology, primarily in Sub-Saharan Africa. After launching multiple energy products in Africa and serving as a Peace Corps Volunteer I came back to the US to do my MBA at UC Berkeley and joined Intel in 2011, embedded in the product group that makes affordable education products. In January 2013 I moved to the Corporate Responsibility Office and continue to leverage Intel's employee base to drive social change while building our business in emerging markets.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I believe an intrapreneur is simply someone who likes to push the traditional corporate boundaries...what companies are capable of achieving, and expected to do as corporate citizens. Intel's mission is to touch everyone on earth with technology so the culture is already there. Having co-founded a company before joining Intel, I'm used to ambiguity as well as being a sales person that no one has heard of (at least at first)... only I'm selling internally as much as externally. And having lived in Sub-Saharan Africa for three years and worked in nearly a dozen countries in Africa I bring a dose of reality of a world that exists for billions of people as well as ideas on how employees can build on their "day job" and contribute to global challenges in a way that fits the corporate vision,
Primary country where this project is creating social impact
Additional countries or regions
Global, with focus on developing countries
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调整（下一步将着眼于地区性乃至全球性的影响）
The Need: What social or environmental problem are you trying to solve?
Education is absolutely key to all forms of development. Beyond basic needs it's essential that developing countries educate their children more effectively. Unfortunately, many countries find themselves overwhelmed by the challenge, with outdated infrastructure and teachers that struggle to move beyond a system of rote memorization. The effective use of technology can help teachers leapfrog old practices while enabling their students to learn more effectively and gain critical thinking skills that are more and more in demand today. The real probably is in the effective use of technology. Computers, tablets, phones, etc, simply delivered to a classroom without extensive training will not be used well and the teachers will go back to doing what they did before.
The Solution: What is your solution? Be specific!
The Intel Education Service Corps (IESC) combines two things: (1) NGOs and governments purchasing technology, and (2) Intel employees from around the world who are passionate about improving education and possess relevant skills. We combine these by forming teams of Intel employees who train for two months and then spend two weeks in a developing country supporting an NGO or government school or schools in the effective use of technology. These teams routinely spend over 500 hours of preparation to develop training materials and gather educational software and content. Once in country, they take a Peace Corps type approach, breaking from the traditional workshop and forming close relationships with the teachers. Side by side they practice developing lesson plans that leverage technology and support national standards, and they then help the teachers implement these practices with their students. They also document technical processes and help even remote schools manag
The Solution: Why is this solution innovative for your company and industry?
The Intel Education Service Corps is innovative for Intel because it crosses the boundaries between Intel's sales force and its volunteering programs. In terms of our industry, many technology companies and many Fortune 500 companies have started international volunteering programs, but IESC is one of the few that uses a volunteer platform to not only serve a community but also to support customers in markets where such support may be limited from local sources.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
In Haiti, Zynga raised funding to build a school, and Laura Hartman sought out the support of IESC to enable the school with technology to give the students the best possible chance at success. IESC helped to create a computer lab and train teachers in using software in the lab and in their own classrooms to promote literacy, numeracy, and basic computer skills. Over the course of three IESC teams, Intel has provided technical support but also extensive teacher professional development so that the teachers can effectively use the technology in support of their curriculum. Mary Clisbee, Principal of L'Ecole de Choix, recently told Intel: "Our technology matches the absolute best in the country, and our teachers know how to use it." Our work in Haiti is a great example of what IESC volunteers do worldwide. Working in extremely difficult conditions, volunteers have done everything from dig a trench to lay network cable, to training teachers on using Khan Academy videos to enrich their own and their students learning. We have replicated this model in 16 countries with dozens of NGO clients, and beyond the programmatic success, the NGOs enjoy the collaboration from Intel professionals from sites including Chandler Arizona, Haifa Israel, Penang Malaysia, and San Jose Costa Rica. Meanwhile, volunteers have called it "one of the best experiences in my whole life."
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?
For the NGOs and governments with whom we work, they may consider the whole range of options when deploying technology, from competitors products to second-hand donations, and we advocate for Intel's "complete solution" of hardware, software, content and training as the most holistic approach for improving educational outcomes. For the volunteers, we compete with their time. Intel employees are busy creating value in their day jobs and are being asked to take two weeks of their time to participate in IESC. Their managers must see the value in the long-term development of their employee and the social impact created. As for other companies with similar programs, we see them more as partners than competitors, helping to identify opportunities.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: 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.
IESC was founded by Julie Clugage in 2009, who joined the product group making the Intel classmate PC and heard from NGOs who needed support in making technology work effectively in the classroom. She knew about Intel's volunteer efforts and heard from employees who wanted to travel to support these education customers. I joined in 2011 to scale the program and have now overseen 20 IESC teams (roughly half of the total deployed since 2009). My "Aha!" moment was when a volunteer came back from his deployment with an idea for how one of our products could be made more effective in resource constrained environments. He then took an extended sabbatical to worked with our partners to design a new version of the product that is now in use in Africa. The idea that product insights could come from these volunteers and that the experience could awaken a desire to take service to the next level really hit me when this volunteer announced he was taking 3 months off to support this initiative.
What has been the impact of your solution to date?
To date, IESC volunteers have donated skilled labor worth $4.1 million (using Taproot Foundation benchmarks for senior IT professionals) to 39 projects in 16 countries. They have helped set up 1250 classmate PCs at more than 100 schools, and have trained 700 teachers and 9,000 students, with another 1300 teachers and 58,000 students to benefit indirectly from their support.
For our clients, IESC brings hope and new ideas. Teachers in rural Haiti, India, or Sub-Saharan Africa find great benefit in spending two weeks with Intel professionals from around the world, and the reverse is also true. IESC volunteers come back with a renewed sense of purpose and how they can contribute to global challenges, as well as a new pride in their company.
What is your projected impact over the next 1 to 3 years?
Our plan is to more than double our impact over the next three years, as well as expanding IESC to more countries, more NGO and government clients, and additional Intel product groups within and beyond education.
What barriers might hinder the success of your project? How do you plan to overcome them?
The IESC "skills-based" volunteering model presents challenges for scale from a training perspective. Volunteers often bring relevant experience but must adapt their skills to the unique cultural and institutional context found in developing countries. Beyond simply preparing teams for their deliverables, they must gain enough fluency, tools, and coping mechanisms for the cultural barriers they will face in order to be productive during their assignments. This is addressed mainly through training and mentorship. Due to Intel's multicultural workforce, we have in-house resources related to thriving in different cultural environments. These resources are used when bringing new volunteers on board. In addition, previous volunteers mentor new volunteers on what to expect with their assignment.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
IESC's benefit to Intel is measured in terms of visibility, scale and other business value. Visibility refers to the co-marketing efforts between Intel and its IESC partners. IESC projects have been featured in the Wall Street Journal, Forbes, Fast Company, the San Jose Mercury News, etc, and highlight Intel's commitment to education and service. Scale refers to the sale of Intel products and enabling markets for additional growth. Other business value relates to things like product feedback, and enhancing our employee engagement programs.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
IESC is a thrifty operation that leverages cash and in-kind resources from a variety of internal sources. IESC volunteer travel expenses are extremely modest (costs are budgeted at $200 per day for a two week trip, which includes airfare), and are paid for by two sources: an HR program called "Great Place To Work" and individual business groups that can sponsor teams of their own employees. The volunteers continue to receive their salary and benefits, so their managers must agree to their participation and treat it as a business assignment. And while the volunteers are paid, they contribute significant amounts of time in their preparations (estimated at 130 hours of volunteering over the 2-3 month period). Our 200+ IESC alumni continue to volunteer by mentoring new volunteers.
Expand on your answer, explaining the long-term funding and support plan.
Our long-term plan is to continue to expand the various elements of the program. Our Great Place To Work team sees great value in IESC from an employee engagement and motivation perspective so we hope this support will continue to grow. Intel has hundreds of individual business units that can sponsor a team, and so far we have just scratched the surface of this potential. But IESC's long-term plan actually doesn't rest on internal support, but rather the external demand for the program. We receive frequent requests for support from NGOs and governments and it's this demand that enables us to marshal the modest resources required to provide support to these clients.
Tell us about your partnerships across your company and externally that are key to your project's success.
IESC partners internally with business units that sponsor teams, our HR experts who support our application process, our Intel Education team that supports teams with teacher professional development and digital literacy programs, and our business development managers around the world who request IESC support to serve their customers. Externally IESC is founded on collaboration with NGOs and governments deploying education technologies and requesting technical assistance.
What internal support have you gotten for your project? What kind of push-back have you received?
IESC has received internal support up to the highest levels of Intel. Before the program was created, there was push-back based on some misperceptions about the program, namely that it would be expensive to operate. Once these concerns were addressed and the program launched, there has been no push-back, and executives often praise our program internally and externally.
Created on 01/12/2013 by joyburkhard
Depression during pregnancy/postpartum impacts up to 20% of moms, yet isn't routinely diagnosed.
Untreated depression leads to adverse medical and emotional health outcomes for the baby, mom & other children.
Cigna is implementing a measurement system to learn how many women are being screened & will work for 100%,
了解详情 ↓↑ 隐藏↑ 隐藏Tell us about yourself/your team.
I have been with Cigna's health care insurance division for 17 years, and have been fortunate to have served in several roles, including quality management and compliance. I've also been fortunate to volunteer with the Junior League, a women's organization that works to improve our local communities and more specifically the lives of women and children. Through my Junior League experience in the State Public Affairs Committee, I was involved in two pieces of legislation, addressing depression during pregnancy and the postpartum period. The state did not have the funding needed to support the solutions called for, but because of compelling testimony the legislature called stakeholders to form a volunteer task force, which I formed in 2010. Now, I'm promoting change within Cigna.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Each position that I've held over the years has prepared me for this point in my life, arming me with knowledge, organizational agility, perseverance, and most importantly an ability to see interconnections and identify creative solutions that might otherwise be missed.
I've learned through both Cigna and the Junior League, the power of government to bring about change. And even more importantly I've learned that a committed, inquisitive and fearless few who have a bold vision can be even more effective in using multiple connections, forming new strategic partnerships, and helping organizations learn why they should be interested in creating change proactively.
Company Country
United States, MN, Eden Prairie
Primary country where this project is creating social impact
Additional countries or regions
Cigna is an International company and this solution can be scaled outside of the U.S.
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了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
The Need: What social or environmental problem are you trying to solve?
Mothers are the cornerstone of their homes, yet far too often their emotional well being is jeopardized during pregnancy and the postpartum period. Untreated maternal depression can lead to long term negative outcomes for her and her family. Women in their childbearing years account for the largest group of Americans with depression. Postpartum depression is the most common complication of childbirth, effecting 15-20% of mothers. Despite the prevalence, due to many complex barriers, maternal depression goes largely undiagnosed and untreated costing the US health care system billions, our families the security and joy they deserve, and too often resulting in loss of life. A survey of OBGYNs noted less than 44% always screen for depression. Every woman deserves to be screened.
The Solution: What is your solution? Be specific!
My personal vision to make screening for depression available to all pregnant and postpartum women by 2020. OBGYNs site a number of barriers to conducting screening, including not having enough time, not qualified to screen, unaware of where to refer patients for mental health therapy, concerns over prescribing drugs during pregnancy or lactation noting the shortage of psychologists to refer to or consult with. There is no measurement/reporting of screening rates. Informed by the experts in my network, I'm proposing the first steps include: (1) Insurer adoption of the voluntary 2012 NCQA/ACOG Maternity Care Measure for screening (2) Insurer-led build-up of qualified and informed providers through adoption of a credentialing program to identify mental health providers experienced and trained in maternal mental health and, contracting with a existing pregnancy/lactation drug-use psychiatrist consult line, for contracted OBGYNs to access, ultimately (3) insurer conducted screening.
The Solution: Why is this solution innovative for your company and industry?
Until insurers measure and see the screening rates for their patients, maternal depression will continue to fall under the proper radar. By voluntarily measuring OBGYN screening rates through medical record reviews (using records already collected to monitor other screening and treatment rates), insurers will identify the need for change. Insurer-led screening and identification of services will reduce pressure on already overburdened OBGYNs and bring consistency and scale.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
By being the first insurer to adopt the 'early' recommendations (1) measuring screening rates and (2) building up and identifying qualified mental health professionals and a psychiatric consult line, then (3) if rates suggest drastic change is necessary, Cigna can "experiment early and often" with the help of the Collaborative's network of experts if/when needed, modeling and sharing best practices with other insurers and encouraging adoption of the measure through public reporting organizations like the business groups on health, and possibly the state insurance exchanges formed to address the Affordable Care Act individual plan marketplace.
In terms of monitoring, Cigna would use the NCQA HEDIS record review process, which is established, but add the new measure. This review happens once a year and includes a statistically valid sampling methodology, etc. Cigna may determine that altering the measurement specs slightly might be beneficial. For example the NCQA/ACOG maternity care guideline suggests that the measurement period focus on only the first trimester appointment. Cigna may also add additional screening measurement periods, including repeated measurement of screening using frequency recommended in recognized guidelines throughout pregnancy and the postpartum period (including a discussion about calling to be screened if the mother has concerns after the last OBGYN postpartum visit). After measurement interventions can be planned, including determining whether the gap in screening rates is large enough to warrant insurer conducted screening (as expected).
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?
The insurance screening solution (3) has caused some to pause.There aren't yet "competing" insures adopting these recommendations or something similar (that would actually be ideal, if solid research methods were in place to test multiple process changes). These new ideas have garnered much interest and support by multiple stakeholders, including the CA Association of Health Plans (HMO insurers), and more. Many mental health practitioners and organizations are also promoting pediatrician screening as a way to increase screening during the postpartum period. However the survey research suggests they site the same barriers as OBGYNs (noted above) and also that the mother is not his/her patient. Doctors who wish to screen still should; insurer screening could supplement & identify services.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I had been suggesting that the CA Association of Health Plans consider hosting a call or training event to address maternal mental health, knowing there was real opportunity for insurers to "go deeper" impacting the health of their customers and their bottom line. After learning they were planning a forum in 2011 called "Behavioral Health Across the Continuum" I approached them again. It wasn't until after a few more subtle offers, and a prior speaker's cancellation that I was contacted. I had 5 days to create a power point to explain the problem and barriers. As I wrote out those slides combing through research and my go-to white paper, I had goosebumps. More women than ever are now going to be insured in the US, our health care providers will be more burdened than ever. Insurance companies could use existing processes to add a new measure to monitor screening, and our industry could offer the game-changing solution, of conducting screening directly & identifying services.
What has been the impact of your solution to date?
To date, discussion of this solution has helped to generate awareness among key stakeholders and more women as I've taken these ideas on a 'road show,' of sorts presenting that same deck to new crowds. Working toward making screening available to all by 2020 will ensure that no mom/family falls through the cracks. Screening shouldn't be a luxury or left to chance.
What is your projected impact over the next 1 to 3 years?
Over the 1-2 years: Cigna implement monitoring and the Collaborative continue to encourage outside organizations to request measurement data so it can be publicly reported. Begin to build up/identify in our contracted network, providers to treat maternal depression.
2-3 years: Other insurers adopt same processes (by voluntarily signing on to agree to measure and report data). The list and data could be made available through the Collaborative's website, and/or other organizations, like the regional and/or national business group on health.
2-4 years: Cigna implement interventions, including insurer conducted screening, if screening rates are extremely low (under 50%) as expected.
4-6: Other insurers adopt interventions bringing screening and treatment options to all women.
What barriers might hinder the success of your project? How do you plan to overcome them?
Early identification of pregnant women by the insurer so proper screening can be conducted is a concern. Because OBGYNs would receive assistance with screening and identification of qualified services, it's our hope that OBGYNs will be willing to share this information as a matter of routine, reducing their medical liability risk. Some have raised concern with privacy rules, however exchange of information for purposes of "treatment, payment and health care operations," I have requested that the NIHCM consider outside legal counsel provide an opinion/confirmation. Additionally, we are suggesting that insurance companies consider forming on-line birth clubs that would allow mothers to voluntarily connect through the web portal with one another and receive screenings and incentives.
了解详情↓↑ 隐藏↑ 隐藏What is the benefit or value you're creating for your business?
Depression costs the US 83.1 billion in 2000. Women with depression have more expensive medical claims and utilization, children born to mothers suffering from untreated depression have a lifetime of higher office visit and ER utilization and consequently higher medical claim cost. Pregnant women with depression are 3.4 times more likely to deliver pre-term and 4 times more likely to deliver a low birth weight baby. In 2005 the average cost for an infant born prematurely was $51,600. There is cost-benefit of early identification/treatment.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Though there is strong internal support for this project within Cigna, because of numerous priorities address implementation of the Affordable Care Act, this is a difficult time in most insurance companies to suggest any new initiatives. There is a core team of five at Cigna working "off the sides of our desks" to launch this program. The team includes the Senior Medical Director for Cigna Behavioral Health, the Health Disparities Council leader, the Medical Director for High Risk Pregnancies, a Quality Manager and I. Any funds provided through Changemakers would both serve as additional outside validation of the program and help to move implementation forward potentially by a few years.
Expand on your answer, explaining the long-term funding and support plan.
First it's anticipated that once the program launches we will be able to make further demonstrable links to reduced medical expenses, thereby demonstrating the value in early detection and treatment and the resources needed to support that effort long-term. This generally isn't a concern; however funds for start-up project and possible IT solutions are difficult to come by.
Tell us about your partnerships across your company and externally that are key to your project's success.
The American College of Obstetrics and Gynecology's District IX co-sponsors the Collaborative's events and a member serves a co-chair of the Collaborative. The District Chair and other members are in support of these recommendations. Additionally the RAND group has been invited to an upcoming forum (Jan. 24) to discuss these ideas and potentially lend expertise. The Leapfrog Group, and the National Institute for Health Care Management are joining me on regular calls.
What internal support have you gotten for your project? What kind of push-back have you received?
Our project is endorsed by the Chief Diversity officer and Behavioral Health Medical Director. Additionally, we believe that this year we will be able to collect some measurement data on screening rates through the maternity medical records already collected for HEDIS measures. Funding for that work hasn't yet been raised as a need. So far any additional dedicated project resources/funding have not been identified primarily because of competing ACA projects.
TED is zippy, moving & often funny, which is why it exploded. What if there were a new media platform that did the same thing, but with better follow through? What if this platform, with its dynamic conferences & website, focused on scalable, tested solutions to our world's most vexing social innovation challenges - not just "new ideas" that may never go anywhere? What if this platform blended the best of the web - TED, Kickstarter, ProPublica, DotEarth & Worldchanging - into one dynamic site? Creating such a platform is our ambitious goal at Big.org. Why?
KCCI promotes economic independence and healthy child development via community-driven early child care, health, nutrition, and education in Nairobi’s slums.
KCCI fosters holistic child development through community-driven childcare and outreach. KCCI protects children in Nairobi’s slums from neglect, abuse, poor health and reduces the rapid rise in street children. This is achieved via daily care, nutrition, medical care and education for children’s most vulnerable years (<5).
Like many pioneering programs, CSTEM is far ahead of its peers in incorporating STEM learning within the core Pre K-12 curriculum. This advantage places CSTEM on a path to being a segment leader within a rapidly evolving field. A key challenge is the public education bureaucracy and the philanthropic world are only slowly catching on to this new integrated learning approach; an approach suited to preparing students to meet the workforce needs of the future.
