RHAS SRHR Innovation Hub

What makes your solution innovative?

The SRHR Innovation Hub introduced by RHAS is innovative on multiple fronts, ushering a culture of inventive solutions to SRHR challenges in Jordan. The key innovative aspects are:

1. Competitive Framework:

   • The competitive framework invites young female entrepreneurs to ideate and develop solutions, fostering a breeding ground for innovative thinking and application.

2. Community-Driven Approach:

   • By eliciting solutions from within the community, especially from young women, the initiative ensures that the devised solutions are culturally relevant and tailored to the unique SRHR challenges faced in Jordan.

3. Cross-Sectoral Collaboration:

   • Through partnerships with the Ministry of Youth, the Ministry of Health, and various NGOs, a collaborative ecosystem is created. This cross-sectoral collaboration is innovative in bridging gaps between policy, implementation, and community engagement.

4. Technology Utilization:

   • Utilizing digital platforms to promote the challenge, engage the community, and showcase innovations is an approach to overcoming traditional barriers in SRHR education and service delivery. This initiative encourages the application of technology, whether leveraging existing tech in new ways or adopting emerging tech, to enhance SRHR solutions' reach and effectiveness.
   • RHAS is working on developing the mobile application “ShabApp,” which will serve as a digital mediator between RHAS programs and its more than 1500 youth volunteers in all 12 governorates around Jordan. ShabApp will allow volunteers to discover new volunteering, internship, training, and learning opportunities, in addition to tracking and registering their community service hours. This innovative App can be utilized to further spread the challenge and its messages.

5. Market Transformation:

   • By providing funding and technical support to promising projects, the SRHR Innovation Hub could stimulate a market transformation, driving more resources and attention towards community-driven, tech-enabled SRHR solutions. This could potentially attract further investments and support from other stakeholders, thereby broadening the scope and impact of SRHR innovations.

6. Scalability Focus:

   • The emphasis on scalability ensures that the solutions devised have the potential to be expanded and replicated, fostering a long-term impact that goes beyond immediate competition. This focus on scalability is poised to set a new standard for the evaluation and support of SRHR solutions.

7. Broadening Societal Dialogue:

   • The initiative aims to broaden societal dialogue around SRHR, challenging traditional taboos and fostering a more open and informed discourse. This innovative approach to community engagement could inspire other initiatives to adopt a similar participatory and inclusive approach.

The SRHR Innovation Hub is a movement towards fostering a culture of innovation and community engagement in addressing SRHR challenges. Its innovative approach lies in its community-centric design, cross-sectoral collaboration, and the embrace of digital engagement and technology, all aimed at catalyzing a significant positive shift in the SRHR landscape in Jordan.

What are your impact goals for the next year and the next five years, and how will you achieve them?

In the coming year, the primary focus is on the successful launch and execution of the SRHR Innovation Hub Challenge, aligning with Sustainable Development Goal (SDG) 3 promoting good health and well-being, and SDG 5 for gender equality. This phase aims to support the ideation, development, and implementation of three innovative solutions by young female entrepreneurs. Concurrently, a significant thrust will be on community engagement, resonating with SDG 17 for partnerships to achieve the goals. The aim is to establish a robust community of engaged stakeholders including the youth, government bodies, NGOs, and private sector entities. Additionally, the goal is to escalate awareness and education on SRHR issues among at least 10,000 individuals, leveraging digital platforms and community outreach programs, aligning with SDG 4 for quality education. The strategies to achieve these one-year goals encompass executing a well-coordinated launch event, fostering partnerships with relevant stakeholders, and disseminating educational content on SRHR through various channels.

Peering into a five-year horizon, the aspiration is to ensure the sustainability and scalability of the supported solutions, with an ambition to reach more individuals with improved SRHR services, again aligning with SDG 3. A pivotal goal is to influence policy frameworks to better support SRHR education and services, driven by the insights and data gathered through the Innovation Hub activities, promoting gender equality as denoted in SDG 5. Moreover, the aim is to cultivate a thriving ecosystem that continuously encourages and supports innovations in SRHR, contributing to a significant reduction in SRHR-related challenges like early marriages and unintended pregnancies, resonating with SDG 10 for reduced inequalities. The strategies to achieve these five-year goals include providing continuous mentorship and support to the winning solutions, engaging in advocacy efforts to influence policy decisions, and building a collaborative network of stakeholders to foster a culture of continuous innovation and community engagement in addressing SRHR challenges.

Through the SRHR Innovation Hub, the vision is to contribute to a transformational impact on individuals' lives, particularly focusing on the youth and young female entrepreneurs, creating a lasting positive change in the SRHR landscape in Jordan, all while aligning with the broader objectives of the UN Sustainable Development Goals.

Describe in simple terms how and why you expect your solution to have an impact on the problem.

The SRHR Innovation Hub is built on a logical framework that envisions a direct pathway from the initiation of activities to the achievement of intended outputs and ultimately, the realization of long-term positive outcomes for the target population.

The core activities encompass launching a competition to stimulate innovative SRHR solutions from young female entrepreneurs and providing them with mentorship, technical support, and funding. These activities also include promoting community engagement, forging collaborations with key stakeholders like the Ministry of Health and Ministry of Youth, and conducting awareness campaigns on SRHR issues.

Immediate Outputs: 

These activities are expected to yield immediate outputs such as the identification and support of three innovative SRHR solutions, enhancement of SRHR knowledge among the targeted youth and broader community, and the establishment of a collaborative platform with relevant stakeholders. The output will also include a wider dissemination of SRHR information through digital platforms and community outreach programs, reaching a substantial number of individuals with crucial SRHR education.

Longer-term Outcomes: 

Over the long term, the outcomes envisaged include improved access to and utilization of SRHR services by the youth, reduced incidences of SRHR-related challenges like early marriages and unintended pregnancies, and a shift in societal attitudes towards more supportive stances on SRHR education and services. Additionally, the initiative aims to foster a sustainable ecosystem of innovation in SRHR, where continuous ideation and development of solutions are encouraged and supported.

Evidence supporting the Theory of Change: 

The theory of change is rooted in empirical evidence and prior engagements of RHAS in SRHR initiatives. Through projects like Masarouna, interactions with the youth have provided firsthand insights into their SRHR needs and challenges, validating the necessity and potential impact of the proposed activities. The longstanding partnerships with the Ministry of Health and Ministry of Youth underscore the feasible collaborative framework envisaged in this initiative. Furthermore, the successful execution of past projects by RHAS in SRHR education and services substantiates the anticipated link between the activities and the intended outputs and outcomes.

The SRHR Innovation Hub, by aligning the energy and creativity of young female entrepreneurs with the SRHR needs of the youth, encapsulates a well-structured approach towards ameliorating SRHR challenges in Jordan. Through a blend of innovation, community engagement, and collaborative partnerships, the initiative is set on a promising trajectory towards achieving significant, lasting impacts on the SRHR landscape.

If your solution has a website or an app, provide the links here:

NA

In which countries do you currently operate?

• Jordan

In which countries will you be operating within the next year?

• Jordan

What type of organization is your solution team?

Nonprofit

How many people work on your solution team?

The SRHR Innovation Hub solution team comprises a diligent group of individuals dedicated to driving the project forward. The team has two full-time staff members, both of whom are female, holding the positions of Youth and Community Outreach Project Manager and Youth and Community Outreach Project Officer. Additionally, there are four part-time team members contributing to various facets of the project. The project also benefits from the active participation of ten volunteers, seven of whom are female and three are male, embodying a gender-inclusive approach which is instrumental in promoting a change in mentality regarding SRHR issues within the community.

How long have you been working on your solution?

The SRHR Innovation Hub is built on a solid foundation of expertise and experience garnered over more than 10 years of dedicated work in the SRHR sector by RHAS. Notably, RHAS organized a similar intervention in 2020, the Third National Forum for Young Entrepreneurs titled “Health Amidst Epidemics," in collaboration with the Ministry of Youth, which incorporated SRHR projects. This initiative is further strengthened by the significant experience in the SRHR field held by the team lead and team members. Their experience, combined with RHAS's engagement in SRHR initiatives lays a robust groundwork for meaningful and sustainable impact in community.

What is your approach to incorporating diversity, equity, and inclusivity into your work?

The approach of RHAS towards embracing Diversity, Equity, and Inclusion (DEI) is deeply ingrained in its organizational culture and project implementations, which advocates for valuing differences, ensuring equal opportunity, and fostering an inclusive environment, RHAS has integrated these values in the following ways:

1. Diverse Leadership and Team Composition:

   • The leadership at RHAS is women-led, established by the queen, and directed by female management. The project team for the SRHR Innovation Hub also reflects gender diversity, with a composition of 70% females, including full-time, part-time staff, and volunteers. The inclusion of male volunteers is a conscious effort to foster gender inclusivity and establish a change in societal mentality regarding SRHR topics.

2. Community-Centric Initiatives:

   • Through projects like the SRHR Innovation Hub, RHAS ensures a community-driven approach where the solutions are ideated and implemented by young female entrepreneurs from the community. This approach ensures that the diversity of experiences and knowledge within the community is harnessed and leveraged to address SRHR challenges.

3. Cross-Sectoral Collaboration:

   • By engaging in partnerships with the Ministry of Health, the Ministry of Youth, relative intities and NGOs, RHAS fosters a collaborative environment that brings together diverse stakeholders. This cross-sectoral collaboration ensures a holistic approach to addressing SRHR challenges, promoting equity in access to resources, knowledge, and solutions.

4. Engagement with Marginalized Groups:

   • RHAS is committed to improving the lives of the underserved populations through all of its programs, aligning with the principle of equity. Through the SRHR Innovation Hub, RHAS aims to address the unique SRHR challenges faced by youth and adolescents, particularly girls and young women, ensuring that they have equal opportunity to access SRHR education and services.

5. Continuous Learning and Adaptation:

   • RHAS exhibits a learning-oriented culture where feedback from the community and other stakeholders is valued and integrated into its projects. RHAS ensures that the voices and needs of diverse community members are heard and addressed in the design and implementation of SRHR solutions.

6. Educational Initiatives:

   • By developing unified SRHR materials and toolkits, and building the capacities of Health Care Providers in Ministry of Health clinics, RHAS strives to create an informed and supportive environment where individuals, regardless of their background, have access to accurate SRHR information and services.

7. Promotion of Gender Equality:

   • The emphasis on empowering young female entrepreneurs and involving males in the SRHR Innovation Hub reflects RHAS’s commitment to promoting gender equality, which is one of the UN Sustainable Development Goals.

Through these strategic approaches, RHAS is not only addressing the immediate SRHR challenges but is also contributing to the broader agenda of promoting diversity, equity, and inclusivity in the community, aligning with the global DEI principles and the UN Sustainable Development Goals.

What is your business model?

The business model of the Royal Health Awareness Society (RHAS) is structured around creating enduring impacts in the communities it serves, focusing on improving public health awareness and practices:

1. Value Proposition:

• RHAS offers vital awareness and education campaigns, and community initiatives focused on public health issues such as non-communicable diseases (NCDs), nutrition, physical activity, and Sexual and Reproductive Health and Rights (SRHR). Moreover, RHAS works on Strengthening the health system in Jordan through capacity building of healthcare providers and community health workers. Through these services, RHAS seeks to empower individuals and communities with the knowledge and resources necessary to improve their health outcomes, with a vision to reach a healthy and safe Jordan

2. Customer Segments:

• The primary beneficiaries are the communities in Jordan throughout their life span, starting from infancy, with particular emphasis on youth, adolescents, refugees and vulnerable populations who are at the heart of RHAS’s mission.
• Health Systems are considered as secondary customers, who will benefit from improved healthcare services and community health awareness.
• Partners and Stakeholders: Government bodies, NGOs, international organizations, and other entities invested in public health improvement form a crucial customer segment as collaborative partners.

3. Channels:

• RHAS engages with communities directly through on-ground programs, awareness campaigns, and educational initiatives.
• Partnerships with governmental and non-governmental entities enable a broader reach and more impactful interventions.
• Digital platforms are utilized for wider dissemination of educational materials and engagement with both local and global audiences.

4. Customer Relationships:

• Engaging with communities to understand their needs and receive feedback is central to RHAS’s approach, ensuring that initiatives remain relevant and impactful. Furthermore, RHAS integrates the beneficiaries in the design and improvement of the intervention to better respond to their needs.
• Collaborative relationships with partners and stakeholders are nurtured to foster a supportive ecosystem for public health improvement.

5. Revenue Streams:

• Funding primarily comes from grants, donations, and collaborative projects with various stakeholders invested in public health.

6. Key Resources:

• The dedicated team of professionals and volunteers, health education materials, partnerships with key stakeholders, and funding obtained through grants and donations form the backbone of RHAS’s operations. RHAS is also privileged with the affiliation, guidance and support from Her Majesty Queen’s Office which is an essential resource that contributes to RHAS growth and achievement of objectives.

7. Key Activities:

• These include the development and implementation of public health awareness campaigns, training programs, community engagement initiatives, and advocacy campaigns.

8. Key Partnerships:

• Establishing and nurturing partnerships with the government bodies, Academic institutions, media outlets, UN agencies, NGOs, and other stakeholders active in the public health domain is crucial for amplifying the impact of RHAS’s initiatives.

9. Cost Structure:

• Costs are incurred for project implementation, staff salaries, production of materials, operational expenses, administrative and overhead costs, and other resources necessary for delivering on the mission of RHAS.

Through a collaborative and community-centric approach, RHAS strives to create a tangible positive impact on public health in Jordan.

Do you primarily provide products or services directly to individuals, to other organizations, or to the government?

What is your plan for becoming financially sustainable?

1. Diversification of Revenue Streams:

• Grants and Donations: Continuing to secure grants and donations will remain a significant part of the financial model. RHAS keeps planning on strengthening its grant capabilities and fostering relationships with donors who align with its mission.
• Fee-for-Service: Exploring opportunities to provide fee-based services, such as training, consulting, or developing customized health awareness campaigns for organizations, schools, or local government bodies.
• Income-Generating Projects: Initiating projects that are self-sustaining and generate revenue to support the operations and objectives of RHAS. This could include community-based projects that address public health issues while creating economic value.
• Fundraising Campaigns: Launching fundraising campaigns both locally and internationally to garner financial support for specific projects or general operations.

2. Expansion of Partnerships:

• Establishing new and nurturing existing partnerships with government bodies, NGOs, private sector entities, and international organizations will open up funding opportunities and also collaborative projects that can bring in revenue.

3. Service Contracts with the Government:

• Working on securing service contracts with government bodies for implementing public health awareness campaigns or training programs could be a viable avenue for generating revenue.

4. Investment in Digital Platforms:

• Investing in digital platforms to broaden the reach of RHAS’s services and possibly monetize online offerings such as e-learning courses or digital toolkits on public health issues.

5. Cost Efficiency and Management:

• Continuous review and optimization of operational costs to ensure efficiency and maximum utilization of resources.

6. Impact Investment:

• Exploring the potential of attracting impact investment by showcasing the tangible positive impact RHAS has on the communities it serves, aligning with the interests of investors keen on social impact.

7. Membership Programs:

• Creating membership programs where individuals or organizations can contribute on a regular basis to support the mission of RHAS, in return for certain benefits such as access to resources, training, or consultancy services.

8. Monitoring and Evaluation:

• RHAS implements and invest in robust monitoring and evaluation frameworks to measure the impact and efficiency of RHAS’s initiatives, which in turn can demonstrate value to current and potential donors and partners.

Each of these steps is oriented towards creating a sustainable financial model that ensures the continuity and expansion of RHAS’s crucial work in public health awareness and community empowerment in Jordan. Through a balanced mix of traditional funding avenues, revenue-generating activities, and innovative financing mechanisms, RHAS aims to achieve financial sustainability while staying true to its mission of improving public health outcomes.