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HULT Prize Final Presentation


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HULT Prize Final Presentation

  1. 1. Team MICA Improving Chronic Disease Care In Slums By 2019 cura
  2. 2. • Objective • Our Starting Point – India • Insights • Model Highlights • Social Enterprise Model adopted • Cura • Social Enterprise Architecture/Business Model • Revenue Model • Global Sustainability & Scalability • Impact • Beyond chronic disease cure • Primary and Secondary data agenda Team MICA
  3. 3. To increase awareness about chronic diseases and possible prevention methods. objectives Team MICA To provide slum dwellers world over a system which facilitates quality and affordable healthcare and medical treatment for chronic disorders and diseases. To establish a pharmaceutical system that allows slum dwellers to access medicines at reduced costs. To encourage early diagnose and treatment of chronic diseases in urban slums
  4. 4. our starting point - India Team MICA According to 2011- Government Census, • Over 1 lakh slum blocks in India • 137.5 lakh slum households • 17.4 % households in India are slums • 63.5% households in slums use mobile phones According to WHO report, • Chronic Diseases account for 53% of the deaths • By 2015, over 60 million people will die from chronic disease( 2005 data )
  5. 5. our starting point - India Team MICA
  6. 6. insights Team MICA Women are the key influencers in urban slums Doctors are interested in part-time philanthropy No inter-linkages among hospitals and their networks Expensive medicines Lack of awareness Lack of diagnosis and Irregular treatment
  7. 7. model highlights Team MICA Database and aggregation of ‘philanthropic time’ of all doctors Creating a sustainable and interlinking eco-system of all healthcare stakeholders (Public/Private Hospitals, Private Doctors & NGOs) Providing support to slum dwellers to take full advantage of this eco-system Self-sustaining healthcare institutions with high operational efficiency Our own Pharma System
  8. 8. social enterprise model adopted Team MICA Low-income Client Service subsidization Focuses on providing access to those who couldn’t otherwise afford it. Sells products or services to an external market to help fund other social programs. This model is integrated with the non-profit organization; the business activities and social programs overlap. cura
  9. 9. In-house Pathology/Diagnostic Centre cura Team MICA Junior Residents - Permanent Physicians Visiting Senior Doctors - Experts - Philanthropists Operation Theatre OPD Out Patient Department 15 Beds Pharma Integration Institute for Women training for awareness Area: 2000 sq. ft. Starting with 3 hospitals
  10. 10. 5 Km Coverage Slum 2 Slum 1 Slum 3 Slum 4 our social enterprise architecture Teams of NGOs, Slum Volunteers, Doctors Door to door or Camps for physical examination, diagnostics, tests, sample collections, referrals, awareness campaigns for avoiding conditions leading to chronic diseases Blood samples, urine samples and others submitted to Pathology, others referred to come across for subsidized check-up Intimation to diagnosed Bringing diagnosed to hospital for further treatment Team MICA Other cases referred to affordable and tie-up subsidized private hospitals cura
  11. 11. Pharmacy Integration Civil/Municipal/ Charitable Hospitals Private Hospitals Charitable Diagnostic Centers creating the eco-system Team MICA Doctors interested in Philanthropy
  12. 12. revenue model Team MICA Surgical charges Surgery/Operations/Emergency cases dealt at curaunder ‘philanthropic time’ of specialist doctors For regular chronic treatments at cura, provided at low cost Treatment-as-you-pay
  13. 13. revenue model Team MICA Total Costs: Fixed $103680 Operational $146813 (for setting up 1 Cura center with Pathology facility at one location) (running costs largely to remain same YoY until expansion) Fixed Costs Break-up Operational Costs Break-up
  14. 14. revenue model Team MICA Estimated Revenues: Year 1 $135254 Year 2 $152,500 (revenues to increase YoY due to estimated increase in volumes due to greater awareness and higher diagnostic rate achieved) Becoming operationally profitable by second year Operational Costs $146813
  15. 15. operational efficiency model Team MICA 1. Senior Doctors visiting in their philanthropic hours 2. Junior residents as permanent physicians 3. In-house Basic Pathology Lab 4. In-house pharmaceutical system 5. Tie-up with charitable pathology labs for advanced diagnostics 6. Cleaning staff trained from slums 7. Volunteering and awareness teams from slums and NGOs
  16. 16. global scalability and sustainability Team MICA 1. Not based on schemes implemented / laws enforced by local or national government 2. Scalability to other diseases and healthcare segments. 3. Support only from existing local NGOs and medical bodies
  17. 17. impact Team MICA 1. Early diagnosis of chronic diseases. 2. Increase in successful treatment of patients 3. Lower incidences of chronic diseases by improving awareness. 4. Improved living standards among slum dwellers. 5. Improved sanitation levels in slums. Creation of self-sufficient, independent system to combat chronic diseases.
  18. 18. beyond chronic disease cure Team MICA 1. Women training for awareness and slum opinion leaders network formation to actively improve sanitation and basic living conditions. 2. Employment creation for slum dwellers. 3. Promoting micro-credit cooperative for financing within each slum.
  19. 19. data sources Team MICA 1. 2. 3. Urban-Water-and-Sanitation-Provision/Reaching-the-poor-slum-networking-project- Ahmedabad-India.pdf4 4. 5. WUF.pdf 6. report-1940412
  20. 20. team MICA A K A N K S H A | A N K E E TA | E E S H A | M U D I T Team MICA cura q/a
  21. 21. Appendix
  22. 22. Team MICA Team MICA, Masters in Business Administration, specialized in Marketing and Communications, possess robust knowledge and sensitive to varied cultures. Akanksha, experience with MICA’s community radio that educates and touches around 15000 locals everyday, Ankeeta’s efforts with the social wing of the Rotract Club, Eesha’s mettle in research and analyzing caliber and Mudit’s dexterity to find logical solutions make Team MICA unbeatable. About Us
  23. 23. For this project, we have studied a huge pool of secondary data, interviewed doctors, NGOs and other stakeholders such as private hospitals and their owners, charitable hospitals, which has helped us to reach a certain set of valuable conclusions . One among them being, that there is an absence of a connecting agent or an aggregator which can benefit the underprivileged and can bring all the healthcare stakeholders together to revolutionize the healthcare scenario of the urban slums, all over the world. Another insight is that there is lack of diagnosis and detection of chronic diseases, which invariably leads to delay in treatments and which eventually becomes fatal . We will setup a viable diagnostic center, identify pressing Heath issues and then motivate them to get treatment for the same by facilitating or proving treatment at ultra low cost. Another valuable insight that we drew was that there are doctors who are truly interested in philanthropy but can't engage themselves full time due to their private practice and being overworked while working in charitable or civil hospitals. Thus there is a need to introduce a system and an aggregator who provide what these doctors need to help our target audience, according to their ease and will. This will thus collect significant philanthropic time from all the doctors. We have defined our model such that, where we can combine all the insights together and reach a sustainable social enterprise model. Our model leverages on the insights and proposes a healthcare centre which admits and treats patients at low cost to be achieved through in-house pathology setup, pharmaceutical integration, doctors philanthropic times and awareness through NGOs. Summary
  24. 24. Additional Slides
  26. 26. our social enterprise architecture : tie-ups Team MICA CHARITABLE & GOVERNMENT HOSPITALS PRIVATE PRACTITIONERS Activations, Awareness Campaigns, Healthcare Camps, Door-to-door inspections, sample collections, data collection, intimations, conversions, co-operatives creation, slum-networks, jobs creation Referrals for surgery, emergency cases, special treatments, cancer patients, high cost operations, etc. For all kinds of operations/surgeries/treatment not possible to cover under above options at highly affordable or comparable priced private hospitals maybe at further subsidized rates after tie-up. Aggregating all ‘philanthropic time’ of doctors across the city Distributing this time and cost to our diagnosed patients for consultations/treatments/operations/surgeries PRIVATE HOSPITALS