Harvard Case - TraumaLink: Providing Trauma First Aid Services in Bangladesh Using Trained Volunteers
"TraumaLink: Providing Trauma First Aid Services in Bangladesh Using Trained Volunteers" Harvard business case study is written by Kelechi Weze, Susan L. Madden, Richard B. Siegrist Jr.. It deals with the challenges in the field of Social Enterprise. The case study is 25 page(s) long and it was first published on : May 25, 2018
At Fern Fort University, we recommend TraumaLink adopt a hybrid social enterprise model to scale its impact while ensuring financial sustainability. This model will leverage strategic partnerships with government agencies, NGOs, and private corporations, enabling TraumaLink to reach a wider audience, access funding, and build a robust infrastructure for training and deployment of volunteers.
2. Background
TraumaLink is a social enterprise in Bangladesh, founded by Dr. Mahbubur Rahman, aiming to address the critical lack of immediate medical care for trauma victims. The organization trains volunteers to provide basic first aid and CPR, equipping them to respond to emergencies and stabilize victims until professional medical help arrives. This case study explores TraumaLink's challenges in scaling its operations, including funding limitations, limited reach, and the need for a sustainable business model.
3. Analysis of the Case Study
Social Impact & Sustainability:
- Triple Bottom Line: TraumaLink's mission aligns with the triple bottom line framework, focusing on social impact (reducing trauma-related deaths), environmental sustainability (through efficient resource utilization), and economic viability (building a sustainable business model).
- Social Innovation: TraumaLink's innovative approach of utilizing trained volunteers to bridge the gap in emergency medical care is a testament to its commitment to social innovation.
- Impact Investing: TraumaLink's work aligns with the principles of impact investing, aiming to generate both social and financial returns.
- Shared Value Creation: TraumaLink can create shared value by partnering with corporations that benefit from having trained first responders in their workforce and communities.
Challenges & Opportunities:
- Funding: TraumaLink faces significant funding challenges, relying heavily on donations and grants.
- Reach: Limited resources restrict TraumaLink's ability to expand its reach and train more volunteers.
- Sustainability: The current model relies heavily on volunteerism, making it difficult to ensure long-term sustainability and scalability.
- Government Collaboration: TraumaLink can leverage partnerships with government agencies to access resources, expand its reach, and integrate its services into existing emergency response systems.
- Corporate Partnerships: Collaborating with corporations can provide access to funding, training facilities, and resources, while also promoting TraumaLink's mission to a wider audience.
Framework:
- Stakeholder Theory: TraumaLink needs to consider the needs and interests of all stakeholders, including volunteers, beneficiaries, donors, government agencies, and corporate partners.
- Social Enterprise Governance: TraumaLink requires a strong governance structure to ensure transparency, accountability, and effective decision-making.
4. Recommendations
Hybrid Social Enterprise Model: TraumaLink should adopt a hybrid social enterprise model, combining social impact with business principles. This model will involve generating revenue through various avenues, including:
- Corporate Training Programs: Offering customized first aid and CPR training programs to corporations, tailored to their specific needs and workforce.
- Public Awareness Campaigns: Partnering with NGOs and government agencies to conduct public awareness campaigns on trauma prevention and first aid, generating revenue through sponsorships and fundraising.
- Social Impact Bonds: Exploring social impact bonds to attract investors who are willing to fund TraumaLink's initiatives based on measurable outcomes.
Strategic Partnerships:
- Government Agencies: Partnering with government agencies such as the Ministry of Health and the National Disaster Management Authority to integrate TraumaLink's services into existing emergency response systems. This will provide access to resources, funding, and a wider reach.
- NGOs: Collaborating with NGOs working in healthcare, disaster relief, and community development to leverage their existing infrastructure and expertise.
- Corporations: Partnering with corporations to offer training programs, access funding, and promote TraumaLink's mission to their employees and stakeholders.
Infrastructure Development:
- Training Centers: Establishing dedicated training centers equipped with modern facilities and qualified instructors to enhance training quality and capacity.
- Technology Integration: Utilizing technology to develop a mobile application for volunteer recruitment, training, and deployment, enabling real-time communication and efficient response coordination.
- Data Management: Implementing a robust data management system to track volunteer activity, response times, and outcomes, providing valuable insights for program improvement and impact measurement.
5. Basis of Recommendations
- Core Competencies and Mission Consistency: The hybrid social enterprise model aligns with TraumaLink's mission by ensuring financial sustainability while expanding its reach and impact.
- External Customers and Internal Clients: The model addresses the needs of external customers (corporations, government agencies, and communities) while providing opportunities for internal clients (volunteers) to develop skills and contribute to a meaningful cause.
- Competitors: TraumaLink can differentiate itself from competitors by focusing on its unique volunteer-driven approach, providing customized training programs, and leveraging strategic partnerships.
- Attractiveness: The hybrid model offers a compelling value proposition to investors, corporations, and government agencies, demonstrating the potential for both social and financial returns.
- Assumptions: The success of this model depends on the availability of qualified volunteers, effective training programs, and strong partnerships with key stakeholders.
6. Conclusion
By adopting a hybrid social enterprise model and leveraging strategic partnerships, TraumaLink can overcome its current challenges, expand its reach, and create a sustainable and scalable impact. This approach will ensure the long-term viability of the organization while delivering vital first aid services to those in need, contributing to a safer and healthier Bangladesh.
7. Discussion
Alternatives:
- Traditional Nonprofit Model: This model would rely heavily on donations and grants, making it difficult to achieve financial sustainability and scale.
- Purely For-Profit Model: This model could compromise the organization's social mission, prioritizing profits over impact.
Risks:
- Partner Dependence: Over-reliance on partnerships could create vulnerabilities if partners withdraw support.
- Financial Sustainability: Generating sufficient revenue to cover operational costs and achieve growth may be challenging.
- Volunteer Retention: Maintaining a consistent pool of motivated volunteers is crucial for the model's success.
Key Assumptions:
- Demand for Training: There is a sufficient demand for first aid and CPR training among corporations, government agencies, and the general public.
- Partner Commitment: Partners will remain committed to the collaboration and provide the necessary resources and support.
- Volunteer Engagement: Volunteers will remain motivated and dedicated to providing first aid services.
8. Next Steps
- Develop a detailed business plan: Outline the hybrid social enterprise model, revenue streams, partnership strategies, and financial projections.
- Establish a governance structure: Develop a strong governance structure to ensure transparency, accountability, and effective decision-making.
- Pilot the model: Implement a pilot program to test the model's effectiveness and identify areas for improvement.
- Secure funding: Seek funding from investors, corporations, and government agencies to support the initial phase of the model.
- Build partnerships: Establish strong partnerships with government agencies, NGOs, and corporations.
- Develop training programs: Create customized training programs for different target audiences.
- Implement technology: Develop a mobile application for volunteer recruitment, training, and deployment.
- Monitor and evaluate impact: Track key performance indicators to measure the model's impact and make adjustments as needed.
By taking these steps, TraumaLink can position itself for sustainable growth and create a lasting impact on the lives of trauma victims in Bangladesh.
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Case Description
This case describes the challenges facing Jon Moussally, the CEO of TraumaLink, a four-year-old social venture that provided trauma first aid to victims of traffic injuries in Bangladesh, a country that had some of the most dangerous highways in the world but no formal emergency response system. Jon, a practicing emergency room physician and public health student, had been shocked by the chaotic traffic that he observed during a trip to Dhaka, Bangladesh, for a course on global health issues. Over the next 18 months, Jon and three partners-two fellow students and the Bangladeshi head of a local social venture organization-decided on a three-pronged approach: they would train community-based volunteers who lived or worked close to the highway to provide free basic trauma first aid; they would develop an easy-to-use 911-type software system to deploy volunteers quickly to a crash scene; and they planned to raise operating funds by selling advertising or subscriptions to companies in Bangladesh whose workers travelled the dangerous highways daily. By the fall of 2017, TraumaLink had been successfully launched along two sections of particularly dangerous highways. Their trained volunteers had been able to quickly and effectively provide first aid to victims of traffic injuries. The software had worked well to notify and deploy volunteers and collect data. However, Jon and his partners had not yet found sustainable, long-term sources of revenue, despite almost four years of trying. After an initial pilot phase in November 2014, the organization had been awarded $142,500 by the US Agency for International Development, but these funds would run out by the end of 2018, with little chance of another round. TraumaLink had proven that they could deliver emergency services and save lives, but could Jon and his partners figure out how to become financially sustainable so that they could continue to support and expand their services within Bangladesh and possibly beyond?
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