> Our Vision > Model and History
Model and History
[ Model ]
[ History
]
MODEL:
HOPE: When abject poverty forces one to think only about survival, it is hard to be optimistic about change. We reinvigorate hope by having the town elect leaders to design, implement, and evaluate their own health programs. They get to see the fruits of their labor in the physical health of their neighbors and families.
COMMUNICATION: Slum residents lack political rights and transportation and cannot negotiate with officials. We can arrange meetings with government leaders and bring spokespeople from the slum.
ACCOUNTABILITY: The town fears that taxes end up in someone’s pocket. We asked our community committees to design an accounting system; we hold community taxes and MHOP contributions in escrow. If the government does not contribute their share and a service is not implemented, funding is returned to people who hold tax receipts. The CCs, MHOP, and the government co-sign on all accounts.
FUNDING: Most health programs have high start-up costs and lower maintenance costs. The initial cost programs can be discouraging or prohibitive. MHOP uses money as a proverbial “carrot”. If the slum provides roughly 20% of seed costs and the government provides 45%, we will provide 35%.
HISTORY:
Mali Health Organizing Project was founded in 2006 by Caitlin Cohen, Lindsay Ryan, and Erica Trauba. These students saw firsthand the health situation in Bamako's slums. They believed that the role of a development organization is to foster rather than replace local groups and government action. Similarly, Modibo Niang, Rokia Savané, Siriki Coulibaly and numerous other leaders in Sikoroni were frustrated by a past history of failed projects, including a huge aid-agency water project that left the community without water, without the $30,000 they had contributed, and without many children who died because of iron contamination.
Sigida Keneyali, the flagship project, was initiated in November, 2006. The women’s empowerment project conducted its first course in March, 2007. The microfinance program was kicked off in August, 2007, and hopes to give out loans soon.
Though fostering local leadership in a population with low literacy and extreme poverty can be difficult, it is doubly rewarding. Every successful project not only provides a necessary service, it creates civil engagement.
"When the world falls
asleep, children
born to
leadership wake it
up." - Bambara
proverb
Duniya mana sunogo
mongonyumandenw b'a lakunun.
MODEL:
HOPE: When abject poverty forces one to think only about survival, it is hard to be optimistic about change. We reinvigorate hope by having the town elect leaders to design, implement, and evaluate their own health programs. They get to see the fruits of their labor in the physical health of their neighbors and families.
COMMUNICATION: Slum residents lack political rights and transportation and cannot negotiate with officials. We can arrange meetings with government leaders and bring spokespeople from the slum.
ACCOUNTABILITY: The town fears that taxes end up in someone’s pocket. We asked our community committees to design an accounting system; we hold community taxes and MHOP contributions in escrow. If the government does not contribute their share and a service is not implemented, funding is returned to people who hold tax receipts. The CCs, MHOP, and the government co-sign on all accounts.
FUNDING: Most health programs have high start-up costs and lower maintenance costs. The initial cost programs can be discouraging or prohibitive. MHOP uses money as a proverbial “carrot”. If the slum provides roughly 20% of seed costs and the government provides 45%, we will provide 35%.
HISTORY:
Mali Health Organizing Project was founded in 2006 by Caitlin Cohen, Lindsay Ryan, and Erica Trauba. These students saw firsthand the health situation in Bamako's slums. They believed that the role of a development organization is to foster rather than replace local groups and government action. Similarly, Modibo Niang, Rokia Savané, Siriki Coulibaly and numerous other leaders in Sikoroni were frustrated by a past history of failed projects, including a huge aid-agency water project that left the community without water, without the $30,000 they had contributed, and without many children who died because of iron contamination.
Sigida Keneyali, the flagship project, was initiated in November, 2006. The women’s empowerment project conducted its first course in March, 2007. The microfinance program was kicked off in August, 2007, and hopes to give out loans soon.
Though fostering local leadership in a population with low literacy and extreme poverty can be difficult, it is doubly rewarding. Every successful project not only provides a necessary service, it creates civil engagement.