Voluntariado

Nevara's visionary leader has been studying entrepreneurship for 15 years, with 14 years in higher education, focused on how to maximize impact. In the 4th year of his PhD, he is doing action research - bringing together all his insight in recruiting passionate interns to join Nevara, in additional to preparing a new class called Impact Assessment.

While much of the efforts recruited to improve quality, efficiency and sustainability is done out of goodwill and passionate students volunteering their time - Nevara has reached a bottleneck caused by financial constraints.

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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 two biggest barriers preventing the blind from getting treatment are awareness and affordability.

Indonesia has 9100 primary care clinics but the clinics’ role is passive, treat only patients who come. Many blind patients don’t go to clinics, believing it is not treatable, doubtful over the quality or the treatment is not affordable.

The cost of cataract surgery is USD450/eye at public hospital, too prohibitive for the 120 million Indonesians (50% of the population) who earn less than USD2 a day* (*source: The Jakarta Post, Beyond Statistics of Poverty, Iin P. Handayani, February 13 2012)

Thus, surgery output is very low (averaging less than 10 cataract surgeries/hospital/week), making Indonesia the country with one of the lowest Cataract Surgical Rate in the world.

Solution: break the awareness and affordability barriers.

Awareness:
* Regular training to grass roots resources (Babinsa, village chiefs etc.)
*Use media to help improve public awareness on avoidable blindness.
* Increase accessibility to treatment by providing transportation to the hospital.
*Improve the surgery quality by training and incentivising medical and hospital staff.

Affordability:
* Make available high quality and affordable community eye hospitals.
* Targeted free (charity) cataract surgery to ensure the unreached is reached.
* Document surgery output and outcome; share this data with the public and policy makers. This is useful in advocating eye health to policy makers.

Our vision is a world where no one is blind needlessly.

Technology and accessible treatment are available for 80% of blindness (cataracts and refractive errors; source: Vision2020, International Agency for Prevention of Blindness).

No one should remain blind simply because of lack of awareness or inability to pay.

Utilize our international and local network to mobilize local community to take part in ending avoidable blindness.

ANV is a young organization with little resources but we have made good impact in local community and we are well known for high volume and high quality cataract surgeries. We are on the right track to take the work to the next level – drive the building of sustainable community eye hospitals.

We can collaborate with non-traditional partners (Babinsa and private social enterprise). We also collaborate with large INGOs - The Fred Hollows Foundation (www.hollows.org.au) to share knowledge and compliment each other’s work.

Our customers are:
1. Paying patients
2. Non-paying patients

Profits made from paying patients are used to fund subsidized or free treatment to the unreached.

The quality of treatment is the same for both paid and free patients. Only the level of comfort in service differentiates the two categories of patients.

Community education – basic eye health training for Babinsa, village chiefs, local women associations, religious and community leaders.

Publicity – media (radio), stage play, flyers, banners.

Making accessibility easy – provide scheduled and regular transportation to the hospitals.

Referral by shareholders – members of the private social enterprise and local ophthalmologists association are likely to refer customers to this hospital.

Word of mouth – high quality yet affordable treatment with good service experienced by patients will be invaluable referral for future patients.

- Community education on basic eye health.

- Build the capacity of local medical team by funding intensive quality training on cataract surgery.

- Equip trained local medical team with mobile equipment and encourage them to actively take part in community work including charity surgery events held by other NGOs.

- Drive private social enterprise to start the building of sustainable community eye hospitals.

- Connect the private social enterprise with other INGO (eg. The Fred Hollows Foundation) for additional support.

- Advocate policy makers by presenting record and output and outcome data from our activities.

There are no real comparable peers or competitors in what we try to do. Private for-profit eye clinics/hospitals may see us as a threat and competitor but it is a misguided because there are so many patients who are currently not serviced due to lack of awareness, trust (quality) and affordability.

For the middle to upper middle class patients, their trust in the local quality of surgeries is low. Many choose to have their cataract surgeries abroad even though it costs a lot (Malaysia, Singapore)

Our challenges are For-Profit eye hospitals who are going to view low cost high quality eye hospitals as a threat to their business and they might use local ophthalmologists association to influence the authority to stop this hospital from operating.

To overcome, we encourage private social enterprise to invite local ophthalmic association to have profit shares in this hospital.

The local ophthalmic association keep their share of profits. Only share of profits owned by private social enterprise will be used to subsidize free treatment for the poor.

As a result, local ophthalmologists will also help refer patients to this hospital and help it grow.

Overtime, the market will prove that the greater the public awareness, the more patients for everyone.

The strategy is to have one sustainable community eye hospital operating by year 2014, this gives us one year to secure crowd funding, recruit and train personnel, refurbish the hospital, increase the training to the community.

Once the hospital is running, the operating model can be quickly applied to the second and third hospital in other provinces.

There are public demands and interest from social enterprises.

First three years: new regions (other provinces)

After three years: with good reputation established, the hospital can:
* Expand the scope of treatment to include other eye sub-specialties.
* Reach to customers who currently seek treatment overseas.

The growth objectives we envisage are:
* To replicate this hospital model across Indonesia’s 33 provinces.
* To influence policy makers to place greater resources on eye health and put eye health on priority health list.

Please kindly refer to answers in 3.2.a and 3.2.b above.

By spreading the word of my venture throughout the State in order to prepare for a longer more difficult phase in which I will expand my venture nationally

By gaining recognition on a national level as an organization that positively effects communities around the nation

I will measure success not by the amount of money I raise towards my cause, but by the amount of people which my venture affects. Although it is only aimed towards helping children with Autism, I believe that my venture will allow communities around the nation to come together in order to fight for a common cause.

Patient leaders have a valuable role to play in tackling the problems facing health and social care at a national and local level, but we need to improve the development of and access to learning opportunities in order to grow this pool of talent, Amidst chaos of reform and unprecedented challenges to improving health, the biggest asset we have - people who live with health problems and use services - remains untapped. Instead, patients are a problem to be solved, not the solution. Meanwhile, patient and public engagement has been co-opted by institutional interests as a buffer against change, rather than as a co-production engine for it. We need a new generation of 'unusual suspects' who can act strategically to help tackle crises in health and social care

Patient leadership is:
Rooted in self-leadership - patients learning about themselves to steer their own life.
A work in progress - good leaders develop through continuous learning
Dependent on context - involves a complex mixture of interdependent behaviours

Our learning approaches incorporate:
Co-design and co-delivery
More than ‘chalk and talk’ - We use highly interactive methods
Working with what happens in the room - Leaders learn from practicing and reflecting on how they behave
Acting into a new way of thinking - We help people to construct meaning and knowledge from experiences by practicing on their ‘live’ issues
Working with others – integrating dialogue and inquiry
Process skills of leadership - skills of relationship-building and influencing

We provide patient leaders - patients, service users and carers who influence change with:
Learning and Support - a variety of face to face offers and facilitated e-learning
Network and Community of Practice - Patient Leaders become Members of The Centre for Patient Leadership
Ongoing support to take next steps

We provide healthcare organisations with support based on co-production principles to foster patient leadership

Equipped with the capability to influence change, PLs will help shift power relationships underpinning healthcare to a truly patient-centred model. This will transform:
Patient experiences and outcomes (responsiveness)
Quality of decision-making (transparency, governance and accountability)
Trust and confidence
Financial viability of healthcare systems

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

We are unique thus far. National professionally-led training organisations are beginning to take an interest in patient leadership, but don't (and may never) truly understand the model; Patient-led & Third Sector organisations are at an early stage of being able to deliver training programmes and these are based on very different learning models to those we believe in and offer.

There is a window of opportunity (3-5 yrs) to create a social movement for patient leadership before an idea like this is 'captured' by mainstream organisations and distorted to fit institutional needs and the status quo. In this time, In this time, our work needs to support & develop a critical mass of patient leaders who share the values and have the skills necessary to radically shift the face of healthcare

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.

Short term (1-2 yrs): £500,000 turnover, six new learning programmes (300 alumni); development of online network; six new core associates; Establishment of operational model to deliver at scale and pace (with financial director on board at least p/t and project manager f/t)
Medium Term (3-5 rs): £1-2m turnover, 40 programmes, expansion of offers; Thriving membership of community; UK-wide delivery;

NB. There will be a general election in 2015 and this will inevitably lead to shifts in policy and practice. We will need to adapt our work and growth plans for these circumstances.

El éxito del emprendimiento será definido a través del cumplimiento de las metas establecidas previamente como referenciales que establecen marcos de impacto y éxito a nivel cualicuantitativo.

El éxito del emprendimiento será definido a largo plazo a través del cumplimiento de los indicadores establecidos dentro del marco del proyecto (detallados más abajo)

Los indicadores de éxito del proyecto son los siguientes puntos específicos:
• 10 organizaciones que trabajan en VIH y sida han fortalecido sus estrategias de abordaje y atención adolescentes y jóvenes.
• 50 autoridades conocen la realidad de los jóvenes del área rural en cuanto a VIH y sida.
• 10 organizaciones que trabajan en VIH y sida conocen la realidad de las y los jóvenes del área rural en cuanto a VIH y Sida.
• Una estrategia comunicacional de información sobre VIH y sida y la realidad de la juventud que llegan a 200.000 personas.
• 40.000 condones son distribuidos a adolescentes y jóvenes.
• 25.000 lubricantes son distribuidos a adolescentes y jóvenes.
• 15 organizaciones aumentan su conocimiento sobre VIH y Drogas Intravenosas
• Un programa radial bilingüe sobre prevención de VIH, sida y Salud emitido en un una radio comunitaria nacional que llega a 100.000 personas.
• Un concierto de Rock para celebrar el día internacional de respuestas al VIH y sida “1ero de diciembre” con la participación de 4.000 espectadores.
• Cuatro muestras de Cine sobre Derechos Humanos, VIH y Diversidad en zonas periurbanas y rurales, con la participación de 2.500 asistentes.
• 100 Padres, madres y familiares saben cómo educar sobre VIH y además han sido capacitados sobre la atención a un familiar joven que vive con VIH.
• Repartidas 200 unidades impresas del Manual de abordaje y atención en VIH y sida dirigido a padres, madres y familiares.
• 100 Profesores de centros educativos conocen la manera de abordar y tratar a jóvenes que viven con VIH y que son vulnerables al VIH.
• Repartidas 250 unidades impresas de cartillas informativas sobre el abordaje de los Derechos Humanos, VIH, Género y respeto a la Diversidad en las aulas.
• 300 alumnas y alumnos de centros educativos han sido capacitados.

El proyecto plantea reclutar nuevos miembros o adherentes voluntarios al emprendimiento a través de la postulación vía web (https://docs.google.com/spreadsheet/viewform?fromEmail=true&formkey=dEZm...), formulario contenido en la página de la organización (http://somosgay.org/) en la de facebook (https://www.facebook.com/elcentrosomosgay?fref=ts) y en el perfil de twitter (https://twitter.com/SOMOSGAY). Actualmente contamos con 30 jóvenes inscriptos al programa.

La misma dinámica del proyecto está basada en informar y capacitar con los mejores profesionales y de la mejor manera a los futuros Agentes Comunitarios, de tal manera que todos puedan desarrollar o descubrir al máximo su liderazgo,sentido critico y compromiso con la causa, para de esa manera instalar una figura activa de juventudes que siga con las actividades en torno a la solución de problemas referentes a VIIH/Sida en Asunción y Paraguay.

El proyecto esta diseñado para ser ejecutado a largo plazo, contamos desde ya con todo un equipo formado coordinando y acompañando la iniciativa,como también el financiamiento de la Unión Europea para la realización total de las actividades en el marco del programa.

Durante el primer año, consideramos que nuestro éxito estará reflejado en tres principales rubros. En primer lugar, habremos desarrollado un Kit de material didáctico “Xacapilli Quiyotl” basado en un sustento teórico-metodológico, que favorezca el ejercicio del derecho al placer, la apropiación del cuerpo y la percepción de riesgo en prácticas sexuales no protegidas, para mujeres que tienen sexo con otras mujeres (MSM).

Habremos impartido cuatro talleres con mujeres que tienen sexo con otras mujeres, y por último, tendremos una red con la cual podremos realizar el Mercadeo Social de insumos para mujeres que tienen sexo con otras mujeres, que permitan nuestra sustentabilidad como colectivo.

A largo plazo, nuestro éxito estará reflejado en primer lugar por nuestra subsistencia como colectivo a partir del Mercadeo Social de insumos para MSM.

En segundo lugar, por la continuidad y actualización de taller vivencial “Xacapilli Quillotl”, a través del cual buscaremos continuar favoreciendo el ejercicio del derecho al placer, la apropiación del cuerpo y la percepción de riesgo en prácticas sexuales no protegidas, para MSM.

Y por último, con una mayor visibilidad del colectivo que nos permita, generar alianzas tanto con otros colectivos, organizaciones y asociaciones civiles (tanto del D.F. como de otros estados del país) así como, con otras mujeres que compartan nuestra visión como colectivo.

Durante el primer año, habremos impartido un piloteo del taller vivencial, que nos permita mejorar la propuesta teórica-metodológica a partir de la experiencia en campo y cuatro talleres vivenciales, con mujeres que tienen sexo con otras mujeres en el D.F..

Lo cual, nos permitirá llegar a 75 beneficiarias directas y a 150 beneficiarias indirectas. El número de beneficiarias directas será registrado con las listas de asistencia al taller.

El impacto del taller será medido a partir de un cuestionario cualitativo pre y post, que nos permitirá rescatar la experiencia subjetiva del ejercicio del derecho al placer, la apropiación del cuerpo y la percepción de riesgo en prácticas sexuales no protegidas, en las participantes a los talleres.

En las estrategias y técnicas a implementar en el taller, privilegiamos lo vivencial como un mecanismo a través del cual las mujeres puedan apropiarse de los conocimientos y herramientas que les permitan tener encuentros sexuales más saludables y placenteros. Más allá de reclutar nuevos miembros, a través de la estrategia "Pasa la voz", esperamos la asistencia de nuevas mujeres a los talleres que se impartirán mensualmente y llegar a un mayor número de beneficiarias indirectas con quienes se replique el mensaje de la importancia de reconocer los riesgos de tener prácticas sexuales de riesgo.

Las integrantes de "Las Hijas del Maiz" laboramos e incidimos en diferentes espacios de participación de y para jóvenes y estamos abiertas a las propuestas y la participación de nuevas voces y brazos comprometidos con la promoción de la salud sexual y los derechos sexuales en general. Así, tanto en la convocatoria como en la implementación del taller planteamos un ambiente de horizontalidad donde todas las voces sean escuchadas y donde las asistentes incorporen a su cotidiano la idea de que, tanto en lo personal como en lo público, la participación es fundamental para que las cosas sucedan; de ahí también el identificarnos como un colectivo, es decir, como una agrupación de mujeres con ideas en común.

Una parte fundamental de este proyecto es el reuso de materiales, que se podrán reunir a partir de donaciones de las asistentes. Otra estrategia es el mercadeo social, que consiste en hacer llegar a las asistentes insumos de protección y materiales lúdicos a bajo costo pero que permitan a "Las hijas del maiz" ciclar los recursos de tal forma que se refinancíe el siguiente taller. La estrategia de mercadeo social será permanente durante todo el proyecto y estará dirigida a la población en general, abriendo la gama de productos a ofertarse y de recursos que nos permitan continuar esta labor.

Se trata de diseñar una plataforma web y su correspondiente app

Plataforma de referencia para acceder a la oferta y demanda de cuidadores para pacientes ingresados en hospitales y domicilios.

Una plataforma que aglutina a todos los perfiles dispuestos a ofrecerse de cuidadores de enfermos: voluntarios, asociaciones de pacientes, estudiantes demandantes de empleo y profesionales que buscan clientes.
Esta plataforma permite valorar los servicios obtenidos, así como compartir reursos (un mismo cuidador para varios enfermos de una misma planta por ejemplo)

Los enfermos y sus familiares.
Los hospitales y centros de salud que pueden disminuir su carga asistencial y reconducir sus recursos.
Trabajadores en paro.
Estudiantes de ciencias de la salud que buscan empleo o prácticas.
Las empresas de servicios profesionales especializados.

Alianzas estrategiscas con todos los perfiles interesados: Hopitales, centros de salud, ONGs, asociaciones de pacientes, escuelas de enfermería, etc.

Gestión de la plataforma

Otros portales de internet.

Dificultades en obtener financiación de la plataforma. Para superar el problema, propongo su financiación a través de la inclusión de empresas de servicios profesionales especializados, así como infinitas posibilidades en el área de la formación dirigida a todos los perfiles.

Una prueba piloto en mi hospital y posteriormente en todos los centros de salud del departamento.

Approximately 50 words left (400 characters).

Empezar.

Indeterminado.