Business Model Design

Eileen Raaijmakers (4308778) - Tobias de Haas (4378709) - Martijn van Vliet (4388941) - Thirza Vellekoop (4391276)

Minor international Entrepreneurship & DevelopmentSustainable Entrepreneurship - WM0565TU

Esther Blom 19-10-2016

IndexIntroduction5

Business Model Canvas 6

Explanation of the canvas7

Conclusions

List of references19

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5

IntroductionWe are Thirza, Tobias, Martijn and Eileen; 4 students of the TU Delft who currently participate in the minor course International Development Entrepreneurship. We are working on the Pokot Resource Centre project. This project has been established by a former group of dutch TU Delft interns (Team Pokot) in co-operation with the East Pokot Medical Project (EPMP); a Kenyan non-profit organisation providing health care and education in the East Pokot region. The mission of the project is to develop and construct a resource centre to provide information and workshops in order to improve the health and life of the Kenyan Pokot community. (Team Pokot, 2016). The centre will be located in Barpello, which is a settlement in the remote and sparsely populated region of Baringo county, Kenya. Recently, we heard the EPMP has extended the project and money has been raised to build more facilities alongside the resource centre. The EPMP intends to build another medical dispensary which will be located next to the resource centre. At this point, the construction is planned to start in january 2017 when building materials has arrived in Barpello. The construction should be finished around may 2017.

Our project assignment includes integrating a water supply system in the resource centre in order to improve the situation of water scarcity in this remote area. Moreover, there appeared to be a request for a sanitary facility as well. The integration of a water supply system will function as a side project of the Pokot Resource Centre, called the Pokot Water Project. Since all these different facilities are going to be centralised in one place, it will be useful to have a Business Model which involves the exploitation of the entire place. This will show us how the centre - together with the medical dispensary, sanitary facility and water supply system - could function within the community after construction finished. Listing the value propositions will help us to meet the needs of the community during our project. Also, the model will give us an overview of all the different actors and activities involved in this project. Finally, for the continuation of the Pokot Resource Centre project it is important to gain insight in what will happen with the centre in the longer term. However, other implementations of a business model could we very useful in this project. A business model which shows an overview could be subdivided into different business models. For example could each facility in Barpello have its own business model. Also the development of a business model for the activities which will take place in the centre would be possible.

We decided to develop a Business Model of the resource centre including the extra facilities mentioned before, which covers the first 5 years of the exploitation phase. After this time, it is necessary to review the model and to make adjustments so it will be up-to-date with developments that have taken place. The Business Model is made from the perspective of the EPMP because they will manage the resource centre and coordinate all the activities once the the project is finished.

East Pokot Medical Project(EPMP)

In a nutshell

Pokot Resource Centre including extra facilities

Kenya, Rift Valley Province,Baringo County, East PokotDistrict, Barpello

Exploitation phaseSummer 2017 - 2022 (5 years)

Key Partners Key Activities

Key Resources

Value Proposition

CustomerRelationships

Channels

Customer Segments

Cost Structure Revenue Streams

Social Costs Ecological Costs Social Revenues Ecological Revenues

Business model canvas

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Team Pokot

Chiefs

Pokot elders

Regional development

organisations

Provide health care

Manage and

maintain

Give workshops

Health careHealth

education

Good feeling

Job oppertunities

Meeting place

Drinking water

Sanitation

Access to knowledge

Self service Personalassistence

Community Co-creation

Sponsors Pokot people

InternetSanitary

Word of mouth

Medical dispensary

Resource centre

Water tap point

Road signs and flyers

Health care fees

Reduced water costs

Sponsor money

Improved access to

clean water

Community feeling

Employment

Improved community

health

Less groundwater

pollution

Community conflicts

Salary Maintenance costs

Medical Costs

Employees

Water dupply system

Books and computers

Medical dispensary

Sanitary

Resource centre

Figure 1: Business Model Canvas of Pokot Resource Centre

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Explanation of the canvasCustomer segments Eileen

The EPMP has two main costumer segments: the East Pokot community and the sponsors of the EPMP. Each of these segments will be explained.

Pokot peopleEMPM provides services to members of the Pokot community living in the East Pokot District (Baringo). Baringo (11,015 km², consensus 2009) has a population of 555.561, which means a population density of 50.4 inh./km². But we expect the EPMP to deliver services to +/- 40.000 of this population.The Pokot is an ethnic group and because of their tribal culture and geographical isolation from other communities they can be seen as a niche market. Within the Pokot community sub- segments exist, based on the different interests and concerns of the individual community members. For example, the elderly (leaders of the tribe), Pokot who go to church or school and Pokot who don’t go to church could be distinguished from each other. However, these differences are small enough to see the whole Pokot community as one customer segment. Another difference between Pokot and general customers is the fact that the Pokot people in general don’t posses money which they can choose to spend. This means all services provided at the resource centre have to be offered for free. Only sometimes, in case of medical treatment, a small fee is required. This will be explained later on.

Sponsors The EPMP receives financial support through donations from different sponsors. We do not know exactly where these funds come from. For all we know the EPMP has a steady source of money and they receive donations on regular basis. Team Pokot deals with the sponsors who provide financial support for the construction of the resource centre. Although we have not much information about the sponsors yet, they form a very important customer segment as well.

Value Proposition Eileen

In the value proposition will be described what values will be delivered to the customers of the EPMP. These will be done for the customers named in the customer segment. First will the value propositions of the Pokot People be described. Whereafter the value proposition for the sponsors will be discussed.

HealthcarePublic health care, provided by the government, is limited and mostly absent in the East Pokot District. The current physical facilities of the EMPM are 2 fully equipped dispensaries (Kositei and Barpello) and 23 outstations (Team Pokot, 2016) which are used to provide basic healthcare in the regions of Nginyang, Kolowa, Ngoron and 3 villages of Mondi Division. Information about what kind of healthcare is provided exactly is missing, but some key activities include laboratory, immunization and health education. Without these facilities the Pokot would not have a place to go when they need medical help. The EPMP aims to provide efficient, affordable and good quality health care.

Meeting placeThe EMPM wants to stimulate cooperation between the project and the local community (Team Pokot, 2016). In order to stimulate community feeling (this will be discussed in the chapter ‘Social revenues’) and to give workshops on health education, a place is desired where community members can come together. Currently, communal meetings are organized outside in the shade, which is not a suitable location. The resource centre offers a meeting place, protected from the sun, where the people can come to participate in workshops and other activities. The idea is to centralize facilities - such as a conference room, water supply, sanitation and a library - in one place, o people will get together and this will stimulate community feeling and community development. The conference room designed for the resource centre should fit about a 100 persons (Pokot internship report, 2012).

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Drinking waterThe community needs clean drinking water in order to stay healthy and hydrated. Water is also needed for washing, cleaning, medical purposes, feeding the cattle and construction (to make concrete). For each use a different quality of the water is required. General domestic water usage in Kenya for drinking purposes range from 3-10 L per day, while for general domestic uses it varies between 5-250 L per day (Wanyonyi, 1999) Due to prolong droughts a sufficient amount of (clean) water is not always available. In that case, the Pokot people have to get water from another area or they use polluted water. A supply of clean water at the resource centre would contribute to the improvement of community health, development and prosperity.

Health education The Pokot community is facing health issues due to lack of knowledge about personal hygiene, Female Genital Mutilation, malaria and HIV/AIDS (Team Pokot, 2012). By giving workshops and lectures on these issues, the EPMP wants to increase awareness among the Pokot people. Due to the fact that medical care is limited and diseases are spreading rapidly in the area of Barpello, it is needed that the people learn about diseases and hygiene in order to improve their quality of life.

Jobs opportunity Unemployment is currently an issue in Barpello. From team pokot, we’ve heard the women in Barpello are busy with householding tasks during the day, while a lot of men do not have a job and don’t have something else to do, while a lot of men are unemployed and have drinking problems. The resource centre is an opportunity to create jobs. A possible scenario would be: 2 part-time jobs in cleaning, 1 full-time job for maintenance, 2 part-time jobs for maintenance and inspection, 5-8 part-time jobs in teaching or giving workshops. 1 or 2 part-time guards to protect the centre from vandalism.

SanitationCurrently, sanitation in Barpello is very primitive. Toilets are basically holes in the ground, there is no sewerage. This way of sanitation causes groundwater pollution and spread of diseases. By providing a toilet at the resource centre, which is less polluting this could improve the community health. A possible scenario could be the addition of 2 toilets with a sink or washing area/bathroom.

Good feelingThe opportunity to make a donation to this project, will give donors a chance to feel like they contribute in a good cause. The fact that they can participate in a reliable project with social and sustainable goals, will make them feel good. The Social Return On Investment framework (De Ruijter, 2010) could be used as a tool to measure change related to social, environmental, economic and other possible results of the project. This information can be used to show the sponsors a quantification of the social impact as a result from their investment in the EPMP.

Employees op the EPMP working in the dispensary

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Customer relationships Eileen

In this part will be described what kind of relationships we expect the EPMP to establish and maintain with the customer segments mentioned before. Also the duration of the relationship will be discussed for each type of relationship.

Self-service; Library, computers, water supply, sanitation Several services within the resource centre are based on self-service; In the library books and computers will be available for the community members. People who voluntarily come to the centre have access to knowledge which they can use for work or education. The books are not meant to borrow or bring home. The water supply will probably be based on self-service as well. However, the amount of water which can be drained from the water storage tank has to be regulated at some point in order to equally divide the collected water among the people. This regulation can be done by an automatic system or by personal assistance, depending on what proves to be the most suitable solution. If sanitation will be provided at the resource centre – in the form of toilets and sinks – this facility will be based on self-service as well. Except for when a lavatory attendant is needed, in that case the relationship is based also based on personal assistance.

Personal-assistance; Medical dispensary, workshopsSeveral services around the resource centre are based on personal-assistance. Firstly, at the medical dispensary the health care is provided by health workers, which are employees of the EPMP and members of the local community (often educated someplace else). During the visits for medical purpose, the relation with the CS is short term based but can be extended in case medical follow up is needed.Workshops for local Pokot are already organized by the EPMP and will be continued at the resource centre. Workshops and lectures can differ from single events to more extended courses, spread over a longer period of time. The group size can differ as well. The EPMP will keep their sponsors up to date about the project, this will be further discussed in the ‘Channels’ paragraph.

CommunityThe customer relation is already community based, because the customers are all members of the local community (Pokot). Most of the employees working at the medical dispensaries of the EPMP are also Pokot, which means the community is already involved within the organization. With their services the EPMP aims to reach the whole community, so their approach will certainly involve the building and maintenance of relationships with the local community.

Co-creation; Need-assessment, workshops & activitiesAccording to Ynzo van Zanten (2011) co-creation will increase both customer- and employee loyalty, and will lead to increase productivity. In order to increase the impact of the services provided at the resource centre, co-creation by the community members is desired. By doing an extensive need-assessment the designers of the resource centre used this concept of co-creating during the process of designing the building. Later, co-creation can be used to evaluate the needs of the local community, to develop and improve the workshops and create new ideas for activities around the centre. Furthermore the EPMP could investigate the possibility to incorporate cross-sector collaborations, because research shows such partnerships can create and deliver both social and economic value, which can be mutually reinforcing (Nicolas M. Dahan et al. 2009) In a later stadium of the project, the EPMP could reach out to other businesses to get them to settle in the resource centre, since the centre could be a great place for business as well. These kind of relationships with other businesses could be even more interesting since the interest in a base (or bottom)-of-the-pyramid (BoP) perspective on business strategy and poverty alleviation has continued to grow (London, Ted. 2007). For the EPMP opportunities may lie in the collaboration with local business.

Employees op the EPMP working in the dispensary

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Channels Thirza

The EPMP wants to deliver the value propositions mentioned before to the Pokot and the sponsors through different channels. We will distinguish six different channels to reach the Pokot: the resource centre, a water tap point, a medical dispensary, sanitary, road signs and flyers and word of mouth (Team Pokot, 2016). To reach the sponsors, the EPMP uses the internet. In figure 2 you can see which channels lead to a certain value proposition for a specific customer. Channels know different phases (Osterwalder, 2014). Each phase includes one or more channels. The phases and the corresponding channels can be seen in appendix A, and will be explained below.

InternetThe value ‘good feeling’ will reach the sponsors through the internet. The EPMP keeps in touch with the sponsors by skype and sending newsletters and emails (S. Tseggai, personal announcement, October 5, 2016.). Through this channel sponsors can also question the activities of the EPMP. In the future a website could be an optional channel to reach potential sponsors.

Water tap pointThe value ‘drinking water’ will reach the Pokot through a water tap point. The water tap point will be free of use by the visitors of the resource centre (Team Pokot, 2012).

Medical dispensaryThe value ‘health care’ will reach the Pokot by a medical dispensary. At this dispensary the EPMP will provide medical treatments, medicine and consultation (Team Pokot, 2016). At the dispensary, the Pokot can use these services on a daily base, at the outstations of the dispensaries they can use the services on a monthly base. The Pokot are expected to pay a small amount of money for the services, however in many cases they do not have any and it is not uncommon to pay for medical services with caddle (Team Pokot, 2012).

SanitaryThe value ‘sanitation’ will reach the Pokot by a sanitary facility. This sanitary facility will be an example of sustainable, eco-friendly and hygienic sanitation. The sanitary will be free of use by the visitors of the resource centre (Team pokot, 2012).

Resource centre Several values, namely: health education, meeting place, access to knowledge and job opportunities, will reach the Pokot through the resource centre. The resource centre will provide in accommodation for the workshops/trainings that will be given by the EPMP concerning health care, personal empowerment, water harvesting et cetera (see Key activities). The centre will also function as a meeting place for the Pokot community to enhance their community feeling. Inside the resource centre will be a library with books and computers to give the Pokot access to knowledge. The resource centre will also provide in job opportunities, because the maintenance of the building will require the skills of local employees (see Key activities).

Word of mouthAll values concerning the Pokot community will reach the Pokot through word of mouth marketing. Because most Pokot do not have easy access to the internet, mobile networks et cetera (Team Pokot, 2012), mouth to mouth advertising will be the main source of marketing. This channel can also be used by the Pokot to give suggestions and feed-back on the services provided by the EPMP.

Road signs and flyersSome values concerning the Pokot community will reach the Pokot also through the use of road signs and flyers . The EPMP already uses road signs to point at the medical dispensary. Road signs will also be used to point at the Pokot Resource Centre, sanitary and water tap point. Flyers can be used to announce workshops, meetings, vacancies et cetera.

Water tap point SanitaryMedical dispensary

Cust

omer

Chan

nels

Valu

e pr

opos

itio

n

Internet

Drinking water Health careGood feeling Access to knowledgeSanitation Meeting placeHealth education

Pokot peopleSponsors

Job oppertunities

Medical dispesary Resource centre

Word of mouth

Road signs and flyers

Figure 2: channels leading to certain value propositions for a specific customers11

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Revenue streams; financial Martijn

In the financial revenue streams there are revenues from the two customers: Pokot People and Sponsors. For the Pokot People most of the services the EPMP delivers will be free of charge, such as free drinking water while conducting a free workshop. Or free use of the sanitation.

Health care feesThe healthcare is the only service the Pokot People will pay a small fee for in order to be sure they will not conduct the healthcare service for every small pain they have. On the other hand, the small fee is determined so that the healthcare is still available for everyone. This revenue is only a small contribution in the revenue stream of the EPMP and is not enough for the healthcare to even come close of making a profit.

Sponsor moneyIn order to play quits the EPMP has a lot of sponsors who donated a lot of money to realize and run all the services. For instance, this summer they’ve got 90.000 euro from a European organisation in order to build a new dispensary and get the right equipment for that dispensary. To achieve this kind of financing the EPMP puts a lot of afford in achieving this funds. Also in the exploitation phase they will need some sponsors to pay for the maintenance and the employees who are providing the services. This cost will be specified in the cost structure.

Reduced water costsAnother revenue stream can be described as a cut in the costs, because when there is a water supply system there will be no need to order a truck with clean drinking water or let women collect a bucket of water from another water source in the area. The women cost 10 kshs (Kenyan shilling) when they have to walk 1 kilometre and 20 kshs when they have to walk 2 kilometres. For the water truck has to be paid a fee, how high this fee is will depend on the circumstances. (Team Pokot, 2012)

Revenue streams; Planet & People Martijn

Within development projects there are more revenues than financial revenues. Because development projects will have revenue streams for planet and people. This revenue streams will be defined for our own project in two categories: • Social revenues • Ecological revenues

Social revenuesWithin this project there are a few social revenues for some value propositions. Social revenues are a result of social entrepreneurship (Ruijter, 2010) and can be seen as a social return on investment for the sponsors.

EmploymentThis whole project will create employment for some people of the community. Because the EPMP wants to involve the community in their business. So they will need some people for the maintenance and the cleaning of the buildings. In the library or computer room there is also needed one person to keep an eye on everything (Team Pokot, 2012).

Improved community healthImprove community health is another social revenue. This social revenue will come from the workshop that for instance will be given about HIV/aids. The community health will also be improved with the healthcare that will be given. To show how important this social revenue is can be seen in the sustainable development goals from the UN, where it is the third goal (UN, 2015). This revenue can be measured in a percentage that knows about HIV/aids and how to prevent this, but also in numbers of deaths or sick persons per year.

Community FeelingThe resource centre will foresee in a wish from the EPMP to bring people together. This has a revenue that we called community feeling. This community feeling is going to be stronger when the Pokot People can meet in the resource centre. Than

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it will become a place where friendships and collaborations can be made. This is revenue can be measured if it’s possible to see what kinds and how many friendships and collaborations it has brought forth. What kind of different friendships and collaborations have been made because of this community feeling and how was it like before.

Improved access to clean waterA water supply system will not only foresee in a cheaper way to get clean water, but it will also improve the access to clean water for the Pokot People. Also this social revenue is included in the UN sustainable development goals (UN, 2015). The effect of a water supply system can really easy be measured, because in the report of 2012 there are numbers given of 2005 and 2009 about access to clean water. If you measure this numbers again after the installation of the water supply system you can see the difference it makes.

Ecological revenuesRevenues that will foresee in less environmental damage can be seen as ecological revenues.

Less groundwater pollutionWithin this Business Model an ecological revenue is less groundwater pollution. This revenue can be achieved by good sanitation, because before the sanitation they will do it in nature or in hole in the ground. In this way the feces will end up mixed with the ground water. When there is good sanitation the feces can be aborted in a way it will not end up in the ground water. A less of groundwater pollution can be measured with a test of the ground water before and after the sanitation.

Key activities Thirza

The EPMP will be involved in three key activities to ensure the Pokot Resource Centre will have a sustainable business model. The activities will be: providing health care, managing and maintaining the centre and giving workshops/trainings. Each of these activities are problem solving activities and will be explained below. Health careThe goal of the EPMP is to improve the overall health standard of the Pokot people by providing health services in the remote East Pokot region. To achieve this, they provide medical treatments, medicine and consultation in several dispensaries located in this region. Next to this, the EPMP organizes mobile clinics at outstations to provide vaccinations and to monitor the health of babies, young children and their mothers. Main health care concerning activities of the EPMP (Team Pokot, 2016) consist of: • Disease control• Monitoring of the population• Diagnostic and curative services (offered daily in the dispensaries and monthly at

the mobile outstations)• Provision of courses on basic health and hygiene to village health workers and

traditional birth attendants• Provision of education in schools on disease prevention• Etc. Workshops/trainingsThe main aim of the Pokot Resource Centre project is to develop and construct a resource centre to provide information and workshops in order to improve the health and life of the Kenyan Pokot community. Transfer and exchange of knowledge is essential to achieve this goal and will take place through several actions during the exploitation of the centre. One of these actions will be to give workshops/trainings on several subjects. This is actually something the EPMP is already doing, but the Pokot Resource Centre will provide in accommodation of the workshops/trainings. The subjects of the workshops/trainings will be in the following categories:

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• Pre- and postnatal care• Anti-FGM• Anti-HIV/aids• Anti-malaria• Hygiene and nutrition instructions• Water harvesting• Personal empowerment• Know-how to employ• Enhance local resources• Ecological conservation• Etc. At present, mostly women attend health talks. Considering Pokot women have to do the household tasks, child bearing, are exposed to low health conditions and subjected to FGM. However, the EPMP aims to also reach the elder and men because creating awareness on health risks for example FGM can lower group pressure. The other workshops/trainings aim to reach especially the youth. Many of the youth consider education as the ticket to development and are determined to improve their lives. The workshops/trainings given by the EPMP can be of great use to achieve this. (Team Pokot, 2016) Manage and maintainThe EPMP will be responsible to manage and maintain the resource centre together with locals once the construction has been finished. The EPMP will also be responsible for financing the exploitation of the centre and taking care of security issues. (Team Pokot, 2016)

Key resources Tobias

Medical dispensaryThe original goal of the EPMP was to extend the health services in the remote areas of East Pokot, with a focus on prevention. To achieve this, a dispensary was created in Barpello. Nowadays the dispensary provides basic medical treatments, for example immunization, disease control and diagnostic and curative services. The services of the EPMP can be used by all people in the East Pokot region, but their main target group are women with their children and school children and students from the area. The dispensary is also the centre from which the mobile clinics operate. These mobile clinics travel to the more remote places in the East Pokot region to provide medical services.

Resource centreThe main purpose of the resource centre is to provide a place to organize health seminars and community health education. The subjects of this education are for instance HIV/aids, female genital mutilation and malaria. The EPMP will take the responsibility of organizing these seminars and education courses. As mentioned in the value propositions, there is also a need of a meeting place for the Pokot people. The resource centre provides this place where the people from Barpello come together.

SanitaryTo provide better sanitation to the Pokot people, it is needed to change the way of building toilets in the East Pokot region. The new toilets should be completely separated from the groundwater. In that way, the groundwater quality could be improved a lot.

EmployeesThe resource centre and dispensary will need maintenance and cleaning. To execute these tasks, some employees are needed. These employees are supposed to be recruited from the Pokot tribe. To provide the health education at the resource centre and the healthcare at the dispensary, medical staff is needed. This can be Pokot people who have had some medical education.

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Water supply systemTo provide drinking water to the visitors of the resource centre, some kind of water supply system is needed. This could for example be a rainwater harvesting system at the roof of the resource centre. In periods of prolonged drought, this could be replaced by a water truck which gets water from a well in the neighbourhood once in a while.

Books and computersTo provide a source of information and knowledge, computers with an internet connection and books are necessary at the resource centre. These will enable the Pokot people to perform research. A computer with an internet connection could also be used to stay in contact with the sponsors and provide them with information about the project they contributed to.

Key partners Martijn

When all buildings and services are in the exploitation phase there are some stakeholders where the EPMP has to work together with or have to make some agreements with. According to van Zanten (2011) these stakeholders can be categorised in internal and external stakeholders. Internal stakeholder are the key stakeholders that can help the EPMP get things started. External stakeholders are the key stakeholders that the EPMP needs or can learn from. This gives the EPMP two internal key partners and two external key partners.

Internal key partnersThe two internal key partners are the Elders of the Pokot tribe and Team Pokot.

EldersThe Elders are an internal key partner because the EPMP has to collaborate with them. This collaboration is needed to know what the wishes of the community are and to create involvement of the Pokot People with the services they can get. The Elders are an important key partner because when you get them at your side you will instantly get the whole tribe at your side. This collaboration will give the Pokot People access to all the services they can get and will improve the living conditions of these people and that is one of the responsibilities from the Elders.

Team PokotTeam Pokot is the other internal key partner. Team Pokot is since their internship in 2011 involved in this project, especially in the resource centre. Back then they were a group from the Minor International Entrepreneurship and Development So when the centre will be in exploitation phase Team Pokot will still have contact with the EPMP about the precise details of the resource centre. What Team Pokot will get in return for this collaboration is good feeling, but also an experience in social entrepreneurship (Dees, 1998).

External key partnersWhen in the exploitation phase there are two external key partners: The Chiefs and the regional development organisations.

Design of the Pokot Resource Centre

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ChiefsThe Chiefs can be divided in town chiefs and county chiefs. These Chiefs are needed to be sure al the services can be given. It is important for the EPMP to have good connection with the Chief, because the Chiefs go about policy in the certain areas. When the Chiefs and the EPMP have a good connection the Chiefs will get a community that has better living conditions in return.

Regional development organisationsThe regional development organisations are for the EPMP an external key partner, because the EPMP and the organisations can learn from each other. Another possibility is to help each other which problems that occur with the services they give. A good collaboration can be really useful for both sides, because both sides can learn from and give help to each other.

Cost structure; financial Tobias

From the business model of a sustainable entrepreneur it should be clear the goal is to reach an optimum between costs and revenues for financial, social and ecological aspects. (Vastbinder et al, 2012) Based on this definition, it can be said the EPMP functions according to sustainable entrepreneurship. This can be recognized in the business model of the EPMP by the fact that they strive to maximum revenues, with a focus on social revenues, while keeping all the costs as low as possible. The financial costs of the EPMP can be specified by three categories. As seen below, these three categories can be subdivided in more specific costs.

Salary to employees• Provide healthcare• Provide health education• Created job opportunities• Provide personal assistance• Provide workshops

Maintenance costs• Dispensary• Resource centre• Water supply system• Sanitary• Books + computers

Medical costs• Equipment to provide healthcare

Because we don’t have insight in the financial realization of the EPMP, it is not possible to provide an exact representation of the costs. According to the main goal of the EPMP and the activities they perform, we created an indication of the distribution of the costs (figure 3). The main goal of the EPMP is to provide medical support to people in the East Pokot area. Therefore, we expect the medical costs to take up the biggest part if

Team Pokot together with the EPMP

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the total costs. The medical costs include all the equipment needed to perform the medical tasks. The dispensary and the resource centre will be built as sustainable as possible. Because of this, it can be assumed the maintenance costs of the buildings will be relatively low. Meanwhile, to provide a good service, employees have to be present almost all the time, which is why we expect the salary cost to be somewhat higher.

Cost structure; Planet & People Tobias

Community conflictsA social cost which occurs by the work of the EPMP is “community conflicts”. By the work of the EPMP, some traditions of the Pokot people might be lost. For example, the EPMP tries, by empowerment of women, to reduce female genital mutilation. This causes friction between the older, more traditional Pokot people and the younger, more modern generation. The work of the EPMP produces practically no ecological costs. The only things which could be classified as ecological costs, is cutting down some trees to create a good building location of stone excavation for building materials. We are convinced these ecological costs are disproportionately low compared to the social and ecological revenues, which is why they were not integrated in the business model canvas.

Financial costs

Figure 3: Distribution of financial costs of the EPMP

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ConclusionsIn May 2017 the East Pokot Medical Project hopes to start with the exploitation of some services which can drastically improve the living conditions of the Pokot Community. For the exploitation phase of these services has been made a Business Model Canvas in order to get an overview of the business and to show the strong and weak points within this business.

The Business Model shows us a clear distinction between the different value propositions, with their own channels, relations, activities, resources and even costs and revenues (Figure 1 and 2). What stands out are the many social revenues these services can have. Many social revenues are a sign of social entrepreneurship (Dees, 1998; Seelos & Mair, 2005; Ruijter, 2010). There can be conclude that the EPMP is a social entrepreneur.

These social revenues are one of the strengths of this Business Model, because the improvement of life circumstances is a worldwide topic (UN, 2015). The services the EPMP provides will foresee in 3 of the 17 sustainable development goals of the UN. This shows that these revenues are a really strong point of the Business Model. Another strength of the Business Model is that there are no ecological costs when exploiting the services

On the other hand, the Business Model does also have its weaknesses. So is this Business Model made on assumptions. For this assumptions The placement report (2012) and the project plan (2016) of Team Pokot has been used to make these assumptions. Because the exploitation phase is planned to start at May 2017 there is the possibility to check this assumptions during our internship. Another weakness are the financial costs and revenues. It was not able to define this costs and revenues for an exact amount of money. Because of this it’s not clear of the EPMP will make a profit or a loss out of the services. Another financial weakness is the money from the sponsors, because the EPMP is dependent from these sponsor to facilitate the services. When these sponsors aren’t there the EPMP will not be able to facilitate the services anymore. The EPMP is busy making plans for making the services self sustainable so they have to depend less on the money of the sponsors.

The biggest weakness of the Business Model is the dependency of the EPMP to the Pokot Community. If the community will not visit the resource centre or the dispensary

there isn’t even a costumer for the EPMP and will there be not any revenue. In order to be sure the Pokot Community will come and visit the services, the EPMP has to collaborate with the Elders of the Pokot and maintain their good relationship to each other. There also will be hand out free water if they conduct one of the services. Word of mouth and the road signs will bring awareness to the community. These measures will hopefully be enough to let the Pokot Community visit the services the EPMP provides.

In conclusion, the Business Model shows us a clear distinction of how to provide these services and how these services can improve the life circumstances of the Pokot Community. The dependency of the EPMP to the sponsors and the Pokot Community can be a big problem, but there are certain possibilities to be sure this dependencies will not influence the EPMP in giving their services.

Pokot Water Project intens

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Appendix A