健康教育

If we would have a greater capacity we could reach out to more slum communities, within and beyond Dharavi. We could also expand from the nutrition to a higher level health program to ensure the well-being and healthy development of every child in Dharavi. That would include regular physician visits, vaccination and de-worming camps and micronutrient supplementation.

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Expanding our health services, training more doctors, nurses, community health workers. Develop recognition and award system for employers that successfully implement 4 over 4 plan, Offer products to community health worker that include incentives to practice the 4 healthy behaviors and 4 health measures. Provide materials for parents, teachers and school children about the 4 over 4 Plan and strategies that can lead to adoption of healthy behaviors. Expand student-led approach to empower youth to improve their own health by implementing positive changes in schools. Continue to implement prog

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Stockbox does offer locally-sourced and organic products. However, it's difficult to offer these products at an affordable price. There is still room to improve this access and enable customers from all economic levels to enjoy the highest quality fresh foods. In addition, many of the communities in which we work also face pressing environmental concerns because of their proximity to manufacturing and industrial bases. It's important to us to support this amelioration of these concerns in order to contribute more fully to the community's vision for itself.

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Scaling up and added capacity with factories located in various regions would enable us to do social marketing on pan India basis reducing logistical cost of long distant movements.Thiswill enable us embark on All India movement for "Nutrients for all or Freedom from silent hunger" We have spent a million rupees in making a film on our fortified salt named Sundar health salt for Nutrition education and have also dubbed it in several regional languages with english subtitles. The seed capital/grant for nutrition education will create the pull from the buyers thus sustaining financial viability.

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We expect that in future we can have better nutrients through a better environment, that is why we ask for planting trees. With a focus on environment, nutrient rich farming and wellness for humans, we can achieve so much. We shall increase on out networks, since we are already dealing with farmers. We shall be using the same resources, of farmers, rural women and children to effect the planting of trees and also crops specific for certain nutrients.

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Creating Awarness by Various Means will help to create a great impact accross. The aim is to educate and create awarness about the issue,This issue can be sorted out only by educating and definately a proper model will help to improve the quality of lifestyle, their understanding and the services they use accross

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Access to information is the main problem that we propose to solve. Low-income populations have too much trouble finding information and guidelines that meet their needs. Our purpose is to facilitate access and guide people in what they need.

The search engine for health resources we created aims to facilitate access to health resources, bringing the result to the user in 3 simple steps. First, you search the name of the service you need (drug, vaccine, consultation, exam, materials, equipment, health facilities). In the second step, we ask in which city, region or district you want to find it. And the third step already brings the results of the geo locations and guidelines necessary to obtain the demanded service/resource.

Our vision is to be the primary means of access to health resources for the population. We have an universe of over 140 million people who do not have health insurance in Brazil and need to use the resources available in the SUS (the Brazilian public health system). Our goal is to inform and guide an increasingly larger number of people through various platforms: Internet, telephone, in person.

Aware, guide and facilitate access to health resources for the population.

Companies with employees who do not have the benefit of the health plan, and individuals in general.

We approach our clients stating that, through the correct guidelines and access to quality resources, individuals' well being will be optimized and they will have a better performance at work and in their personal life.

Educating the population about their health rights and how to get them through the search service on the Internet, and by nurses on the phone.

Today's competitors focus on health information, instead of access information. These competitors could hinder our growth if they begin to offer the same kind of guidance to access that Saútil does. But as the market is very big and we have been pioneers, our main concern is to provide quality service to people.

One challenge we have is the cultural barrier of low-income people, especially elderlies who do not have much access to technology. That's the reason why we provide the same kind of guidance by phone, so it is accessible to all.
We also have the challenge of showing the public that despite the difficulties in accessing, SUS also has positives points. Today the population has a widespread view that the SUS does not work. We can change that perception with the help from SUS itself and through partnership with government, which we do not have yet.

Our growth strategy is based on the expansion of facilities and access platforms. We know that in Brazil we have approximately 55 million users of the classes C and D (low/medium classes). On the other hand, we have more than 200 million enabled telephone lines.

To have all the access information compiled for research made ​​by our representatives, and also by the users through the search engine.

Build a high performance service structure, scalable, to meet both an increasingly larger number of people, and also increasingly systematic research information.

In the short term this year, we might have 50 thousand people served by Saútil. In the long term - 3 years - 1 million people.

The maternal and neonatal deaths are a global problem. A proper management of obstetric emergencies can make a big difference to the rates of maternal and neonatal mortality. That's why our project’s goal is to optimize care for obstetric emergencies for contributing to the reduction of such rates.

The PACE Program / ALSO is based on the critical needs of the mother / son / daughter in the institutional alignment and effectiveness of the providers within the community context. The goal is to optimize the results in the care of obstetric emergencies and neonatal care. It is a training program based on teams that supports this model Paradigm Shift in addressing maternal and newborn health. The training and certification programs move from the providers as individuals towards a centered training / patients and teams at all levels of medical training (PROC, and ALSO BLSO) supported by the respective health jurisdiction to improving the alignment of assistance.

The PACE program, based on the spirit of multinational humanitarianism and professionalism in Emergency Medicine, has a vision of collaborative mechanisms to develop and improving each and every one of the links related to Emergency Medical Care in Mexico and Latin America through programs that disseminate culture and knowledge to health professionals involved in such care.
The particular goal for this challenge is reaching a saturation training for all providers who care for obstetric emergencies, managing to move from training providers oriented programs as individuals towards a patient-centered training to teams of all levels of assistance.

The MULTILEVEL PACE / ALSO project is aimed at rural women and indigenous people from different regions of Mesoamerica and its goal is to scale an innovative integrated interventions to ensure that every woman who seeks medical assistance, contact the First Obstetrics Responder (PROC). And if an emergency is identified, she enters the critical path of the Chain of Survival. With this, we ensure that all levels of care are in close relationship to provide the MAXIMUM in quality of care.

Ultimately, the beneficiaries of this Program and its Model of Care obstetric emergencies are women and their sons / daughters.
In addition, the whole community is benefited since the program allows its empowerment and also values the place that women occupy in society.
Finally, it also benefits the health workers at all levels of care, because through training they are better prepared to assist obstetric emergencies.

The training approach is the saturation of all the providers and levels of care within a given health jurisdiction. Thus all share the same language, processes and networks, creating strong links between all levels of care and integrating the different institutions throughout the Chain of Survival.
This method is through modular training based on the experience of the Advanced Life Support in Obstetrics courses (ALSO), Basic Life Support in Obstetrics (BLSO) and First Obstetrics Responder for Communities (PROC).

ALSO is a course of two days (BLSO is just one day), based on scientific evidence where the use of mnemonics and simulations aims to develop psycho-motor skills. There is an evaluation / simulation and formal certification process. There are strict quality controls and the providers and instructors ALSO generate an "Identity". The First Obstetric Responder for Communities (PROC) is a derived of ALSO and BLSO programs and aims to train community workers as (promoters, auxiliaries and midwives) to provide care in the first line of contact and to activate the whole EmOC system.

There are other organizations and/or institutions that provide the same service of training for obstetric emergency care. What make PACE different is that proposes a model-based training system, ie, training ALL the SYSTEM care, thus strengthening the link between the different levels and, finally, optimizing the care of women and newborns, increasing their survival when they have to deal with an obstetric emergency.

There would be economic, political or cultural challenges. PACE Center has learned to overcome different situations thanks to the presence of volunteers and the efforts of doctors (of Mexico and North America). In addition, we have taken advantage of the help of internal programs to support the finances. We have been recently incorporated as Global and International Health PACE in the United States to apply for national and international grants. Last but not least, we trained staff of the Ministry of Health under contract so that we can follow a replication model of our programs.

The project is at an advanced expansion stage. However, the establishment of a PACE Center in the country’s south region, would allow our Programs to achieve wider dissemination not only in Mexico but throughout Mesoamerica, thus establishing our innovation paradigm shift in the care of obstetric emergencies.

The PACE / ALSO Program has shown great impact and success in all Mexico. This is what makes us believe that we can expand to the entire Mesoamerican region, collaborating with achieving one of the main goals of the area, the reduction of maternal mortality.

The expansion of the program to the Mesoamerican region, training more providers of obstetric emergency care, and finally, decreasing maternal and neonatal mortality.

In the short term, the main goal is to establish a PACE center in southern Mexico, in the state of Chiapas. From there, the long-term goals would be the expansion of the program to rural and indigenous regions of Mesoamerica, establishing different points from which would expand the program in the region. As a general and final purpose we propose the establishment of a paradigm shift model in the assistance of obstetric emergencies.

Deficiency of pharmaceutical care in pharmacies for populations looking for medicines and / or requiring a follow-up with guidance on how to follow the drug treatment safely after a medical diagnosis.
Allow the Brazilian population to have access to quality information and guidance from trained professionals at the time of access and adherence to medication in the pharmacy.

Through free education and distance learning, we train health professionals serving the population in pharmacies, so he/she is better prepared to provide the proper and safe pharmaceutical care to patients, monitoring and ensuring adherence to treatment. In the long-term, this is relieving the public health system in Brazil by involving new actors from different areas in the search for a systemic change of quality pharmaceutical service in Brazil.

Unite diverse areas of ​​operation within the Brazilian market to, jointly, provide training for health care professionals throughout Brazil, and thus, make the pharmacy a point of service and patient care. This allows the population to have another reliable and reference option, regarding treatment and guidance on health.

In the short term, to contribute to the empowerment and development of professionals working in pharmacies (graduates or those studying or working in the pharmacy window), improving their ability to find employment.

In the medium term, to encourage the development of the retail pharmacist and to establish a relationship of trust between the local population and community pharmacies, through the best care provided by their pharmacists and clerks. We believe that good entrepreneurial practices of a retail pharmacist will bring a whole chain movement, due to the highly competitive industry, which benefits the whole population with increasingly skilled and safe care.

In the long run, relieve the public health system through quality primary care in pharmacies.

Pharmacists and clerks who work in retail are directly impacted by the program, because the certification is geared directly toward this target group.
This program helps pharmacy students notice that the subject of Pharmaceutical Care will guide the future of their careers and their professional success in the long run.
Executives and senior leadership of the retail pharmacy, through our program, realize that the practice of pharmaceutical care in their companies can be a competitive advantage for short, medium and long-term satisfaction, and generate customer loyalty.
And finally, the society, because of proper care by qualified and trained professionals, brings security to their health treatments.

The communication of the program is conducted by the website of the Federal Council of Pharmacy, through a fixed banner on the main page. This site has daily access because the dispensation of some types of medications must be recorded in the CFF system. Another approach is the publishing of some modules of the classes in the pharmaceutical magazine Koiros. Boehringer Ingelheim team visits pharmacies and promotes the Program to 12,000 community pharmacies across the country. In all communication action, we highlight the changes that the program brings to individual participants - like career growth and social benefits for the Brazilian population. Moreover, we have seen that "word-of-mouth" among students is also very important.

Develop, implement and monitor updated and relevant content about the practices of pharmaceutical care for the health professional who operates within the retail pharmacy chain. This will contribute to the development of his/her career and improve the provided services within the community pharmacy, reflected in the quality attendance and confidence of the population.

Also, we offer certificates to the participants who attend the full course during the current year.
To bring more didactic content to the program, we develop practical case studies through 'Further Reading,' which reflect real situations of how patients should be treated in community pharmacy under the vision of Pharmaceutical Care.

The two components of the project are the Federal Council of Pharmacy, the Magazine Koiros, the University of São Paulo (USP) and the Ministry of Education and Culture (MEC). At the moment, the only situation that we see as a potential barrier to the project's future is unpredictable political dynamics between these actors, which could negatively impact some strategic changes on how the projects are managed. However, we consider this possibility very low due to the successes the project has achieved up until today and will keep achieving in the long run.
We have in the market today other sources of training for pharmacists and clerks (PEC Farma Zambom / IDVF, Torrent, Racine), but none of them is focused on pharmaceutical care. And they have lower academic relevance compared to PEC CFF.

Our biggest challenge has to do with the political sphere, involving partners of the program. Changes in the management of these institutions could reflect negatively on the operation of the project. In contrast, the constant alignment that we do with all the involved actors, clearly defining roles and responsibilities, allows us to minimize potential risks, especially when we see that PEC CFF has operation for 2 years and 4 months with positive engagement from all actors.

To grow the number of participants; promote presential classes throughout Brazil, in partnership with regional pharmacy councils; engage the retail industry in the pharmcaceutical care matters; create campaigns for the population to make them aware of the importance of pharmaceutical care before, during and after the treatments with medicines, in partnership with new health bodies such as the Ministry of Health.

In 2 years and 4 months, CFF PEC already has more than 28,000 active students in the program. Also, the high level relevance of the content combined with the certification of the program and the good online platform (which is able to support future growth), assure its success - short, medium and long term.

To change the image of the pharmacist in the health scenario in Brazil, increasing his/her relevance in serving the population, and this, alleviating the healthcare system and being one more reference for the well being of the patient, mainly focused on dispensing drugs to the population.
Also, to educate the population and change their level of exigency for these services.

In 2013, we intend to reach 35 thousand students until the end of the year. We also plan to engage the population in a campaign with the Ministry of Health
In parallel, we plan to increase, by 2014, the engagement of major pharmaceutical retailers, addressing the topic as a major potential differential provision of service to its customers, placing the program into their development plans for HR professionals who operate in the stores.

Growing organization (more helpers!). Obtained school support. Raised Funds. Supplier participation.

Positive survey results. More people eating at school. More suppliers participating in the program. Growing organization (more helpers!)

In addition to above, my organization foot print is growing to other district, states, and beyond.

Healthy environment facilitates effective practice of aerotherapy, as green vegetation cover emits oxygen that we need for respiration, and absorbs a waste gas from our respiration called carbon dioxide. Clean sources of fuel and energy instead of wood and kerosene respectively curbs pollution and boosts intake of fresh air. Creation of green parks with ample shades for urban settlers would be ideal for undertaking outdoor aerotherapy since most urban dwellers lack spacious compounds. Diversifying crop production to sustain supplies of nutrient rich food choices meets increased future demand.

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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.

There exists a big information gap in the rural areas because of which the negative consequences are being suffered by the people. Based on our experiences of field work in the villages of Uttarakhand, India we noticed that the government appointed ASHA workers were not doing their work effectively as the households were scattered across the hills sue to which the expecting mothers and babies were at a loss and hence the IMR and MMR was high. Our service allows to send voice reminders automatically to the expecting mothers reminding them for the immnunization and other basic health check ups. The system can be easily customized to create voice call algorithms for any other service as well.

Our solution is a cloud based voice call platform accessible over internet. System allows you to generate customizable voice algorithms for a particular user. Eg: Currently we have built an algorithm that a voice call in the local dialect will go from time to time to all the expecting and early mothers of an area reminding them checkups & vaccinations. Also the frontline health workers (ASHA in India) will also receive a weekly plan indicating all the beneficiaries she has to remind for the coming week.

We want to reduce the negative effects on a women and her baby caused primarily due to this big information gap. The tool developed is scalable and can be used by any development organization (NGO/For Profit/Govt.) to disseminate information and reach out to end beneficiaries, customizable according to the given demography so that they are not deprived of the first hand information without which they have to face serious consequences. Our objective is to develop a people centric information tool which includes all the stakeholders, our current system involves ASHA (Indian frontline health workers) at the forefront so that they also take pride and do the work diligently.

Our strength lies in the customizable feature – depending upon the demography, type of information broadcast. For eg: Our system can send in voice reminders to all the cancer patients in a community according to their respective schedules for chemotherapy sessions. At the same time it can be used to send voice reminders to all the females reminding them respectively to maintain hygiene/use pads during their menstrual days.

Our target clients are start-ups, liveilihood promotion programmes, and grassroot NGOs who can mobilize the ASHA workers in their work area to collect the necessary data, and have significant mobile penetration in their work area. The end beneficiaries of this product would be expecting mothers and mothers whose children are less than 10 years of age, living in rural areas and have at least one mobile phone connection in their household.

Currently we are field testing the technical platform with an organization. We plan to do a Randomized control trial and prepare a Impact Assessment accordingly. With the impact assessment study we wish to reach out to the development organization using our alumni and college (IRMA) networks. It can be easily implemented under NRHM or any NRLM schemes of the Indian government.

Our primary activites include getting the exhaustive community data (Data surveying or our system allows to import data from any existing government or organization database). Once the data is fed in, the development organization can design an algorithm from a user friendly interface. Currently the system already has a built in algorithm to send vaccine reminders during both pre and post natal.

Our peers and competitors include all the existing organizations which are providing a similar voice based service. They might also start giving a platform which allows users to design customizable voice call algorithms. We don’t see any threat or problems even if the start a particular service because the end beneficiaries are the rural population served through the development organizations and there is no dearth of development organization who wants to serve the needy. We will always have the prime movers advantage in this regard.Our peers and competitors include all the existing organizations which are providing a similar voice based service. They might also start giving a platform which allows users to design customizable voice call algorithms.

Currently we are assessing the needs and expectations of the deprived population with respect to the information gap in the health sector and accordingly updating our system with the parameters so that the system supports in future all type of information broadcast services in the future. Studying this is a problem and very time consuming as each rural setting is different from others and therefore we have a real tough time in designing and accommodating those variables accordingly. This is challenging but at the same time which gives us a lot of insights and opportunity to serve them according to their needs and expectations.

As described above we will do some RCT trials and come up with an Impact Assessment study which will allow us to testify and will prove the robustness and functionality of the model. We plan to reach out to the development organizations working in Rural India in our network.

As soon as we have an Impact assessment study ready we can reach out to the areas via development organizations. We will be looking at geographies which have a relatively high mobile penetration our sparsely populated where people find difficulty in communicating and hence are not able to reach out.

Mobile Penetration in the geographical area, Impact Assessment study based on RCT (Randomized Control Trial) and Inclusion of all the stakeholders (Beneficiaries, Health workers, Development Organization)

In the short term (next 6 months) we plan to test the robustness of the model and create Impact assessment studies with different geographies and varied applications in Health. Using these we wish to reach out to maximum development organizations possible across India. Currently the system technically is almost built we plan to do the beta testing of the model during June-August (3 months). In the next three months (by Nov-december) we should be ready with our Impact assessment studies which testifies and proves the effectiveness of the service.

There are three problems that we are going to solve:
a. Sustainability of cadre system
b. Accessibility to Over the Counter Medicine
c. Availability of information regarding health, especially referral (where to go) and how to access social insurance

We will create a village community drugstore and health information center that will be managed by the cadres. The income of this center will be used to finance the cadre system. The information center will consists of an information desk where people can come and ask anything related to health, especially on health referral system and access to social health insurance. The cadres will be trained by the doctors, midwives, and managers of the health insurance to give valid and correct information. Aids will be developed to standardized the service, such as pocket books, SOPs, checklists, etc.

Our vision is to provide the most reliable and accurate information about healthcare systems so that every patient can access their required health services and improve their quality of life.
Objectives:
1. To spread the correct information about healthcare services to patietns,regardless of their status, financial or geographical location.
2. To make the cadre system a self-financed and sustainable system
3. To improve the effectiveness of healtcare systems because of correct patients receiving correct treatments through correct information
4. To provide over the counter medicines and hygiene-related supplies at the village level

Our healthcare information centres are not just only providing information about available healthcare systems to patients in underdeveloped and rural areas but also providing affordable over-the-counter drugs and healthcare&hygiene products with the correct information on how to use them effectively for the best results in patients health and wellbeing. This approach will also make the cadre system sustainable through self-financing.

Our customers are people, especially those in underdeveloped and rural areas, that do not have access to information regarding available healthcare services and procedures.

We concentrate our activities in areas where information communication technology is expensive and information is not easily accessible. We will proactively seek locations that are as close as possible to the general public and can be easily accessed by patients with as little transportation as possible.

Our primary activites are spreading information about healthcare services and procedures to as many patients as possible in underdeveloped and rural areas. We want to bring the ‘information’ to patients in the most effective and efficient method possible from our own generated funds that can make our healthcare-information systems sustainable and able to operate independently.

1. Our peers are healthcare professionals that provide services to patients and regulate the procedures to access them for patients.
2. Our competitors are other stores that sell over-the-counter drugs and healthcare&hygiene products in the surrounding area.
3. Our main advantage over our competitors is that we sell products with professional advice on how to use them from our trained staff that are also our agents with the correct knowledge about healthcare product and services.

The strategy used so that it can keep growing and running is by conducting partnership with some potenstial institutions in this field, such as IDI (Indonesian Doctor Association), IBI (Indonesian Midwife Association), Puskesmas, Medicine Suppliers (Private Sector), and with the smallest government form (RT and RW)

We will be improving upon the current system available. Our program aims to achieve a more firm foundation for our stakeholders to ensure sustainability and continuality. Forging partnerships with strategic partners such as one will also help the program in the long run for expansion.

1. Establish a pilot project in Sub-district level
2. Inform the department of health to establish a partnership .
Short-term
1st year establish pilot
2nd year evaluate and refine established project based on results
3rd year start expansion to other areas.
We expect that the Break Even Point for the drugstore will be reached in 5 years.

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

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

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

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

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

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

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

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

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

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

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

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

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