Passionate About Innovations -Innovations in Tlmti in 2015

8/18/2019 Passionate About Innovations -Innovations in Tlmti in 2015

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Innovations in TLMTI in 2015

PASSIONATE INNOVATIONS!about

Innovation

change

design

invent

idea

learning

process

attitude

breakthroughchallenge

initiative

knowledgeobserve

think dare

try

empower

question

grow

develop

create

dream plan

research

trial

creativitycourage

discovery

different

progress

solutioninspiration

sustainability

uniquewow

value

opportunity


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Everyone seems to be talking about Innovations across the

world. We have seen how innovative ideas have made a huge

difference in the lives of people because innovations generate

simple solutions to the challenges we face in our day-to-day

work. The very nature of innovations demands that we

constantly think out of thebox.

As part of sharpening our learning processes and building alearning culture in TLMTI, we have been talking, thinking and

encouraging innovations over the past two years. I'm thrilled to

see colleagues using innovative ideas to achieve their

objectives as evidenced by the number of entries for our

Innovation Awards. Some of the ideas of the past years are

being implemented in other TLMTI locations to the benefit of

many.

I'm sure that this attempt to document the various innovation

entries will help not only in disseminating these ideas to a wider

audience, butalso in replicatingandscaling up.

ExecutiveDirector, TLMTrust India

DrSunil Anand

Message from the

Executive Director


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NAME OF THE

UNIT/PERSON

TLM Hospital, Barabanki

TLM Hospital, Champa

TLM Hospital, Muzaffarpur

TLM Hospital, Salur

TLM Hospital, Shahdara

TLM Snehalaya, Bankura

Mr Bino Berry

Dr Chinnaraju R. & others

Mr Manivannan G. & others

TLM VTC, Champa

TLM VTC, Vizianagaram

Mr Mathanraj David

IHDID Project

IHDID Project

Mr Muthupillai & others

SHCD Project

WEALTH Project

Resource Mobilisation Dept

INNOVATION

Improved patient-care for financial self-sufficiency.

A hospital-based dental unit for providing better service

to people affected by leprosy.

Leadership role in turning around the hospital.



Buy-in from the Snehalaya residents for sustainability.

Customised footwear for people affected by leprosy who

have foot with collapsed arch.

Preparing graduate youth with disabilities from rural

background through collective action.

Assistive devices toolkit to improve quality of life of

people with leprosy.

Positioning the VTC as a premier training hub.

Introduction of electrician-cum-solar technician course in

TLM VTC Vizianagaram.

Sustaining disability management expertise in VTCs.

Creating a barrier-free built environment to promote

accessibility of the disabled.

Organic farming on unused hospital land.

Collaborative, cost-effective detection of hidden cases

of leprosy.

Using innovative ways of mass awareness to detect

hidden cases of leprosy.

Empowering women from marginalised communities to

take part in local self-government.

Fundraising through direct mail campaign.

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2015

Table of Contents


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NAME OF THE UNIT/PERSON:

TLM HOSPITAL, BARABANKI

What prompted the innovation?

Brief descriptionof the innovation:

What is the process, product or idea?

Howthis innovationqualifies for theaward:

TLM Hospital, Barabanki, faced the challenge of improved patient care, income

generation, developing partnership and networking in 2015.

For improving patient-care, the hospital took the following steps:

Provided free treatment to patients who cannot afford treatment cost.

With the help of satisfied patients, conducted village health camps.

Renovated waiting areas, toilets and the cafeteria and extended OPD for

patients' comfort.

Reduced patient turnaround time by improving the working of OPD, cash

counter, pharmacy and lab.

Worked on Saturdays and public holidays for providing better service to

patients.

Took feedback from patients on the services for improvement and

implemented the suggestions, wherever possible.

Held frequent meetings with staff when achievements of the hospital were

shared. During such meetings, feedback on services was taken from the

staff.

The innovation is a process – implementing improved patient care for sustainability

of the hospital.

Because of these innovative practices:

Patients' visits increased from 65,370 in 2014 to 75,392 in 2015 (15%increase).

Income increased from Rs 2.9 crores in 2014 to Rs 4.1 crores in 2015 (41%

increase).

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04

What is the innovation?

Improved patient-care for financial

self-sufficiency.


2015


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TLM Hospital, Champa, located in Janjgir-Champa district of Chhattisgarh since

1902 as a community hospital, found that people affected by leprosy were not aware

of the importance of oral hygiene. They do not brush their teeth regularly which leads

to calculus formation on teeth, disintegration of gums and losing teeth. They do not

visit dentists due to low awareness, financial constraints, social stigma attached to

leprosy and self-stigma. There are no government programmes to address this

issue.

The hospital addressed this issue by setting up a dental unit in the hospital.

Equipments were procured in April 2015 through local fundraising initiatives and the

dentalunit was started in June 2015.

The innovation is a product - a new dental unit at the hospital.

Since setting up the dental unit, 335 patients were examined for dental problems,

out of which 86 were people affected by leprosy and 249 were general patients. The

unit has conducted 80 procedures, such as oral prophylaxis, extraction and

restoration. People affected by leprosy were given free treatment.

The hospital has ventured in to community oral health services through organising

school awareness programmes and village health camps. In dental camps

conducted in five villages of Nawagarh and Malkharouda blocks of the district, 378

people were examined.

The hospital has grand plans for 2016 for reaching out to more people with the

message and facilities for oral hygiene. There are plans to get the hospital

empanelled with Rashtriya Swasthya Bima Yojana (RSBY) and Mukhyamantri

Swasthya Bima Yojana (MSBY), government's health insurance programmes. This

will play a key role in financial sustainability of the hospital and providing better care

to people affected by leprosy and people from other marginalised communities.


TLM HOSPITAL, CHAMPA

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A hospital-based dental unit for providing

better service to people affected by leprosy.


2015


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The innovation is a process - of providing effective leadership to bring about a

sustainable change.

The hospital witnessed a major turnaround in 2015. Some of the areas where

change was observed were:

54% increase in new registration and 46% increase in patients visits.

Outpatient consultation increased from 34,207 in 2014 to 52,964 in 2015

(55% increase).

Reconstructive surgeries increased from 43 in 2014 to 85 in 2015 (98%

increase).

Income from patients increased from Rs 10,126,040 in 2014 to Rs

23,735,124 in 2015 (134% increase).

The hospital earned a profit of Rs 7,406,853 from sale of medicines.

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07

Dr Ujjwal Hembrom, Superintendent,

TLM Hospital, Muzaffarpur, receiving the award for the'Best Innovation in 2015',

from Dr Sunil Anand, Executive Director, TLMTI



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Other initiativeswere:



TLM Hospital, Salur, faced an uncertain future when four medical doctors, including

a specialist doctor, resigned between January and April, 2015. A retired medical

officer left the hospital to be with his daughter in the US, during this period. Left with

a single doctor, achieving financial goals became a daunting task, as the major

source of income for the hospital was from patients. Recruiting enough doctors had

become a big challenge.

The hospital advertised in local newspapers the vacancy for doctors and visited the

Medical College and hospitals in Vizag and Vizianagaram. A young doctor couple

who had done their medical education in Russia and China, and a Christian medical

officer soon joined the hospital.

Restarted the dental unit closed three years ago.

Arranged a visiting surgeon on profit-sharing basis for few months.

Developed sponsors for medical camps, artificial limbs and eye surgeries.

Rented out endoscopy machine, auditorium and guest house.

Assigned fundraising, community engagement and public relations to a

dedicated staff.

Monitored the quality of services with patient feedback.

The innovation is a process – exploring new avenues for sustainability and

implementing them systematically.

Because of the innovative practices, the hospital's income increased 17% than the

budgeted income (only 4% less than the commitment made at Kochi).

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TLM HOSPITAL, SALUR

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self-sufficiency.


2015


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TLM Hospital, Shahdara, in northeast Delhi, faced challenges of achieving financial

self-sufficiency, providing quality leprosy services, improving client satisfaction and

increasing patient volume. The hospital looked at many innovative ways to meet

these challenges.

The hospital developed a framework that would enable them to meet the challenges,

through mental change, structural re-adjustment and above all, a leap of faith. This

was implemented through:

Opening more counters for registration and billing to reduce patient

turnaround time and also increasing drug-dispensing counters.

Having a dedicated counter for physically-challenged patients, leprosy

patients and eye patients.

Displaying posters on various medical conditions at strategic places in the

hospital to encourage patients to seek medical help.

Deploying a floor-manager for better OPD coordination and for guiding

patients in the waiting room.

Organising bone mineral density (BMD) test and blood sugar test camps.

Increasing the goodwill among local communities through easier

registration, community outreach work (through Community Intervention

Unit) and free service to leprosy inpatients.

Better teamwork by encouraging staff and motivating them to work towards

achieving financial self-sufficiency and improving client satisfaction.

The innovation is a process – instilling a winning culture in the hospital and raisingthe bar for client satisfaction.

Because of the innovative practices, 70,176 patients visited the hospital in

2015, as against 60,993 in 2014 (15% increase).

The hospital earned Rs 44,580,979 in 2015, as against the budgeted

income of Rs 33,115,500 (34.5% increase).

Increase in income (34.5%) was achieved with only an additional

expenditure of 6.4% (actual expenditure of Rs 44,515,427, as against the

budgeted expenditure of Rs 41,862,660).

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TLM HOSPITAL, SHAHDARA

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self-sufficiency.


2015


10/24





Financial self-sustainability was a big challenge for TLM Snehalaya, Bankura. The

leadership looked at various options for raising funds.

The leadership tried a novel way to raise funds for running the Snehalaya. They

advised the residents to raise funds from their family members and friends. Initially,

there was resistance from the residents. After explaining to them the financial

constraints in running the Snehalaya and the possibility of shifting them to

government-run old age homes or other TLM Snehalayas, they agreed to give it a

try.

The innovation is a process – raising funds from the residents for running the

Snehalaya.

The residents of the Snehalaya, who were living on charity all through, took

ownership of the cause of running the Snehalaya and collected Rs 26,160 from their

family members and friends. More than the amount collected, it's the buy-in from the

residents that vouches for the success of this innovation.


TLM SNEHALAYA, BANKURA

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Buy-in from Snehalaya residents for

sustainability.


2015


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Providing right footwear to people affected by leprosy who have foot with collapsed

arch is a challenge. Wherever they are available, there is a gap between demand

and supply. Besides, inaccuracy of measurement and cutting make the footwear

difficult to use; they are not aesthetically appealing which add to the stigma and

discrimination. There is a need to have a facility in TLMTI to produce footwear with

computer-assisted measurement and customised fabrication in contemporary

designs.

To address this challenge, TLMTI can adopt a new system. Highlights of this are:

A 3D scanner can be installed in TLM hospitals and two staff can be trained in

assessingandscanning thefootwith collapsedarch.

The scanned measurements can be mailed to a central fabrication unit

where they are modified using computer software. A computer-aided

machine can then create a replica of the insole.

The insole can be manufactured at the central fabrication unit. More layers

can be added if required. The insole can then be inserted in an extra-depth

shoe that can be sourced from a commercial manufacturer.

The finished footwear can be despatched to the unit that has placed the

order. The trained staff at the unit can fit the shoe, making minor corrections

locally.

The innovation is an idea – having a new system which uses the latest technology to

produce right footwear to people affected by leprosy who have foot with collapsed

arch.

TLMTI can provide right footwear to people affected by leprosy who have foot with

collapsed arch. This will help in protecting their foot from further deformities. As

these footwear are manufactured with the help of the latest technology, they will be

accurate in measurements and aesthetically appealing. This will play a great role in

reducing stigma and discrimination. People affected by leprosy will be willing to use

them. Since they are manufactured at a central fabrication unit, cost of production

will be less. In short, cost-effective high quality, customised footwear can be

supplied to people affected by leprosy who have foot with collapsed arch.

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MR BINO BERRY

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Customised footwear for people affected by

leprosy who have foot with collapsed arch.


2015


12/24





Young educated boys and girls with disabilities, from rural background, find it difficult

to get proper jobs. For them, acquiring soft skills is crucial for getting jobs in

corporate companies.

Training in the areas of communication and other soft skills for attending interviews

plays a major role in employability of young people with disabilities from rural

background. TLM's 'Partnerships, Advocacy, Research & Training towards

Inclusion' (PARTI) project collaborated with V-shesh (an impact enterprise that

works with students and job-seekers that are disabled or living in non-metros or from

low socio-economic background and prepares them for suitable employment

opportunities) and prepared such people from the project area for employment.

Highlights:

The training involved imparting communication skills, personality

development, basic accounting and computer skills.

Trainers from INFOSYS trained the candidates for one month. They were

then interviewed for placement in the same organisation.

TLM units in Vadathorasalur, Tiruvannamalai and Cuddalore partnered to

conduct the training programme.

The innovation is a process - of preparing young, educated people from rural

background, with disabilities, for employment.

For people with disability, getting a proper job is a challenge. This becomes a

daunting task when they are from rural background, devoid of soft skills for attending

interviews. The innovation helped them to overcome these barriers and get proper

jobs and face life with confidence.

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DR CHINNARAJU R. & OTHERS

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Preparing graduate youth with disabilities from

rural background through collective action.


2015


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Assistive devices are critical in preventing and managing disability among people

affected by leprosy. But they are not easily available to people who need them the

most. There is a need for having a uniform assistive device toolkit that can be used

across TLMTI as an essential model in disability rehabilitation.

Three sets of devices can be designed for 15 different purposes:

1. Low-cost community-based assistive devices.

2. Conventional devices used in hospitals.

3. Commercially available devices.

Every kit contains assistive devices, such as gloves made of different materials to

protect hands from injuries, safety glass to protect eyes, boots to protect feet during

work, insulated cups, plastic padded spoon, soft-handle scissor, wide-brimmed

plate, modified tooth brush, writing aid, etc.

Uses of the toolkits:

Will improve quality of life of people affected by leprosy and the quality of

services provided by TLMTI.

Can be used for training patients, their family members and professionals in

disability rehabilitation.

Can be patented by TLMTI and can be manufactured in TLM's VTCs and

sold for generating income.

The innovation is an idea – an idea that can improve the quality of life of peopleaffected by leprosy and benchmark TLMTI's disability services.

Availability of correct assistive devices toolkit will improve the quality of life of

people affected by leprosy.

They will help in having uniformity in services offered by TLMTI.

People can choose from the varieties available, based on their purchasing

capacity.

They can be scaled up across TLMTI and other service providers globally.

They can be good income-generation means for the VTCs.

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MR MANIVANNAN G. & OTHERS

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Assistive devices toolkit to improve quality of

life of people with leprosy.


2015


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As a part of this, in 2015:



The state of Chhattisgarh has many employment opportunities and the state

government runs many skill development schemes. TLM VTC, Champa, has good

training facilities. Tie-up with the government and other organisations will position

the VTC as a premier training hub. This will ensure financial self-sufficiency.

In 2015, the VTC focussed on:Changing from NGO mode to social entrepreneurship mode.

Optimising the use of available resources.

Capitalising its strength as a training provider.

The VTC registered itself under nine sectors with Skill Development

Authority of the Government of Chhattisgarh. The VTC trained 100

institution-based students, 333 community-based students and 155 state

government-sponsored students.

Signed MoU with TATA Motors' 'Project Leap' (an initiative under e-enabled

learning through Learning Management System) and trained 20 students.

Trained 30 girls in bed-side nursing. These girls are school dropouts. The

training was done in partnership with Skills for Progress (SKIP), an all-India

autonomous association of private, technical and vocational schools.

Started income generating units, like paper plate manufacturing, dairy

farming, poultry farming, organic farming and goat rearing.

Trained 20 young people under under Mukhya Mantri Koushal Vikas Yogna,

a skill development programme of the Ministry of Skill Development and

Entrepreneurship.

Theinnovationisaprocess–itpositionstheVTCasapremiertraininghub.

Registration with the Skill Development Authority of the Government of

Chhattisgarh gives the VTC recognition as a premier training hub.

Tie-up with multi-national companies, like TATA Motors and organisations,

like Skills for Progress (SKIP) contributes to the sustainability of the VTC.

The VTC is on the path of financial self-sustainability due to this innovative

approach. The VTC generated income to the tune of Rs 2,120,000 in 2015

through these tie-ups.

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TLM VTC, CHAMPA

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Positioning the VTC as a premier training hub.


2015


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The demand for electricians has grown considerably. Getting skilled workers has

become difficult. As per industry estimates, the solar energy field requires at least 8

to 10 lakhs skilled manpower.

To meet the growing demand for skilled manpower, the VTC started

electrician- cum-solar technician course.

26 students enrolled for the course.

They are being trained in house wiring, transmission and distribution of

electrical power, measuring instruments, motors, generators, alternators,

earthing, different windings, maintenance and installation of different

machinery.

For the solar technician course, the students are taught solar electricity,

solar energy manufacturing units, solar electric system, etc.

The innovation is a process – imparting skill-based education.

Solar technician course which includes solar mineral water plant recovers cost

through:

Job orders for solar maintenance work.

Income from the supply of mineral water to community and hotels.

Substituting maintenance cost by saving electricity with supply of water to

120 students with a solar-driven water pump.

Substituting maintenance cost with supply of clean drinking mineral water for120 students.

Using waste water from mineral water plant for agriculture purposes.

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TLM VTC, VIZIANAGARAM

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Introduction of electrician-cum-solar

technician course in VTC Vizianagaram.


2015


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Prevention and management of disability skills are important in VTCs. Sometimes,

due to shortage of therapists, wardens are identified and trained on disability

management. Some wardens pick up the skill, while others don't. Some of the

trained wardens leave the organisation, which then becomes a challenge. An

innovative training process is suggested to address this issue.

Develop curriculum/study materials/modules as per the disability

management needs of the VTCs.

Link VTCs to hospitals (e.g., three VTCs have hospitals attached, the other

three require nearby hospitals).

Three key VTC staff to be selected from each unit and linked with the

therapist of the respective hospital.

Syllabus to be given to the hospitals. This has to be completed in a phased

manner.

Training to be carried out at the hospital on one-to-one basis, based on the

module, covering theoretical and practical aspects.

When referred to by the three key VTC staff, the therapist to address the

problem and solve it.

Monthly report to be shared with the Principal, Superintendent and

Coordinator-Prevention and Management of Disability.

The innovation is an idea – to sustain disability management expertise in VTCs.

This is a cost-effective approach, as travel costs, workshop organising costs,

etc, are minimised.

It is sustainable, as three staff are trained in a systematic process.

As the module is common, there is uniformity in knowledge distribution

across TLM VTCs.

There will be coherence between VTCs and hospitals.

This can be more effective than having a visiting therapist, as the hospital

staff take ownership of VTC's disability activities.

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MR MATHANRAJ DAVID & OTHERS


Sustaining disability management expertise

in VTCs.


2015


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Many people have lifelong physical disability, while some have physical disability at

some point in their lives. As far as the built-up environment is concerned, it is

important that it is barrier-free and adapted to fulfil the needs of people with

disabilities. TLM's Inclusive Holistic Development of Individuals with Disabilities

(IHDID) project in Kothara, Maharashtra, while working with people with disabilities,

found that most of the public places and utilities are not conducive to the needs of

people with varying abilities and disabilities.

To encourage a barrier-free environment, the project:

Initiated access audit of TLM units, schools, , primary

health centres (PHC) and other public spaces for promoting barrier-free

external and internal built environment.

Sensitised TLM staff and members on the need for having

barrier-free environment to promote accessibility for the disabled.

Advocated with the state government for creating a barrier-free built

environment.

The innovation is a process – promoting accessibility for the disabled by creating a

barrier-free built environment.

The project raised general awareness on the need for having barrier-free

environment and worked towards having such an environment.

The project:Initiated access audit of eight TLM hospitals, six VTCs and two

Snehalayas.

Orientedmorethan250TLMTIstaffontheneedforbarrier-freeenvironment.

Initiated access audit of 75 schools, 20 , 12 ,

two PHCs and a bus depot in the project area.

Submitted two proposals to the Ministry of Social Justice and Empowerment

for grant of Rs 1,000,000 and Rs 500,000 for creating barrier-free built

environment in Nashik city and Amravati district, respectively.

Generated income for TLM Hospital, Kothara, through trainings on

accessibility for CBM India partners.Advocated for spending 3% of the total budget of for

creating barrier-free environment.

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gram panchayats

gram panchayat

anganwadis gram panchayats

gram panchayats


IHDID PROJECT

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Creating a barrier-free built environment to

promote accessibility of the disabled.


2015


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TLM's Inclusive Holistic Development of Individuals with Disabilities (IHDID) project

in Kothara, Maharashtra, funded by CBM has 'Training on organic farming

(agriculture that relies on techniques such as crop rotation, green manure, compost,

and biological pest control) for people with disabilities' as one of its objectives. For

this, farmers are required to be trained on a model farm dedicated for this purpose.

Initially, the project used a farm 75km from Kothara. Developing this farm as a model

farm proved to be impractical as it entailed much travel and wastage of resources.

The project, along with TLM Hospital, Kothara, decided to develop 10 acres of

unused land in the hospital compound as model farm. Since the Project Manager, Mr

Suresh Dhondge, had undergone training in organic farming, they decided to grow

organic crops on this land. They could be used in the hospital kitchen and also sold in

the local market.

The hospital has farming equipment, including a tractor. Organic farming in the

hospital premises started in September 2015. Along with the training, crops, like

(millet), (lentil), okra, tomato, aubergine and wheat were grown

organically in the farm. Three cows were bought for cow dung and urine required for

composting.

The innovation is a process – growing food items organically in unused land in the

hospital compound.

jowar toor dal


IHDID PROJECT

ward Award inner Winner

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Organic farming on unused hospital land.


2015


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Ten acres of unused hospital land was put to use. This helped the project and the

hospitalin many ways. Some of them are:

The farm yield of 100 kg , 100 kg , 400 kg okra, 200 kg tomato

and 600 kg aubergine have been used in the hospital kitchen. This helped

patients to have pesticide-free food. The balance quantity was sold in the

market. This was a good source of income for the hospital.

Milk from the three cows was used in the hospital kitchen, helping the

hospital to save money spent on milk for patients.

The hospital earned additional income of Rs 600,000 through conducting

training programmes, as hospital land, infrastructure, vehicles, etc, were

used. It could also earn a handsome amount from selling compost generated

through training programmes.

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jowar toor dal

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Mr Suresh Dhondge, Project Manager, IHDID Project

with the award for the 'Best Innovation in 2015'



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After leprosy services in India have been integrated with the general healthcare

system, door-to-door surveys for detecting new cases have been stopped. TLM's

'Partnerships, Advocacy, Research & Training towards Inclusion' (PARTI) project

thought of a collaborative, cost-effective way of doing door-to-door survey to bring

out hidden cases of leprosy.

The project selected a remote village – Aravatla - in Vellore district, Tamil

Nadu, which had high leprosy prevalence 25 yearsago.

A rapid survey was planned. As there was no resource for mass awareness

campaign, the project used community resources.

The project trained ASHA workers and community volunteers on signs and

symptoms of leprosy and despatched them for door-to-door survey.

Suspected cases were validated by the project staff.

The cases were reported to District Leprosy Officer (DLO). DLO arranged

training for PHCs and nurses. DLO also arranged for survey in nearby

villages.

The innovation is a process – detection of hidden cases with the help of community

volunteers in partnership with government healthcare system.

By using this innovative way, the project brought the community and

government healthcare system on a single platform for detection of hidden

cases of leprosy.In a population of 3,500, eight hidden cases were detected. Out of this, two

were children.

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MR MUTHUPILLAI & OTHERS

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Collaborative, cost-effective detection of

hidden cases of leprosy.


2015


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Faced with increasing number of new cases of leprosy, TLM's 'SHGs towards

Holistic Community Development Project' (SHCDP) used innovative ways to create

mass awareness on leprosy. The aim was to reduce the stigma attached to leprosy

so that people would come forward to report cases of leprosy. This initiative was all

the more important as after leprosy services in India were integrated with the general

healthcare system, door-to-door surveys for detecting new cases have been

stopped and there are not many government programmes to raise public awareness

on leprosy.

The project partnered with TLM Hospital, Champa, and used the following to

create awareness on leprosy:

street plays

rallies on special days, such as World Leprosy Day, Human Rights

Day, World Disability Day

awareness programmes in schools

wall-painting

village outreach clinics

People affected by leprosy, people with disabilities, local communities,

schools, members of community-based organisations (CBO) and self-help

groups (SHG) and healthcare providers attended these programmes.

The innovation is a process – encouraging people for early reporting through mass

awareness programmes.

Through these innovative ways, in 2015, the project identified 65 new cases of

leprosy. This is 71% more than the cases detected in 2014 (38 new cases detected

in 2014).

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SHCD PROJECT

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Using innovative ways for mass awareness to

detect hidden cases of leprosy.


2015


22/24





Women from marginalised communities in Uttar Pradesh were not receiving their

due in development due to their socio-economic backwardness. Even though

women's participation in local self-government - Panchayati Raj Institutions (PRI) -

is one of government's priorities, many women do not contest elections to the

as they are not empowered to take part in the political process.

TLM's 'Women's Empowerment through Advocacy, Livelihoods Training and

Health' (WEALTH) project which works in 50 villages in Barabanki district of Uttar

Pradesh did capacity-building of women in the project area and encouraged them to

contest PRI elections. The project used the expertise of a resource person to train

the women on various aspects of PRI.

Elections to PRI were held in several phases in November and December 2015. 23

project-trained women contested these elections. Out of them, one woman was

elected as (village head), two were elected to the Block Development

Committee and 10 were elected as members of .

The innovation is a process – empowering women from marginalised communities

to take part in local self-government.

The project empowered women from marginalised communities to be a part of local

self-government. Through this, they got an opportunity to take decisions in matters

that concern them – a great step towards women empowerment!

gram

panchayats

gram pradhan

gram panchayat


WEALTH PROJECT

22


Empowering women from marginalised

communities to take part in local

self-government.


2015


23/24





Individual fundraising plays a crucial role in sustainable funding for any organisation.

After having started professional fundraising in TLMTI in 2015, Resource

Mobilisation Dept ventured in to different modes of individual fundraising. Of these,

direct mail campaign was the most successful and innovative one.

Resource Mobilisation Dept did four appeals in 2015 - two new acquisition mailing

and two in-house mailing. The donors were approached in an integrated manner.

The campaign started with an appeal for special shoes, then for ulcer care, followed

by an appeal for food. This approach helped to gain the confidence of the donors.

They felt the need and donated!

The innovation is a process – appealing directly to individual donors with specific

needs.

Through this innovative way of fundraising:

Raised Rs 5,350,402 in 2015.

Acquired 1,423 new donors during this period.

Developed an in-house team for in-house mailing which will help in

sustaining fundraising activities.

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RESOURCE MOBILISATION DEPT

23


Fundraising through direct mail campaign.


2015


24/24

The Leprosy Mission Trust India,

CNI Bhavan, 16, Pandit Pant Marg,

New Delhi – 110 001

Tel.:+91-11-43533300

www.tlmindia.org

www.facebook.com/tlmindia

www.twitter.com/tlmindia

www.youtube.com/tlmindia

f

W

[email protected]

Documents

Passionate About Innovations -Innovations in Tlmti in 2015