Unformatted text preview: algorithms.
4. Collaborations: with organizations such as National Emergency Number Association, Carnegie
Mellon & Stanford University, Germany’s Geomed Research, Singapore Health Services, 4 GVK EMRI handles medical, police and fire emergencies through the " 1‐0‐8 Emergency service" 13 | H o w s h o u l d y o u m e a s u r e C S R ? American Academy for Emergency Medicine in India. Realizing the importance of PPP, EMRI
is closely working with states, fire and police departments.
5. Ownership: Although EMRI is a private foundation in legal terms, 95% of its funding comes
from state governments. In this way, the entity ensures government support in its initiatives and
use government channels in educating people.
6. Costs: EMRI spends only 50 cents per person treated to build the infrastructure in India,
compared with $100 in USA. The expense per ambulance visit is less than $15, versus $600$800 in the west.
7. Measuring metrics: Along with focusing on margins, EMRI also measures its efficiency in
providing the services. Dispatching the ambulance and patching the distraught caller with a
medical technician takes 80-90 seconds, but the organization aims to reduce this waiting time to
60 seconds. Another metrics is a target of reaching patients in 30 minutes. Against this target,
EMRI reports an average response time of 14 minutes for the cities, 31 minutes for the villagers
and 28 minutes for the tribal areas.
8. Other impact on community: EMRI archives all the calls it gets and has analyzed the data to compile regional public health profile and for the first time in India, data on the seasonality,
timing and nature of medical emergency is available. 14 | H o w s h o u l d y o u m e a s u r e C S R ? Key Challenges CSR initiatives may face on ‘Ground Zero’ Author’s hands on experience in working for an NGO (YTTS) in Chandigarh for two months and
discussions with field officers of Planning Commission of India, following challenges came to fore:
1. Ineffective distribution and service delivery – in reaching the rural poor. In most places there
are a few private or public channels and these are expensive to build and/or sustain.
2. Customer education and awareness – Unlike in higher-end markets, the imperative to offer a
low cost product or service makes it challenging for an individual enterprise to absorb the
significant customer education costs required to stimulate demand. There is lack of skill and
knowledge of the beneficiaries, which often deters them to adopt an innovative approach to a
problem at hand. Further, there is a dearth of volunteers for educating the end customers,
especially for “push” services like clean drinking water, sanitation, etc.
3. Capital and credit – These barriers are more profound in markets where poor people lack
sources of credit to cover input costs. A reason for this could be unavailability of external
sources to provide credit.
4. Human capital – Many enterprises face difficulties in finding and retaining skilled labor to...
View Full Document
- Winter '14
- ........., Corporate social responsibility