Política pública

Traditional non-profits often fail to achieve their objectives because they rely on donations and volunteer efforts. While these may contribute to the overall good in some scenarios, we believe a complete business model that focuses on organizational efficiency, accountability, and hard work will be more effective in creating a long-term, sustainable solution. By combining a talented workforce, proven business principles, and clinically-focused dentists, we can achieve what other non-profits and governmental entities have not.

Sarrell treats the dental and optical needs of lower income children in underserved communities that might otherwise not have access to dental care. Generally, these are Medicaid and SCHIP eligible patients ages 1-20.

Sarrell operates 14 clinics in underserved communities as well as a state-of-the-art mobile dental bus that travels to areas where dental care is not otherwise available. This dental bus has two fully-functional operatories and digital radiograph equipment linked to electronic health records.

Our Community Outreach personnel provided dental education and screened over 50,000 Alabama children in 2012.

We provide dental education, screenings and comprehensive dental work (everything but orthodontics) to under served Alabama children between ages 1-20. We do so without the need for cash donations or grants. We grow organically using best demonstrated business practices and have created a new, effective and proven dental model. The first self sufficient, not for profit, dental model of this kind in the USA.

The single biggest hinderrance to our growth out of Alabama is individual states' Dental Practice Acts (DPA). Most do not allow non-profit organizations to operate, even though we use only fully licensed dentists. In fact, We had to change, via Sarrell Dental legislation, the law in Alabama in 2011. Even though most dentists in Alabama do not see Medicaid patients on a regular basis. This was a battle covered numerous times by prestigious journals such as The Non Profit Quarterly (type Sarrell Dental in the search box on their website), PBS Frontline (see PBS Frontline website) and many other publications (search Sarrell Dental).

Dentistry is about 20 years behind the medical field, as far as consolidation and the use of alternative providers (i.e. nurse practioners). DPA's must change.

We are currently poised internally to expand our model to other states. At this point we are seeking partners to help us accelerate our growth and optimize community impact before we open our next office.

We have developed our infrastructure, particularly in IT and management know-how, to be scaleable. We currently have no long-term debt and have a large, sustainable, growing record of growth.

To expand our services outside of Alabama. Particularly into nearby states where we can manage our culture, business and clinical practices to ensure continued our proven track record in serving children who need our care the most.

We are in a unique position with regards to the UK and international market, as
Thought-leaders (around the policy and practice of patient leadership)
Pioneers in providing learning and support to a new generation of health leaders able to shift the very fabric of how health and healthcare is delivered.
Offering constructive and sustainable solutions to healthcare organisations in the current economic climate

Our customers are two-fold:
1. Health and healthcare organisations (customers) - local, regional, national, international - these organisations resource individual beneficiaries (patient leaders) who are:
2. Patients, service users and carers (direct beneficiaries)

We have run learning programmes for organisations at national, regional and local level (e.g. NHS Commissioning Board, now NHS England; NHS Institute for Innovation and Improvement; Midlands and East Strategic Health Authority; National Voice - the umbrella organisation for the health voluntary sector; various commissioning organisations and provider trusts). We have undertaken a variety of programmes, ranging from one day workshops to five month programmes (with coaching) to over 500 patient leaders.

We have marketed progammes to commissioners, providers & national agencies. Given the shifting policy environment, our marketing strategy will segment in the following ways, towards:
1. National agencies (in service development, research, third sector) - these will also help ceate the environment for patient leadership
2. Commissioners of health and social care
3. Providers (acute hospital trusts, community and primary care providers)
4. Condition-related organisations/initiatives (eg. building on recent success in renal field) & moving towards focus on long term conditions
5. Locality and regionally based work (building on recent successful programmes in the Midlands)

Each of the above require bespoke business cases that focus on relevant incentives (e.g. safety for hospitals)

We provide
Learning and support for Patient Leaders
Networks and communities of practice;
Information, advice and support for Patient Leaders

For organisations:
We provide organisational development support that fosters the cultures and systems for patient leadership (NB. We have just produced the first Guide for NHS organisation to foster patient leadership - see 'resources' section on our website)

We also undertake research and policy with partners that will help create the wider cultures and systems and enviornment for patient leadership

The current policy and practice environment is volatile and organisations do not yet recognise the value of patient leadership - and may not want it if they truly understood it! On the other hand, the steep rise in demand demonstrates that another set of players want us to step up to the mark. To overcome this paradoxical state of affairs, we need to:
Hone and articulating the vision - communicate the business case to all stakeholders
Build capacity for delivery at scale and pace
Refine the operating and business model
Clarify roles & responsibilities;
Move to mixed investment strategy
Ensure quality
Beware of mission creep (eg other areas of citizen/lay leadership)
Stick to our values
Develop range of accessible learning offers/curriculum (incl. facilitated e-learning)

These phases are largely being run in parallel:
Phase One: Market Research & marketing strategy based on refined assessment of current landscape and potential funders (including assessment of investment and philanthropic options)
Phase Two: Building infrastructure, operating model and capacity for delivery at scale;
Phase Three: Developing the offer (to patient leaders, organisations)

We have significant interest in our work from organisations & Patient Leaders themselves; hugely positive feedback from programmes (500 'alumni') Recent experience of delivery at scale and pace; Proof of concept of operational and delivery model (incl train the trainers; online network; virtual learning environment); high profile (e.g. articles and network interest)

In the next 3-5 years, we aim to grow from £100k/yr turnover to £1-2m/year (yr 2) and double that by year 5. This will depend on developing 'Patient Leaders' as the 'go to' place for an expanding range of learning programmes and establishing the Centre for Patient Leadership as a non-profit making research & policy organisation.

The WAH is an open, adaptive, and adoptable technology that is patient-centered, user-oriented and results-driven. However, we believe that technology is not the only answer. We have a unique open partnership platform that puts premium on the sharing of expertise and pooling of resources. Moreover, WAH is inclusive and supportive. We put our faith on people, processes, and passion. We aim to inspire people—and move them to action. We offer modular on- and off-site training programs and responsive tools for regular progress and management monitoring and feedback because we believe that the process is as important as the result. We seek to empower our RHU client-partners to do more, efficiently—and happily—because our end-users and beneficiaries are our most important agents of innovation.

Public health data in the Philippines originate during patient care at barangay (village) health stations and health clinics in the city (CHU) and municipalities (RHU). These CHUs and RHUs are the beneficiaries of the WAH e-Health platform as patient-level information enables health care workers in these public clinics to provide individual patients with more effective, efficient and comprehensive care, and ultimately, better health outcomes.

WAH relies on the willingness of local government units (LGUs) and local chief executives to support the establishment of the WAH platform in the health centers (CHUs/RHUs) in their locality. Along the public-private partnership principle, each WAH site is financed, or otherwise invested in, partly by all stakeholders, with LGUs customarily covering equipment and installation costs while the private, academic, and non-government partners handle the training, technical support, operational, and other related expenditures. This setup encourages the active involvement of each stakeholder and lends LGUs, for their part, ownership of the project.

The WAH e-Health platform offers practical solutions to local health information management issues. Following advocacy meetings with the LGU, a technical site assessment, and the procurement of equipment, the project team proceeds with systems deployment and training. One feature of the platform, i.e. EMR, SPASMS, Statistics Aggregator, Mobile Midwife, corresponds to one level of training. Health personnel at the partner RHUs are expected to finish up to at least Level 3 within 8 months of the adoption of the system. However, trainings are progressive and certain technical and equipment requirements for each level must be met. The project team then regularly takes on various monitoring mechanisms, e.g. RHU scorecards and bimonthly visits, in the project sites to track health data quality.

WAH is presently sustained by resources and contributions provided by partners. Amid decreased funding from Qualcomm and diminishing technical assistance grants by USAID, LGU partners and other stakeholders are continually encouraged to leverage resources and take more concrete steps to ensure that WAH continues to prosper and expand. Additional local and perhaps international funding sources will also be explored. Meanwhile, a Long-term Sustainability Plan is being devised with the Asian Institute of Management to provide more guidance on WAH’s move forward.

Pending adoption of a standard HIS by the DOH, WAH will continue to take part in its consultative body in order to lobby for and possibly influence the agency to make WAH platform THE standard in health clinics across the country.

Selling the WAH idea is easier owing to the presence of champions from the pilot sites, e.g. LCEs and RHU personnel, and their publicly acknowledged success in terms of meeting the set goals and commitment of local partners. WAH will bank on this to continue engaging new and current partners alike to commit financial, human, technical and other resources to scale up the project nationwide.

WAH has had the impact of changing perceptions and behaviors of those whom the Initiative and the WAH platform have touched. First, RHU personnel feel and work with more pride. Second, due to the success of the pilot, LCEs have begun investing on e-Health since 2010. And third, requests for adoption outside Tarlac from those who visited WAH sites have been pouring in continuously.

We are set out to make Tarlac the first province in the Philippines with all of its RHUs running on and interconnected by a modern HIS like WAH. Ultimately, our goal is to advance the clamor and commitment to the transformational effects of WAH, and e-Health in general, to the national level. WAH partners shall continue to collaborate to make the WAH system a standard in RHUs across the country.

Una estrategia inexistente que apoya el tratamiento del cáncer infantil para mejorar su impacto, incrementar el empoderamiento de los padres y el involucramiento del personal médico, con el fin de aumentar el impacto del tratamiento en la sobrevida de los niños y niñas.

La población objetivo del Programa “Yo sobreviví al cáncer infantil” está conformada por tres grupos:
1. Niños, niñas y adolescentes con diagnóstico de cáncer infantil;
2. Las madres de éstos o los familiares u otros cuidadores y
3. Profesionales (médicos, oncólogos, pediatras, inmunólogos, maestras, psicopedagogos, psicólogos, trabajadores sociales) que trabajen con pacientes oncológicos, especialmente con niños y niñas.

Intervención hospitalaria face to face
Redes sociales
Internet
Uso de teléfonos móviles

1. Editar cinco (5) Manuales para madres y familias que apoyen el proceso de acompañamiento de sus hijos durante la enfermedad
2. Diseñar un portal web con información relevante acerca del Cáncer infantil en Venezuela, chats, grupos de apoyo on line, foros temáticos, videos, investigaciones y material informativo debidamente documentado
3. Implementar el Proyecto de Apoyo a las Madres y Familias (Apóyame) a través de charlas, grupos de apoyo y bolsas de trabajo.
4. Implementar el Proyecto de Apoyo a Niños, niñas y adolescentes (Sobreviví) a través de psiconeuroinmunología, apoyo pedagógico, consejería, planes vacacionales, risoterapia.
5. Crear una Red de Apoyo Profesional al Programa Sobreviví, para propiciar la actualización del personal de salud en el enfoque propuesto.

El principal desafìo está relacionado con la imposibilidad de dejar mi trabajo actual para dedicarme en un 100% a esta iniciativa. Un impulso como el de Ashoka me permitiría dedicarme totalmente a consolidar las actividades.

Sólo en Venezuela se diagnostican anualmente 1500 nuevos casos de cáncer infantil y más del 50% de estas familias pertenecen a los sectores menos favorecidos. Esta demanda será atendida, gracias a las actividades de fundraising que tiene la iniciativa y la cual comprende diversas actividades definidas en el Plan de Negocios, con un crecimiento anual del 30% aproximadamente en ingresos y atención.

1. Existe una demanada por atender
2. Existen potencialidades técnicas para la atención de la demanada
3. Existe un Pland e Negocios y Plan de Trabajo definido para los próximos 3 años

1. Atender a un mayor Nro de Niños y Niñas y sus familias
2. Incorporar a una mayor cantidad de profesionales de la salud en las actividades de la organización
3. Visibilizar las opciones de abordaje del cáncer infantil y hacerlas viables para otras enfermedades crónicas infantiles