John Reihl, President of CMC, wrote recently,
Dear Members of the VCMCF Board of Directors,
I am please to share with you that CMC’s extraordinary response to the coronavirus in India, has earned her the highest accolades from three different independent evaluation organizations. The awards received were as follows:
Awarded First Prize by the Consortium of Accredited Healthcare Organization (CAHO) in its “Workplace Safety During the COVID-19 Pandemic” evaluation of large hospitals (of more than 600 beds) in all of India, on September 17, 2020.
Recipient of the Federation of Indian Chambers of Commerce and Industry’s (FICCI’s) “Excellence in Hospital Preparedness for COVID-19” Award on September 19, 2020.
Winner of the India Today “Healthgiri Award” given to the Best Charity Hospital committed to combating COVID-19. The award ceremony was aired live on Aaj Tak television on October 2, 2020. (see attached for a recording of this event.)
Our congratulations and words of great appreciation go out to Dr. J.V. Peter and his medical team for all of their efforts and show of compassion for more than 7,500 patients who have received their medical care.
You can view the announcement on India Today:
CMC was also spotlighted in the Harvard Business Review, by being cited as one one of the leading and innovative non-profits in Health Care
When Business as Usual Isn’t Working, Look to Nonprofits for Inspiration…
What makes CMC’s work particularly relevant to business leaders, though, is how it has succeeded within the constraints of dealing with 1) a complex process of inclusivity in a society with high levels of gender, caste, and economic inequality, 2) a tension between maintaining a high quality of service and affordability, and 3) severe resource constraints as a nonprofit organization.
After interviewing various current and retired leaders, faculty and associates of CMC — in particular, its Community Health and Development (CHAD) department — I identified three interrelated strategies that are relevant to businesses seeking to add societal value in the Covid era: 1) pursue intermediate goals; 2) embrace seemingly contradictory tensions; and 3) do more with less. The key to CMC’s community health success lies in the interconnectedness of these strategies, rather than on any single factor in isolation. Click here to read the entire article.
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