Modelo de Salud WaterFirst

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Modelo de Salud WaterFirst

Bathinda, IndiaNew Delhi, India
Año de Fundación:
Tipo de organización: 
$1 million - $5 million
Resumen del Proyecto
Presentación del Proyecto!

Resumen conciso: Ayúdenos a presentar esta solución! Proporcione una explicación en 3 o 4 frases cortas.

El objetivo de Healthpoint Services es transformar el sistema de salud rural a través de un modelo escalable y rentable para la entrega de agua potable segura y otros servicios de salud relacionados en comunidades vulnerables. Construimos y administramos un centro de tratamiento de agua en cada comunidad donde trabajamos, mejorando el flujo diario de agua y obteniendo la confianza de la comunidad para proveer servicios de salud.

About Project

Problema: ¿Qué problema está tratando de abordar este proyecto?

We note that prevention of waterborne disease is not in your list of health areas, which is precisely the "health silo" we are trying to break out of. We prevent waterborne disease (both enteric infections that kill many infants and those caused by pesticide residues or high flouride levels). We provide access to vaccination, eye exams for cataracts and glasses, and health commodities such as sanitary pads, condoms, and nutritional supplements for pregnant mothers (aimed at widespread anemia), in communities where such access is lacking. We screen for and then can manage diabetes and hypertension. So what we do is fill gaps well beyond primary care, and without duplicating the primary care from public facilities. In effect, our WaterFirst model does not fit conventional categories.

Solución: cuál es la solución propuesta? Por favor sé específico!

We provide safe drinking water to eliminate waterborne (infectious and chronic) disease and to establish a community footprint and trust. We provide in the community access to vaccinations, eye exams (and maybe hearing exams), screening for diabetes and hypertension that are often not caught early and follow-on maintenance if desired, advanced nutritional supplements to address maternal anemia and low birth weight, and key health commodities such as condoms and sanitary napkins. We continue to test additional health services deliverable with this model. But the key is that we can deliver these services sustainably and at scale in communities that are now poorly-served.
Impact: How does it Work

Ejemplo: Guíenos a través de un ejemplo/s específico/s de cómo esta solución hace la diferencia; incluya sus actividades principales.

Our vision is to transform rural healthcare, by demonstrating a sustainable and scalable delivery model that improves patient health and wellness. We sell water via a pre-paid monthly subscription. People pick up the water daily, giving us traffic at the facility to leverage for other health services. We also sell health commodities from the water unit, and we bring in doctors or nurses to provide periodic services in a "camp" mode--vaccination, eye (maybe ear) exams, for which patient pay, We also hire and train village health workers, equip them with tablets and mobile diagnostic devices and patient education materials, to provide screening for diabetes and hypertension to catch these at an early stage, with follow-on monitoring and periodic referral to a specialist when needed.

Impacto: ¿Cuál ha sido el impacto del trabajo hasta ahora? Asimismo, describa el impacto previsto en el futuro para los próximos años.

We provide safe drinking water every day to more than 30,000 households (220,000 people) in 140 communities.That prevents waterborne disease that causes diarrhea, stiff joints (from high dissolved solids such as flourides), and even cancer (from pesticide residues), saves families an estimated $50/year each (the cost of medicines to treat diarrhea), and saves days of work or school otherwise lost to illness. We also have provided more than 25,000 doctor consultations (mostly primary care), 20,000 diagnostic tests, and filled over 30,000 prescriptions, as well as providing vaccinations and other services. We are piloting specific health services described above that can leverage the water buildout, but cannot claim a large impact from these yet.

Plan de Sustentabilidad Financiera: ¿Cuál es el plan para asegurar la sostenibilidad financiera de esta solución?

See previous question. 600+ units or communities served within 2 years; 2000 units in India within 5 years; and operations in at least 3 other countries within 5 years. The key activities are building a management team with sufficient depth to manage rapid expansion, and continuing to raise financing for growth.

Mercado: ¿Quién mas está abordando el problema aquí descrito ? ¿Cómo difiere el proyecto propuesto de esos enfoques?

Community-scale water providers do not compete directly--a village or small town can support only one, and the unserved market in huge--20,000 communities at least. But there are 4-5 other pure water companies--one of them run by an NGO, the others investor-backed. Their growth has stalled in recent years, and most have raised pricing and thus focus only on the high end of the market in a given community, with consequent low penetration. None are close to profitability: the best known company has raised over $20 million, but had $5 million in reported losses last year. Only Healthpoint Services is close to profitability. And none of these other water providers have a health strategy. Healthpoint Services, in contrast, is a health company with a WaterFirst strategy. So no problems.

Historia fundacional

When Amit Jain, inventor of the community-scale water treatment model, met Al Hammond, a BOP expert pursuing a new health model, at an event at Santa Clara University in Silicon Valley, the two exhanged visions and realized they fit together and agreed on the spot to co-found the company that became Healthpoint Services.
Nombre de la organización

Healthpoint Services India Pvt. Ltd

Sobre ti
Sobre ti




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Explica de qué se trata la “innovación”, por ej.: ¿es la idea y/o el modelo que utilizas para lograr tu misión, o tu comprensión sobre la población objetivo, etc.?

The innovation is to build and operate community-scale water treatment centers (Waterpoints) in low-income emerging markets that have no source of safe drinking water. These units largely eliminate water-borne diseases and thus have a major health benefit in themselves and save families an estimated $50/year (costs of treating water-borne infections), Then we leverage that water footprint and infrastructure to provide additional health services (hence WaterFirst model). The water model is proven, its health impact is not in doubt, community penetration is high, and the price ($1.60/HH/month) is affordable. The water units become cashflow positive within 6 months of operation, and we are building about 20 additional units a month. But importantly, we see water as the leading edge for health services: we are now piloting sales of health commodities (sanitary pads, condoms, nutritional supplements for pregnant women) and health services (vaccination and eye camps, chronic care management of diabetes and hypertension) that leverage the water footprint, the traffic (300 households a day will typically visit the water unit to collect their safe drinking water), and the community trust. We have funding to reach 600 units (serving a catchment area of 3 million people) within the next 2 years, which will also make the company profitable and prepare us to take the model to multiple states of India and to other countries. Thus we believe that our WaterFirst innovation is a unique, scalable, and sustainable business model for delivery of preventive and clinical health services.

Describe cómo se diferencia tu modelo de innovación en el campo, respecto al de cualquier otra organización.

Healthpoint Services is a health company that provides water as part of its integrated health delivery strategy and as a key initial service in each new community we serve. That sets us apart. There are several other providers of community-scale water treatment in India, but none of them have a health model like our WaterFirst strategy--they are only water companies. Moreover, none of the other water companies are close to achieving profitability nor growing at the rate we are nor reach the levels of community penetration that we do, so their sustainability is in question and their social impact is significantly diminished. At the same time, we know of no other clinic network or rural health provider globally that also provides safe drinking water as a core service.

¿Qué tipo de sistema operativo y factores internos de la organización hacen que tu innovación sea un éxito?

We already operate 140 water units and have established formal procedures for acquiring new sites, building new units, and maintaining/operating existing units--working through regional managers, project coordinators, field supervisors, and local unit operators hired and trained from the community. Associated health services are under the supervision of our Chief Medical Officer, additional project coodinators, and mobile doctor/nurse teams assisted by village healthworkers. In addition, we partner with local governments via a 15-year lease on the land for the units and access to the community's source of raw water. Finally, we have a well-developed social marketing approach to engage communities and acquire customers. We use electronic data systems to track customers and operations.

¿Cómo te aseguras que innovas constantemente a la luz de (potenciales) desafíos externos, o cuál es tu plan de crecimiento?

We monitor relevant new technologies globally(mobile diagnostic tools, water telemetry systems), supplier trends and costs (for water filters, vaccines, etc.) both in India and globally, and rural water and health provider practices in India generally. We do this both through extensive personal networks, but also by attendance at key global conferences.

País de la organización

, DL, New Delhi

Modelo de Negocios
Desafío sistémico que tratas de superar (selecciona sólo uno)

Brindar asistencia médica accesible a comunidades en los mercados emergentes.

Área de salud (mercado objetivo) donde se encuentra la necesidad (selecciona solo uno)

Servicios primarios de asistencia médica

Categorías de la atención medica que estés cubriendo [selecciona todas las que correspondan]

Prevención, Detección, Intervención, Seguimiento, Cuidado a largo plazo.

Etapa que mejor aplica para tu solución [selecciona sólo una]

Iniciado y en crecimiento (el piloto ya está operando y se ha empezado a expandir)

Estrategias centrales de tu modelo de negocios (selecciona todas las que correspondan]

Enfoques de cambio conductual a nivel individual, Diseño centrado en el paciente, Nuevos/redefinición de roles de prestaciones de servicio de atención de la salud, Nuevos enfoques de distribución de productos y servicios de salud, Otro.

Por favor especificar

Widening the concept of healthcare to include significant prevention, as well as gap-filling

Herramientas más relevantes que estés utilizando para implementar las estrategias destacadas arriba [selecciona sólo dos]

Tecnología, Formación/capacitación.

Por favor especificar
¿Cuál es tu propuesta de valor?

We bring safe drinking water to communities that have no other source of this vital health/wellness service. We also bring health services that are generally not available in these communities. All of these are priced within the ability to pay of the majority of the community. And because our facilities and our technology are urban quality, they also appeal to the aspirations and pride of the community to have modern services. So the value proposition is modern quality services at an affordable price from a trusted brand and with the convenience of local access.

¿Quiénes son los beneficiarios se los que se dirige tu trabajo?

The emergent middle class in rural villages and small towns--not the weathly landowners (5%-10%); not the below poverty line households (although that is slowly changing as incomes and aspirations grow (20%-25%); but the remaining 65%-75% is the emerging middle class of rural India, and our core market, of which we typically get more than half of the households within a given community as customers.

¿Qué enfoques utilizas para llegar a ellos?

Sophisticated social marketing, including door-to-door informational campaigns, wall-paintings, events (including inauguration of the water unit, which is a major event attended by regional officials), and branding of products and services. We view our social marketing skills and strategies as our most valuable IP, and we do not share the specific strategies in detail.

¿Cuáles son tus actividades principales?

please see redundant descriptions above--we build and operate water treatment units and we provide health services and products.

¿Qué otros desafíos – individuales, organizacionales o ambientales – estás actualmente enfrentando o que podrían impedir el éxito futuro de tu emprendimiento y cómo planeas superarlos?

As described above, building a deeper management team is critical to our success. We are intensifying our recruitment efforts, and seeking grant funds to help provide bonuses or other incentives to retain key staff.

Describe brevemente tu estrategia de crecimiento futura

We have a well-established growth plan with clear targets and milestones, described in more detail below. We expect to continue our water buildout, reaching 600+ units and profitability within 2 years, and begin rolling out the follow-on health services as each new water unit reaches cashflow breakeven (typically about 6 months after operations begin).

¿Qué dimensiones de crecimiento estás actualmente focalizando para tu innovación? [selecciona todas las que correspondan]

Nueva(s) región(es).

¿Qué hace que tu negocio esté “listo” para crecer?

We already operate 140 water units and have secured funding to scale to 600+ units. So the water footprint is already growing and will make the company profitable within 2 years. We are now leveraging that footprint with the 2nd phase of the WaterFirst strategy by bringing a slowly-expanding array of health services that can be delivered in an integrated fashion with the water service.

¿Cuáles son tus objetivos centrales de crecimiento?

1) To reach 600+ units and profitability in 2 years, while rolling out health services approximately 6 months behind water unit operation in each community. 2) To expand in India to several thousand units. 3) To expand outside of India with the same WaterFirst model--Africa, Southeast Asia, and parts of rural Latin America.

País/es en los que opera la organización

, PB, Bathinda

Impacto social
¿Qué métodos cuantitativos de impacto social estás aplicando (si estuvieras aplicando alguno)?

We have partnered with the Center for Evaluation of Social Action at the University of California at Berkeley (a well-recognized poverty analysis unit), which has already conducted baseline studies in Punjab for a year, and is now initiating a multi-year randomized outcome study (funded by USAID) to document the social and economic impact of our water buildout.

¿Tu solución podría operar en otros conextos o regiones? Si así fuera, ¿en dónde?

We believe on the basis of preliminary research and discussions with potential local partners that there is scope for our model in the Philippines, Vietnam, and Indonesia; in Nigeria, Ghana, and other African countries; and in rural Mexico and Central America.

¿Cuál es tu impacto proyectado para los próximos 1-3 años?

In 3 years, we expect to provide service directly (and daily) to about 1,300,000 beneficiaries in 750 communities, and our facilities will provide access to another 2 million potential customers, through our water service. We expect many of these customers to also avail our associated health services for vaccinations, eye and ear exams and accessing glasses, screening for chronic disease (for those over 30), or to buy our health commodities such as sanitary pads, condoms, and nutritional supplements, but cannot accurately estimate numbers as yet. We also expect to have begun piloting our solution in at least 2 other countries--most likely Nigeria and Philippines.

Explica detalladamente tu estrategia financiera actual

We are closing a debt financing agreement with the Overseas Private Investment Corporation for $3.5 million, to finance the water buildout, and will match that with $2 million in equity, for which discussions are already underway.

Reparto de la generación de ingresos del total de ingresos de la organización (en porcentaje)

close to 100%

Ventas directas a pacientes u otros beneficiarios (en porcentaje)


De las posibles fuentes de estas ventas, en la siguiente lista, marca todas las que correspondan a tu estrategia actual

Pacientes, Otros beneficiarios.

Tarifas de licencia, por ej., por tecnología/ modelo de franquicia (en porcentaje)


Abajo, marca todas las que correspondan a tu estrategia actual

Contrato de servicio con organizaciones, por ej. gobierno, ONGs (en porcentaje)


De las posibles fuentes de contratos de servicios, en la siguiente lista, marca todas las que correspondan a tu estrategia actual

Explica tu estrategia de generación de ingresos más detalladamente

We sell water and health services to our rural customers, at prices they can afford. Thus, customers are everything to us, and the organization is totally focused on ensuring their satisfaction.

Reparto de la generación de ingresos del total de ingresos de la organización (en porcentaje)

insignificant (less than 1%)

Estrategias filantrópicas que estás utilizando

Explica tu enfoque filantrópico con más detalle


Amplia tu selección; explica cómo mantendrás el financiamiento dentro de los próximos 1 a 3 años.

The current fund raise described above will finance growth for two years, by which time the company expects to be profitable. We will raise additional debt and equity capital to support growth in 2015, but on better terms because we no longer be loss-making. We will gradually expand the health services, and likely add mobile money transfer services, sales of such things as solar lanterns, and perhaps health insurance to our product line to further leverage our traffic and footprint.

Años de operación

Operando entre 1-5 años

¿Tu organización ha recibido premios y/u honores? Cuéntanos sobre ellos.

Sankalp Social Enterprise Award in Health, 2011; USAID Grand Challenge Award, Saving Lives at Birth, 2011; Tech Awards Laureate, 2011; NASSCOM Social Innovation Award, 2012.