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	<title>Newsletter &#8211; Social Innovation in Health Initiative</title>
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		<title>Capacity strengthening for social innovation</title>
		<link>https://socialinnovationinhealth.org/2015/11/15/november/</link>
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		<pubDate>Sun, 15 Nov 2015 13:54:35 +0000</pubDate>
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					<description><![CDATA[From 2 to 3 November, 16 participants from different backgrounds came together in Cape Town to explore the various mechanisms of capacity strengthening that could be applied to social innovation in health.]]></description>
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			<h3 style="text-align: center;"><span style="color: #000000; font-weight: bold;">CAPACITY STRENGTHENING<br />
FOR SOCIAL INNOVATION</span><br />
By Rosanna Peeling </p>

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<p style="text-align: center;">From 2 to 3 November, 16 participants from different backgrounds came together in Cape Town to explore the various mechanisms of capacity strengthening that could be applied to social innovation in health.</p>
<p style="text-align: center;">The consultation started with each participant having a different definition of social innovation and different levels of understanding as to who the actors are and what type of innovation is possible. At the end of the two-day consultation, however, we were all on the same page. We left with a shared vision of how social innovation can enhance healthcare delivery worldwide.</p>
<p style="text-align: center;">We reached consensus on a set of guiding principles to achieve social innovation and importantly, a research framework for TDR to monitor whether the social innovation is achieving its goals. If not, how risks can be identified and mitigated before the innovation fails.</p>
<p style="text-align: center;">I used to think social innovation is just about people with novel ideas that are put into action for a social good. After listening to the two social innovators at the consultation, I started to think more deeply about the importance of research methods in understanding the inequity that needs to be overcome to continously improve or scale up an innovation. For example, one of the innovators did a randomised controlled trial to decide on the best option. Impressive!</p>
<p style="text-align: center;">The most important message that arose from the meeting, is that we should not think all the solutions for healthcare delivery should come from the north. Communities in the Global South have much wisdom that should be recognised and celebrated. We need to learn from each other.</p>
<p style="text-align: center;">Social innovators are people from diverse backgrounds, working at grassroots level. They are normally not researchers. The Social Innovation in Health Initiative plays an important role in recognising excellence, disseminating out-of-the-box models for improving healthcare delivery, and organising workshops to allow innovators to share their experiences and learn how to use research to improve their innovation.</p>

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			<h3 style="text-align: center;"><span style="color: #000000; font-weight: bold;">IDEAS THAT CHANGE LIVES</span></h3>

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			<h3 style="text-align: center;"><span style="color: #000000; font-weight: bold;">SOCIAL ENTREPRE-NEURSHIP FOR SEXUAL HEALTH (SESH)</span></h3>
<p style="text-align: center;">Q&amp;A</p>

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<p style="text-align: center;"><strong>WHERE ARE YOU BASED?<br />
</strong>China</p>
<p style="text-align: center;"><strong>WHAT PROBLEM/S DO YOU ADDRESS?<br />
</strong>HIV testing rates in China are low and sexual health messaging tends to be old fashioned and unengaging. Delays in HIV testing directly contribute to severe opportunistic infections and the related consequences of late-stage diagnosis. It also leads to persistent high-risk sexual behaviours and opportunities for ongoing HIV transmission. Creative ideas from diverse sources are urgently needed to recast HIV and expand its testing. The generic messages that have been developed by experts must be replaced by tailored, locally appropriate messages using diverse, creative inputs.</p>
<p style="text-align: center;"><strong>WHAT IS YOUR INNOVATIVE SOLUTION?<br />
</strong>SESH is a multi-sectoral research collaboration that utilises creative contributory contests to crowdsource sexual health messaging. These messages are directly informed by the lives and experiences of the target population. We take a ‘bottom-up’ approach that taps into the wisdom of crowds to generate appropriate and engaging materials. It allows for greater inclusion of perspectives from diverse community members. It also possesses higher potential for innovation, compared to conventional expert-led approaches.</p>
<p style="text-align: center;"><strong>HOW CAN YOUR SOLUTION BE IMPLEMENTED IN OTHER COUNTRIES?</strong><br />
The participatory open contests are highly scalable and can be implemented in a wide range of geographical and socio-economic contexts. Our bootstrapping model of tackling health problems works across resource-constrained contexts, because of the following attributes: 1) low cost – participatory open contests are inexpensive; 2) focus on community engagement – tapping into the local wisdom of communities makes contests more likely to be community responsive; 3) sustainability – contests could improve products sold as part of a social enterprise in order to stimulate revenue generation.</p>
<p style="text-align: center;">These open contests could be an effective tool for generating new concepts to optimise community-based infectious disease control, developing health communications strategies to change behaviours and prevent infection and developing mobile phone applications to strengthen retention in infectious diseases care.</p>
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LEARNER TREATMENT KIT (LTK)</span></h3>
<p style="text-align: center;">Q&amp;A</p>

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<p style="text-align: center;"><strong>IMPLEMENTERS<br />
</strong>Save the Children Malawi, Ministry of Health, Ministry of Education, College of Medicine, London School of Hygiene and Tropical Medicine</p>
<p style="text-align: center;"><strong>WHERE ARE YOU BASED?</strong><br />
Malawi</p>
<p style="text-align: center;"><strong>WHAT PROBLEM/S DO YOU ADDRESS?</strong><strong><br />
</strong>Malaria is a major contributor to school absenteeism with schoolchildren being most commonly infected, but least likely to have access to treatment. In Malawi, children are estimated to experience 2.1 million clinical attacks of malaria annually. Within school-aged learners, 60% of children are infected with Plasmodium Falciparum. Most malaria cases in the age group 5 to 14 years are never treated due to lack of access to health facilities.</p>
<p style="text-align: center;"><strong>WHAT IS YOUR INNOVATIVE SOLUTION?<br />
</strong>We sought to address the issue of undiagnosed and untreated malaria in schoolchildren by mobilising our communities. By training teachers in 58 schools in the Zomba region, they have been empowered to perform malaria diagnosis and treatment for learners right in the schools. Along with the training, each school receives a ‘first aid box’ – filled with common supplies required by children who fall ill at school, as well as malaria rapid diagnostic tests and antimalarial medicines.</p>
<p style="text-align: center;"><strong>HOW HAS YOUR SOLUTION IMPROVED HEALTHCARE?</strong><br />
Preliminary monitoring data show that use of the LTKs and malaria treatment far exceeds expectations. In January and February 2014 alone, 6 363 malaria tests were performed by teachers and 4 962 of these were positive and subsequently treated. Anecdotal evidence has reported a reduction in absenteeism from school, but the results of a randomised control trial will be known in 2016.</p>
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			<h3 style="text-align: center;"><span style="color: #000000; font-weight: bold;">FROM OUR PARTNERS</span></h3>

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			<p style="text-align: center;"><strong>CATALYSING INCLUSIVE INNOVATION FROM THE INSIDE OUT</strong></p>
<p style="text-align: center;"><em><strong>By Dr Lindi van Niekerk</strong></em></p>
<p style="text-align: center;">Not long ago, I found myself as a newly qualified doctor in the public health system of South Africa. Despite entering it with enthusiasm to change lives, reality soon hit me.</p>
<p style="text-align: center;">Faced with the daily challenges of providing patients with just the basic care, sometimes without resources to treat them, rocked me to the core. At this stage, I was still young and encouraged. I had an idea. After months of pondering, doing background reading every night, coming up with proposals and plans, I braced myself to share my idea with colleagues. One day I piped up: “I think I have an idea about how we can make things better for this specific patient group.”</p>

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			<p style="text-align: center;">The response was completely overwhelming. Laughter erupted and my senior consultant replied: “My dear, don’t ever think you can do something like this. You’re just a junior doctor. There’s no money in the public services and even if there was, these ideas never last.”</p>
<p style="text-align: center;">Despite their reaction (and a few tears later), stubborn persistence prevailed and I received seed capital from a volunteer organisation in Cape Town. I secured support and mentorship. Today, many years later, that very idea is still being implemented in the hospital. It has also spread to other hospitals in the city and continues to improve care for patients.</p>
<p style="text-align: center;">We always complain about the faults and challenges within the healthcare system. It is our favourite thing to blame. Despite our knowledge of the ‘failing’ system, we often miss opportunities that lie within it to bring about change and improvement in healthcare.</p>
<p style="text-align: center;">But who is the system? Although we refer to it in third person, the system is all of us. Every single person who enters the health services daily with a very specific task: to deliver care to a patient. It is everyone from the nurse to the cleaner to the senior consultant, administrative clerk or head of the hospital.</p>
<p style="text-align: center;">The reality I experienced within the health system is the same reality my colleagues at the Bertha Centre for Social Innovation and Entrepreneurship have experienced over the years. United by this idea of changing health services through ideas, we started a body of work at the Bertha Centre. It focused particularly on healthcare innovation and innovation in healthcare delivery.</p>
<p style="text-align: center;">The Bertha Centre is the only academic centre in Africa that focuses on social innovation. We span from an academic centre to one very engaged in the practical implementation of programmes. We try and apply the lens of social innovation to some of the pressing issues. To learn, to understand and to see what effects we could have on healthcare delivery. For many of us, it has been a personal journey, leveraging the experiences that we have had.</p>
<p style="text-align: center;">We ask ourselves: what is the role we play? We are not the innovators, despite our previous experiences. Instead, we see ourselves as the enablers or catalysts of innovation in our local healthcare system. It’s our role to find, support and nurture innovators and their innovations.</p>
<p style="text-align: center;">One of our core beliefs at the Bertha Centre is that we cannot change healthcare by sitting on the outskirts. Change can only take place once we have embedded ourselves deeply within the system.</p>
<p style="text-align: center;">In July 2014, we were fortunate to partner with Grootte Schuur Hospital. It is one of the oldest and biggest hospitals in Cape Town. In 1967, the first heart transplant was conducted at Grootte Schuur. So there exists a legacy of innovation, yet over the past few years it has been sidelined in terms of service delivery.</p>
<p style="text-align: center;">We got the opportunity to design a programme. So, we spent time engaging with people throughout the hospital – about their challenges and issues they face to deliver healthcare every day. We looked for similarities. Within a few weeks, we identified key challenge areas that were really amenable to innovation. We discovered that everyone faced similar challenges – from the porter to the senior neurologist. Staff members had the opportunity to share their ideas. For many of them, this was a novel request. They had never been asked for their ideas.</p>
<p style="text-align: center;">It took some courage and several weeks for people to start sharing their ideas. We uncovered so many existing solutions and new ones that could be developed. In February 2015, we launched the innovation programme. We selected ten teams, each with a brilliant idea. They received seed capital, as well as technical expertise and mentorship to take their pie in the sky idea and turn it into reality.</p>
<p style="text-align: center;">Some of these simple solutions have been implemented and are already having an impact on patient care. These interventions range from a new clinic for adolescent patients with kidney failure to a coaching initiative to support the nursing staff within the surgical ward.</p>
<p style="text-align: center;">The main value of this capacity building programme does not just lie in the solutions that have been developed. The real value goes much deeper. Some of the findings point to deep internalised change that took place for many of the front line staff who have been engaged with the programme.</p>
<p style="text-align: center;">You realise how this experience has changed their perceptions of themselves. For instance, a nurse had this to say: “I always thought innovation was for creative people, like designers, artists and architects. Not for me. But I learned that I can be creative in finding solutions in my profession.” A junior doctor shared this: “It helped me to see a bigger picture. Not just myself as a medical doctor, but that I can do something bigger than just being in a consultation room. If you think about the system, there are so many ways you can improve it. It opened my mind. Her reflections reminded me of my own journey.</p>
<p style="text-align: center;">So is innovation possible in public services? Definitely. Does it lead to improved interventions? We are seeing the proof in Cape Town. Could it lead to system-changing effects? The verdict is still out. But we believe that through changing the beliefs, the way people see themselves, their management team and role in the system, can have lasting effects that could lead to change that continues to happen.</p>
<p style="text-align: center;">Through our work at the Bertha Centre, we hope to transform the depths of the people within the healthcare system. From these changes, innovation will really flow from the inside out.</p>

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			<p style="text-align: center;"><strong>LESSONS FROM THE KENYAN HEALTHCARE LANDSCAPE </strong></p>
<p>This report from the Bertha Centre for Social Innovation and Entrepreneurship explores how policymakers can take advantage of the lessons learned from Kenya&#8217;s healthcare sector.</p>

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			<p style="text-align: center;">OUR PARTNERS</p>

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		<title>Fostering a countryled approach</title>
		<link>https://socialinnovationinhealth.org/2015/10/07/october/</link>
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		<pubDate>Wed, 07 Oct 2015 13:32:20 +0000</pubDate>
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					<description><![CDATA[We believe that in-country capacity to stimulate, support and scale social innovation is absolutely critical to ensure sustainability of effort and outcome. Therefore, capacity strengthening is a primary focus area of the Social Innovation in Health Initiative.]]></description>
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			<h3 style="text-align: center;"><span style="color: #000000; font-weight: bold;">FOSTERING A COUNTRYLED APPROACH</span><br />
By Beatrice Halpaap </p>

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<p style="text-align: center;">We believe that in-country capacity to stimulate, support and scale social innovation is absolutely critical to ensure sustainability of effort and outcome. Therefore, capacity strengthening is a primary focus area of the Social Innovation in Health Initiative.</p>
<p style="text-align: center;">From 2 to 3 November, 16 participants from different backgrounds will meet in Cape Town to explore the various mechanisms of capacity strengthening that could be applied. These experts are experienced in different fields. From general global health to global health research, in particular social innovation. But they have one thing in common: they have working knowledge of capacity strengthening mechanisms applied at various levels. These include individual, institutional and system levels.</p>
<p style="text-align: center;">At the meeting, capacity strengthening will be a focus point. It plays an important role at various stages of the social innovation process – from its creation to its development stage and integration into the health system, where dissemination starts.</p>
<p style="text-align: center;">A key aspect of social innovation is the partnership between community members, NGOs, public health systems and the private sector. In fact, it is crucial to the success of social innovation. Therefore, strengthening in-country capacity to bring all these actors together – to discuss and identify new ways to bridge the delivery gap – will also be discussed at the meeting.</p>
<p style="text-align: center;">This discussion will be continued at the <em>Evidence-based Consultation on Social Innovation in Health</em> – a meeting of key like minded actors, taking place in Annecy and Geneva from 2 to 4 December. The aim of this convening is to promote social innovation in healthcare delivery, but also to shape the research and capacity-strengthening agenda. Through this, we hope to learn more about the mechanisms of capacity strengthening. We look forward to building upon existing knowledge and experience to further shape our vision.</p>
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			<h3 style="text-align: center;"><span style="color: #000000; font-weight: bold;">IDEAS THAT CHANGE LIVES</span></h3>

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			<h3 style="text-align: center;"><span style="color: #000000; font-weight: bold;">LIVING GOODS</span></h3>
<p style="text-align: center;">Q &amp; A</p>

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<p style="text-align: center;"><strong>WHERE ARE YOU BASED?</strong><br />
Uganda and Kenya.</p>
<p style="text-align: center;"><strong>WHAT PROBLEM/S DO YOU ADDRESS?</strong><br />
The Living Goods Community Health Platform brings proven solutions to prevent, diagnose and treat malaria, diarrhoea, respiratory infections and other neglected tropical diseases to communities that need them most.</p>
<p style="text-align: center;">Families in developing countries often don’t have access to quality healthcare. Public health systems are chronically underfunded, understocked and understaffed. The private sector health landscape suffers from fragmentation and weak regulation, resulting in expensive medicine and counterfeit products.</p>
<p style="text-align: center;">Community health workers (CHWs) play a critical role in improving the health of populations in low-resource settings. However, volunteer CHW programmes are typically plagued by low productivity and high attrition rates, which is not surprising as poor villagers can’t afford time away from productive labour. The programmes lack funding and proper supervisory support, as well as adequate logistical support for supplies and medicines.</p>
<p style="text-align: center;">Living Goods empowers networks of micro-entrepreneurs to earn a modest income by delivering life-changing health products and services, such as diagnosis and treatment of malaria. The model doesn’t rely on volunteers, short-term stipends or unlimited donor funding.</p>
<p style="text-align: center;"><strong>WHAT IS YOUR INNOVATIVE SOLUTION?</strong><br />
Living Goods has built an innovative, cost-effective approach to improve the health of families in need. It combines the best practices from community health and successful direct-selling businesses, like Avon. The community health entrepreneurs go door-to-door, teaching families how to improve their health and wealth, and selling impactful products like simple treatments for malaria and diarrhoea, fortified foods, clean birth kits, efficient cook stoves and solar lights. Living Goods provides them with ongoing training, financial support, access to quality health treatments and products, performance incentives and breakthrough mobile technology.</p>
<p style="text-align: center;">Our agents are equipped with smartphones that allow them to register and track pregnancies, diagnose and treat childhood illnesses such as malaria, and follow up with customers in person and via SMS. We have real-time data to drive rapid, informed decision-making at every level of operations.</p>
<p style="text-align: center;"><strong>HOW CAN YOUR SOLUTION BE IMPLEMENTED IN OTHER COUNTRIES?</strong><br />
We provide advisory services to like-minded organisations that aspire to build high-impact, cost-effective entrepreneurial CHW systems. We help these partners design innovative, customised adaptations of the Living Goods model that are best suited to their context.</p>
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<p style="text-align: center;">Q&amp;A</p>

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			<p style="text-align: center;"><strong>WHERE ARE YOU BASED?</strong><br />
Bangladesh.</p>
<p style="text-align: center;"><strong>WHAT PROBLEM/S DO YOU ADDRESS?</strong><br />
We address the lack of access to qualified doctors for the vast rural population in Bangladesh, and the resulting consequences. Bangladesh is one of 57 countries in the world that faces a critical shortage of doctors. The doctor to patient ratio is 1:2 500 – one of the worst in the world. More than 70% of the population resides in rural communities, while qualified doctors are disproportionately concentrated in city centres and urban hubs. This means that quality medical attention requires multiple trips to urban hubs – making the cost of healthcare extremely costly for the rural poor. These trips often result in extortions and exploitation by middlemen working as agents for low-end clinics and health centres.</p>
<p style="text-align: center;">As a result, rural Bangladeshis don’t see a qualified doctor until their problems have progressed to severe disease states. Instead, they seek treatment from untrained and ill-equipped healthcare providers close to home. This results in inappropriate self-medication, over-prescription of drugs, antibiotic/painkiller/steroid abuse, exploitation and extortion from referrals. Even surgical procedures are performed by unqualified traditional ‘healers’. This leads to widespread patient mismanagement and poor patient outcomes for a large number of cases that could easily be addressed by a qualified doctor.</p>
<p style="text-align: center;">mDoc bridges the divide between rural patients and urban doctors through a local intermediary (a rural pharmacist), empowered with training and an ICT system that allows remote consultations and diagnosis. While our solution is not disease specific, diseases like malaria and intestinal worms have already been successfully addressed through our system. We have also successfully diagnosed tuberculosis and sped up treatment through referrals.</p>
<p style="text-align: center;"><strong>WHAT IS YOUR INNOVATIVE SOLUTION?</strong><br />
We take quality healthcare to underserved areas cost-effectively by leveraging existing infrastructure and cutting-edge technology. Existing rural pharmacists are trained to use a tablet to facilitate telemedicine consultations with urban doctors, culminating in a printed prescription and medicines.</p>
<p style="text-align: center;">The patient is asked to pay a fee for this service, which is shared by the pharmacist and mDoc, resulting in a sustainable and self-replicating micro-enterprise model. When a patient comes to a rural mDoc pharmacy, our Android app is used to enrol them in the system with biometrics and history. It determines the patient treatment order with vitals and basic medical examinations. The pharmacist is guided by a video consult with specialists, who remotely send a signed prescription that is printed on site. Our trained franchisee pharmacist records the patient’s medical data, does basic physical exams and communicates it to the remote doctor. The pharmacist also explains the prescription and dispenses medicines.</p>
<p style="text-align: center;"><strong>HOW HAS YOUR SOLUTION IMPROVED HEALTHCARE?</strong><br />
Over the first few months of our pilot operation, we have provided consultations to about 1 260 patients for a wide spectrum of medical conditions.</p>

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			<h3 style="text-align: center;"><span style="color: #000000; font-weight: bold;">FROM OUR PARTNERS</span></h3>

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<p style="text-align: center;">by Pamela Hartigan</p>
<h3 style="text-align: center;"><strong>Innovation and Entrepreneurship</strong> <em>A Lesson from the Skoll Centre</em></h3>
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<p style="text-align: center;">Every few years, a new buzzword or phrase seems to parachute from nowhere and virally spread across countries and continents, becoming a hot topic for exploration and discussion.</p>
<p style="text-align: center;">For the last five years, ‘innovation’ and ‘entrepreneurship’ have dominated the business lexicon, no doubt spurred by the success of web-based innovators and entrepreneurs primarily based in Silicon Valley. Since then, ‘innovation’ and ‘entrepreneurship’ have been the focus of thousands of newspaper articles, academic theses, books and media programmes, not to mention the global movement to create institutions and centres dedicated to the subject.</p>
<p style="text-align: center;">The Skoll Centre, established in 2003 and based at Oxford University’s Saïd Business School, was one of the first adherents among academic institutions (outside of the USA) to wholly support innovation and entrepreneurial endeavour dedicated to addressing social and environmental challenges. For the last 11 years, the Centre has provided full MBA scholarships to proven entrepreneurs who have realised that the impact of their organisations could be enhanced with a greater understanding of the elements of business concepts and practices.</p>
<p style="text-align: center;">Today, there are 60 Skoll Scholar alums all over the world who continue to apply market-based solutions to a myriad of social, environmental and economic problems. Reflecting the accelerated interest in innovation and entrepreneurship among students from non-business disciplines, the Skoll Centre has dramatically widened its engagement with students across the University, offering a rich range of opportunities to inspire and engage them in entrepreneurial approaches, wherever their career paths take them. The Centre also supports those who wish to launch and grow their own ventures.</p>
<p style="text-align: center;">The Skoll Centre has been a pioneer in promoting actionable insight through supporting research that contributes to innovation and entrepreneurial thinking and practice. It has engaged faculty – teaching mainstream business courses in finance, accounting, operations and marketing to integrate relevant concepts and practices drawn from entrepreneurial approaches and/or the approaches being pursued by their growing intermediary organisations. It also works across the University, supporting faculty in other disciplines to undertake research that contributes to innovation and entrepreneurial thinking and practice.</p>
<p style="text-align: center;">The Skoll Centre is very proud of its achievements in talent development and research promotion. Globally, the Centre is most recognised for catalysing deep exchanges with a global community of innovators through targeted annual convenings. The Skoll World Forum is best known and, since 2010, the event has drawn over 1 000 participants from all over the world.</p>
<p style="text-align: center;">What are some of the lessons we have learned over the past eleven years? There are many, but I will focus on one particular lesson that is relevant to the Social Innovation in Health Initiative (SIHI) currently spearheaded by the Skoll Centre, in partnership with the Bertha Centre for Social Innovation and Entrepreneurship at the University of Cape Town’s Graduate School of Business, and with the support of the World Health Organization.</p>
<p style="text-align: center;">Spurred by the global hype over innovation and entrepreneurship, and coupled with people’s aspirations to find a greater purpose to which they can dedicate their time and talent, it seems everyone wants to be an entrepreneur focused on social and financial wealth creation. The current and growing wave of accelerators, incubators and social venture competitions – combined with people’s interest in solving the problems of the world – have created the impression that all you need are passion and a respectable business plan to become a successful entrepreneur. Innovative ideas are what happens when you take a shower. They appear miraculously from thin air into your head.</p>
<p style="text-align: center;">But if you look at what it takes to truly change entrenched, albeit malfunctioning systems and practices in any field, including health, the notion that one can come up with an innovative solution to those challenges in a weekend hackathon defies all common sense and observation.</p>
<p style="text-align: center;">Successful innovators and entrepreneurs have spent decades designing, implementing and refining demand-driven approaches to complex social and environmental problems. Their achievements have followed a continuous process of trial-and-error in specific contexts. They have learned who are the key stakeholders to involve, the signals to watch for and the pitfalls to avoid. Development organisations and governments would be hard pressed to generate the accumulated knowledge gained through the hands-on experience and long-term commitment involved in the social innovation process.</p>
<p style="text-align: center;">The key that unlocks the social innovation door is the notion of ‘apprenticing with the problem’. This approach flies in the face of the way entrepreneurial education is currently undertaken. The Skoll Centre’s premise is that one cannot solve a problem one has not lived or knows precious little about – and this is what students are constantly being asked to do. The social innovators identified in the SIHI have long apprenticed with the problem of healthcare delivery. What they are now grappling with is how to scale their solutions.</p>
<p style="text-align: center;">By encouraging collective action and a systems thinking approach to social change, the Centre is focused on reshaping the conversation about how academic institutions support social innovation and entrepreneurship. Through its <em>Apprenticing with the Problem</em> initiative, we hope to provide inspiration and a framework to help students analyse complex social issues, while inspiring them to build upon existing solutions. Ask any successful social innovator how long this process takes. It is certainly longer than any period spent in an accelerator, incubator or weekend hackathon.</p>
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			<p style="text-align: center;">In 2011, a small group of social entrepreneurs came together to discuss the issues plaguing global health. Each individual was supporting and scaling an innovative model and they realised the potential for bridging the delivery gap. What began as an informal meeting has grown into a collaboration that is improving healthcare delivery globally.</p>

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<a  itemprop="url" href="http://healthinnovationproject.org/wp-content/uploads/2015/10/Healthcare-Redefined-lo.res_.pdf" target="_blank"  class="qbutton  center default" style="">Read more here</a></div></div></div><div class="wpb_column vc_column_container vc_col-sm-6"><div class="vc_column-inner"><div class="wpb_wrapper">
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			<h3 style="text-align: center;"><span style="color: #000000; font-weight: bold;">SOCIAL INNOVATION<br />
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			<p style="text-align: center;">We received an inspiring range of innovations<br />
– view our gallery to read more about the submissions.</p>

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			<p style="text-align: center;">OUR PARTNERS</p>

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		<title>For all those passionate about social innovation in health</title>
		<link>https://socialinnovationinhealth.org/2015/09/09/september/</link>
					<comments>https://socialinnovationinhealth.org/2015/09/09/september/#respond</comments>
		
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		<pubDate>Wed, 09 Sep 2015 12:50:22 +0000</pubDate>
				<category><![CDATA[Newsletter]]></category>
		<guid isPermaLink="false">http://socialinnovationinhealth.org/?p=17683</guid>

					<description><![CDATA[Our passion for social innovation has brought us together. A global community of people from different backgrounds and countries. Each with an idea to share. With this newsletter, and those to follow, we want to continue uniting the change-makers – the innovators, policy-makers, donors, researchers and people at grass roots level. We will do this by featuring projects that inspire our mission and content that will motivate action.]]></description>
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			<h3 style="text-align: center;"><span style="color: #000000; font-weight: bold;">FOR ALL THOSE PASSIONATE ABOUT</span><br />
<span style="color: #000000;"> SOCIAL INNOVATION IN HEALTH</span></h3>

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			<p>Our passion for social innovation has brought us together. A global community of people from <span class="s1">different</span> backgrounds and countries. Each with an idea to share. With this newsletter, and those to follow, we want to continue uniting the change-makers – the innovators, policy-makers, donors, researchers and people at grass roots level. We will do this by featuring projects that inspire our mission and content that will motivate action.</p>
<p>One thing we&#8217;ve learned is that the world needs more people like you. Because you have something unique to offer: your point of view. Therein lies the beauty of seeing the world from a different angle. Whether you are a cleaner, doctor, government official, scientist, researcher, funder or patient, you have an idea to bring to the table. And with your help, we can find simple solutions for the greatest health challenges STARTING in the Global South. This is your platform to facilitate change. Let&#8217;s start sharing.</p>

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			<h3 style="text-align: center;"><span style="color: #000000; font-weight: bold;">OUR JOURNEY SO FAR</span></h3>
<p style="text-align: center;">By Dr Lindi van Niekerk</p>

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<p style="text-align: center;">Earlier this year we announced the chosen 25 social health innovators and, although we’ve been keeping a low profile, much has happened since then.</p>
<p style="text-align: center;">We hit the road, embarking on an amazing journey that took us across 3 continents, 17 countries and 25 projects. From Bangladesh to Brazil. We visited homes in urban Kampala and rural clinics in the mountains of Rwanda. And everywhere we were welcomed with warmth and open arms.</p>
<p style="text-align: center;">It was so encouraging to experience the goodness in the world and the joy derived from meeting so many incredible people. We discovered the projects to be comprehensive – almost all of them are operational in more than one domain. They’ve considered everything from the technology, procedures and providers to payment mechanisms.</p>
<p style="text-align: center;"><strong>“It was remarkable to see how all these projects are developed in the real world – where things are beyond our control, changing daily.”</strong></p>
<p style="text-align: center;">When we were not visiting projects, we were busy preparing for the Convening of Health Innovators, taking place from 2 to 4 December in Annecy and Geneva. It will be the first global meeting with a focus on social innovation in healthcare and we are very excited to share all the content we’ve gathered over the past few months.<br />
We intend to start a conversation. To inspire a broader audience, including researchers, policy-makers and funders. Posing the questions: “If there’s value in social innovation in health, how do we support it? How do we take it to the next level? How do we learn from them so we can affect global change?”</p>
<p style="text-align: center;">I’ve discovered that true innovation is a far cry from what I used to believe. It’s not the CEO of Apple parading onstage with the new iPad. Real social innovation is different. It’s rooted in the minds and hearts of communities. These projects weren’t developed because someone had an idea. They started because someone had a need that was not addressed, so action was taken. I continue to ask myself: How do we harness these actions to create an avalanche?</p>
<p style="text-align: center;"><strong>“What if we, as a global community, could come together and advance the work that was started?</strong></p>
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			<h3 style="text-align: center;"><span style="color: #000000; font-weight: bold;">RIDERS FOR HEALTH – LESOTHO</span></h3>
<p style="text-align: center;">By Rachel Chater</p>

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<p style="text-align: center;">In July, the Social Innovation in Health team had the opportunity to witness Riders for Health in action. We visited Lesotho in Africa – a country of vast mountainous terrain. The landscape makes healthcare delivery particularly challenging. Over 70% of the population lives in remote rural villages, often having to walk for several hours over rough mountain paths to reach the nearest clinic. As a result many people, especially the sick and elderly, are unable to make these journeys and receive the care they so desperately require.</p>
<p style="text-align: center;">Governments are unable to reach their most rural communities with treatment, surveillance and education. Without reliable, well-maintained transport much of the resources invested in healthcare every year are wasted, because they fail to reach the people who need them.</p>
<p style="text-align: center;">Riders for Health manages fleets of motorcycles and four-wheeled vehicles. These are used by health workers to reach the most remote communities with healthcare. They manage transport in every aspect of healthcare delivery, including supply chain distribution, mobilising outreach health workers, sample transport and emergency referrals.</p>
<p style="text-align: center;"><strong>“Riders for Health improves access to healthcare for over 21 million people in 7 different countries in sub-Saharan Africa.”</strong></p>
<p style="text-align: center;">Riders for Health partners with ministries of health, NGOs worldwide, private sector organisations, local community-based organisations and religious groups. It was inspiring to see the support they receive from Lesotho’s Ministry of Health. Getting the necessary buy-in from policy-makers is a challenge many social innovations face.</p>
<p style="text-align: center;">It was a humbling experience to witness the impact Riders for Health has on rural communities by simply providing an effective transport system for healthcare delivery. By going the extra mile.</p>
<p style="text-align: center;">For more information, visit <a href="http://www.riders.org/where-we-work/Lesotho">http://www.riders.org/where-we-work/Lesotho</a></p>
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			<h3 style="text-align: center;"><span style="color: #000000; font-weight: bold;">OPERATION ASHA</span></h3>
<p style="text-align: center;">Q&amp;A</p>

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			<p style="text-align: center;"><strong>WHERE IS OPERATION ASHA BASED? </strong><br />
In New Delhi, India. We started with 1 centre in 2006, serving a population of 30 000 people, enrolling 6 patients per month. Today we have 289 centres that serve a population of 6.1 million in more than 3 000 slums, across 9 states in India and 2 provinces in Cambodia.</p>
<p style="text-align: center;"><strong><br />
WHAT PROBLEM/S DO YOU ADDRESS? </strong><br />
The challenge in TB treatment lies in the fact that it lasts for 6 to 8 months, and patients must visit a designated treatment centre at least 60 times over 6 months. If the poor have to choose between feeding their families and taking TB treatment, they choose the former, resulting in treatment that is often left incomplete. We developed this unique delivery model to address the failures of resource-limited healthcare systems to ensure treatment adherence, and to expand access to government-provided medications and services by delivering last-mile connectivity.</p>
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WHAT IS YOUR INNOVATIVE SOLUTION? </strong><br />
Operation ASHA is an NGO that uses its model to bring TB diagnosis, treatment and prevention to the most disadvantaged populations through a low-cost last-mile pipeline. We partner with the National Government Tuberculosis Programme and facilitate access for patients.</p>
<p style="text-align: center;">We have several innovative components as part of our model:</p>
<p style="text-align: center;"><strong>Location of care</strong> – We operate a network of treatment centres within existing community locales. By strategically establishing centres in existing convenient community locales, such as shops, temples and health clinics, we are able to serve 5 000 to 25 000 people within a 1.5 km radius. So no patient needs to waste time, spend money on transportation or sacrifice wages in order to procure their medicine.</p>
<p style="text-align: center;"><strong>Community mobilisation</strong> – We use a whole army of community-based workers to act as the go-between for the public health facility and the patient. These people earn an income, so we are also creating employment. They receive an incentive-based salary: the more patients they find, the better they ensure their compliance, the lower the rates of medication default, the higher their salaries.</p>
<p style="text-align: center;"><strong>Technology</strong> – To ensure that TB patients complete their full six-month treatment regimen, we have developed and deployed eCompliance. This is a low-cost biometric attendance system built with a digital Android tablet and a commodity fingerprint reader. The eCompliance software uses the fingerprints of the patient and the provider to track every activity required to deliver high quality TB treatment. Thereafter, every time the patient has to take the medication, both fingerprints are given to generate irrevocable evidence that the meeting took place, and that the medicine was taken. This novel technology is becoming a new revenue stream for our organisation.</p>
<p style="text-align: center;"><strong>WHO’S TEAMING UP TO SOLVE THIS CHALLENGE? </strong><br />
There are about 30 people currently working on this. The founders are Dr Shelly Battra and Sanjeep Ahuja. Dr Shelly is a senior obstetrician and gynaecologist, and advanced laparoscopy surgeon who left her profession to find a new solution to serve the poorest of the poor affected by TB in India.</p>
<p style="text-align: center;"><strong>WHEN DID THE SOCIAL INNOVATION IN HEALTH TEAM VISIT? AND WHAT DID THEY DO? </strong><br />
From 20 to 25 July. Time was spent meeting and engaging with the Operation ASHA team in New Delhi, as well as being immersed in India’s cultural context. We visited the urban slum clinics and also made a trip to the rural tribal villages in Madhya Pradesh to see the work happening on the ground.</p>
<p style="text-align: center;">For more information, visit <a href="http://www.opasha.org/">http://www.opasha.org/</a></p>

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			<p style="text-align: center;">Social innovation is a concept with multiple meanings, which we will unpack one newsletter at a time. What does &#8216;social innovation in health&#8217; mean to you?</p>
<p><b><a href="mailto:info@healthinnovationproject.org">Share your thoughts.</a></b></p>

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			<h3 style="text-align: center;"><span style="color: #000000; font-weight: bold;">FROM OUR PARTNERS</span></h3>

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<p style="text-align: center;">We are fortunate to collaborate with a global team of change-makers, equally passionate about social innovation in health. Beatrice Halpaap, from the World Health Organization, spoke to us about TDR’s involvement in the Social Innovation in Health Care Initiative (SIHI). She had this to say:</p>
<p style="text-align: center;">“Social innovation is critical to enhance local communities’ access to technological innovations that can improve healthcare. TDR supports research to identify the best ways to introduce a new tool or intervention, with the aim to improve people’s health in low and middle income countries. With the social innovation in health initiative, we are building upon more than 15 years of engagement in research on community-based interventions.</p>
<p style="text-align: center;">I find social innovations a fascinating approach. It engages the various actors to share their respective disciplines in order to identify simple solutions to complex problems. It brings the right people together to achieve what none of us would have achieved individually. I believe in the power of team work, partnership and collaboration – to bring synergy and make a change. Working in partnership with the Bertha Centre and the Skoll Centre to enhance social innovation in healthcare is an exciting journey. Their knowledge, experience, dynamism and creativity inspire me. We are looking forward to engage other partners in this global collaboration.</p>
<p style="text-align: center;">With SIHI, we aim to enhance social innovation in healthcare delivery in the global south. To do so, we seek to engage the various actors in a global collaboration to join efforts in supporting research and strengthening capacity. We see the academic sector as a key player in the promotion of social innovation, in fostering its application through research, and in developing capacity for social innovators and social innovations. Academic institutions have a critical role in facilitating the integration of social innovations with other actors and in transferring this capacity to ‘sister institutions’ in the Global South. In brief, the vision is to see thousands of ‘Bertha-like centres’ working in synergy all over the world and making a big difference.”</p>
<p style="text-align: center;">In our next newsletter, we will speak to Dr Pamela Hartigan from the Skoll Centre for Social Entrepreneurship.</p>
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			<p style="text-align: center;">We want to congratulate Prof Carel Ijsselmuiden, Director of COHRED, on a very successful conference in Manilla last month. Read this interesting article on innovation that originated from the discussions.</p>

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			<p style="text-align: center;">We want to congratulate Prof Carel Ijsselmuiden, Director of COHRED, on a very successful conference in Manilla last month. Read this interesting article on innovation that originated from the discussions.</p>

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