Bienestar

Experiencing a sexual assault can leave a survivor with a long list of acute and chronic physical and mental health effects that can impact a lifetime. Some of the more common effects include anxiety, depression, eating disorders, sleep disorders, and substance use. By providing a survivor with the tools to care for themselves in a discreet and accessible way some of these long-term effects can be mitigated. We also know that as budgets continue to be cut for local sexual assault service providers wait times and durations between appointments are extended. For some survivors the app can be a first step while for others this app can help reinforce the tools taught in behavioral therapy, allowing the survivor to take more control and ownership over their recovery process.

We are hoping to create a version of the DoD Safe Helpline app that is repurposed for the general population. The basic features of the app have been developed and deployed, we are looking to enhance the language, design and resources to better meet the needs of those not in the military. The four sections of the app (LEARN, PLAN, EXERCISES, and SEARCH) will all be altered to meet civilian needs. For example, in the LEARN section - there is language about what to do if you have been sexually assaulted. This language differs greatly from military to civilian circumstances. We would also like to adapt the search functionality and allow users to search for their nearest sexual assault service provider. Ideally, we would also like to enhance the app by adding content and exercises in spanish.

We hope to make basic behavioral therapy tools and resources available to survivors who have limited access to support and counseling options whether it is due to geography, local resources, personal finances, etc. Providing mobile tools allows us to meet the survivor where they are and connect them to both long-term and short-term resources and services.

By adapting the current Safe Helpline app for the general, non-military, population we will be expanding the benefits of a tool that has already proven to be successful. The app has the ability to support survivors of sexual assault no matter their geographic location, age, financial background, etc. There are no qualifications to download and use the app (we also intend on making the civilian app free) and a survivor can access it discreetly and privately at anytime - whether it be before a business meeting, on the bus or at 3am.

Our target demographic is sexual assault survivors. We believe the app is beneficial to all survivors, whether the assault is recent and the app download is their first step in reaching out to find resources, or a survivor has already entered the mental healthcare system and needs a tool that will assist them in coping with the chronic effects of their trauma and needs a resource to help reinforce their therapy gains.

We know that the majority of our audience is between 13 and 35 years old. Based on this, we are dedicated to having a strong online presence through social media platforms (Facebook and Twitter) as well as online ads and search engines - Google in particular. In addition, RAINN has worked with all the major networks in the airing of PSAs as well as consultation on program scripts. The app will be incorporated into our outreach and marketing efforts as well as prominently placed on rainn.org - which averages over 142000 visits a month.

RAINN (Rape, Abuse & Incest National Network) is the nation's largest anti-sexual violence organization and was named one of "America's 100 Best Charities" by Worth magazine. RAINN created and operates the National Sexual Assault Hotline (800.656.HOPE and online.rainn.org) in partnership with more than 1,100 local rape crisis centers across the country and operates the DoD Safe Helpline for the Department of Defense. RAINN also carries out programs to prevent sexual violence, help victims and ensure that rapists are brought to justice.

Currently, RAINN is the only national anti-sexual assault organization that provides direct services to all victims of sexual assault (Note that there are organizations that serve specific demographics of survivors ex: victims in prisons, etc.).

At this point the only limitation we foresee is keeping up with demand for our services. The online hotline usage has increased over 40% in the past two years. We work hard to ensure a high quality service and have recruited and extensively trained unpaid staff to assist us in keeping up with the demand - keeping wait times low.

Looking forward we are working to repurpose some of our innovative technology platforms for different audiences, including the licensing of the platforms to direct service providers outside of our issue area. All RAINN programs (technology and service delivery) undergo annual and ongoing evaluations/reviews.

Through the use of mobile technology we can reach survivors that a decade ago were un-reacheable. Creating an application or technology-based service allows us serve survivors in an effective, relatively low-cost manner. Expanding our current suite of survivors services is a natural progression for RAINN.

We are committed to expanding services for victims and are currently working on several projects that would reach different demographics as well as expand service delivery as a whole.

We are currently expanding our suite of services for the Department of Defense and are looking to continue to enhance our current civilian platforms (direct service, education/outreach, policy). We are pursuing several projects related to crisis intervention services and intermediate support both domestically and abroad.

Se pretende dar solución a un amplia gama de problemas bucodentales existentes sobretodo en comunidades rurales a causa de la falta de cococimientos sobre la higiene dental.

Mi proyecto pretende llevar la atención dental a comunidades rurales de mi municipio por medio de unidades dentales móviles. Mi idea nace de ver y escuchar las necesidades en ésta área que me manifiestan muchos de los pacientes que acuden a mi consulta privada y los cuales en la mayoría de los casos no pueden culminar su tratamiento ya que el desplazarse hasta la cábecera municipal (lugar donde tengo mi consultorio) les genera gastos económicos (transporte y comida) y en muchas ocaciones físicos (porque algunos tienen que caminar hasta la carretera para tomar transporte).

La adquisición de una unidad dental móvil con la cual se acercaria en lo posible el servicio a comunidades rurales de mi municipio e incluso de municipios aledaños como San Diego de la Unión, Gto. y Dolores Hidalgo, Gto. Se pueden destinar 2 días de cada semana a cada área o zona rural.

Dar atención dental de calidad a las comunidades rurales, así como la instrucción en las técnicas de higiene dental adecuada.

El beneficio sería en general para todos, pero sin lugar a dudas los principales beneficiados serían los niños y jóvenes quienes al adquirir conocimientos sobre la importancia de la higiéne dental puden aplicarla en ellos y quizás en un futuro en sus hijos.

La instrucción, educación e incluso la experiencia basada en otras personas que han padecido alguna forma de dolor dental.

Mi actividad principal es la consulta dental externa en consultorio particular.

Hasta el momento no creo que exista algún competidor ya que en mi ciudad y sus comunidades rurales nadie ha aplicado nungún proyecto ni minimamanete parecido.

Pues actualmente mi único desafío es la adquisición de la unidad dental, porque los conocimientos los tengo (y actualizados constantemente), me considero una persona capaz, optimista, proactiva e inteligente. Amo mi trabajo y que mejor si a través de mi desempeño puedo ayudar a las personas.

Pues una vez dando resultados en mi comunidad es un proyecto benefico e innovador que puediera despertar el interés de profesionales de la salud dental así como de compañías de productos dentales para ampliarlo a otros lugares.

La urgente necesidad de atención dental de calidad para áreas rurales de nuestra comunidad

La atracción de nuevos pacientes con la innovación de unidades dentales en sus zonas o áreas rurales.

Considero que existiria crecimiento a corto plazo ya que son muchos los problemas bucodentales de las personas de cominidades rurales.

ADCEM is trying to make AKI interventions possible for under-served residents of Ogun State Nigeria, a known region for low availability for AKI care.

With about 4 million people in Ogun state, there is only 1 dialysis centre owned by Ogun state government and 1 by the Federal Government.There are a couple of other privately owned Centres that are not fully functional.
Sufferers of AKI can benefit from the following components of the MHS:
1. Availability
2. Capacity building for Healthcare personnel in Diagnosis and Treatment
3. Timely intervention
4. Awareness of the causes and treatment by the general public
5. Lower cost
6. Local capacity building (recipient health facilities)
7. Community outreach and enlightenment activities

First component

Acquire WTU’s (Water Treatment Units) and install appropriate Water Pre-treatment System
Provide continuous medical education in Nephrology
Encourage and enhance hands-on training for technical and nursing personnel
Solicit support from relevant international organisations
Strengthen research capabilities
Commence Peritoneal Dialysis for Acute Kidney Injury especially in children.

Second component,

Dialysis centre in OOUTH should commence a Mobile Haemodialysis Service (MHS) which will be used to reach out to all other remote areas in the state.

Third component,

Private dialysis centres in the state be co-opted and a profit sharing relationship be negotiated.

To bring stakeholders together to pilot, study, and escalate processes that will make affordable care available for AKI sufferers in mostly non-urban and under-served regions of Ogun State of Nigeria. Lessons learned should hopefully be used in expanding treatment to similar regions across the country.

Partnership development and capacity building will form key components of this effort.

ADCEM HEALTHCARE LIMITED (ADCEM), an affiliate of ADCEM PHARMACEUTICALS LIMITED, is the sole representative of FRESENIUS MEDICAL CARE (FRESENIUS) of Germany, the world’s largest integrated provider of products and services for individuals undergoing dialysis due to chronic kidney failure. The company, ADCEM, has been in business for over 20 years, delivering quality services and providing solutions in renal care across the country. Our customers are the tertiary institutions - Teaching Hospitals, Federal Medical Centres, General Hospitals, Private Hospitals and Private Organisations who through their CSR (Corporate Social Responsibility), have partnered with ADCEM to provide Renal care to their immediate communities.

children and young adults, particularly women in labour. These represent the higher population group at risk of AKI in Nigeria

- a central and well equipped (both equipment and personnel) center (identified here as OOUTH) to serve as the planning and logistics unit where the MHS infrastructure will be supported
- an outreach program that serves the dual purpose of needs-assessment and heath education and awareness-building for the intervention recipient communities (e.g., screening campaigns)
- capacity building and training for local recipient institutions (e.g., local clinics and hospitals)
- continuous advocacy (bringing together private, public and non-governmental groups) aimed at finding ways to drive down cost

-Acute Kidney Injury (AKI) care through the use of environmentally and technologically appropriate dialysis equipment.
- Design and deployment of efficient logistics to facilitate timely intervention.
- Screening of the beneficiary communities for risk of Chronic kidney disease
- awareness campaigns to prevent occurrence of AKI

ADCEM actually seek partners and collaborators given the magnitude of challenges.
there is a severe shortage for AKI (and Chronic Kidney Disease (CKD) care in Nigeria, despite the exponential increase demand for care over the last decade. CKD, for example, accounts for about 10% of patients admitted to medical wards in various hospitals in the country while community studies have revealed a prevalence of between 15 and 30%. AT an approximate cost of about $800.00/week for treatment, most sufferers are forced to go without treatment.
Attacking the general problem from the perspective of AKI allows ADCEM to target children and younger adults and thus possibly prevent escalations to chronic stages where treatment typically unavailable, and where available, costs are not affordable to most.

The biggest problem in Nigeria is the overall health care policy environment. Getting the public sector actors to participate in activities that will yield public policies geared at lowering the very high barrier to adequate availability of care and lower costs of treatment remains a challenge.

By piloting the the Mobile Haemodialysis Service (MHS) as a form of intervention for traetment of AKI through collaborations with the Ogun State government of Nigeria (public sector), ADCEM has at the core of its effort a process that "brings stakeholders together to discuss and initiate actions relevant to finding workable solutions to AKI treatment in Ogun State," and eventually across Nigeria.

The pilot project in Ogun State as a case study will yield the necessary outputs that will be studied and expanded to other areas of need in the country. This is why the outreach, advocacy and capacity building components of the MHS effort are critical success factors.

That demand for our work is high is a given. We have been equipped and have experienced growth at every stage of our existence which spans over two decades. This means that we have the experience to deliver on the technology and logistic aspects of the MHS. What we seek are collaborations that will allow for increases in treatment availability, cost reductions, and awareness building.

To expand our customer base by tapping into the Corporate Social Conscience of organisations in diverse industries.
To operate more as a Social Enterprise with clear development goals
To partner with government at all levels in improving the efficiency of dialysis services to the general populace and reducing cost to the patient.
To champion technological innovation in the healthcare sector

Within the year, to start a pilot for substantial government funding of dialysis, thereby greatly expanding the market for products and services. Also start a pilot for mobile dialysis service in Ogun State
In the next 5 years, we should have set up a manufacturing facility for the production of Peritoneal dialysis fluid and similar products. We should also be taking advantage of Government's policy of substantially funding chronic dialysis. This should strengthen the care for all types of kidney care.
We should have a full network of mobile dialysis services in critical need areas across Nigeria.

A patient with a long term condition or conditions needs to self-manage to a far greater extent now than ever before. Unless they have effective information about how to do this, their task is extremely difficult. But it's clear that self-management is the absolute key to the long-term needs of the UK health system and could be adapted to fit other models of care worldwide. We aim to do this by giving patients the most helpful, relevant and practical information, tips and goal setting from the very best doctors, nurses and other health professionals. The intention is to improve the quality of a patient's life, improve their experience of their healthcare and, specifically, to reduce the number of avoidable hospital admissions and the number of GP consultations.

GPs, Practice Nurses and other health professionals give patients a Sound Doctor wallet which contains information about the product and a laminated card with an activation number on it. The patient logs in using that unique code to access The Sound Doctor site appropriate to their condition.
They watch nine core films which are interspersed with action points, goal setting questions and further information. After this a library of 60 further films is available for them to browse whenever they like. The films are 3-5 minutes long, clearly set out and categorised, and can be watched at people's own pace. Patients' stories are included to provide invaluable peer support. There is also a chat room so patients and health professionals can build up local and national communities.

Our vision is to create a library of audio-visual information to help patients get the best out of life with whatever their condition. The objective is to make the information the best available anywhere - accessible, understandable, relevant, practical and helpful. We intend this to be a unique and structured library of films covering a wide range of chronic and other conditions. Longer term we hope to follow on from our initial audio app to create other apps on health giving far flung places access to the best health information in the world. We see this as being potentially transformational in raising awareness of particular health issues and self-managing them.

If we prevent one avoidable hospital admission for a COPD exacerbation, we have saved the NHS over £2000. Prevent one heart attack and we save up to £5,000. The cost of The Sound Doctor to the NHS offers the potential for significant direct savings. We also expect to demonstrate that The Sound Doctor, by creating better-informed and better-motivated patients, will free up GP and practice time, allowing healthcare professionals to concentrate on other needs - for example strategic planning and personal development.
The films are licensed to client organisations on an annual basis with 2-3 year packages preferred.

Our customers are the National Commissioning Board, Clinical Commissioning Groups, and through them, GPs and practice nurses. We also have a market in Public Health through local authorities. Potentially, customers could include large retailers working on innovative initiatives with the Government to improve the nation's health.

We have face to face meetings with National Commissioning Board members, CCG long term conditions leads and public health officials. We also attend conferences either to host a stand or as speakers. We network widely.

As The Sound Doctor is a small company, we are involved in every aspect. We create the strategy and vision. We design and develop the Sound Doctor learning programmes, we research, film, edit and publish all material; we meet potential customers; we meet strategic and visionary thinkers in the health sphere, and we sell. Following sales, we also try to ensure a significant take up amongst patients in each region and we work with healthcare professionals in each area to achieve the best possible outcomes.
We aim to hold a bigger 'conversation' with all those using The Sound Doctor and to communicate with them regularly with updates and other reasons to keep going back to The Sound Doctor site.

There are films on health, of course, but none offer the patient journey with the range and quality of films and editing, with the calibre of experts which we offer. NHS Choices is a large and heavily used site with millions of unique users a month. There is film content but it is incoherent and doesn't lead the patient anywhere except to the end of the film they are watching. There is no structured audio-visual content.
Some US insurers and healthcare providers have created sites like Web MD but in scope and quality these are not at all similar. Our challenge is to be first and best at what we do. Through exceptionally high quality and standards, we will continue to work with the NHS on joint projects (the audio app for example) and build on our reputaiton.

Our challenge is primarily dealing with a 'new look' NHS with newly created CCGs and uncertainty within those new structures. These changes will take time to work through. We work with key strategists at a high level within the NHS to make sure we are addressing the right issues at the right time.
We also need to make sure the Sound Doctor is cost-effective in order that CCGs renew their subscriptions to the films for patients annually. We will achieve this by working closely with all clients and patients to ensure that the site achieves its aims and exceeds expectations.

Our growth strategy is to continue to create new audio and visual information packages on a wide range of conditions and sell those and existing packages to CCGs and to the Commissioning Board in the UK and to adapt these to sell abroad. We are already partnering with a company in India which provides innovations in primary health and wants to use The Sound Doctor to help their pioneering work.

We have developed and refined our product and we have proved the concept through sales. We know that patients like it and we know that health professionals like it. As it is web and app based it can grow easily and quickly. There are no extra manufacturing costs to be factored in and distribution costs are minimal. We have an archive of material and revenue from this will fund further development.

We aim to increase our portfolio of health information products to cover a wide range of conditions affecting the majority of the population. We intend to build a substantial library of material and offer packages of information that will benefit people with co-morbidities. We intend to reach a wider audience by translating material for those for whom English is not the first language.

Within six months we will have created an audio-visual package of information on all aspects of cardiovascular disease including heart disease, stroke, hypertension and cholesterol. Within twelve months we will add extensive coverage of three further conditions. Discussions with key third sector organisations and health care professionals have begun with a view to planning and then filming, editing and posting information on all these conditions by April 2014. Within three years we expect to have a library of up to 500 films giving advice on a full range of long term conditions.

Lo definiría como hecho.
Creo que el proyecto demuestra poder impactar sobre las mentes adolescentes, hacer que ellos puedan saber de qué se trata y a la vez interesarse.
Las obras van a explicar el tema como un mapa conceptual, mucho más sencillo de comprender.

En 1 ó 3 años seguramente y espero, que nuestro proyecto de los frutos necesarios como para poder realizarlo en todo el país, simplificándole el trabajo a los profesores que se encargan de la educación sexual ya que temas como enfermedades de transmisión sexual estarían comprendidos del todo.

Voy a utilizar a los estudiantes como referencia.
Sabré del éxito del proyecto sólo si ellos se acercan. Creo que es la mejor manera de saberlo si un jóven se acerca para decir que "estuvo bueno" o fue "bien explicado" ó "bien entendido".
Todavía existen jóvenes con buenos valores y respeto mucho eso.

Voy a realizar panfletos de inscripción para participación de las obras o bien voy a visitar domicilios con fines de conseguir a jóvenes interesados en unirse al equipo.

Durante el proyecto, voy a notar quizás mas interés y mucho más trabajo por parte de los que estén participando del emprendimiento.
Es una buena pregunta, la verdad es que no me gusta elegir, porque todos mis compañeros en el emprendimiento con el hecho de estar participando significarían mucho para mi, el valor que tuvieron de sumarse a el mismo.
Si esto es necesario, habrá que hacerlo pero sinceramente no creo justo nombrar líderes. Lo haría a sorteo.
Pero si no es necesario, entonces no habría problema de que todos fueramos líderes en el emprendimiento.

Hablando en lo económico, no tendríamos que preocuparnos mucho por eso.
El proyecto, si carece de fondos, vamos a trabajar para obtenerlos. Trabajando limpiamente.
Pero si podemos continuar como empezamos, vamos a hacerlo.

Centro Medico Santagostino supplies medical care services in every primary medical area (specialist examinations, diagnostic tests, therapies for the main medical specialties, dentistry, psychotherapy and physiotherapy) with excellent quality and at affordable prices. It covers the supply gap in the area of health services, which was supposed to be covered by the Health National System (mostly in the area of dental care and psychological assistance), offering services at prices slightly higher than the public sector. Moreover, it offers a new model in which the Centre takes care of its patient in an integrated manner, diminishing his/her costs and increasing his/her satisfaction.

Providing high quality services at an affordable price, even in areas which are not fully covered by the public system or where its waiting lists are excessively long . The project is promoted by Oltre Venture, a company whose remit is to carry out public interest projects, focusing on social rather than financial returns. The investors agreed to forego any financial return: the objective is to preserve the value of the capital invested for a social return designed to benefit society. It thus becomes possible to keep tariffs down: they are 30-50% lower than the rates applied by the private sector.

In the next five years we aim to be the first brand in primary healthcare in Italy. In order to achieve this ambitious goal, we are going to implement a network of medical centers with the same characteristic of pricing, medical offer, and of course quality standards. We want to be the first “quality option” of the city where we will operate.

Our claim is “The choice of value”.
We built up a qualitative offer in every stage of care process, and we did this without transferring costs on the patient, but, on the contrary, making the price itself an element of our value proposition.
Our team, from doctors to desk officers, is committed to offer the best care experience. High medical quality is guaranteed by specialists of proven experience, severe clinical line guides and advanced technical equipments. We offer brief waiting lists, convenient opening hours, an easily accessible and pleasant location, a wide offer of services. We use technologies to improve services, such as the online booking.

Our patients (more than 34.000 in 4 years) is mostly composed by women (70%) and the average is between 30 and 50 years old.
We serve especially middle-class people, with a good scholastic and cultural level.
The majority of our patients claim to be satisfied: we continuously monitor the customer satisfaction through feedback forms that are sent via e-mail after every medical examination.

Our marketing strategy privileges the investment on a careful and innovative management of the Customer Relationship than on massive advertising campaigns. As a matter of fact we believe that in healthcare is far more important to build a good and personal relationship with the patient/customer than to spread the company's brand with publicity. Moreover, as a low profit company we rather invest in the optimization of our resources using creativity and innovative tools, such as flash mob events, web-based client services and so on.

- keeping word of mouth high (almost 70% of new patients) by monitoring the customer satisfaction and intervening promptly in case of complaints;
- web (almost 20% of new patients): in 2012 we launched a brand new website using SEO principles and user-centered design approach, providing visitors with a wide and transparent set of both practical and clinical information (prices, waiting lists, professional profiles, explanations of medical therapies and pathologies). Photographs, videos and texts are all original. We also use social media;
- monthly newsletters;
- events: art exhibitions, open days and educative events with doctors, flash mobs and contests of ideas to innovate health;

Private hospitals that might create a private offer similar to our price range. They have the financial muscles and skills for entering in our market and compete with us. They did not do that until now because of the danger of cannibalization of their high-price private offer, and in general they do not see this area as an enough profitable one to invest on.

HR development. We usually hire young people and train them in-house. Therefore there is an intrinsic maximum speed of development . We train people to be trainer and in this way we evolve our speed of growth.

By the end of 2013 our goal is to open two new medical centers in Milan covering other territorial areas of the city. We would like to replicate our business model in neighbourhoods that are similar to the one we are in today in terms of characteristics of people that live or work there and accessibility. A long-term challenge is to open new locations in other Italian cities, starting from Rome.

We began as a start-up 4 years ago and today our business model has demonstrated to be a sustainable one. Today, in order to expand our business, we need to have more centers. Since now we have been operating in the very centre of Milan and our brand is popular especially in this area. Now we need to be known in other parts of the city, and of Italy as well.

We want to consolidate our healthcare model In Milan by the end of 2013, and then to open new centers in Italy. In the next 5-10 years we aim to be a known brand in at least 3 regions of Italy.

To open 2 new centers in Milano in 2013, a new big center in Rome in 2014 and then 3 or more centers in other big cities in Italy. As a matter of fact, our business is very much related to the national (and even regional) health system, which requires to have a thorough knowledge of it.

Improve the Quality of Life & health status of Patients and Carers & improve empowerment through support. Relieve the time resources made on HC Professionals of large volume of chronic-disease patients in healthcare services with repeated hospitalizations and HC controls. Reduce the cost-burden on HC authorities due to intense use of services through chronic disease, reduce productivity loss in economy, improve social integration and prevent and improve extended HLY of these patients. Reduce cost of over-medication and improve patient safety.Improve early diagnosis and prevention of disease development and better use of telehealth services. Reduce unemployment and provide training and jobs in key growth area in ageing population with chronic disease.

Improve the Quality of Life & health status of Patients and Carers & improve empowerment through support. Relieve the time & motion resources made on HC Professionals from large numbers of chronic-disease patients in healthcare services with repeated hospitalizations and HC controls. Reduce the cost-burden on HC authorities due to intense use of services through chronic disease, reduce productivity loss in economy, improve social integration , prevent and improve extended HLY of these patients. Reduce cost of over-medication and improve patient safety.Improve early diagnosis and prevention of disease development and better use of telehealth services. Reduce unemployment and provide training, jobs in key growth area in ageing population with chronic disease.
Provide measurable results

Provide a low-cost quality controlled, chronic-disease management & educational resource available on a large scale in different countries which improves the quality of life for patients, carers and the community of people affected. The Foundation fiscal model is unique in order to enable cost- reduction through its multiple income streams which spreads the cost-burden across stakeholders and is supported by fundraising and communication capabilities. Future micro-payment model is planned as mobile payment platforms become more available.. Also in discussion with Social Finance Investment Companies to support effective roll-out for implementation stage with Publice sector partnering. Creates employment in key growth sector: m-health for an ageing population with chronic disease issues.

Create value in the healthcare supply chain for all agents , improve its stability and know-how in chronic healthcare with measurable outcomes, improve patients quality of life and health status and give support to care-givers and family units.Develop valuable resource network based on human and IT Capital, Create internal and valuable internal r& external resources in new areas of healthcare.These resources can be marketed to self-finance the service and network development process making it extensively available.

Patients and potential patients with chronic respiratory disease; (on target to be 3rd leading cause of death worldwide) , family care-givers; patient organizations who can receive these resources for their members; healthcare professionals (primary and consultant hospital); private healthcare insurers; corporates or associations who want preventative education and wellness programs for their employees; HC authorities and organizations public/private, educators and trainers who can work independently in franchise type model; residences & associations for older people who need educational support services. Local community institutions & organizations who could benefit from sharing the resource network; social services, other networks with chronic disease who want to license the model

Communication and awareness campaigns eg. early-detection with media personality Gemma Mengual “look after your lungs”, audio-visual materials, trailers and digital tools e.g health app with COPD PS-screener integrated, launched during World Spirometry Campaign2012. Advocacy work during last 4 years with HC professionals, medical societies, pharmacy network + colleges.EU organizations working in areas of chronic-care health, to network & gain support for the project and foundation activities. Signed agreements with partners: collaborating patient organizations, SME's focussing on this target audience, have formed a Coalition group for EIP AHA Initiative;physiotherapist network and teachers to develop educator network, experts in geriatric education who are linked to potential end users

LOVExAIR Foundation is a NFP organization that offers support, to people affected by chronic respiratory diseases,carers and HC professionals: to contribute to the improved health & well-being of patients, through self-help, early diagnosis, education programs & the prevention of chronic lung disease. . Congress and event organization, competitions, awareness campaigns, surveys, relationship- building with targeted groups/partners for adapted healthcare programs in new settings, collaboration with international and European patient organizations on events and awareness building and patient empowerment, resource-sharing. Developing digital resources to deliver educational content through web & social media. Developing inhouse fundraising capabilities and improving inhouse resources in RRHH

Competitors are existing HC authorities who partner with Pharma , ICT , Oxygen therapy Companies to provide/copy similar services through reengineered systems & developed resource networks. This would reduce the need for our service, Could develop more advanced IT resources & gain competitiv e advantage. Need to develop consolidated relations with principal decision makers for timely implementation of service and adapt to cultural differences etc

The Project lasts too long without generating funding for sustainability in a reasonable time-frame.Data protection differences in individual countries inspite of EU legislation . Similar projects in the pipeline through health ministries in each country and healthcare services. Seen as unwanted competition.Levels of protectionism exist in current climate, Difficulties in implementation & training/logistics supply of educator network.Use our competitive advantage to overcome barriers & we are developping a strategic partner network with key stakeholders at national & international level. Have an ethical & socially responsible service which can be marketed to all end-users, the project is registered in EIP AHA with a consortium from IT and healthcare organizations & institutions,

We have diverse ways of growing: through franchise type model to private practitioners; licensed service model to public/private healthcare sector. We will also grow organically to ensure a nucleus of leading talent remains in the organization & the service can be deployed to corporate/organizations/associations in flexible healthcare packages to promote & prevent disease development & management

We have developped internal resources & have reached implementation stage for a pilot program.We are already developing specialised packages on request from new customers who are engaging with us & requesting this type of service. We have identifed the initial trainers to start up the educator network.We have selected the IT platform and applications to manage & support the users.

Reach as many users as possible and ensure we reach sustainable economies of scale to cover IT initial investment & support educator costs lwhilst providing a reliable and satisfactory quality service.Ensure growth is measured & regulated to cover initial start-up costs ; investment in educator resource development is scaled to meet demands ; income covers costs and cash-flow is regulated.

Initial phase through pilot program with HC services collaboration.1st phase aims to cover programs in Barcelona,Madrid.Patient population:est.total population Spain:2.1 million. COPD.1st phase:1 educator to aprox.50 patients referred from primary HC physician and consultant physician (hospital):Pilot program:2013-2014:8 educators for 500 aprox. target group..2nd Phase:6 months:16 educators to reach:1000 aprox.Roll-out managed to ensure cost-effectiveness and resources match demand.Target by 2015:9000 annual patient education sessions via 20 educators:3 locations.Target 2015-2020 increase to 1000 educators:456.000 patient education sessions.We would like to be recognised as specialists in specialised healthcare management & know-how & develop valuable RRHH in this sector.

In India not everyone can afford access to medical facilities. However, since goverment is reimbursing costs of detection, mobile MRI van is appropriate solution which would eliminate problem for rural population to travel to district capitals.

Access Bridge would operate vans that have MRI technology built-in. The van could reach remote areas (600 mln people are living in villages) that do not have medical facilities. People could undergo MRI procedure for free since goverment sponsored insurance is in place. The scan would be sent to radiologist in one of the medical centers who would analyse and sent back the results. Access Bridge would get reimbursement from the goverment 400SEK for each scan.

Appropriate solutions for accessable healthcare wherever you are

Accessible healthcare to rural population, no queues.

Rural Indian population, i.e. 60% of Indian population.

Currently in India Health Camps are organised, i.e. doctors are sent to the villages to assess the health because people are not coming. Currently if these doctors subscribe MRI, patients do not neccessarily travel to district capitals to do it. We will learn rural population that needs MRI from these Health Camp doctors and come to do the procedure.

I am making a research about health care in India.

Indirect competitors are hospitals that have MRI. However, rural population cannot afford to reach those hospitals.

Funding to buy mobile MRI van to launch a pivot study in one state.

Start with one state in India
Add product scope offered in the mobile MRI van
Expand in India
Expand to other middle and low income countries with reimbursement systems

I have relevent expertise and networks in the field. India is experiencing disruptive change in the health care system. Goverment sponsored insurance enables from the point of cost persective to launch health care services to the poorest part of the population.

Cover the state of Uttarpradesh by the end of 2013

The state has Short-term growth prospective. Covering the state of Uttar Pradesh within 2013. The state has 1,4mln rural population. Our goal is to do 10 scans a day in the last 3 month of 2013.

- Boys and girls’ families without proper information, regarding main care and other important topics during treatments.
- Lack of alternative support programs to stimulate children with cancer in a psycho-neuroimmunology sense.
- Lack of strong education support strategies during the treatment (which can be helpful for building a life project).
- Lack of recreational activities tailored to boys and girls with cancer’s needs.
- Few medical staff trained to assist these types of cases from a comprehensive approach.

The “Sobrevivir Program” aims to create a childhood cancer approaching methodology, which actively involves boys, girls and adolescents, as well as their parents and other relatives, in their treatment’s process. It would focus on empowering people to acquire knowledge about the disease, the best ways to lead the treatment and how to provide effective cares and maintain a positive mood, through recreational stimulating activities.

Vision: to be a pioneer organization in the psychosocial approach of childhood cancer, offering a platform of effective support for boys, girls and adolescents with cancer and their relatives.

Goals: to create an approaching methodology for childhood cancer, that encourages the well being of patients and their families, contributing to the children survival.

A new strategy to support childhood cancer’s treatment to improve its impact, the empowerment of the parents and the involvement of medical staff, in order to increase the impact on the boys and girls’ survival.

The target population of the “I survived childhood cancer” Program consists of three groups:
1. Boys, girls and adolescents with childhood cancer diagnosis.
2. Their mothers and other relatives or carers and
3. Health and Social workers (doctors, oncologists, pediatricians, immunologists, teachers, educational psychologists, psychologists, social workers, etc.), working with cancer patients, especially with children.

Face to face hospital intervention
Social networks
Internet
Mobile phones

1. Editing five (5) Manuals for mothers and families who accompany the process of their children disease.
2. Designing a web site in Venezuela with relevant information about childhood cancer, chats, on line support groups, debate forums, videos, researches and reliable documented material.
3. Implementing the Mother and Families Support Project (Apóyame), through talks, support groups and job listings.
4. Implementing the Boys, Girls and Adolescents Support Project (Sobreviví), through psycho-immunology, special education, counseling, vacation plans, laughter therapy.
5. Creating a Professional Support Network for the Sobreviví Program, to encourage the health staff’s training in our particular approach.

Peers:
- Fundación Amigos del Niño con cáncer
- Fundación Sana
- Fundación Ideas
- Productive sector (job listings)

The primary challenge is related with the impossibility of me leaving my actual job, to dedicate myself completely to this initiative. With Ashoka’s support I’d be able to focus on the initiative and strengthen the project activities.

Only in Venezuela, 1500 new childhood cancer cases are annually diagnosed, and more of 50% of them are economically underprivileged families. This demand will be met thanks to the initiative Business Plan’s fundraising, with several activities and an annual growth prospect of near 30% in incomes and assistant.

1. There is a demand to meet.
2. There are technical potentialities to meet the demand.
3. There is a Business and a Working Plan for the next three years.

1. Assisting more children and their families
2. Recruiting more health professionals into the organization’s activities.
3. Shed light on other options to deal with childhood cancer and make them possible to work on other childhood chronic illness.

The growth plan, based on the designed Business Plan, has a first period of three (3) years; then, we foresee a shares growth of 80% in 5 years and 200% in 10 years.

In the near future a new model for cooperation between public sectors is implemented. The basic idea is to lower the number af early retirements and develop working capacity on an individual level.

At MultiTaske we have the ability to develop working capacity of individuals. We can do this in a partnership with the regional healthcare, the local jobcenter, municipal social services and health department.

By cooperating with us we are solving problems on a national level and give excluded people new opportunities so that they and their children can get a healthier and better life and even on the long run get a job.

We are making a change in public health strategy. We have created a model that can change the inequality in health care in Denmark.

You dont get the proper treatment when you are classified in the vulnerable group of people receiving social benefits. When you have addiction problems, mental problems, housing problems physical problems and living on social welfare, you have to go to 5 to 7 agencies, some on ammunicipal level and some on a regional level. That creates inequality in health provision and increases public expenses.
Our solution: When you participate in a public, private partnership you can improve health on an individual level level. Creating working communities with production to a market you increase selfesteem, improve physical condition, structure your day, improves your health and ability to cope with the challenges you meet. You get the opportunity and the skills to go from excluded to included.

Instead of mainstreaming the employment strategy and excluding a growing group from society. We are implementing a practice-oriented method to include vulnerable groups of individual. We are the alternative to be left on your own in a society that makes it more difficult to be a participating member when you are excluded.
It is a giant waste of people we are witnessing and we want to change that attitude, by showing that we can create better health and a better quality of life for this group.

One person on social welfare from the age of 30 until retirement is a negative income for society. Transfer payments and health expenses is a major threat to the danish welfare model if this group of people continues to grow.
We are showing that the benefits for society are enormous when you turn yourself from dependent on welfare benefits to being indepent and selfsupported.

We are not able to make a calculation on the social return on investment. But we have an assumption saying that we on a yearly basis make a contribution of more than 50.000 usd for every person we include on the labour market.

Our Customers can be divided into 3 groups

The customers for our bags and other products are people above 40. They are interested in upcycling and have a great concern for the vulnerable groups in the danish society.

One part of our customers are vulnerable people. They hear about us and contact us. We help them so that they get in touch with the jobcenter.

Our main customers are the municipalities around Copenhagen and primarily the municipality og Copenhagen.

Within the Municipality we are working for the jobcenter. Due to the organization of the workflow in the municipality we dont work directly together with health services, the department for addiction treatment and the department of socialservices

We get in contact with our targetgroup for products by traditional means. We use social media, we tell our story to the written medias, we use our website and we are spreading the word from mouth to mouth.
When it comes to the municipality we have implemented a long term strategy of getting known. We have spent much time on becoming known among central officials. This is about pitching the project and writing interesting applications. The next part of our strategy is to become reach the politcians. We have reached that point by making a hearing on social entreprises for local politicians and members of the local employment councils. Next step is to become known among the social workers in the jobcenter. This is a question of doing a great job to be chosen again.We are good networkers.

We have 4 teams. One team is the sowing team. Here we teach people to sow professionally step by step. We have elaborated a system with descriptions. It is possible to register your progression.
The practical team is responsible for maintenance of the production site and delivers the raw material for the sowing production. They also collect innertubes and will be responsible for our new product called "Life in the windows" which is a multipurpose project.
The Kitchen Team is responsible for making 2 nourishing and healthy meals a day and also clean the kitchen. They learn to make healthy food and also learn the importance of hygienic behavior.
The Administrative team does the accounts, develops webshop, website, facebookaccount and is responsible for sales of our products.

In Denmark we are approximately 300 social entreprises working with inclusion of 5000 vulnerable people in the labourmarket. We are the only ones making bags. We have a lot of peers and competitors on working with inclusion.
The employment business is a threat to us. In the Copenhagen area there is a lot of competition, but mostly on pricing. We know that we can be competitive on prices.

What differs us from the other busines´s is our methodology and approach to our participants, or employes as we prefer to call them. When people experiences happiness at work they really believe that they can achieve their goal. We go for that.

Right now our biggest challenge is to obtain contracts with the municipalities. We have made a number of measures to ensure that we willw succeed in continuing our busines.
Besides the financial challenges there are challenges concerning legislation. We are waiting for measures to be taken to improve the conditions of social enterprises. Therefore we spend a lot of time on networking to make sure that the politicians realize that they have to invest in solutions like the ones we are creating.
The procurement regulations is an organizational challenge. We have upgraded our legal knowledge on the subject and are waiting for the municipalities to losen up and play it by the new rules.

We have made a 5 year plan a year ago. We wants to expand our business according to the sale of our products. We have grown from a staff of 4 to a staff of 7. When our 5 year plan is realized we have a staff of 20 people and are working from 3 sites all placed in Nørrebro. We are working with 100 vulnerable people at a time. Next step is making a franchise model based on our methodology.

We have a very strong concept of how to organize our production site. We have come to the conclusion that instead of moving to bigger premises it would be better to create new sites. This is because it is obvious that 30 to 35 people, where the majority has combined problems with health and so on, is the ideal size of site to improve health and include people on the labor market.

We want to grow on staff. We want to create jobs in Denmark for people living in Denmark
We want to create appropriate opportunities for vulnerable people excluded from society
We have developed a model for improving the health of the vast group of people with physical, mental and abuse problems.
We can grow by spreading our model as a franchise in social entrepreneurship.

We have made a 5 year plan based on the fact that we can develop the sale of our products. The first milestone is to secure survival by getting contracts with the municipalities. This is by august this year 2013.
In 2014 we open our second site in Nørrebro.
In 2015 we open our third site in Nørrebro
By the end of 2016 we have developed our franchise model and have spread the idea to several major cities in Denmark