In 2009, Associacao Saude Crianca Renascer (SC) commited to build two new replication centers that would follow the same training methodology as SC and develop an endowment. These efforts would assist not only sick children but would also help to create a healthier living situation of the entire family.
SC hired two professionals and recruit volunteers to start two new replication centers in Brazil. In two years, the replication centers, one in the State of Goias and the other in the State of Rio Grande do Sul, were stimulating local entrepreneurs and teaching them how to create new institutions,by providing training, consulting and tools. Each new replication center was able to assist approximately 50 families (almost 200 people) per month, in the end of the first year and wouldpermit high-quality delivery of SC's complex methodology.
SC also commited to grow its 'Fundo Renascer Para Sempre' (Renascer Forever Trust Fund), which was created with a first deposit of $250,000. Endowment funds were not common among NGOs in South America and SC started this fund not only in the interest of the organization's long-term sustainability, but also as a model for other South American NGOs. SC had a target of $5 million for the endowment fund to be achieved in the following three to five years.
As part of its CGI commitment, SC committed to raising 20% of this total, or $1 million. To build the endowment, members of SC engaged in periodic contacts and lectures with companies, institutions, foundations and donors from civil society, on national and international levels, in order to show the importance of the endowment fund for SC.
Specific training and support provided by a team of SC professionals included:
- An internship for the founders of new institutions and others, with the objective of learning SC´s methodology.
- Workshops covering several issues like fundraising strategy, social management and advertising.
-Eight training programs for institutions outside Rio de Janeiro, including the replication centers: 8 days training inside SC and in a small institution in Rio de Janeiro.
- Four training programs for those responsible for covering the assistance area from the institutions outside Rio de Janeiro: 4 days training inside SC and in a small institution in Rio de Janeiro.
- Continuous consulting from the replication team of SC for the whole network.
- Continuous consulting from the replication centers for the new institutions in their region.
SC also planned to develop a Family Action Plan (FAP) for each individual family, that would address five areas: Health, Housing, Income Generation, Education and Citizenship. Each would have a specific goal:
Health- Child health at least in satisfactory clinical condition;
Income Generation-At least 1 adult working (formal or informal wage)
Housing- Water and electric installations in good condition
Education- All children between the ages of 5 and 17 must be in school (excluding those who could not go to school due to doctor's recommendation)
Citizenship-All adults with basic documentation like a picture ID issued by local authorities.
Families would receive food, medicine, transportation, educational lectures, courses, job training, psychological and nutritional support.This methodology is a proven, effective tool for restructuring the lives of families living in miserable conditions where a sick child is only the tip of the iceberg.
MEASURES OF SUCCESS
For the replication centers:
- Increase in the number of assisted families
- Increase in the number of volunteers
- Strength of fundraising, increase in the number of donations ('godfathers', members and partners)
- Applying SC's methodology on a larger scale
For the endowment:
- The increase of the amount of SC's annual budget being provided by the endowment, enabling the long term sustainability of the 'mother cell'
A steering committee was established, consisting of the microfinance leads from CARE and Plan, Accenture Development Partnerships, and Barclays. Oversight was provided by a high level governance committee consisting of senior leaders from each partner. At the national level, steering committees were also established that included key stakeholders, including government representatives, where appropriate.
Working groups were established to address specific issues, e.g. bank linkages, technology. These groups drew on expertise from their partners and external sources when necessary.
A strong focus was placed on measuring sustainability and learning throughout the partnership. A global measurement and learning framework was developed during the planning phase (September - December 2008) which was complemented by a measurement framework for each project. These frameworks enabled the creation of global, regional and national measurement of success. As the program has a strong focus on innovation, learning was particularly essential. By the end of the three year project period, the partnership was to have developed new ways to reach the unbanked and to accelerate access to financial services.
Anticipated Launch: October, 2007
First Milestone(s): Each new replication center will be assisting at least 100 people per month.
Each center will implement SC proven methodology to help improve the living environments of destitute families
Participants in this Activity: SC and Dr. Vera Cordeiro
As of 2007, SC had spent sixteen years building their methodology. Mohamed Yunus, the winner of the Nobel Peace Prize for 2006, said, 'Saude Crianca Renascer has created a powerful methodology of social inclusion for the very poor'. Their challenge in making the commitment was to maintain the quality of their work while sincreasing its scale in Brazil.
In 2007, the network had 16 institutions that attended to an average of 1,000 families per month (approximately 4,000 people). SC's vision was to have a similar institution attached to each public hospital in Brazil, to serve as a model not only for Brazil, but wherever needed. The demand for such a model was extremely high as a result of poverty in Brazil and its highly skewed distribution of wealth. Within five years, SC's intention was to have more replication centers in Brazil covering all 5 different regions of the country.
Given Brazil's size, SC would have been unable to reach every area of the country. Therefore SC's strategy was to empower replication centersto utilize their methodology in different regions of Brazil to make them responsible for other institutions in their region. Using a study conducted with McKinsey and Co. SC identified key factors for successful replication of their model which factors were taken into account as the replication centers were developed.