Team MICA aims to improve chronic disease care in urban slums by 2019 through their Cura social enterprise model. Their objectives are to increase awareness of chronic diseases, provide affordable healthcare and medicines, and encourage early diagnosis and treatment. Their model highlights include aggregating doctors' philanthropic time, creating an interconnected healthcare ecosystem, and establishing an in-house pharmacy system. Their social enterprise will operate 3 hospitals that provide subsidized services to link slum communities to healthcare resources while pursuing operational sustainability.

1. Team MICA
Improving Chronic Disease Care In Slums By 2019
cura

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. 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. 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. our starting point - India
Team MICA

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. 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. 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. 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. 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. Pharmacy
Integration
Civil/Municipal/
Charitable
Hospitals
Private
Hospitals
Charitable
Diagnostic
Centers
creating the eco-system
Team MICA
Doctors
interested in
Philanthropy

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. 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. 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. 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. 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. 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. 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. data sources
Team MICA
1. http://www.who.int/chp/working_paper_growth%20model29may.pdf?ua=1
2. http://ispub.com/IJH/9/2/5679
3. http://www.worldwaterweek.org/documents/WWW_PDF/2011/Monday/K21/Pro-Poor-
Urban-Water-and-Sanitation-Provision/Reaching-the-poor-slum-networking-project-
Ahmedabad-India.pdf4
4. http://www.iimahd.ernet.in/publications/data/2005-03-05ramani.pdf
5. http://www.urbisnetwork.com/documents/AhmedabadBestPracticesinSlumImprovement-
WUF.pdf
6. http://www.dnaindia.com/ahmedabad/report-gujarat-has-9-of-indias-urban-slums-nsso-
report-1940412

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. Appendix

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. 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. Additional Slides

25. our social enterprise architecture : process flow
Team MICA
CHARITABLE &
GOVERNMENT
HOSPITALS
PRIVATE
PHILANTHROPIC
PRACTITIONERS
SUBSIDIZED
COMPARABLE
PRIVATE
HOSPITALS
IN-HOUSE PATHOLOGY
CHARITABLE PATHOLOGY
cura
+
+
MICRO-CREDIT
FINANCING
@ cura

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