It started with data!
In 2007-08, an evaluation by Catalyst Management Services of a tribal livelihoods initiative for the State Planning Commission of Madhya Pradesh showed that agriculture as a livelihoods option was unproductive and for small tribal farmers; leaving them without a profitable livelihood option. But it wasn’t because of prices, or barriers to entry. Instead, it was because crucial services and government schemes were not reaching those who needed them most.
According to the data, only 10-12% of small producers were able to access vital extension schemes and a mere 7-8% of other government schemes. The evaluation found that large farms were crowding out the smaller farmers from accessing key subsidies and benefits. So the State Planning Commission posed a challenge: find a way to reach these marginalized tribal farmers in Madhya Pradesh.
It started with data!
Back in the 1970s, I was a medical student ready to take on the world. We had a student exchange program, where students from across the world would come to India to visit and learn. One year, there was a group of young doctors from the UK who were excited to be somewhere they could observe ‘rare diseases.’ Seeing the packed hospitals on rounds, they eagerly asked the Professor of Internal Medicine, “May we see a patient with tuberculosis?” The Professor, uncertain of their excitement, replied frankly, “Of course. We don’t just have one, we have wards and wards full!” Tuberculosis (TB) – the infectious disease that primarily targets the lungs - was, and continues to be, anything but a rare disease in India.
One year ago, Kumar began renting out 40 Selco solar-powered batteries to the people living in his slum community in the heart of Bangalore. Prior to this, 400 families were left to rely on cheap, easily breakable lights, dangerous and flammable kerosene lamps, or simple darkness. Without affordable energy, the inhabitants of Kumar’s slum lose hours of otherwise productive time that would allow them to build a pathway out of the slum, and into a secure life. Within months, demand for Selco’s rechargeable batteries sky-rocketed and Kumar increased his inventory to 86. Now, he is requesting yet another 50.
We traveled down a bumpy, dirt road in the rural areas of West Bengal towards a village called Bolpur. Three hours after leaving Kolkata, the car pulled up to an unassuming concrete building. The health care worker who accompanied us for this ride jumped out enthusiastically and immediately spoke into her megaphone. “Not feeling well?” she called out to the village, “Need a quick check up? Come and visit us for the next hour and a half.” Here, in a small village, at an unassuming building, we had found ourselves at an iKure spot camp.
iKure - a Kolkata-based social enterprise dedicated to bringing affordable health care to India’s poorest populations - has created these spot camps as an integral part of their inventive model for a network of health clinics in India’s rural areas. In addition to providing access to doctors and medicine prescriptions, they provide the necessary outreach to tell villagers about where and when the clinics are and how they can access medical consultations and medicine.
On a warm Friday afternoon in the slums of Madhukam, in the heart of Ranchi, India, a middle-aged man arrived at a public water station with two 20-liter containers to fill. The water station - directly adjacent to an open sewage drain - was really just a concerete wall with four pink spigots protruding from its barren surface. On top perched two large, seemingly empty holding tanks of water. The man placed one of his containers under the first spigot and turned the handle. A small flow of water came out. Within a minute, the flow turned into a trickle, and the trickle quickly became nothing. The man moved to the next spigot, and then the next, only to have all four repeat the same pattern. In the end, the man left carrying only six ounces of water in his two 20-liter containers.
Healthcare has become one of India’s largest sectors – both in terms of revenue and employment. Although the country’s healthcare industry is projected to continue its rapid expansion, with an estimated market value of US $280 billion by 2020, increased population growth in India’s low-income communities has resulted in a lack of affordable and easily accessible quality healthcare for millions of people.
As a comparison China has 30 hospital beds every 10,000 people, whereas India has only 12. The figures are even more alarming for nurses. In the United States there are 98 nurses per 10,000 people and in India there are only 13.
Despite government efforts to improve widespread access to quality healthcare, India’s existing infrastructure continues to be insufficient resulting in limited treatment options, especially for low-income families.
Recognizing the need for innovation within healthcare, in 2012, Ennovent, a business accelerator, partnered with the University Impact Fund, one of the world’s first student driven impact-investing firms, to research the opportunities available for entrepreneurs, investors, mentors and experts to add value to the Indian healthcare industry.
THE WORLD BANK 2013 INDIA DEVELOPMENT MARKETPLACE COMPETITIVE GRANT
With a grant pledge of USD 1 million, the 2013 India Development Marketplace (India DM) seeks to build on the work it has done in supporting social enterprises in India so far. This World Bank initiative aims to surface high-impact social development solutions that have demonstrated initial outcomes and provide catalytic support in helping to scale their work further.
Applying a multi-layer approach, the DM meets this objective first by providing crucial funding to back these projects (USD 50,000 to USD 100,000 per project funded) and then by enabling necessary technical assistance (through an empaneled group of local and regional firms & experts) to help organizations effectively address challenges of scale.
Launched on January 21st of this year, the 2013 India DM focused on 3 low-income states of Chhattisgarh, Jharkhand and Madhya Pradesh. The call for proposal invited all social sector organizations (for-profit and non-profit entities) seeking to scale projects in these states, to apply for the grant. Over 190 project proposals have been received from across India in response to the call for proposal, within the stipulated timeline of 30 days, while the call was open.
The Tata Group, in partnership with the Indian Institute of Management Calcutta (IIMC),has launched the ‘Tata Social Enterprise Challenge’, a quest to find India’s most promising social enterprises. The goal of the challenge is to create an ecosystem for social entrepreneurship and encourage sustainable, scalable and measurable social impact. Selected social entrepreneurs will be offered mentorship support, funding opportunities and an opportunity to be incubated at IIM Calcutta’s Incubation Centre
Teams who either have an early stage venture (not older than 3 years) or a promising idea with a plan that can create sustainable social impact can submit their business plans online by logging onto http://www.tatasechallenge.org.
On August 23th, in Santa Clara, California, I attended business plan presentations of 19 competitively selected social entrepreneurs, who delivered their pitches to a panel of experienced professionals plus a general audience. These presentations marked the culmination of the 10th annual Global Social Benefit Incubator (GSBI™) program organized by Santa Clara University. The Development Marketplace has been one of its partners since its beginning. The program includes intensive work by each entrepreneur with two to three designated mentors, and a series of on-campus classes. Its main objective is to strengthen material that each entrepreneur already has available, refine their business models and develop professional organizational documentation that can be presented to attract investors.