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.?
Our innovation is about creating a model to address the systemic health care delivery gap in last mile communities – the hardest to serve areas that are on the edge of the market.
Global health has long been defined by incomplete approaches that leave a delivery gap between health care and the world’s poorest. Mission-based health care models create isolated islands of care. Pure government models don’t have the combination of funding and functionality to deliver alone. And dramatic increases of vertical funding aimed at specific diseases haven’t translated intro broad-based health care systems that can respond to the full burden of disease impacting the poor.
Nyaya Health has built an innovative public-private partnership model across all tiers of government health infrastructure (hospitals, clinics, and community health workers) that is eliminating the delivery gap in last mile communities.
The model involves:
1. Leveraging existing government infrastructure to reduce costs.
2. Leveraging local staff to create durability.
3. Leveraging “tools of transparency” to generate revenue and catalyze further government investment.
Describe how your innovation model is distinct from any other organization in your field?
Our model of innovation is built on three key principles that are distinctive compared to broken global health models of the past.
We partner with Nepal’s government at all tiers of health infrastructure—hospitals, clinics, and community health workers—to deliver comprehensive health care aligned with national health care plans.
Long-term durability is found in employing and training local health care providers and non-clinical staff.
Big “T” Transparency:
We layer powerful tools of transparency on top of government systems of management, accounting, and reporting to make our work public and make a compelling case for further government investment.
What type of operating environment and internal organizational factors make your innovation successful?
The innovation is only made successful by the depth of our partnership with the Nepali government and a coalition of Nepali private sector partners that make once-impossible targets -- like a 100% solar powered hospital located 36 hours by bus from Kathmandu -- possible.
Our team has a lean, entrepreneurial mindset and at the same time, has respect and patience for the process of developing a deep and pragmatic partnership with the government as a critical systematic path to scale.
Our work to date has demonstrated impact against all odds and generated the goodwill necessary to take on an ambitious and innovative expansion into a new tier of health infrastructure – a network of malfunctioning clinics.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
The short answer is: by force. Working in such a resourced deprived community – a place 36 hours by bus from the capital of Kathmandu where the average income is only $141 per year – forces our team into operating in a constant environment of extreme uncertainty. Innovation is not a luxury or a mark of high performance in this kind of environment, but instead a daily necessity for progress both large and small.