Envejecimiento

Cada vez mas personas viven mas años, empeorando su estado global de salud y bienestar. El impacto en costes de este hecho es insostenible. Por otro lado, queremos mitigar el tedio,la soledad y la incertidumbre de pacientes y familiares sin renunciar al acceso a una atención y cuidado personalizado, con soluciones practicas y sencillas que les mantienen activos e incluidos en su entorno, y les hacen sentirse acompañados, útiles y no enfermos. También minimizar la entrada masiva en el sistema sanitario de gente actualmente en situación de búsqueda de empleo, facilitando que la población civil se implique en el servicio a personas que necesitan apoyo ciudadano para mejorar su calidad de vida, promoviendo con ello, también la adopción de comportamientos solidarios, saludables y sostenibles.

La solución del proyecto PAZ se concreta en el Plan de acompañamiento a diferentes perfiles de pacientes y cuidadores. Una vez detectadas las necesidades específicas en cada paciente, se diseña el conjunto de actividades que le ayuden a mejorar su bienestar y que comprenden desde talleres de formación, actividades lúdicas, artísticas, de servicio y apoyo en domicilio que mejoren su nutrición, adherencia al tratamiento, y nivel de estrés. Este plan complementa el terapéutico, coordinado por la gestora de casos, y es impartido por redes de voluntarios diversos, cercanos al domicilio de los pacientes, con diferentes experiencias y capacidades. La solución personalizada, se incorpora a una plataforma-web a la que facilita comunicación y la generación de comunidades de práctica.

El Proyecto PAZ de gestión social, se basa en la premisa de que los pacientes crónicos y sus familiares estan inmersos en una rutina, y se sienten solos y desorientados. Consideramos que no sólo la medicina ayuda a que los enfermos se sientan mejor. También el apoyo afectivo y emocional es un elemento clave para aumentar la satisfacción, el bienestar de los pacientes, para el logro del óptimo estado de salud mutuo. El principal objetivo de la solución de PAZ es el impacto en la reducción en los costes directos y, a través de la coordinación del Plan de acompañamiento para la salud de pacientes y sus cuidadores, facilitar también una mejor experiencia personal y mejora de los indicadores de salud y bienestar. El plan se vincula, complementa y optimiza los objetivos médicos y terapéuticos.

Con una visión integradora, la propuesta de valor se basa en la disminución de los costes directos por: menor frecuentación al medico, reducción en ingresos hospitalario, y la reducción del numero de pruebas y procedimientos. Se han descrito reducciones de hasta el 47% de reingresos en pacientes de alta complejidad. Estos pacientes son el 15% del total de personas atendidas, suponen el 80% del gasto total de una institución. Se genera valor al reducir este gasto mejorando el bienestar del paciente, y también sacando del sistema sanitario lo que puede hacerse en otro entorno mas inclusivo y personalizadamente, a través de las intervenciones de formación, y del plan de acompañamiento del voluntariado, siempre diverso y actualizado, lo que permite pacientes mas activos y con mayor bienestar.

Individual y prioritariamente, los pacientes crónicos, los cuidadores familiares, y las gestoras de casos-health coaches. También son claros beneficiarios los sistemas sanitarios, hospitales, mutuas y centros residenciales, por el ahorro directo que les supone la aplicación del modelo, y por la mejora del clima laboral y la reducción de la carga asistencial directa entre la población médica. También se benefician de nuestro trabajo, los propios voluntarios, especialmente los reclutados desde una situación de desempleo. Por último las empresas que, en su desarrollo corporativo, cada vez mas solidario, incorporan planes de mayor impacto social, e invierten en pilotos del modelo, a la vez que se convierten en fuente de voluntariado

Para todos ellos, el principal enfoque es el de la gestión de la diversidad. Empezando por la diversidad de los pacientes y de los voluntarios. Las diferencias en género, edad, cultura, etc, son consideradas para la selección y asignación del voluntario, para la óptima atención a las necesidades de un paciente y de un cuidador también diverso. El enfoque es holístico y transversal, va de lo social a lo sanitario y, la implementación del modelo permite neutralizar los vacíos que se dan en el ecosistema del paciente. El modelo utiliza enfoque y tecnicas especificas para el logro de una innovación continua, y afianza el uso de la tecnología a través de actividades físicas y relacionales virtuales y acompañadas

Las actividades de Mentoring y Coaching, ademas de la Formación en habilidades e innovación, son las principales herramientas propuestas para lograr el objetivo del proyecto, esto es, coordinar un Plan de acompañamiento personalizado para la salud, de pacientes y sus cuidadores, que optimiza los objetivos medico-terapéuticos, a un coste cero para la organización que invierte en la implementación del modelo. En el Plan se incluyen actividades con voluntarios de: ocio, aprendizaje, talleres sociales, artísticos, lúdicos. Se generan grupos de apoyo mutuo entre cuidadores y pacientes. Se da atención telefónica. Según los objetivos y necesidades para cada paciente, se personaliza la formación en autocuidado, adherencia a la medicación, gestión del estrés, nutrición y hábitos saludables.

El propio modelo de base cooperativa, facilita y promueve la creación de alianzas para potenciar estas iniciativas que promueven la inclusión social. Nuestra comprensión del trabajo nos impulsa a crear amplios consorcios de base colaborativa, a medida que el proyecto se va expandiendo. Aunque estamos conscientes que en cuanto el modelo esté operativo, otras instituciones lo adaptarán o replicarán, el principio de solidaridad social ya es una tendencia irreversible en el mundo actual.

La situación económica y política que vive el país, dificulta sobremanera, el inicio de los pilotos. El momento actual es no solo de resistencia al cambio, sino de miedo y de intromisión en lo asistencial, de criterios politicos y económicos. La actual fragmentación del sistema publico sanitario y el enfrentamiento entre disferentes departamentos sociales y sanitarios, dificultan el arranque de la solución. El reclutamiento del voluntariado, por la dedicación de tiempo que supone, y la formación de la red de agentes y formadores, son ambos, aspectos de alta demanda de tiempo. Aunque la experiencia lograda en tan solo 3 meses, nos infunde la certeza de que el modelo genera evidente demanda y por lo tanto, el crecimiento esta prácticamente asegurado.

Con los resultados integrados de los pilotos iniciados este año, facilitamos la generación de evidencia para la redistribución de recursos asignados a la cronicidad. Con esto, aplicamos estrategias diferenciadas para tres segmentos: 1-empresas sanitarias/farmaceuticas, 2- clientes de Mutuas privadas y Mutualidad laboral, y 3-Centros Residenciales y servicios de atención domiciliaria.

La necesidad detectada es de sostenibilidad, y de gran trascendencia. El interés y feed back recibido por parte de los múltiples stakeholders consultados, de todo ámbito, público y privado, tecnológicos, sociales, de conocimiento, etc.. asi nos lo indican. Las altas tasas de desempleo actuales, y los cambios en patrones demograficos nos evidencian que el momento de oportunidad es claramente este.

Los objetivos generales incluyen el primer año, 2013,la puesta en marcha de 5 estudios en pacientes crónicos complejos, para demostrar la eficacia de la solución que planteamos. Los Outputs de los propios proyectos proporcionan los recursos para seguir creciendo, y el modelo se adelanta innovando al incorporar necesidades sociales detectadas, y se complementa con las innovaciones tecnológicas.

Nuestro plan actual, detalla la estrategia para los años 1 a 3. A partir del tercer año, prevemos, un cambio de entorno sustancial muy favorable para nuestra expansión, tanto en las instituciones hospitalarias, sociosanitarias y domiciliarias. El modelo del Proyecto PAZ, en este plazo, habrá anticipado y contribuido a que se produzcan estos cambios., convirtiéndose en un referente de soluciones para las personas con enfermedades crónicas. Los objetivos son seguir atendiendo y cuidando a la población crónica de una forma integrada, e integradora de diversos socios. El desarrollo de estrategias de acceso a las empresas farmacéuticas y sanitarias, va a ser una actividad central. Aunamos esto con la mejora en costes que facilitamos a las Mutuas, instituciones y centros públicos y privados.

Late Living is seeking to solve the problem of finding senior care efficiently and effectively using technology.

Using the current approach, families of an aging loved one are forced to cooperate with placement agency policies and potentially unethical practices or continue the search on their own. Tackling this monumental and emotional task currently requires countless phone calls and in person tours that squander resources, waste time and limit other viable options. Many simply do not have the time or money required to locate suitable living arrangements on their own, especially when geographical distance becomes a barrier.

Users will have free access to the website, its features, and all of the video tours without a subscription. As part of this free access, users will also be able to create their own account to simplify their search and save and share their favorite facilities privately. Family members can then make comments and suggestions on a user's favorites through a unique method that does not require an account or sign in. By using this method, family members can be involved in the decision making process regardless of location.

In addition to helping seniors and their families, Late Living is also modernizing the way facilities market their services to prospective clients in the form of video licensing and analytic subscriptions for enhanced target marketing efforts.

Late Living's management team has a dream to create an indispensable tool that aids hundreds of thousands of elderly citizens in finding adequate care later in life without ever leaving home. Late Living’s dream is to become the Zillow of assisted living with the room availability information of a Hotwire.com service. Our primary goal is to create the leading online website for locating assisted living through the use of video walk through tours. In doing this we have a mission to accomplish two objectives; redefine an industry held back by crippling paradigms and influenced by unethical practices; ease the burden felt by family and loved ones by providing a user friendly online tool that will aid in better decision making with less effort.

The LateLiving.com website and it's tools revolutionize the search for senior care by transforming a three to four week search into a three to four hour decision. Through the use of the tours and unique sharing features families can tour as many locations as they'd like from anywhere in the country and collaborate on the decision as a family instead of the burden falling on the eldest child or closest family member.

We also take the value proposition one step further with a completely new approach to reaching seniors and their families through the use of magnetic marketing. By licensing the video and subscribing to our monthly video analytic package facility marketing staff can see who their top prospects are, target their marketing efforts and reduce their work load by up to 96%.

There are two customer segments in our market. Website visitors and facility marketing staff.

A website visitor in our target market is a U.S. Adult ranging in age from 40 to 60 years old. Most of these users will be searching for senior living for someone other than themselves, namely a loved one or aging parent in need of care. They are professionals with busy schedules and family members spread across regions.

Facility administrators match the profile of marketing and sales staff of larger centers (50 apartments or more), who need a viable alternative to placement agencies and have very little marketing automation knowledge.

Various segmentation exist within each group and we are currently working to identify the most profitable and most accepting market segments.

The go to market strategy to build the database of video tours as quickly as possible. The success of LateLiving.com rests squarely on the quantity and quality of the content. In order to maximize the amount of content and to surpass the usefulness of competitor sites, filming of the video tours and setup on LateLiving.com will be free of charge until September 2013. Utilizing this strategy will allow the directory to capture nearly all of the locations in the state of Arizona.

A free basic video tour will ignite interest in the project and allow access to key decision makers in each facility. They will then be offered an up sell of additional video enhancements and a paid monthly licensing of the video for use on a facility website packaged with an analytics subscription.

Our primary activities involve the creation, maintenance, and feature enhancements of the online database. We also educate facility staff of the new availability of our services and coordinate of filming and editing of the senior communities.

Educating the sales and marketing staff of senior communities has also emerged as being a primary activity of the company because of the lack of marketing automation skills found within these organizations. This also aids in positioning our services as a time saving solution and expert knowledge of the subject.

As the database grows, our primary focus will be on educating the public of the availability of the video directory and the unique decision makign features it offers to families who are currently searching for care.

Currently, there are a large number of online directories that offer general information about the care facilities that list with their site. However two of them are industry leaders:

o APlaceForMom.com – founded in July 2000
o OurParents.com – founded April 2001

Due to the size of these companies and their current reach they pose the greatest threat to our growth if they can successfully implement a video solution and sharing feature similar to LateLiving.com.

These directories are maintained by companies who supply leads to placement agencies and charge no up front fee to have a listing on their site, their fee is in the form of commissions once a user moves in.

Marketing staff do not like using these directories because of the minimal value they provide to residents.

We face significant challenges as a start up company with regard to our team and funding. This is a game changing opportunity that has the potential to disrupt an entire industry and significant funding will be necessary to populate the online directory with a sufficient number of video tours as well as inform the target market about our services for their families. To overcome this hurdle, we have already reached out to angel investment groups and venture capital firms who have shown a mutual interest in our project and formed relationships before we are in need of funding.

Because we are a small team, we face the challenge of attracting A Game players to help us build the company. We also realize each team member has a runway of time they can contribute before requiring a salary.

We plan to film as many Arizona facilities as possible within the next 9 months with a target of 120 locations. We have become members of senior housing organizations that have given us access to nationwide senior living chains and sales meetings with key staff. We have also identified seven key states that will become the first regions for nationwide expansion (CA, TX, FL, OH, WA, OR, NV).

Over the past year we have integrated Infusionsoft as our CRM and marketing automation software with an eye toward rapid growth. Clearly documented processes have helped to completely automate repetitive tasks and reduce profile setup time on the LateLiving.com website by 70%. We have also signed up videographers in seven states at a cost savings of 65% market rate for this type of filming.

To accomplish our objectives there are five goals that need to be realized within the next year:

• Revenue Goal: $100,000
• Reach critical mass of 170 facility video tours on LateLiving.com
• Attain 75 monthly paying clients by the end of 2013
• Generate 20,000 visits per month by the end of 2013
• Achieve 50 resident placements from the website

Key activities include search engine optimization of the website, a public relations push as we hit our growth milestones in order to generate awareness and drive traffic to the website, and rapid expansion of the database to include all Arizona facilities.

Within a three year period Late Living will have captured a 40% market share and have complied a comprehensive database of video tours. Goals to accomplish within three years are as follows:

1. 2015 Revenue Goal: $6M
2. Host 1,600 facility video tours on LateLiving.com by the end of 2015
3. Monthly Recurring Revenue Goal: $244,000/mo
4. Attain 1,350 monthly paying clients by the end of 2015
5. Generate 300,000 visits per month by the end of 2015
6. Achieve 340 resident placements per month by the end of 2015

Even in a developed country like the Netherlands, 50% of stroke patients who are admitted to the hospital while having AF, are not previously known with and treated for the arrhythmia. Early identification and treatment of these patients can prevent thousands of strokes. In developing countries, limited access to health care results in even more underdiagnosis of AF and preventable strokes.
We want to address the epidemiologic global growth of AF and subsequent strokes. In the developed countries, screening programs will identify patients with silent (asymptomatic) AF. In developing countries, both symptomatic and asymptomatic AF needs to be diagnosed. Increasing awareness of the importance of diagnosing AF and treatment with anticoagulation will prevent thousands of strokes

Unique technology developed for very easy, fast and reliable screening. No infrastructure needed in order to diagnose AF
Automatic build-in ECG based algorithm. Storage of more than 140 ECG recordings. The AF ECGs are not overwritten, unless all non-AF strips are replaced by AF recordings. This allows for long-term autonomous use of the device without the burden of loosing relevant ECG data. Up to 1000 datasets of diagnosis will be stored.

We want to start screening programs in developing countries such as Russia, Ukrain, India, Turkey, China or Brazil by training of primary health care providers on how to use the MyDiagnostick in which patients and when to start anticoagulation by prescription of one of the new oral anticoagulants (and how to control the ventricular rate).

To dramatically improve AF detection and start therapy in order to prevent ischemic strokes (and heart failure), both in the western society as well as in developing countries

Easy and fast AF detection and start of anticoagulation by primary health care providers will reduce unnecessary strokes and costs. This will increase Qualy's at a low price.

In developed countries the MyDiagnostick is used by general practitioners, neurologists (in case of cryptogenic stroke), geriatricians, internal medicine specialists, and cardiologists. At present, several pharmaceutical companies recognized the importance of this tool for detection of new AF patients which need anticoagulation and have purchased MyDiagnostics devices.
In developing countries our main customers will be primary health care providers.

In the developed countries, we increase awareness of the importance of AF detection by educational programs. Furthermore, 2 large screening programs in the general practitioners office are planned in The Netherlands and the UK. Several cardiology departments have purchased MyDiagnostics to follow-up treatment on their AF patients. Also clinical programs are under way in the area of the geriatric population and patients with cryptogenic strokes.

Development, sales and marketing of the MyDiagnostic.
We recently received CE approval. Next year we plan to enter the US market and will file for 510k FDA-approval in 2013

Perceived competitors are manufactures of event-recorders, blood pressure monitors with build-in AF algorithms, and an iPhone application. At present, none of the perceived competitors combine automatic AF detection and ECG recording on an off-line basis, without the need of a special infrastructure, with a 100% sensitivity, while maintaining 96% specificity. Furthermore, the price of the MyDiagnostic (appr. $660) is highly competitive.

We expect a boost in the demand for MyDiagnostick devices, This will require a larger responsive organization to serve al customers. This organization should be properly linked to local networks supporting the availability of MyDiagnostick in the various health care settings and parts of the world. These local networks might include profit and non-profit health organizations, distributors, pharmaceutical companies.

We invited clinical key opinion leaders from several countries to initiate clinical trials and screening programs for AF. We plan to gain evidence in order to become incorporated in future guidelines on the management of AF.

The MyDiagnostic was developed and tested in close collaboration with cardiologists. The validation study provided excellent results (100% sensitivity and 96% specificity). As the device is CE marked, we can produce and distribute devices to customers at this moment.
Results from the first studies with the MyDiagnostic were received well by the medical community and led to increased demand.

We plan to sell 2000 devices in 2013, and doubled in 2014, approaching 10.000 devices/year within 3-4 years.
We plan to derive new opportunities for other diagnostics each 2 years
We plan to extent service with online expertise support

See above

Disability, facing 1/7 of the world’s population is an important development issue with an increasing body of evidence showing that persons with disabilities experience worse socioeconomic outcomes and poverty than persons without disabilities. With these ever-increasing volumes, access to care is limited and the quality of care resources are archaic. The most commonly reported tools used by clinicians are hand-written notes and sketches to communicate ‘accurate’ instructions to the patients and caregivers. In order to increase access to care and improve communication between patients and clinicians, there is a need for tools which provide access to quality content in an engaging and meaningful way.

In line with world community-based rehabilitation guidelines, our suite of mobile applications, the first being StrokeLink, are designed to empower patients facing disability and their family members throughout their care journey by providing them with access to information and tools to help them regain their independence. With StrokeLink, in addition to providing a digital library of information relating to stroke, the app works with patients to set goals, provide access to therapy programs and monitor their progress over time. Using StrokeLink Capture, a specialized tool that allows clinicians to build custom therapy programs with ease, patients leave the hospital with highly personalized therapy programs communicated effectively to them and those helping them with therapy.

Our vision is to improve access to rehabilitative care and reduce global disability. Our objectives are to improve patient outcomes as well as improve the utilization of healthcare resources throughout the care continuum. We are doing this by empowering patients and family members with high quality tools to effectively manage their own health while at the same time providing clinicians (therapists) with an efficient way to prescribe therapy programs.

Addressing the problem of global disability involves the development of unique and strong value propositions for each stakeholder involved:

For healthcare providers who face the challenge of providing services for a growing population of individuals facing disability, mobile apps, like StrokeLink, allow for the optimization of healthcare resources by better enabling patients and their families to take on an active role in therapy. Clinicians are better equipped to effectively and efficiently communicate and monitor therapy plans while patients benefit from an enhanced understanding of the steps needed to regain independence through engaging independently in therapy in a community based setting.

Our primary customers are individuals affected with a disability and their family members. Ultimately, in order to create positive change in rehabilitative care, it is important that we engage all key stakeholders involved which include clinicians, healthcare providers and healthcare associations in addition to patients and their families.

A channel partnership strategy will be taken to reach our customers and facilitate growth into new markets. This strategy entails partnering with the leading patient advocacy organisation representing a form of disability in a geographic region. For example this could mean the MS Society of Canada, to reach MS patients in Canada, or the Mongolian Stroke Association, to reach stroke patients in Mongolia. This partnership provides us with key suppliers of validated content and strong existing channels to reach patients. In return we provide a white-labelled mobile platform to improve access to specialized rehabilitation resources and a proportion of the revenues generated.

Software Development - Building our platform and suite of mobile applications.
Partnership Development - Creating content and distribution partnerships with national patient advocacy organizations.
Relationship Development - Marketing to Healthcare Professionals and securing endorsement from experts in each field.

Our main competitor in the market is the most commonly reported method for the prescription of rehabilitation plans: the hand drawn stick figure! There are also substitutes for our technology including the multiple web-based exercise prescription tools, but these ultimately lack the flexibility that clinicians require and are removed from the patient-clinician interaction. Both these processes reinforce a highly prescriptive environment while our tools seeks to foster a more personal and collaborative care model whereby patients are incorporated into the exercise prescription process.

The biggest challenges we are currently facing relates to geographic growth and working with hospital timelines and budgets. Entering new markets requires both strong channel strategies as well as a clear understanding of the unique regulatory environments that exist in the region. Our partnership channel strategy will help us overcome both of these by utilizing existing channels to reach patients as well as connecting us with local experts to ensure compliance with regulations.

Our clinician-users are passionate about the possibilities that our platform can create in terms of more collaborative care models, but often lack the authority to make purchase decisions. Moving forward, we plan to empower a large network of clinicians as key stakeholders in our change process.

In order to capture a larger portion of the market our partnership strategy is critical to grow both geographically and across disease states. This strategy will provide us with capital up-front, from licensing our technology, in order to facilitate additional development across technology platforms to increase global accessibility.

Our numerous pilot studies in different stages of the care continuum have provided key insights into the incentives and objectives of all our major stakeholders. We have learned what engages patients and families most, we have iterated on our technology so that it integrates seamlessly within a clinician’s workflow, and we have identified a payer whose objectives are aligned with ours.

In the next 3 years we will meet the following objectives:
1) Develop 15 jointly developed applications with partner organisations from different disease states and geographic areas.
2) Increase membership in clinician network to over 10,000 clinicians from 25 countries
3) Expand our technology to operate on the iOS smartphone and all Android devices in order to improve accessibility

Short Term (2nd & 3rd Quarter 2013)
- Release of StrokeLink 2.0 to continue to measure the usability and effectiveness of our technology
- Private testing of web based management portal
- Develop two channel partnerships to accelerate growth into new markets
- Begin engaging clinicians in the United States, Australia and the UK through social media, conferences and tradeshows

Mid Term (4th Quarter 2013 & 1st Quarter 2014)
- Launch of first two applications with partner organizations
- Establish two new channel partnerships, and continue to fill partnership pipeline
- Expansion to the iOS Smartphone
- Development of a professional certification program to identify key champions in our professional network

La plataforma nace de la necesidad generalizada en el sistema de salud global de integrar información del paciente que, habitualmente, está atomizada. Esta situación da lugar a una pérdida de información y duplicidad de pruebas, con los correspondientes incrementos de costes y una disminución en la eficacia del servicio al paciente, entre otras consecuencias negativas. Esta situación deficitaria se ha visto negativamente afectada por el incremento en el número de pacientes crónicos, consecuencia del mayor envejecimiento de la población, del cambio de sus hábitos, y por el aumento unitario del correspondiente gasto público (atención, medicación, transporte, etc).

Los pacientes pueden, en uPatient (software del paciente), integrar todos sus datos y ficheros médicos (pruebas médicas, resultados de laboratorio, etc), conductuales y contextuales y hacer el seguimiento periódico de los parámetros que su doctor determina necesarios. Esta información, que se presenta de forma fácilmente comprensible, puede ser introducida por el paciente para ser posteriormente validada por el doctor, o por este último en primera instancia, a través de uClinics (software para profesionales). Si, en alguna ocasión, estos datos se sitúan fuera de los parámetros aceptables, el doctor recibe una alerta y puede gestionar esta nueva situación. El profesional puede proveer el tratamiento preciso y necesario, al momento, eficientemente.

Nuestra visión se basa en el concepto de Paciente Universal, el uPatient. Éste es un paciente que va más allá del Paciente Empoderado, aquel que sólo busca información médica o intercambia impresiones con otros pacientes. El Paciente Universal dispone de toda su información médica sin distanciarse del agente sanitario ni caer en una sobrecarga de información. Tiene más control de su salud a la vez que entiende su rol como corresponsable de su atención sanitaria. Esta mayor independencia y compromiso con su salud y tratamientos médicos le permite mejorar en calidad de vida, que es nuestro principal objetivo.

Queremos posicionar la plataforma como estandarte de un cambio de paradigma en la forma de ofrecer atención sanitaria; personalizada para cada paciente y optimizada desde una perspectiva de uso de recursos y tiempos de respuesta.
La plataforma ofrece, así, ventajas sustanciales para doctor y paciente por igual. Ahora (al reducir el tiempo dedicado a tareas rutinarias, al disponer de todos los datos y ficheros médicos del paciente, etc.), el doctor puede priorizar, personalizar y hacer más eficientes los procesos de prevención y seguimiento que ofrece a sus pacientes. Al mismo tiempo, hacemos que el paciente entienda mejor su salud y le empoderamos al ofrecerle disponer de toda su información médica y conductual unificada.

El principal beneficiario de la plataforma es el paciente. uPatient puede ser utilizado tanto en fase de prevención de diferentes enfermedades y mejora del bienestar, como en fase de seguimiento y evaluación continua de enfermedades. Por ejemplo, se están beneficiendo de la plataforma tanto recién nacidos (gestionados por sus padres) como pacientes crónicos de diferentes edades.

Llegamos al paciente a través de las empresas y organizaciones que tradicionalmente han estado relacionadas con él (centros sanitarios, colegios de médicos, asociaciones de pacientes, empresas farmacéuticas, administraciones públicas, clubs y entidades deportivas), dando valor añadido a sus productos y/o servicios. Integramos todos los agentes del ecosistema sanitario, el centro del cual es el paciente.

Nuestra actividad principal es el desarrollo del software agregador de datos. Éstos son mostrados al usuario de una forma fácilmente comprensible. Se ofrece la posibilidad de cruzar estos datos para poder entender mejor la relación existente entre diferentes variables tanto médicas, como conductuales o contextuales (por ejemplo, presión arterial, peso, nivel de actividad física, administración de medicamentos, etc.).

Nuestros partenaires potenciales son los centros sanitarios, colegios de médicos, laboratorios clínicos, asociaciones de pacientes, empresas farmacéuticas, administraciones públicas, y fundaciones.

Nuestros competidores, mayoritariamente ubicados en EEUU y UK, ofrecen soluciones no integrales de gestión para doctores o de digitalización de los historiales médicos para los pacientes.

No obstante, los mayores obstáculos que se podrían plantear para nuestro crecimiento, provienen de organismos internos del país (restricciones o limitaciones de entrada, operación e integración), en el caso de países desarrollados, y de la deficiente vertebración y organización de los servicios de salud pública en los países en vías de desarrollo.

Otros obstáculos serían los relacionados con el acceso a internet, las limitaciones técnicas de entrada en un sector, o la reticencia en la aceptación de médicos y pacientes, no sólo por la adaptación de procesos médicos a un entorno electrónico, sino por el propio uso y aceptación de ordenadores, tabletas y smartphones.

Sin embargo, y dada la capacidad de integración con otros sistemas y a la verticalidad de la plataforma uPatient/uClinics, ésta se puede adaptar a diferentes contextos tanto en países desarrollados, como emergentes o en vías de desarrollo.

La continua/creciente colaboración con los diferentes agentes del ecosistema sanitario permitirá ampliar la base de pacientes. Además, con la información agregada de los hábitos de vida de los pacientes (disociada de los datos personales), se podrán elaborar estudios para desarrollar nuevas propuestas de atención médica y sanitaria con el fin de mejorar la calidad de vida de los pacientes.

Las características que nos permiten un rápido crecimiento son la escalabilidad y adaptabilidad de la plataforma base. La estructura modular con la que trabajamos, permite una continua mejora y adecuación al creciente número de pacientes, y a las necesidades de los agentes con los que colaboramos. Al operar en la nube, el acceso generalizado y global a internet facilita esta expansión.

Nuestros principales objetivos son consolidación en países UE e implantación en EEUU y otros países del continente americano. A largo plazo, entra la prospección e implantación en otros países en vías de desarrollo. Patologías: priorización de enfermos crónicos por razones sanitarias, socioeconómicas y presupuestarias. Colaboraciones: organizaciones y empresas líderes en el ámbito de la salud.

Corto plazo (18 meses): implantación en 3países UE. Prospección USA/Canadá, Centro/Sudamérica.
Medio plazo (18-36 meses): consolidación en 3países UE. Implantación en 4países USA/Canadá, Centro/Sudamérica.
Largo plazo (> 36 meses): Consolidación en 4países USA/Canadá, Centro/Sudamérica. Prospección e implantación en otros países en vías de desarrollo.

En países donde la sanidad pública se encuantra organizada, serán centrales los partnerships con la tipología de agentes préviamente citados, tanto públicos como privados.
Para lograr los objetivos en países en vías de desarrollo, se intentará llegar a acuerdos de colaboración con entidades nacionales y supranacionales de Coperación al Desarrollo.

As health care knowledge double folds every 10 years and population aging increases health care professional demand, a shared knowledge platform can be a better source of information than traditional knowledge exchange such as health care manuals or health publications.

Linkcare is an Integrated Care open platform allowing Health Care Professionals (Specialists, General Practitioners, Case Managers, Nurses,…) to share clinical knowledge around a patient centric health care model. The Linkcare mobility module allows to post activities to be performed by the patients using their mobile terminal, tablet or web portal. Such activities include follow up questionnaires and medical devices such as pulsioximeters, glucometers, scales, blood pressure and spirometers. Using Linkcare, Health Care professionals may exchange care protocols and clinical data around Integrated Practice Units or specific Clinical Research teams.

The dissemination plan is based in three steps:
1. Sponsored clinical research teams can me established around certain health conditions under the leadership of the team leaders. This provides fast dissemination for specialized teams
2. Hospital integrated practice units can also use Linkcare for patient centric case management
3. In a latter stage, Linkcare can also be adopted to provide district level care integrating primary cares, community hospitals and tertiary centers.

To provide an open platform for health care knowledge exchange based on case management oriented care

a. Health care professionals willing to exchange their clinical knowledge around a health condition and industry partners interested on sponsoring those teams to obtain better knowledge on their customers or products
b. Health care suppliers willing to deliver integrated care by collaborating at all care levels (primary care, community hospitals, tertiary centers,...
c. Health organizations interested on value measurement health care models that allow protocol benchmarking and health care outcome measurement

Linkcare relies exclusively on the reputation of its health professional users

To disseminate the Linkcare platform by enrolling clinical research teams
To introduce the Linckare platform to health service providers, payers and government offices

Linkcare is a complement or extension of existing health information systems.
It is also a complement of traditional knowledge exchange based models, such as health care publications

The health care information industry is highly segmented and diversifies. Linkcare tries to ensure easy connectivity by being an open platform that can be integrated with the existing information systems by the current integrators. Linkcare has already partnership agreements with some of those integrators, such as IBM and Accenture.
On the other hand, collaboration between health car professionals is not yet part of their daily culture. The fact that research teams are sponsored by industry companies provides and additional incentive to promote collaboration. On exchange, sponsors obtain very valuable information on the disease, the patient profile and the product effectiveness under certain protocols.

The company is now incorporated in Barcelona and London.
During the next years Linkcare is planning to open an office in Shanghai and Boston.
Most knowledge creation is expected to come from professional users adopting the Linkcare platform for knowledge sharing.
Linkcare plans to create a network of representatives, each one covering around 10 new health care service providers each year

The increase of interest of the health care professionals community to improve their knowledge around certain conditions. This need has grown as predictive medicine and personalized medicine has made clinical knowledge a "peer to peer" and community based process rather than a traditional "information exchange" (scientific publications, health care conferences) approach

As a knowledge sharing platform, Linkcare's corporate business developement indicators are based on:
a) Population served,
b) Health care service providers involved,
c) Active professional users, and
c) Patient profiles managed.
Linkcare goal is to reach 110 Health Care Service Providers, covering a population of 36 M (million) citizens and an estimated 1M (million) patients in 3 years

Within the next ten years, Linkcare is aiming to reach a population of 400M (million). Out of this population, a case prevalence of 7% has been targeted (standard prevalence estimated 25%). A market share goal of 5,2% represents a target case estimate of 28 M (million) and a total of 1.340 health care providers performing a year total of 366 research teams.

Se trata de dar cobertura al seguimiento de aspectos de salud a persones mayores que viven solas a través de un professional, monitor de vejez o aging coach, para conseguir su envejecimiento de forma satisfactoria.

El aging coach tutoriza un grupo de personas mayores de manera individual en su proceso de envejecimiento: Acompaña, ajuda y sigue su intinarario de envejecimiento activo y saludable.

Si las persones mayores se cuidan, viven mejor y más tranquilos, nos sale más económico, tanto a nivel de persona como a nivel público.

A través de un profesional gestionar y acompañar el proceso de envejecimiento para que este sea más satisfactorio

Personas mayores viudas o parejas, que no tengan familia en el entorno más próximo y con un buen estado de salud. Que sean autonomas.

A través de los servicios de atención a las personas publicos sanitarios y/o sociales. A través de canales de proximidad y confianza.

Son actividades por un lado de atención a les persones mayores: diagnóstico, acompañamiento, ..de su plan individual de envejecimiento. Por otro acciones de difusión y participación a nivel comunitario.

No hay competencia en este servicio planteado. El problema puede estar en el desconocimiento de la actividad que hacemos.

Basicamente, és el desconocimiento del aging coach. En este sentido se plantean acciones de difusion escrita, por internet, web,

Ir creciendo en el entorno rural a medida que se vayan apuntando más personas y formando más profesionales de atención al envejecimiento activo.

La expericiencia positiva de tres años.

Approximately 50 words left (400 characters).

100 palabras o menos.

Creating access to healthcare through service delivery at home. We shave money for client as we cut short hospital stay which is tedious for family members and associated care taking party and help hospitals make more money by making hospitals more active on bed occupancy reate by leveraging faster discharge and more flow of work. We create work for people who are left unemployed in healthcare service sector like nurses, doctors and physiotherapist. We also have created extra volume of work for similar professionals who are willing to work extra hours. We bring value to the employee whose work is more demanding as they cant give time to take care of their loved ones, its gives them relief and respite of social responsibilities.

We tried something completely out of box for healthcare delivery services. There has been growing healthcare services in Nepal like hospitals, tertiary care services and super speciality centers, and everything was happening in more conventional and orthodox healthcare service delivery models. So, as gap was evidently growing, we decided to create something new and serve people who were not getting service in that area where the ACCESS was missing. the creating of formal Access to mainstream healthcare staying at home has been our one of the focus. We also wanted it to be associated with mainstream healthcare so that the continuum of care is not broken ever. This fundamental concept has helped our patient to stay connected with care

Our objective is simple to create access of healthcare to people who need it at home at affordable cost. The service has to be self sustaining, replicable and scalable anywhere done. The service of healthcare is essential humanitarian service it has to be blend of social enterprise which evolves responsibly. We think this service is local now if done properly this service become global, specially for the societies or population in developing world like Asia and Africa.

We approach to individual issue independently and let the solution be totally customizable and compatible to the individual’s need of care value. As we respect the individual capacity should not be limiting factor we make program as customized possible. We have some values that we follow very closely.
1. Compassion we practice the value of compassion as the foremost value of healing.
2. Care with professional value, ethical practice, evidence based knowledge and professional skill are associated with true care value of ours.
3. Confidentiality is respecting individual’s identity and dignity and we value that most.
4. Customization of service is mandatory for the service of human as every human is different.
5. Comfort as comfort of home is unmatchable for any individual.

1. Sick people not improving with medical treatment and management at hospital for example in cancer care and palliative care.
2. chronic disease condition not necessarily requiring hospital care but require consistent medical vigilance and assistance for example in oxygen dependent people of respiratory illness, parkinsonism people with walking limitation, Dementia care and management etc.
3. People requiring multiple and frequent access to simple healthcare services like blood testing, medication management and physician visits in close intervals in weeks for example in old age related care.
4. Rehabilitation services like physiotherapy management at home.
5. Pharmacy deliveries, lab test and result delivery services,

.We have good network of our old clients who refer us to their other family members or friends.
.We have another network of good doctors who practice ethical and evidence based medicine.
.We also get walk in clients from social marketing and international base. Like Facebook and website.
.We have good relationship with good hospitals of Nepal like Norvic, OM, Medicare, Gangalal (Cardiac center), TUTH, Bir and other highly reputed and good flow hospitals.
.We have trusted office managers who ensure the link is maintained with the people who are eligible and willing to work and .we also have consistent flow of clients who maintain our work volume.
.We do marketing to that limit/extent where we can provide service. Till the record of our own existence we have not turn down any queri

#People significantly not improving with medical treatment and management or not responding to management protocol of treatment at hospital for example in cancer care and palliative care.
#chronic disease but not necessarily need hospital care but require consistent medical vigilance and assistance for example in oxygen dependent people of respiratory illness, parkinsonism people with walking limitation, Dementia care and management etc.
# People requiring multiple and frequent access to simple healthcare services like blood testing, medication management and physician visits in close intervals in weeks for example in old age related care.
# People requiring rehabilitation services like physiotherapy management and care who not necessarily need hospital stay etc.

We don't have market competition as of now in our service category. We are pioneer and have been able to create price tag according to our service design, which is considered as benchmark and revolves around the same value all the time. Where as there are group of nurses or physiotherapist who do pretend to present them self as a service provider, which have either had breakaway or had to shut down due to other reasons, which we don't get to know always.
There is none existing service provider in exact our value of integrated service provider in our market. There had been some nursing agencies and some physiotherapy services, which has evolved or inspired in our model. We don't think that is exact competitive model but they do take away some market share.

1. Personal (Non acceptance by family as a doable thing and rediculing process of quiting cardiac surgery residency to persue social enterprise and solution for service gap.)
2. Professional (Non support by senior practitioners as a service for needy one going out of hospital specially from the field of neurology, orthopedics and oncology. Humiliation of doing networking and asking for cases where as there were no one providing solution at the patients service.)
3. Financial (Non availability of fund for the start up both from personal front and banking sector)

1. Stabilize institutional development (Infrastructure, Training)
2. Marketing (Networking, Branding, MOU, Advertisements)
3. Verticals creations and spinoffs like nursing agency, physiotherapist-agency, equipment buy/sell/rent, doctor on call etc
4. IT integration for branding and e-commerce.
5. Starting training institution for home caregivers in local centre(HR development)

We have tested our product idea, solution concept design and service delivery to the level from where we can say it has worked well for the existing service gap in healthcare delivery. We have been able to make it responsible service both inside organizational value and outside in society (Award, Media and word of mouth referral). We have future plan to expand, stabilize and globalize the service.

We want to make it a concept/brand of service which is needed in every society.
No one has to think that the service of healthcare is only confined to the boundaries of hospital or individual.
The process of the service of home healthcare has to be affordable, sustainable, and suitable according to the social structure and values. Home healthcare has to be complimenting service.

Short term: We have plans to open new centers in other cities of Nepal or subcontinent.
We have been training in-house staff to run service centres independently.
We have two new independent services arm likely nursing agency and a physician service coming independently as spin off.
We are trying to sign an agreement with hospitals and healthcare organizations for referral base creation.
We are networking with independent specialist for specialist based services development.
Long term: Health at home has to be model of service for the any societies in world be it replicate or partner with our organization. health at home has to be complete institution with training modules, service mechanisms and success stories.

Our own research and many others in public health have showed that in emerging countries like Colombia there are problems to acced to basic information about health; the high prevalence of chronic diseases and end stage conditions that occurs generally in poor people. Its necessary to create different chanels to achieve our goals about education to improve quality of life and prevent disability as a consecuense of chronic diseases. ( Stroke, hypertension, end stage renal disease and similars) . People need that the Physicians speak in a easy way to the best comprenhension and achieve the empowered needed in population.

create a model that prevent and / or mitigate the chronic diseases and the disability.
Our model has been analize through the years; therefor We think that its necesary have characters, our design , our special way of comunicate the researches, discoveries and news .
this model should be enriched with tools like virtual space, games, digital booklets , test to measure different risks , etc.

Organization that gives basic health knowledge to population under a special model; which is apply in each context of a different way. Our pedagogic model will be build through the time and the experience. For this reason, We hope to achieve better goals and be the best model about prevention.

the knowledge, the contents and the instructional strategy that apply all of them in the context using different methods and tools.

Public Libraries, different companies, Health organizations, NGO , Goverment organizations, Private services, customer attention areas, schools , Private and public colleges, Universities, public places.

Social nets, comercial strategies, internet, voice to voice, personal net, tv local and regionals chanels , radio, and profesionals to plan the comercialization

Analize and develop the model to each community or population acording culture, academic level , age, etc; Consulting the new validate researches; create the pedagogic material for each public health problem, strategic alliances, create new strategies to give the information, probe the models, evaluate and follow the process.

the Heath care administrators , the health care sistems , the proffesional risk administration organizations, the virtual books, the tv health programs.
the problems could be that they create similar products for the population

In our countries people don´t invest in their health . They invest in sickness.
We don´t appreciate the importance of health and don´t know the really concept and the gravity of the chronic diseases and their consecuenses

Persistence and prove new ways to give the information, probe the more success ways to reach people, be always creative, play with the characters, propose mew strategies and methods to educate. search good human talent in areas like comercial , advertising, design , etc

Goverment areas; municipalities near the big city , libraries, regional tv chanels; alliance with other companies that develop games in health and prevention.
The owners of tablets, Iphones, etc

In the first semestre We should have 5 booklets in spanish and english; We should have al least 3 programs in health literacy or prevention to be replicate and improve the model every time more and more. Sell our prevention programs in schools and colleges.

short time : 2 years . Have made programs and campaigns in big groups or municipalities. the key activities are the services based in education, quality and human sense.
mid term : 5 years . extend the services and products to other countries that want to adecuate the model to their population

Having strong administration of a system is important however, success will ultimately be based on the amount of impact it has on the relationships between youth and elders. The discovery of knowledge and information between the youth and elders.

In the long-term, which would most likely be more than one year, success would be the adaptability of the service to variance in the volume of participants large or small and the ability to sustain itself as an organization.

I will measure success based on my sense of developing leaders within the community in both the youth and elder demographic. I feel that the wisdom that is being passed on is a two-way street – elders provide experience and perspective and youth can bring a modern version of that but also a rejuvenating level of ambition and courage. I would feel accomplished, when I know that this service has sparked behaviour change in a way that it facilitates relationships by removing stigmas between the different generations – relationships that are ongoing, fruitful and loving.