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Eye Fund I

. IOL implantation into the lens bag. Aravind Eye Hospital. 1978-2003: 2M surgeries; 16M outpatients 2006: 250,000 eye surgeries per year (more than UK) and 2 patients treatedAble to be self sustaining and grow while staying true to social mission of serving poorPatient centered systems and careSustainable model replicated in 190 locations throughout the world: Nepal, India, Egypt, Malawi, Kenya, Guatemala, El Salvador, others .

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Eye Fund I

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    1. Eye Fund I

    2. Picture of intraocular lens in the eyePicture of intraocular lens in the eye

    3. Aravind Eye Hospital 1978-2003: 2M surgeries; 16M outpatients 2006: 250,000 eye surgeries per year (more than UK) and 2 patients treated Able to be self sustaining and grow while staying true to social mission of serving poor Patient centered systems and care Sustainable model replicated in 190 locations throughout the world: Nepal, India, Egypt, Malawi, Kenya, Guatemala, El Salvador, others

    4. Financial Viability

    6. Photos of Lumbini patients in NepalPhotos of Lumbini patients in Nepal

    7. Magrabi Eye Hospital – Cairo

    8. Capacity Building Consultancy Participating Hospitals as of June 2006

    12. Change Competitive Landscape Pricing is the weapon India market growth in cataract surgery after Aurolab 1992-2006: 800,000 to 4.5 million 2 companies grow to over 10 Commercial companies compete with Aurolab on price and quality Aurolab competition lowers pricing: Ethicon V. Aurolab $100/box to $23/box Oticon example How IOL companies reduced prices and gained interest in developing country marketsOticon example How IOL companies reduced prices and gained interest in developing country markets

    13. Sculpting Costs & Margins to fit Reality Comparing Apples to Apples

    14. Eye Fund I: Structural Overview

    15. Eye Fund I - Three Driving Forces Approximately 37 million people are blind worldwide and another 150 million have serious visual impairment, of which 75% are easily treatable/preventable (i.e. cataracts, glaucoma) Grants are insufficient to meet Vision 2020 goals Collective annual spending roughly $250 MM

    16. Challenges for Social Investing Social sector is fragmented Social and financial sectors are opaque to one another Cost of capital is high: 20-60% compared to 7% for capital market companies Supply of capital is small (limited to philanthropy) and moves slowly Need for financial intermediaries to group smaller investments under Go beyond micro credit to create the capital market for social enterprises Go beyond ‘socially responsible investing’ to socially transforming’ investing’

    17. Social Investing Ecosystem Create social investing platform with tools for affinity groups, intermediaries and investors to use to: Find each other Discover, aggregate and pre-qualify investing pools Utilize pre-existing templates for transacting deals Educate financial and social to speak same language Apply financial engineering/risk management tools of the financial sector to the social sector Create for each sector agreed upon metrics by which social impact is measured Create environment for syndicated social financing Enable social sector to have collective voice to condition how financing comes to them

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