Saúde mental

A dependência química de jovens e adultos e a reestruturação familiar dentro da comunidade.

Realização de atendimentos a dependentes químicos e familiares, realização de palestras e cursos deconscientização sobre a dependência química e o tratamento sob uma ótica antroposófica e financiamento comunitário por meio de eventos e venda de artigos produzidos pelos pacientes.

Oferecer tratamento em saúde mental à pacientes jovens e adultos dependentes químicos e seus familiares
Oferecer diagnóstico, tratamento especializado e reabilitação física e social, norteado pela Antroposofia a estes pacientes
Acompanhar o tratamento e o encaminhamento de pacientes dependentes químicos, e seus familiares
Manutenção da saúde dos pacientes e de seus familiares

Embora seja uma questão crítica de saúde pública, o tratamento médico e psiquiátrico para pacientes dependentes químicos é extremamente escasso no Brasil. Este projeto visa preencher parte dessa lacuna de tratamentos psiquiátricos.

Jovens (a partir de 18 anos) e adultos dependentes de álcool tabaco e outras drogas, e familiares de dependentes químicos, oriundos de demanda espontânea ou encaminhados por UBS e Hospitais. São atendidas pessoas carentes ou não de recursos financeiros, tanto da comunidade em que estamos inseridos, quanto de outros locais. A população da região (Campo Limpo e M’ Boi Mirim), onde a Casa da Trilha esta localizada é de mais de 1.170.000 habitantes. Atualmente, são atendidos cerca de 300 pacientes por ano, sendo 40 regulares, com uma equipe de voluntários e remunerados de 10 pessoas. Indiretamente, também impactamos familiares, amigos e toda a comunidade onde o paciente está inserido.

Devido à elevada demanda por este tipo de tratamento, a Casa da Trilha já funciona em sua capacidade máxima atualmente. A abordagem mais eficaz para uma estratégia de expansão futura é a divulgação do serviço dentro da área de atuação, por meio de cartazes de divulgação em postos de saúde, hospitais e centros de serviços públicos gerais. Além disso, ministramos palestras de apresentação da visão antroposófica para médicos, comunidades, escolas e empresas.

As atividades realizadas pela Casa da Trilha giram em torno do tratamento aos pacientes dependentes químicos de forma integrada à sociedade. O tratamento é multidisciplinar e inclui uma abordagem médica, psicológica, terapêutica, pedagógica cultural e assistencial, ampliado pela visão antroposófica. Entre as atividades realizadas, inclui-se:
Atendimento médico-clínico e psiquiátrico – Reduzir o sofrimento do paciente motivado, em abstinência, medicar as co-morbidades psiquiátricas, realizar o atendimento a familiares.
Psicoterapia individual, Grupos terapêuticos e de apoio familiar, Atividades terapêuticas – massagem rítmica, terapia artística, euritmia terapêutica, oficina de lapidação, oficina de cozinha, oficina lúdico-musical, oficina de tecelagem e outras atividades físicas

Atualmente, não existem concorrentes para os serviços que oferecemos na região do Campo Limpo/M’Boi Mirim, que compreende mais de 1 milhão de pessoas. Os CAPS (Centros de Atenção Psicossocial), do Governo Federal, possuem atuação em um nicho semelhante (dependentes químicos e pacientes com transtornos psiquiátricos), porém de forma muito mais limitada e menos humanizada, focada no tratamento farmacológico. Desse modo, este mercado atualmente não é limitado pela concorrência, mas sim pela falta de oferta de programas como a Casa da Trilha.

Nosso principal desafio está na captação de recursos financeiros para a manutenção das instalações e das atividades e na captação de voluntários para a realização das atividades e acompanhamento dos pacientes de forma sistemática. Acreditamos que o apoio financeiro e institucional do Changemakers, da Ashoka e da Boehringer Ingelheim, apoiados na estratégia sólida e na estrutura de gestão estabelecida da Casa da Trilha possam trazer a divulgação e conscientização coletiva necessária para sustentar a operação do Programa.

Estimamos pelas informações de demanda não-atendida que existe hoje na região uma lacuna de 75% de pessoas que não recebem tratamento por falta de vagas. Uma vez re-estabelecida a operação do Programa, pretendemos expandir o leque de atividades e elevar o número de pacientes atendidos a uma taxa de 40% nos próximos dois anos.

A expertise de 10 anos de experiência dos profissionais envolvidos, a capacitação desses profissionais para transmissão desse conhecimento de forma estruturada, somadas ao fato de haver uma clara lacuna de oferta de atendimento para um problema de saúde crítico na nossa sociedade, mostra que o negócio tem potencial imediato de crescimento.

O objetivo primário do crescimento é trazer os serviços de tratamento médico-psiquiátrico, ampliados pela visão antroposófica, para uma camada mais ampla da sociedade. Além disso, buscamos expandir o conhecimento sobre a antroposofia no Brasil, por meio da tradução de livros estrangeiros e estruturação de um site sobre o tema, uma vez que essa abordagem ainda é desconhecida no país.

No curto prazo, o objetivo do Programa é garantir a manutenção da sua operação. No nível regional, a meta é garantir o atendimento a todos a demanda existente dentro de dois anos. No nível nacional, pretendemos avançar na conscientização da visão antroposófica por meio de palestras, cursos e desenvolvimento de um site referência no tema.

There are a number of problems the Handle My Health MIAMI platform solves. Below is a list of key problems MIAMI addresses:

Medicines wastage
Poor adherence to medication
Poor health literacy amongst patients
Revised purchasing models within healthcare systems globally
Late stage interventions and hospitalisation of chronically ill patients
Increasing hospital readmission rates
Dis-jointed care system, from the point of view that the majority of secondary care clinicians rarely consult the primary care clinician, etc
HCPs' reduction in time being spent with the patient
Increased cost in caring for patients with long term conditions
Increasing cost of care and increasing longevity of patients

MIAMI allows users to set themselves up online, pulling in as much information from previous datasets as possible, to minimise the amount of manual entry the user needs to do. The platform enables the user to scan their medication (if they are on any), or nutritional supplement via their webcam or smartphone (or enter it manually) and set reminders. The user can then answer internationally validated quality of life (QoL) questionnaires, focusing on how their mental, physical and relationship health and wellbeing are progressing and being managed, or being affected by their illness (if they have one). This information is combined with historic patient health records, to allow our machine learning algorithms to identify risk of complications or ill health occurring.

Our vision is to help individuals discover they could have a illness, support them through diagnosis and help support the individual come to terms and manage their condition effectively, to reduce the impact of their condition on their health and wellbeing. This is done through the use of Handle My Health and it's peripheral services, to help with diagnosis, using validated clinical questionnaires and scales, whilst evaluating the information, providing the patient with the knowledge and information they need to understand this illness and methods of treatment and then allow them to have an open and consultative conversation with their healthcare professional (HCP).

With the team expanding in 2013, into Australia and Asia, the goal is provide a patient centred data intelligence service

Handle My Health MIAMI is able to deliver increase patient engagement, reduced medicines wastage, increase operational efficiency and the end result is ultimately improved clinical outcomes.

The platform brings healthcare into the 21st century, embracing familiar technologies and hardware solutions, whilst joining up data silos, running intelligent analytics over this and providing the patient with relevant information, clinical resources and data reports for them to assess and manage their health and wellbeing more comprehensively and have productive consultations with their HCP network.

All the while, MIAMI provides the HCP network with the ability to intervene earlier, gain credits for using the validated QoL questionnaires, improve health outcomes and operational efficiency.

Our customers are those who value intelligently mined data and business/market intelligence reports. These customers can be pharmaceutical companies, research groups, central government, hospitals and healthcare providers, pharmacists, contract research organisations and health insurers.

The platform is also licensed to large pharma, healthcare providers (payers) and pharmacists on a risk share basis. That being, the platform is customised to their needs and then Handle My Health only receive payment on increasing outcomes or pre-agreed criteria.

We partner with commercial organisations to help increase their value proposition. These are pharma, hospitals, insurers, system providers or research groups. These partnerships ensure that we are able to leverage the partner contacts, networks and credibility to build our own, whilst providing them with an additional service and bolstering our own service offering. This method ensures that we are able to reach their entire user base, whilst also partnering with patient groups and not for profits to help them overcome the resource and service provision issues they face with budgetary restrictions. These partnerships allow us to reach their membership base as well as allowing them to deliver greater value to their users.

Our primary activities are focused on patient empowerment, health education and risk management, all delivered through intelligently mined realtime and historic, patient centred data.

The internal team focuses on working with our clients to create new iterations of Handle My Health MIAMI and integrate it into their internal systems. Once this is done, we work with patient associations to market and improve outcomes, whilst working with institutional partners to design, conduct and write up randomised trials, proving the increased efficacy of treatment through using a service platform, such as Handle My Health. This provides us with a strong business case for creating further iterations and demonstrating RoI.

Mango Health
Ginger.io

These companies are all North American and small companies, who have no large scale trials underway. They are currently focused purely on the user and not on the corporate commercialisation of their technology. They are currently taking different approaches to what we are working on and therefore, they are most likely heading in different directions. To that end, I would not see them as a direct threat in terms of technological innovation.

However, some older, more established system providers could become a threat should they want to diversify from their current expertise and branch out into patient centred data intelligence - something which is doubtful.

The main area of hinderance for us is the requirement for 3rd party system provider integration. We are reaching tipping point with this, whereby once they are secured, the hard work is done. This will then allow us to create the platform, whereby we allow 3rd party developers to leverage our platform for creating socially innovative apps and web services for enhancing the wellbeing of patients, globally.

Our growth plan is focused around proving our expertise and demonstrated improved clinical outcomes in key therapeutic areas. These are cardiovascular, cardiometabolic, mental health, oncology and immunology. We are nearing completion in proving improved clinical outcomes through using MIAMI in two of these. This strengthens our business case and a step by step expansion, having solid evidence.

Handle My Health is ready for growth because we have a stable, proven intelligence platform. Our team have experience in developing overseas business and we are opening a regional office in Australia later this year to service the Asian business opportunities.

Using our development network, we are able to scale up quickly and accordingly.

In order to achieve growth, we aim to secure partnerships with a number of healthcare providers, insurers and pharmaceutical companies in key areas of operation. This will enable us to start servicing the North American healthcare industry in parallel to that of Europe and Asia.

These partnerships will be collaborative and for low financial value, as it will be codevelopment for the large part

Handle My Health aim to secure partnerships with North American institutions and those in Europe by the end of 2013. This will enable us to design and create pilot implementations and start to demonstrate genuine value in improving health outcomes in those regions. This in turn will create jobs in those regions and reduce the impact, economically and socially for the healthcare system and local communities effected by the illnesses.

The key milestones and activities focus mainly on service development and conducting the pilots to ensure we have credible, regional backing, for instance, we have UK credibility based on our oncology and mental health studies. We would aim to secure similar studies and therefore credibility in each region that we operate in.

Segundo a OMS contamos hoje com 30% da população mundial sofrendo de algum tipo de transtornos psíquicos. Só em SP temos 1,8milhão de casos de esquizofrenia. Contamos com o Rivortril (ansiolítico) como a segunda medicação mais consumida em todo o país, o Brasil é o país que mais consome a medicação em todo o mundo.
Os sistemas de saúde mental não apresentam investimentos significativos do governo que possibilitem equipamentos com equipe adequada aos procedimentos que, associado a falta de informação sobre o tema, possibilitem uma péssima diagnóstico, tratamento e consequente baixa qualidade de vida.
Não existem políticas efetivas de inclusão. Suas vidas, são reduzidas ao tratamentos e residências.
Desejamos o resgate da dignidade e participação produtiva aos usuários.

Temos por base observar os aspectos saudáveis, tendências e "dons" de cada participante potencializando sua competência criativa em prol da superação de obstáculos e construção de um projeto pessoal de existência.
A estratégia envolve: capacitação a empregabilidade, geração de renda, desenvolvimento de projeto pessoal e conscientização ambiental em uma participação processual que possibilita gradativo surgimento do indivíduo e suas singularidades, existente por trás da patologia.
A participação envolve a passagem por diversas etapas: curso, aprendiz, grupo de trabalho, saída da entidade para exercício do projeto pessoal estabelecido ou contratação por CLT pela empresa Papel de Gente.
Nestas etapas, ocorre a geração de renda, baseada em uma auto avaliação mensal grupal.

Ao trabalhar com saúde mental, entendemos que temos que identificar ambiente social, cultural e econômico no qual o transtorno esta inserido. Estes elementos, compõem a patologia.A escolha pela reciclagem inicialmente foi pautada em sua potencialidade enquanto recursos terapêutico e rapidamente identificamos potencial de geração de renda além de se prestar à transmissão de valores e de novos paradigmas a respeito das relações em seus diversos planos.
Nossa proposta procura trabalhar a intersecção de elementos, desse novo representado pela cultura da sustentabilidade, da reciclagem e logística reversa, na direção da revisão e construção de uma nova realidade ao portador de transtorno psíquico.
Saúde emocional e saúde ambiental urbana são em nossa visão, facetas de uma mesma realidade.

Valor está presente naquilo que possibilita as singularidades se expressarem e a partir de suas referências, participar socialmente, promovendo novas realidade, na intersecção.
Valor para nós, se produz quando seu resultado considera o fato de que estamos todos interligados pois cada consequência em ambiente coletivo recai sobre todos.
Considerar o transtorno psíquico - ou a saúde mental - como algo que deve ficar externo ao indivíduo é aniquilar uma parte de nós e esta atitude, destrói a possibilidade de expressão também em seus aspectos positivos.
A forma como tratamos as singularidades esta pautada na mesma lógica que define o que é crescimento de um modo mais amplo, se restringimos uma parte e ao delimitar o campo, deixamos valores excluídos e a oportunidade de expressão integral.

Pessoas portadoras de transtornos psíquicos como esquizofrenia, psicoses e neuroses graves com faixa etária entre 18 e 65 anos oriundos dos diversos serviços de saúde mental como HC, CAPS, Santa Casa, paulista de Medicina, HD e ambulatórios e prioritariamente de baixa renda.
São pessoas com quadros variantes dos mais graves aos mais estáveis, encaminhados porque o atendimento de referência não consegue estabelecer um padrão de qualidade em função da gravidade dos sintomas e nos procura como uma alternativa ou porque o quadro já apresenta estabilidade e novas experiências se fazem necessárias para o estágio atual.
Quanto aos clientes para os produtos criados, contamos com natura, Wal Mart, Serasa Experien, Volkwagen, Leroy Merlin, Coimex, Abbott, Eurofarma entre mais de 3mil empresas.

Quanto aos portadores, contamos com 18 anos de existência o que nos torna uma referência para todos os serviços. Ainda não precisamos anunciar vagas, sempre temos uma lista de espera para frequência.
No entanto, para nossa estratégia de intervenção na política de saúde mental, mantemos conexão com profissionais através de mídias sociais, contamos com uma página no facebook com mais de 2mil profissionais de saúde mental ao redor do mundo, além da página do Clube, Nós Já Cuidamos do Planeta e uma fanpage institucional do Papel de Gente.
Mantemos constante relacionamento com nossos diversos interlocutores através de email, de encontros presenciais no "Conversas de Quintal" e estratégias de parcerias que desenvolvemos com outros coletivos de áreas relacionadas.

O atendimento ao portador de transtorno psíquico é o "core business" e todos os projetos e serviços com os quais nos envolvemos tem esta base como premissa.
Contamos com produtos sustentáveis para o seguimentos corporativos produzidos a partir de papéis reciclados artesanais, papéis de baixo impacto ambiental e oriundos de logística reversa. Para estes setor contamos com o "Compras Sustentáveis", Programa Novas Vagas, Programa Grupo dos 8 e o Clube, Nós Já Cuidamos do Planeta e prestação de serviços em saúde emocional e sustentabilidade.
Para a comunidades temos o "Conversas de Quintal" e virtualmente a fanpage institucional.
Para os participantes, além das atividades internas, contamos com conjunto de ações externas resultantes de parcerias com locais de ensino, atendimento e lazer.

Participamos de 4 redes ou coletivos: Rede Folha de Empreendedores socioambientais, Coolméia, 8 Objetivos do Milênio e Abraps. Nossos pares estão espalhados por todos os seguimentos sociais como acadêmico, de saúde mental, sustentabilidade, ISO26000, etc.
Contamos com voluntários em diversos seguimentos como comunicação, marketing, assessoria de imprensa, aspectos técnicos produtivos.
Temos um ótimo relacionamento com as empresas clientes ou parceiras, em alguns casos como Natura e Walmart somos fornecedores há 8 anos.
Quanto a concorrência, entendemos como natural de mercado e que não nos atinge diretamente já que somos os mais antigos do mercado e nos mantemos atualizados e sempre criando novas alternativas tanto em design quanto a custo final de produto e profissionalismo da ação.

A equação crescimento e resultado financeiro é sempre um enorme desafio a ser vencido porém, atualmente, começamos a estabelecer uma importante curva de crescimento contando com profissionais experientes para a gestão, além de um conselho atuante e influente.
O maior desafio é encontrar profissionais em saúde mental abertos a uma outra perspectiva de atuação clínica, como a do Papel de Gente, pensamos inclusive em produzir anualmente um curso de capacitação.
O modelo terapêutico está estabilizado e com importantes resultados alcançados, a questão neste caso é a politica em saúde mental que envolve governo numa discussão complexa.
Com relação a produção a questão espacial e de maquinário. O espacial em função da necessidade de grandes espaços bem localizados e o custo é uma desafio.

Contamos com planejamento estratégico anual e um plano de crescimento para 5 anos.
as ações se dividem entre captação de parcerias e aumento da comercialização de produtos.
Também estamos iniciando a prestação de serviços em saúde mental e cultura da sustentabilidade para empresas e estudamos alguns modelos específicos para este segmento.
Temos um controle preciso do cotidiano e seus resultados

Nossos 18 anos de existência possibilitaram a testagem de diversos modelos e estamos em um momento estável, de significativo controle de resultados, com parcerias que garantem um crescimento sustentável.
o formato associativo entre saúde mental e saúde ambiental urbana proporciona diversos desdobramentos que temos trabalhado e indica importante crescimento.

Criar 5 unidades em outros estados brasileiros, estabelecer relacionamento com outros países.
Atender em cada unidade 250 pacientes\mês gerando recursos para 70% dos participantes.
Desenvolver parcerias em logística reversa e up-cycle com empresas de diversos segmentos de modo a viabilizar a inauguração de novas fábricas no Papel de Gente e desta forma abrir novos campos de atuação.

Curto prazo (2013\2014): alcance de 60%. dos recursos através de parcerias e comercialização de produtos. Abertura de 3 novas fábricas: tecidos, vidro e uma terceira a ser escolhida.
Médio prazo (2014\2015): alcance de 100% dos recursos e limite de atendimentos por unidade. estabelecimento de 1 nova fábrica a partir de logística reversa.
Longo prazo: (a partir de 2015): implantação de novas unidades do Papel de Gente, pelo país, negociações com outros países.
O Clube, Nós Já Cuidamos do Planeta, inaugurado em setembro\2012, tem metas específicas de crescimento para 1 milhão de associados em S.P. com seus próprios prazos para o período de 5 anos, seja, 20mil associados em 2013,

My venture will define success in 1-12 months by setting goals. We will make short-term and long-term goals. Once these are established, we will work on completing them. We want to complete as many of our goals as possible. When each goal is completed, it will be marked as a success. The more goals we complete the more we can make. This will help our venture become better and better. One of the goals we have is to get a group of girls together by 6 months. This group will not be definite, meaning more people can join as it goes on.

In the long term we hope to have a cookbook published, or on the verge of being publshed. This cookbook will be filled with healthy recipes that are delicious. We also hope that by one year, we can have a newletter that goes out once a month or every two months. It will let girls know what is happening with Girls with Heart. I hope it can turn into a magazine.

We will measure the success by how many goals we complete. Like I mentioned in the top question, we will make goals for Girls with Heart. As each goal is completed, it will be a success. This is how we will measure our success: By goals.

We are aiming to help in solving the obesity problem in the Arabic region where Kuwait, UAE, Saudi, Egypt, Bahrain, and Jordan ranked in top 10 courtiers in obesity ratio.

The solution is build around the users interest and benefits. by leveraging the health content in an easy way to read, understand and engage in a form of social network. Enabling the platform for experts to offer a cost effective consultancy service where they can reach to wider range of users with an affordable cost.

It is the leading online social network for Arab users to get information and advises about health and wellness

Our vision is to become the first online destination for healthy lifestyle and wellness. Provide prevention services and remote care for obesity and lack of activities issues.
Our business model is simple, it is based on
Ads and sponsorship
Selling Ebook
iPad magazine subscription
Paid mobile app
Online nutrition and dietitian services for users to get online consultancy and coaching

We are offering a unique combination of content and online services for the users. our content is prepared to meet the users need and to enhance their level of knowledge about food and exercises. Our online experts will provide one to one help and advises to the users.
And we are leveraging our content to any new technology/devices

Arab online general users with age of 20-60

We reach to our customers through social media channels and online, We have a huge presence on facebook with more than 7 millions fan and we are focusing all our marketing effort on social media

We are focusing on the following major activities:
Develop the Health content, Digital publications and Mobile app.
Develop the platform and leverage the service of one to one consultancy
Fundraising

We are a unique online site who focus on welnnes and healthy lifestyle, however the following are the some of the players in the same space or have some intersection with our space
Medical web site like www.altibbi.com , www.6abib.com and www.sehaonline.com
Traffic and information main competitors are coming from general lifestyle sites, for example, AnaZahra, Yasmina
Two new weight management focused sites are https://www.sampateek.com/web/ar and http://www.anakeef.com

The main challenge is to cope with the technology changes and be ready for any new technology to use and adopt to our online services
Produce enough content for the users and keep tracking with the new health information from international resources.
Also the main players have a traditional oriented approaches in tackling health problems, and it is not easy to shit their approached to be online and virtually.

We are focusing our efforts to reach to one million visitors monthly by offering a unique content related to the daily issues of wellness. providing support to the people who are struggling to the maintain an healthy lifestyle.

We are the first established website for wellness with a huge base of users and fans, we have tested several business model and have developed several products, some are total failure and some are excellent. we know the market, and we know how to cater for the market need

We are looking to reach to one million visit monthly the site with a content consumption rate of 10 minutes /visit

The short milestone is to reach one million visit by end of 2013
the mid term milestone is to reach 3 million by 2015
The key activities is to build a network of experts and leverage their services through the site.
Publish couple of health and wellness ebook in addition to different mobile app for the users to track and maintain a healthy lifestyle. i

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

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

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

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

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

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

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

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

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

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

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

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

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

Sustainably funded provision of trauma care to those with PTSD many years after the Rwandan Genocide but who also have a range of otter debilitating conditions such as HIV, physical disabilities and also social care needs such as housing.

We are a model of sustainability. We take the income that comes from international tourists and students coming to the Kigali Genocide Memorial and who might stay at our hostel and use our cafe and gift shop and we use the proceeds of the enterprises to fund health and social care programmes for our 140 beneficiaries and yet we also use our businesses to train young Rwandans to develop skills and trades and become entrepreneurs themselves.

Our vision is to grow businesses as social enterprises which not only produce profits which fund our care programmes and educational activities but also train and develop young Rwandans to create their own businesses also. We see the staff that we develop going on to create their own profitable businesses and help them to start their businesses with loans and investment,in which we could retain a stake and thus help the continuous and sustainable cycle of investment and growth.

Provide investment in healthcare from profits from sustainable enterprise which seeks to employ, train and develop people from that heath and social care programme to achieve greater health and independence. This creates a virtuous cycle of enterprise, investment, social and economic return. In the process young Rwandans get chance to develop their own business ideas through our "business incubator" and that then gives them a greater sense of having a stake in their own society

The 70000 visitors to the Kigali Genocide Memorial (40,000 of whom are international visitors) plus the 140+ survivors and their families who we support in the health and social care programmes. Potentially anyone who visits Rwanda is a customer and this is a growing market.

Web based marketing, CRM database management (sort of!), on-site promotions, word of mouth, reputation developed from networking of international youth visitors

In healthcare: trauma counselling for a static population of 140 and then the thousands of Rwandan visitors who come each year who suffer trauma related distress when visiting the Memorial. But in in our social enterprises we run a hostel, a cafe, a gift shop and we hir out audio guides. We also have an interest in a coffee roasting business which we sell through our cafe.

Our competitors are related entirely to the hostel so low cost hotel competition which is growing but we are Number 2 on Trip Advisor for RWanda and offer a unique travel and stay experience for young people in a relaxed central location in Kigali

Raising money to invest capital in the business. We do not own any of the premises we operate from and find it hard to raise enough money for one off investment e.g. for coffee machines for our baristas or for our own coffee roaster. We could also expand the business by opening a second hostel.

Double turnover in three years by expanding rooms at the hostel, developing our more profitable lines of gifts, changing our procurement processes, better merchandising and customer relationship management, couples with a development of "safari tents" in our grounds at the hostel.

Strong track record over three years i.e. from zero to $450,000 turnover in that time; opportunity for physical expansion; growth of African and Eco tourism

Double turnover in three years, increase margins from 50 - 65%

Expand camping facilities at hostel in 2013, and increase number of double rooms by investing RWFr 30,000,000; relocating kitchens in 2014 along with increased and improved washing facilities; increase the number of languages in our range of audio guides from 6 to 10 along with an increase in price from $10 - $15.

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

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

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

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

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

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

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

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

Our Customers can be divided into 3 groups

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

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

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

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

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

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

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

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

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

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

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

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

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