Introduction
In this article, we speak with MOE trustee Simon Hampel about the two-door principle that MOE has been applying to its course access since its inception in 2012, following the example of an eye care facility in India. This approach not only benefits those in need but also helps the organisation make a lasting impact on the communities it serves.
What is the two-door principle?
The two-door system is a concept that was introduced by Dr. Venkataswamy, the founder of Aravind Eye Care Systems in India and revolves around the idea of having two doors at a healthcare facility – one for those who can afford to pay for services and one for those who cannot.
The concept was born out of the realisation that it was not fair to decide who could afford to pay for services and who could not. Instead of relying on receptionists or doctors to make these decisions based on appearances, Dr. Venkataswamy decided to trust people to make the right choice for themselves.
The premise is that human beings are generally honest and will choose the door that feels appropriate to them based on their financial situation.
Equal access for all
At the heart of the Aravind model is a commitment to providing care to all, regardless of their ability to pay. Patients are welcomed at the hospital and given the option to declare whether they can afford treatment or not. This decision is made quickly, and patients are often treated on the same day, eliminating long wait times and ensuring timely care. This approach not only ensures that those in need receive treatment promptly but also fosters a sense of trust and fairness within the community.
Furthermore, the Aravind system operates on a sustainable financial model. By charging those who can afford treatment and using the surplus to cover the costs of those who cannot pay, the organisation is able to fund its operations and even invest in manufacturing cheap consumables for eye care procedures. This not only lowers the cost of treatment for patients but also ensures a steady revenue stream for the organisation to continue its mission of providing quality eye care to all.
Passing on skills
In addition to its financial sustainability, the Aravind model also focuses on building a skilled workforce through training and mentorship. Young surgeons are given the opportunity to learn and practise their skills within the hospital, leading to high levels of quality and successful outcomes for patients. This not only benefits the patients but also creates a pipeline of skilled professionals who can continue to serve the community and advance their own careers elsewhere.
The success of the two-door principle at Aravind Eye Care Systems inspired other organisations, including Right to Sight under the management of then-CEO Simon Hampel, to adopt a similar approach in their operations. By following this model, Right to Sight was able to provide eye care services in countries like Congo, Angola, Rwanda, Ethiopia, Malawi, Cameroon, and South Africa. The principle of those who can afford to pay covering the cost of those who cannot was a key factor in the organisation’s ability to expand its services to different regions.
Humanity at the forefront of choices
The international growth of the Aravind model demonstrates its universal appeal. Regardless of cultural or geographical differences, the principles of humanity and compassion resonate with people around the world. By focusing on the needs of individuals and prioritising their well-being, organisations can create lasting impact and build sustainable systems that serve diverse populations.
By creating a system where individuals feel valued and empowered, they are more likely to spread the word and attract others who share their passion. This sense of community and trust is essential for building strong relationships and fostering collaboration.
The key theme is the idea of putting humanity at the forefront of choices. This concept is central to the success of the Aravind Eye Care System and can be applied to various aspects of life, not just healthcare. When individuals feel heard, seen, trusted, and safe, they are more likely to contribute positively to their communities and seek to share their experiences with others.
The Aravind model and MOE Foundation
The implementation of the Aravind model at MOE, following many conversations between Simon Hampel and MOE Founder Darren Robson, highlights how this approach can lead to rapid and viral growth.
Fairness
The Aravind model is based on the commitment to provide eye care for all, regardless of their ability to pay. MOE’s commitment to providing coaching training and mental health first aid training to all is based on the same principle. The quality of the MOE Coach Training course is such that similar courses charge over £2500 – except MOE doesn’t. We ask for a contribution (typically between £400-600) from individuals and organisations, and there are a number of gifted places on each course for those who may be experiencing hardship.
Trust
Just like at Aravind, MOE operates on the basis of trust, and believes that people are able to self-select according to their financial access. We don’t tell people they should pay, or pay more. When people feel trusted and supported, there is more trust within the community. This trust can lead to better communication, collaboration, and ultimately better outcomes for everyone involved. It is one of the reasons why the MOE Community is so fantastic!
Sustainability
In addition to its financial sustainability, the Aravind model also focuses on building a skilled workforce through training and mentorship. At MOE, the journey doesn’t have to stop after completing the Coach Training Course. We encourage all our graduates to join a training team, to help mentor other coach training students, and there is even a career path as a Coach Trainer laid out for those interested. We believe that by being part of something larger than themselves, young people are inspired to contribute, learn, and grow, ultimately passing on their knowledge and skills to future generations. This cycle of mentorship and empowerment not only strengthens communities but also fosters a culture of collaboration and continuous improvement.
Finally, as MOE graduates come from all walks of life and go on to do many different things, we’d like to encourage you to think about how you could apply the two-door system to your business, charity or offerings.
Further resources
For those struggling with defining financial access for themselves, this article about The Sliding Scale: A Tool of Economic Justice provides some guidance.
To read more about the Aravind model, see this article in the Harvard Business Review.
