Passionate About Innovations - Innovations in Tlmti in 2015

empower sustainability
knowledge value
change think differentdare
observe grow courage attitude creativity
challenge
progress breakthrough idea
create design research process
Innovation
initiative learning
dream try
develop
invent
unique
trial wow
plan
inspiration
opportunity
discovery solution question
PASSIONATE about INNOVATIONS!
Innovations in TLMTI in 2015

Executive Director
Message from the
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 the box.
As part of sharpening our learning processes and building a

learning 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, but also in replicating and scaling up.
Dr Sunil Anand
Executive Director, TLM Trust India
2015
Table of Contents
NAME OF THE INNOVATION PAGE
UNIT/PERSON NO
TLM Hospital, Barabanki Improved patient-care for financial self-sufficiency. 04
TLM Hospital, Champa A hospital-based dental unit for providing better service 05
to people affected by leprosy.
TLM Hospital, Muzaffarpur Leadership role in turning around the hospital. 06
TLM Hospital, Salur Improved patient-care for financial self-sufficiency. 08
TLM Hospital, Shahdara Improved patient-care for financial self-sufficiency. 09
TLM Snehalaya, Bankura Buy-in from the Snehalaya residents for sustainability. 10
Mr Bino Berry Customised footwear for people affected by leprosy who 11

have foot with collapsed arch.
Dr Chinnaraju R. & others Preparing graduate youth with disabilities from rural 12
background through collective action.
Mr Manivannan G. & others Assistive devices toolkit to improve quality of life of 13

people with leprosy.
TLM VTC, Champa Positioning the VTC as a premier training hub. 14
TLM VTC, Vizianagaram Introduction of electrician-cum-solar technician course in 15

TLM VTC Vizianagaram.
Mr Mathanraj David Sustaining disability management expertise in VTCs. 16
IHDID Project Creating a barrier-free built environment to promote 17

accessibility of the disabled.
IHDID Project Organic farming on unused hospital land. 18
Mr Muthupillai & others Collaborative, cost-effective detection of hidden cases 20

of leprosy.
SHCD Project Using innovative ways of mass awareness to detect 21

hidden cases of leprosy.
WEALTH Project Empowering women from marginalised communities to 22

take part in local self-government.
Resource Mobilisation Dept Fundraising through direct mail campaign. 23

NAME OF THE UNIT/PERSON:
2015 TLM HOSPITAL, BARABANKI
What is the innovation?

Improved patient-care for financial
self-sufficiency.
What prompted the innovation?

TLM Hospital, Barabanki, faced the challenge of improved patient care, income
generation, developing partnership and networking in 2015.
Brief description of the innovation:

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.
What is the process, product or idea?

The innovation is a process – implementing improved patient care for sustainability
of the hospital.
How this innovation qualifies for the award:

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).
04 Innovations in TLMTI in 2015

2015 TLM HOSPITAL, CHAMPA

A hospital-based dental unit for providing
better service to people affected by leprosy.

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
dental unit 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.

2015 TLM HOSPITAL, MUZAFFARPUR
Award
Winner

Leadership role in turning around the
hospital.

TLM Hospital, Muzaffarpur, faced many challenges in 2015. Some of the major ones
were:
◆ Only two doctors in the first seven months.
◆ Computers and peripherals broke down regularly and hampered hospital
work.
◆ Buildings not repaired since 2008. Operation theatre not equipped to handle
the increased number and variety of reconstructive surgeries.
◆ Ulcer care suffered because of increased number of surgical procedures
and shortage of nurses. Lack of supervision led to compromised leprosy
care.
◆ Funds for running the hospital were scarce as the hospital could achieve only
25% of the target.
◆ Staff were demotivated. There was no teamwork and an air of distrust
prevailed in the hospital.

The hospital leadership introduced innovative methods to face these and other
challenges. Some of the key ones were:
◆ Introduced transparency in work. This helped in gaining the trust of the staff
and they got motivated.
◆ Shared the current situation of the hospital with the staff. The staff came out
with solutions, taking ownership, for a turnaround.
◆ Everyone understood the hospital's fundraising model and their role in it.
They contributed to fundraising.
◆ Shared targets, progress and challenges with the staff to encourage
teamwork.

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.
Dr Ujjwal Hembrom, Superintendent,

TLM Hospital, Muzaffarpur, receiving the award for the
'Best Innovation in 2015',
from Dr Sunil Anand, Executive Director, TLMTI

2015 TLM HOSPITAL, SALUR

self-sufficiency.

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.
Other initiatives were:

◆ 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).

2015 TLM HOSPITAL, SHAHDARA

self-sufficiency.

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 raising
the 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).

2015 TLM SNEHALAYA, BANKURA

Buy-in from Snehalaya residents for
sustainability.

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.

2015 MR BINO BERRY

Customised footwear for people affected by
leprosy who have foot with collapsed arch.

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
assessing and scanning the foot with collapsed arch.
◆ 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.

2015 DR CHINNARAJU R. & OTHERS

Preparing graduate youth with disabilities from
rural background through collective action.

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.

2015 MR MANIVANNAN G. & OTHERS

Assistive devices toolkit to improve quality of
life of people with leprosy.

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 people
affected 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.

2015 TLM VTC, CHAMPA

Positioning the VTC as a premier training hub.

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.
As a part of this, in 2015:

◆ 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.

The innovation is a process – it positions the VTC as a premier training hub.

◆ 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.

2015 TLM VTC, VIZIANAGARAM

Introduction of electrician-cum-solar
technician course in VTC Vizianagaram.

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 for
120 students.
◆ Using waste water from mineral water plant for agriculture purposes.

2015 MR MATHANRAJ DAVID & OTHERS

Sustaining disability management expertise
in VTCs.

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.

2015 IHDID PROJECT

Creating a barrier-free built environment to
promote accessibility of the disabled.

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, gram panchayats, primary
health centres (PHC) and other public spaces for promoting barrier-free
external and internal built environment.
◆ Sensitised TLM staff and gram panchayat 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.
◆ Oriented more than 250 TLMTI staff on the need for barrier-free environment.
◆ Initiated access audit of 75 schools, 20 anganwadis, 12 gram panchayats,
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 gram panchayats for
creating barrier-free environment.

2015 IHDID PROJECT
Award
Winner

Organic farming on unused hospital land.

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
jowar (millet), toor dal (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.

Ten acres of unused hospital land was put to use. This helped the project and the
hospital in many ways. Some of them are:
◆ The farm yield of 100 kg jowar, 100 kg toor dal, 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.
Mr Suresh Dhondge, Project Manager, IHDID Project

with the award for the 'Best Innovation in 2015'

2015 MR MUTHUPILLAI & OTHERS

Collaborative, cost-effective detection of
hidden cases of leprosy.

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 years ago.
◆ 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.

2015 SHCD PROJECT

Using innovative ways for mass awareness to
detect hidden cases of leprosy.

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).

2015 WEALTH PROJECT

Empowering women from marginalised
communities to take part in local
self-government.

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 gram
panchayats 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 gram pradhan (village head), two were elected to the Block Development
Committee and 10 were elected as members of gram panchayat.

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!

2015 RESOURCE MOBILISATION DEPT

Fundraising through direct mail campaign.

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.

The Leprosy Mission Trust India,
CNI Bhavan, 16, Pandit Pant Marg,
New Delhi – 110 001
Tel.:+91-11-43533300
info@leprosymission.in
W www.tlmindia.org
f www.facebook.com/tlmindia
www.twitter.com/tlmindia
www.youtube.com/tlmindia
Produced by Communication Hub, TLMTI

Passionate About Innovations - Innovations in Tlmti in 2015

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Passionate About Innovations - Innovations in Tlmti in 2015

Transféré par

Droits d'auteur :

Formats disponibles

empower sustainability

PASSIONATE about INNOVATIONS!

Innovations in TLMTI in 2015

Everyone seems to be talking about Innovations across the

As part of sharpening our learning processes and building a

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

TLM Hospital, Barabanki Improved patient-care for financial self-sufficiency. 04

TLM Hospital, Muzaffarpur Leadership role in turning around the hospital. 06

TLM Hospital, Salur Improved patient-care for financial self-sufficiency. 08

TLM Hospital, Shahdara Improved patient-care for financial self-sufficiency. 09

Mr Bino Berry Customised footwear for people affected by leprosy who 11

Mr Manivannan G. & others Assistive devices toolkit to improve quality of life of 13

TLM VTC, Champa Positioning the VTC as a premier training hub. 14

TLM VTC, Vizianagaram Introduction of electrician-cum-solar technician course in 15

Mr Mathanraj David Sustaining disability management expertise in VTCs. 16

IHDID Project Creating a barrier-free built environment to promote 17

IHDID Project Organic farming on unused hospital land. 18

Mr Muthupillai & others Collaborative, cost-effective detection of hidden cases 20

SHCD Project Using innovative ways of mass awareness to detect 21

WEALTH Project Empowering women from marginalised communities to 22

Resource Mobilisation Dept Fundraising through direct mail campaign. 23

What is the innovation?

What prompted the innovation?

Brief description of the innovation:

What is the process, product or idea?

How this innovation qualifies for the award:

04 Innovations in TLMTI in 2015

What is the innovation?

What prompted the innovation?

Brief description of the innovation:

What is the process, product or idea?

How this innovation qualifies for the award:

05 Innovations in TLMTI in 2015

What is the innovation?

What prompted the innovation?

Brief description of the innovation:

06 Innovations in TLMTI in 2015

How this innovation qualifies for the award:

Dr Ujjwal Hembrom, Superintendent,

07 Innovations in TLMTI in 2015

What is the innovation?

What prompted the innovation?

Brief description of the innovation:

Other initiatives were:

What is the process, product or idea?

How this innovation qualifies for the award:

08 Innovations in TLMTI in 2015

What is the innovation?

What prompted the innovation?

Brief description of the innovation:

What is the process, product or idea?

How this innovation qualifies for the award:

09 Innovations in TLMTI in 2015

What is the innovation?

What prompted the innovation?

Brief description of the innovation:

What is the process, product or idea?

How this innovation qualifies for the award:

10 Innovations in TLMTI in 2015

What is the innovation?

What prompted the innovation?

Brief description of the innovation:

What is the process, product or idea?