Educación para la salud

By having our own locations, and not just selling products at retail, we could create a lifestyle destination that would allow us to have direct and deeper impact on our customer's lives through nutrition education workshops, counseling, meetup groups, and serving fresh food every day. Also, these locations would allow us to source and serve even more fresh food every day, allowing us to partner with local farmers to support nutrient-rich, organic farming of high-impact crops.

Approximately 125 words left (1000 characters).

Approximately 100 words left (800 characters).

Approximately 125 words left (1000 characters).

Approximately 100 words left (800 characters).

Since we have to create mass awareness around wellness and disease-free life, we would like to take-up yoga camps, sensitization-health camps etc. eventually, which would work go a long way to build our brand. Also 'health foods' will be a separate vertical in our store hence investing in nutrient rich farming is an obvious vertical backward integration to ensure availability of healthy inputs e.g. organic and safe foods.

Approximately 125 words left (1000 characters).

Approximately 100 words left (800 characters).

Approximately 125 words left (1000 characters).

Approximately 100 words left (800 characters).

Although we currently ensure the availability of nutrients in all of these areas through our curriculum, which spans topics that touch on each of these areas, additional capacity would help us to provide more resources to the leaders that we train who are working in the field to implement The Cookbook Project Programs. With added capacity, we can offer more extensive scholarships and grants to these Local Leaders, who are serving their communities through The Cookbook Project's Curriculum in the areas of environment, farming, nourishing foods, and human wellness.

Approximately 125 words left (1000 characters).

Approximately 100 words left (800 characters).

Approximately 125 words left (1000 characters).

Approximately 100 words left (800 characters).

Isolated indigenous communities in the Amazon receive primary and preventive health care from the government. Serious cases and elective surgeries depend on moving patients to distant medical centers. In the region, there is a high incidence of equatorial cataract, pterygium, hernias. Only the most severe cases are treated, and the waiting line is long. There are many difficulties related to moving the indigenous and their families to urban centers, which are very different from their natural habitat. There are hundreds of people drawn from social productive life for not having access to relatively simple surgical procedures. EDS, through the mobile surgical center's social technology, has transformed this reality with surgical expeditions, specialized medical care to the geographically isolated indigenous population.

Partnerships involved in the expeditions' logistics: SESAI, FUNAI, Special Indigenous Sanitary Districts (DSEI), local municipalities, Ministry of Defence, the Brazilian Air Force, the Amazon Military Command, Leaderships of the indigenous community treated. All these partners contribute directly to facilitate the care provided in the community, from planning to execution. Also, from the point of view of promoting the work and cause, we have strong support of the national press and we already have international repercussions, with media vehicles such as "The Economist"

Mission: Bring specialized medical care, especially surgery, to the indigenous and riverside population that live geographically isolated, with great quality of service and responsible management.
Vision: Create a reference model for specialized medical care to populations that are geographically isolated. Associação Expedicionários da Saúde / EDS is a Brazilian non-profit organization created in 2003 by a group of volunteer doctors, that aims to bring specialized medicine, especially surgical care, to indigenous peoples who live isolated in the Brazilian Amazon. It is a complementary service to health care public programs. It aims to prevent the patient and his family from traveling to urban centers, which is not always feasible.

EDS' intention with its Social Technology is to put an end to the surgical demand of the Indigenous and Riverside Populations that live isolated from major medical centers in the Brazilian Amazon. The results achieved to date, the credibility and visibility of the project, demonstrate that we are on the right track. But this is an action that involves medical infrastructure, equipment and complex logistics, which requires the need for Expanding and Strengthening Partnerships.

Indigenous populations isolated from the major medical centers in the Brazilian Amazon. At first, patients that require clinical and/or surgical care in the specialties of the medical expeditionaries team will be selected. Since February 2004, the organization provided 20,944 clinical treatments and performed 3,569 surgeries to indigenous peoples from the Brazilian Amazon. Also, in 2010, after the earthquake in Haiti, EDS sent 7 SOS Haiti teams, having performed 359 surgeries and 1,407 outpatient treatments.

Mobilizing opinion leaders, identifying the region, diagnosis, demand profile are activities carried out with close involvement and support from SESAI, FUNAI, Special Indigenous SanitaryDistricts (DSEI), local municipalities and indigenous community leaders. Among the actions of sensitization and mobilization, there are partnerships with local health agents trained to perform screening (surgical cases selection and consultations). Patients are informed of the date when the collective surgical effort will be held and partners provide transportation and lodging.

There are three annual expeditions to perform: surgeries, guidance for pre and postoperative care, special diagnosis and referral of the cases with which the team is not prepared to act in loco. Those expeditions take place in communities that have some structure to receive a large amount of people (patients, families, physicians, and logistics). Besides the general coordinators, there are coordinators per specialty: ophthalmology, general surgery, pediatric, orthopedics. The medical school at UNICAMP - University of Campinas, provides volunteer doctors, who orient the local teams on how to identify surgical cases in the offered specialties. Assessment, during and post expedition, of the results and the work processes involving all stakeholders.

There are similar projects operating in the region, particularly in primary health care, examinations and consultations. Part of our processes have been adapted from the experience of some of these projects, but over the years we had to seek our own model, proper for our size, profile and customized to the reality we face in north of the country.Partners: medical volunteers, SESAI-Special Secretariat for indigenous health care, FUNAI - National Indian Foundation, DSEIs - Special Indigenous Sanitary Districts, local municipalities, Ministry of Defence, the Brazilian Air Force, the Amazon Military Command, Leaderships in the indigenous community.

achievement of the 26th EXPEDITION in August in the Yanomami region, the 27th November EXPEDITION in Raposa Serra do Sol. Have 90% of local staff trained and qualified by EDS to perform the patients' screening and specialized diagnosis. Continue with the SOS Haiti expeditions - so far we have conducted seven expeditions in 2010 with a total of 359 orthopedic and trauma surgeries and 1,407 outpatient treatments. Our biggest challenge in 2013 is to develop partnerships that contribute to the financial sustainability of our organization and the continuity of expeditions.
However, this is an action that involves medical infrastructure, equipment and complex logistics. Because of this, Expanding and Strengthening Partnerships is needed.

Develop diagnosis methodologies that can fasten up the process of identifying demand. Be able to act in two expeditions simultaneously and occasionally in situations of humanitarian aid. Enhance intersectorial alliances mechanisms. Expand partnership with the private sector. Improve internal Management and governance with specialized consultant agency (Deloitte)

Support and credibility together with strategic partners in the public and private spheres, recognition of our work by the press and thought leaders. Significant results, being that until November 2012, 24 expeditions were carried out: a total of 3,569 surgeries and 20,944 clinical treatments. Improvement of internal management, governance processes and approved social technology

EDS' intention with its Social Technology is to give an end to the surgical demand of the Indigenous Populations that live isolated from major medical centers in the Amazon. For this, we need support from institutional partners and financial resources to enable our expeditions.

Perform three expeditions in 2013 - the one in April is already confirmed. Have 90% of the local staff trained and qualified by EDS, to conduct patient screenings and specialized diagnosis. Have enough resources to perform three expeditions in 2014. In a medium-term, continue with SOS Haiti expeditions. So far, we have conducted seven expeditions in 2010, with a total of 359 orthopedic and trauma surgeries and 1,407 outpatient treatments and we are seeking partners to enable the creation of an orthopedics-specialized hospital.

In the next 12 months, we will define success relative to the efficacy of our pilot programs. Specifically, our ability to design, plan, and carry out the programs.

After obtaining the vehicle, we have set out specific goals. At the end of year 1 of operations (2 years from now), we should have completed 52,000 total food desert transactions, served 4,000 food desert residents, implemented a 10% subsidy for EBT users. At the end of year 2 (3 years from now), we should have added a second bus, completed 120,000 total food desert transactions, served 8,000 food desert residents, implemented a 15% subsidy for EBT users.

We will measure success in terms of the number of food desert transactions, food desert residents served, and the amount of EBT sales we are able to subsidize. Though corporate sales are part of our model, the true focus of our venture is to improve access to food in these chronic low access areas.

We have strong relationship with the undergraduate community at Washington University in St. Louis and the medical student community at St. Louis University. We will recruit members from these populations. Furthermore, we hope to excite community members as well and plan to draw volunteers and members from here as well

While the venture is young, we will draw new leaders from existing volunteers and supporters. This will allow continuity of mission and vision. Due to our affiliation with both St. Louis University and Washington University in St. Louis, we will have a renewing pool of students to recruit to the venture.

As the venture matures, it is likely that the scale will require full time employees with significant management experience. As we approach this stage, we will work closely with our board to determine potential leaders.

Our blend of corporate memberships, high-income memberships, and low-income memberships will enable the venture to remain financially sustainable following the front end capital. This is demonstrated in our financial projections.

O TERRAPIA está localizado na horta urbana do Centro de Saúde da ENSP/Fiocruz, um espaço urbano totalmente arborizado na Cidade do Rio de Janeiro. Oferece salas de aula ao ar livre que facilitam o acesso ao conhecimento humano ancestral sobre práticas de auto-cuidado e cuidado com o ambiente natural, associadas a um tipo peculiar de culinária brasileira que dispensa o uso do fogão e da geladeira, com alta vitalidade e diversidade de vegetais na mesa.
A possibilidade de criar unidades de extensão contribuirá para ampliar estas práticas para o ambiente rural com a agricultura agroecológica.

Você ainda tem aproximadamente 125 palavras (1000 caracteres).

Você ainda tem aproximadamente 100 palavras (800 caracteres).

Você ainda tem aproximadamente 125 palavras (1000 caracteres).

Você ainda tem aproximadamente 100 palavras (800 caracteres).

Brazil is a country of toothless individuals. Research indicates that half of the Brazilian population does not have a mouth full of teeth, and a third of adolescents in public schools have never been to the dentist. In the rest of the world, the problem is not much different. To make things worse, the general population's access to dental kits (toothbrush, toothpaste, and dental floss), which is the only tool that prevents oral damage, is very limited (the absence of these items in public health clinics and in the “basic food basket” is proof of this). Beyond that, society still does not view access to oral health as a medical right, but rather as a luxury. On the other hand, the government does not offer any sort of viable program, and the dentists in general do not see themselves as agents of health and social transformation.

The project Dentists for Good manages a network of volunteer dentists who provide services to youth in need from ages 11 to 17 who have serious dental conditions. All of the treatment support and followup—selection, referral, monitoring of monthly treatments, and conclusion—is done at the project's office. The project has three main base groups: volunteer dentists (who see one or more youths in their own offices, at their own discretion); beneficiaries (who are treated by the dentists and selected through screenings in public schools and institutions); and lastly, regional coordinators. These are also volunteers and dentists, but their mission is to stimulate the project in their cities by hosting screenings and recruiting new volunteer dentists.

Our vision is to help create a world where everyone can smile, and our mission is to change society's perception of both oral health and the dental profession in relation to its socio-environmental impact. Our goal is to offer solutions for accessing dental care while stressing healing, prevention, and education. Our proposals:
For society: to promote solutions for access to dental care
For the dental profession: To empower and mobilize dental professionals to adopt new socio-environmental conduct.
For the business sector: To discuss ethical practices in dentistry. To incentivize low-cost products and services in order to promote access. To inspire responsible conduct in other sectors.
For government: To influence and change policies.

Through the recovery of oral health, we seek the following for our patients:
-Increase in quality of life
-Ease of entry into the job market, given that companies either discriminate against or do not hire those without teeth. And, consequently, an increase in monthly household income.
-Rescue of social and family life, due to the fact that almost all new beneficiaries have suffered bullying and social discrimination at school and in their social circles.

Young people from 11 to 17 years old who attend public school or use public institutions, who are in need, and who present with serious oral conditions. The choice of this public is because the social impact of serious dental damage is much larger in adolescents than in adults (social environment, employability, bullying, etc.), and also because dentition is already formed (in comparison to children).

Screenings in public schools and social institutions. The volunteer coordinator, along with a director or social worker, reserves a time for screening registered students. The volunteer coordinator conducts a visual, non-invasive exam of all the youths and fills out a record form called IHC. This record also shows the social condition of the screened individual. Next, the coordinator sends all of the IHC records to the organization headquarters, where candidates are selected based on 3 criteria: the oldest (who are the closest to employment), the poorest, and those who have the worst oral damage.

Through its network of volunteers, Dentists for Good offers free dental treatment to youths from 11 years old on until they reach 18. Or rather, once in the project, youths only exit once they have reached the age of legal majority and received all of the necessary treatment, including orthodontic.
Smiles for Good – a training seminar for volunteer coordinators, an 4-day event that, in addition to training new coordinators, is geared towards motivating, aligning, and training existing network coordinators. In 2012, the event hosted 400 coordinators from 12 countries.
Smiles for Good Awards: an awards event, open to the public, which has the goal of recognizing the work of the best volunteers in our network. In 2012, the awards event hosted 1800 guests in the Abril Theater.

The Abrinq Foundation runs the Adotei um Sorriso (Adopt a Smile) project, but in contrast to Dentists for Good, this project has no criteria for selecting beneficiaries. In general, dentists and clinics end up providing some kind of free or voluntary service on some level to those in need. The problem is that the people, including dental professionals, who participate in these one-off events believe that the dental and social problems have been solved, which is far from true. Another problem is that oftentimes, because of these services, public schools close their doors to our volunteer coordinators; the school's directors, who have the final say, do not let our project come to the school because they believe that there is no longer a problem in their area.

Right now the project is 90% funded by supporters (companies). In the medium term, the project relies on a strategy that reverses this percentage and comes to depend less on private social investment. One of the strategies is the creation of a reserve fund by selling dental products, whose returns will be reverted back to the project. Another challenge will be bringing the project to rural regions that do not have dentists. Right now, the Dentists for Good model is essentially urban. Therefore, we have been studying implementation and have designed a few projects in areas that are far from urban centers, in Brazil as well as on the African continent.

To increase the number of volunteers, beneficiaries, and regions and countries where the project operates. Diversification of donations and of the organization's resources. Project implementation in rural, distant areas where there are no dentists, such as the African continent.

The project's strategic design and solid organization. A team of highly capable employees. The implementation of new strategies this year: screening megaevents open to the entire Brazilian public, the sale of products whose financial yields are used for the project, and mini training sessions for new coordinators.

An increase in volunteers and beneficiaries and expansion into new regions and countries. Moreover, the diversification of donations and partnerships.

The project has an annual beneficiaries goal. By 2015 we want to have sixty-five thousand patients and thirty thousand dentists.
In order to reach this goal, we need to implement the weekend training events throughout the year, bringing on new coordinators.

The problem is that our nation does not understand and treat addiction like any other chronic disease. This is at the root of our nation’s most destructive health, social, and safety problems and a tremendous economic drain on the private and public sectors. More than 22 million Americans suffer from addiction, which represents nearly 10% of people ages 12 and up. Yet, nearly 90% of those who need help don’t receive treatment in a given year, and about 75% will never get help in their lifetimes. The failures are inextricably linked to the way health care is delivered and paid for in America. The current “acute” model of care is due in large part to decades of regulations and public policy that created a payment system based on volumes instead of outcomes.

Our solution is focused on systemic and sustainable change that disrupts the status quo by attacking the underlying shortcomings of the public and social service sector approaches to addiction. Our solution is scaled community-by-community via a network of affiliates. We essentially work with multiple community sectors to create a recovery-oriented system of care. Although we have learned a tremendous amount since our first affiliate started in 2009, we have no cookie cutter model for scaling. Rather, we work with community leaders to tailor the Face It TOGETHER model to meet the specific needs and circumstances of each respective community. The conceptual essence of our model is the affiliate’s mission: to initiate and sustain addiction recovery for dramatically more people.

We marry social mission with innovation and business discipline to fundamentally transform the way our nation deals with this addiction. Our bold vision is a nation that understands and treats addiction the same as any other chronic disease. The mission is to empower communities with innovative, proven, and sustainable tools to attract millions of Americans to recovery from addiction. The mission of the affiliate complements that of Face It TOGETHER: to dramatically increase both the number of individuals and families in recovery and the quality and accessibility of services by creating a recovery-oriented system of care. Affiliate leaders must be social entrepreneurs.

Inputs: Include community leaders, entrepreneurs, available Face It TOGETHER products and tools, recover volunteers
Activities: Health care provider partnerships, employer partnerships, awareness program, advocacy activities, recovery support services, evaluation
Outputs: More people initiating and sustaining recovery, better access to peer-based quality services, more "recovery capital" in a community, cost avoidance and savings by those with a financial stake in addiction
Outcomes:Elimination of addiction as a major public health problem, cultural change, educated and informed public, improved public health and safety, quality of life, and economic development

Adopters of our model are communities. Community leaders spearhead adoption. We lead a community through four-phase community adoption process. We are about social change in all private and public sectors of a community. The current and projected demand for societal change around addiction is enormous. So ultimately, the customers are people suffering from addiction. In addition, about one-in-four children under the age of 18 will at some point live with a parent with an addiction problem. These children are at substantially greater risk of school failure, mental health and behavior problems and addiction. Moreover, addiction among parents is a contributing factor for between one- and two-thirds of maltreated children in the child welfare system.

With respect to scaling the model to create a national network of affiliates, we are pursuing multiple approaches simultaneously. One is through partnerships with integrated health providers. Strategic business planning is underway with Sanford Health, an integrated health care provider with facilities in North and South Dakota, Minnesota, Iowa, and Nebraska. We are piloting with Sanford in Thief River Falls, MN, and currently defining the terms of the partnership. We are also exploring scaling to communities via community leader relationships, and via large, multi-state employers. . Through it all, there is one mandatory and indisputable principle: no matter the means of proliferation, people with an entrepreneurial spirit must embrace and lead the efforts.

Primary activities are 1) continual improvement of the first affiliate (the beta site), 2) scaling the model, and 3) development and building capacity. With respect to the first activity, the first affiliate has six lines of business: 1) health provider initiative, a partnership between our affiliate and local health care provider in the build out of the recovery oriented system of care; 2) Employer Initiative to extend the recovery community into the workplace, adding value to the private sector through reduced absenteeism, attrition, higher quality, and improved safety; 3) Awareness Program designed to reduce fear and stigma; 4) Advocacy for addiction chronic care with other community sectors; 5) peer-based recovery support services; and 6) evaluation program.

We perceive no direct peers or competitors for Face It TOGETHER®, nor do we anticipate problems from them. There simply is no other team of social entrepreneurs articulating the big problems and meaningful and sustainable solutions relating to addiction. Notwithstanding the above, it is likely that organizations within one or more of these fields may view us as competition. Arguably, the most likely source of that confusion will come from the emerging field of recovery community organizations (www.facesandvoicesofrecovery.org). Overall, these organizations contribute to the fragmented nature of our nation’s addiction treatment and recovery infrastructure. Most track progress through conventional measures of success, and are guided by researchers and payors.

The primary need is growth capital. So during 2012, we began executing a comprehensive and cohesive plan focusing on organizations that fund venture philanthropy and social entrepreneurs. At the same time, we continue to seek funds from donors at the local and regional level. While it states the obvious, our greatest "internal" risk is an inability to attract and retain the human and financial capital needed to execute our mission and proliferate our model. Close behind this is curse of the entrepreneur's DNA to underestimate the magnitude of the challenges an early stage enterprise faces in addressing an issue of this scope while upheaval is occurring all around the issue. To help overcome this, we partner closely with those organizations that have a financial stake in solutions.

We are committed to a national model to transform nearly everything about addiction in communities across the country. We are working to achieve this through the creation of a national network of affiliates. But we must scale deep, by continually improving our first affiliate--the beta site. We scale out by partnering with health care providers, large employers, and others.

Experiences and measurements by our first affiliate demonstrate model effectiveness. We have developed a suite of products and tools for use by affiliates. Experiences from early-stage rollouts into other communities, show that the strongest advocates are those who see the disease everyday, such as employers, criminal justice officials, health care providers, and higher ed officials.

Overall, the primary growth objective is millions of individuals who have entered and are staying in addiction recovery. Success also is dozens of communities operating our model. This will provide tremendous benefits to our communities: saved lives, healthier and more stable families, reduced crime, lower business costs, and a better quality of life.

We are in the middle of several strategic and exciting discussions with health providers and community leader. The distribution plan is to rollout the model:
--in 2013, to two SD communities in partnership with the State of SD, and one MN community in partnership with Sanford Health.
--in 2014, three ND communities in partnership with Sanford Health.
--in 2015, Kansas City, Minneapolis/St. Paul, and a community TBD; each will be in partnership with a large regional or national distribution partner.
This plan is conservative, and shows only the communities in which scaling is underway and is highly likely in 2014 and 2015. Ongoing discussions could yield a far more aggressive plan.

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.

The problems of a health system are many and we are not trying to solve all of them. BPHP is an idea to reach out to as many people with minimum costs and maximum results. We realized the burgeoning cost of healthcare and lack of funds prevent accessibility, and an increasing demand for specialty care due to chronic conditions further exacerbates it. Preventive medicine has the potential capability to equalize these ‘pressures’, and by being accountable and having measurable performance we can deliver an effective care. BPHP is poised to adopt globalization by its advocacy nature and giving people a better choice. It not only provides complete coverage without burdening the nation’s spending but also keeps us healthy if possible or does it better and at a minimum cost.

For an illustrative example, we would use the employer as the major contributor of health coverage. During the free year all employees are mandated to attend preventative care under the guidance of a designated primary care physician. In this period, all employers would be evaluated and measured for anthropometric statistic and if they are identified with chronic diseases then they are coach by a wellness educator appointed by the company or community. The wellness coach can be a volunteer position, and is identified and trained by us. At the end of the period, employees are re-evaluated and data are presented to them and the insurance company to lower the premium. The expenses of the medical services can be negotiated to be paid by the company at a set fee or by the insurance plan.

Our vision is to revolutionize healthcare by bringing it back to the people. We envision the time when a primary care physician is also your health coach. He or she forms unconventional partnerships with ‘community healers’ as some culture commonly utilizes them and defines the responsibilities of a community. Every community should have health facility called ‘medical home’ for people to get integrated service and preventative care. This vision would save life and money. However, to achieve these we have set an overall objective. Our idea targets the high risk population containing chronic diseases because they are the main burden of health dollars spend. We aim to decrease one emergency room visit per year per person or save an equivalent of USD $1800 in matured market.

Our value proposition is three-fold. We are targeting high risk groups that are on an increasing rise. For an individual primary care physician; our idea would saw increase revenue, and an ease of patient management because of high enthusiasm and compliance. Patients are easily enrolled as they are captive audiences in companies and institutions. For the hospitals; BPHP could be used to leverage their long-term competitive position in the community as health care dollars become scarce and consumers value individualism and indulgence. This idea is particularly attractive to their stakeholders because of a population-based care management. For the health insurance companies; it is a value-added service for their plan to provide BPHP and can increase enrollment from healthy population.

Our BPHP works best in situations with groups and communities such as villages, companies, institutions and even conglomeration of families. Therefore, our ‘customers’ are them and the local health clinics. The local clinics are easily integrated into the lives of the community because they have already earned their trust as a source of credible information and experts in health care. Moreover, most clinics are basic in operation and need high revenues to be sustainable. BPHP is easy to incorporate into them because all we need is a doctor, a health coach which could be them or a volunteer, an efficient web presence with superior social media capacity, customized and printed materials, and partnering with unconventional healthcare actors.

The approaches we used depend on the community and its targeted groups. If it is a developed area then we would use low cost advances in the beginning such as networking and alliances with key stakeholders of organizations such as Diabetes Association, corporate companies, etc., and when we are profitable then we could use social medias to target forum and online groups faster. If it is a developing area we could form alliances with for-profit organizations such as Coca Cola, Telecom, etc. because of their massive delivery system, and we could also organized volunteers as an NGO to enter into villages and the community to reach our customers. Our experiences have shown us that religious centers are a cheap and easy communication route because of a dedicated and captive audience.

Our primary activities are providing preventive care for high risk population having chronic diseases such as diabetes, obesity, cardiovascular conditions, and even possibly stress-related emotional conditions. We would be operating in a clinical setting at a community level engaging local actors in workshops, schools, churches and companies. Our founder has recognized the immense value of women contributions and the potential efforts of the children for the next generation wellbeing. Therefore, we would focus our activities on them as stewards of our initiatives.

As proponent of preventive care it is easy to identify our peers from the public health sector, CAM practitioners, allied and para-professionals, and including the community ‘healers’. In fact, in developing countries they are better received and regarded highly than the conventional doctor and hospitals. We have seen that some cultures patronize them more often than the doctor. Our competitors are hospitals and specialty group practice. They see us as hindrances to patient management or decrease revenues. However, we do not see them like this as every health system has a place for us. Our combined efforts in an integrated model can result in best practice, curb malpractice cost, and diversify from the shrinking health dollar.

Like most NGOs our immediate challenge is the financial capacity to carry out the plan. In addition, as a young organization our next obstacle is the recognition of our great idea and proposal, and credibility to uphold the initiative. Our resources might be limited but we have perfected a system of mobilizing pro bono and per diem professional talents from among our sister NGOs, and using local volunteers we are able to penetrate the market. Our techniques are unusual in that we based our approaches on research and decentralization to reach targeted or segmented group in a sustainable style. This is also our trademark approach of peripheral empowerment.

The easier growth strategy for us is to capitalize on our existing health projects, and in countries that have major gaps in health care. As a NGO based in Afghanistan and many more of us in developing countries, we are most welcome by local agencies and actors. We have already formed many private and public partnerships especially with the health communities. We are ready for growth.

It has been almost two years that our organization has grown into different countries with different climate of system. These local contacts and know-how have given us an advantage for growth and expansion. Our relationships with different local organizations have strengthened our capacity to easily implement any changes in a positive way. Our core expertise is the health system.

Before we attempt large scale growth or duplication, we would like to fulfill our initial criteria of doing a feasibility and impact study on BPHP in developed and developing countries. The results are important for us to understand the socioeconomic effects before any large scale growth. We think this is the best usage of resources before expansion.

In the first 2 years (short term), we would like to build a solid base of evidence from field collection in two different settings: matured (USA) and immature (Afghanistan) markets using randomized studies. This is so that we could perfect our approach and gain valuable lessons about its socioeconomic impact. The following next five years (long term) would see us employing 500 BPHP facilities in all peripheral markets (Nicaragua, Zimbabwe, Afghanistan, Pakistan, Liberia, USA) as these are easily accepted and in needs the most. In this period, we continue to collect field data, refine our approach and engaging governmental collaboration. The long term sustainability would need to see the involvement of policymakers and support of large corporations.