As a nonprofit organization, we would likely impose no fees on our elderly residents, making our home a more desirable destination than traditional for-profit nursery homes for families seeking a refuge for their aging relatives. There may also be advocacy groups working on behalf of orphaned children that may object to the overall spirit of our nursery/children's home concept. This opposition would likely stem from the mistaken belief that housing young, and often vulnerable, children in close proximity to adults may present an overt risk. Finally, some insurance agencies may find an issue with the risk of disease transmission from the elderly to the children, because older people often suffer from failing health, while young children are inherently more susceptible to common illnesses such as influenza and other viruses.

9) What are the risks of your organization and how do you plan to solve them?

The first risk that our nursery/children's home organization would be forced to confront is the controversial aspects of housing adults and children in close confines. While the therapeutic and mental health benefits of this family-like relationship are well documented, some individuals, advocacy groups or government agencies may find that certain conflicts of interest exist. The threat of abuse occurring within our project house, whether in the form of hitting and spanking as punishment or sexual molestation, is of the utmost importance to our organization and every measure will be taken to prevent incidences of abuse from taking place. Before moving into the nursery/children's home, all prospective residents will undergo psychological evaluation and training to prepare them for this unique living situation. Only residents who pass these screenings, proving that they are of sound mind and have no criminal records to speak of, will be permitted to move into the nursery/children's home. Once they have moved in, our volunteers will be sure to emphasize the importance of living together as a family unit, while also demonstrating how important family can be when trying to honor our shared Turkish culture.

Another risk involved in our project is the threat of running out of capital to fund the house on a daily basis. As a nonprofit organization, we would be reliant on donations and government funding to continue operations, so it will be crucial to keep a reserve of capital on hand to make it through any lean times. We believe that accumulating enough capital for 12 months of operation is the most responsible choice, and the house will not open unless we have enough capital to support this amount of time.

10) How are you going to scale up your model? What might be the measures to use to assess the impact of your organization?

If our concept proves to be worthwhile and both children and old people are found to benefit from living in a nursery/children's home, it will become necessary to scale our model upward and expand. Additional houses could be purchased as our funding grew, with a nursery/children's home becoming a vital part of cities like Ankara, Istanbul and Bodrum. Once we have established ourselves in these high population areas, we could then begin establishing nursery/children's homes in smaller locales like Bursa, Konya and Alanya.

In order to assess the impact of our organization, we would likely utilize personal surveys to gauge the well-being of our residents and compare these to surveys taken when they moved in. Any improvements in the resident's mental or physical health would also be observed. To avoid the risk of institutional bias, it would be necessary to allow third-party monitors that may provide objective analysis of our progress.