Saúde mental

우리 프로젝트가 성공하고 어느정도 수익모델이 안정화 되어가면 신규 진입자가 생겨날 수 있을 것으로 생각함. 빠르게 안착시키고 다른 국가로 모델을 확장하여 규모의 경제를 통한 원가 경쟁력을 가져가는 것으로 경쟁력을 유지하는 동시에 지속적인 연구개발로 높은 효율화를 추구하려함. 또 이를 통해 얻는 사회의 명성과 명분,신뢰는 신규 진입자나 일부의 부정적 인식을 지속적으로 불식시킬 수 있으리라 생각된다. 이러한 모델과 협력관계의 구축을 통해 관련한 분야에 지속적으로 그 범위를 넓히려는 우리의 목적도 이러한 문제들을 해결하는데 도움이 될 것으로 생각한다.

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한국의 서울시와 업무협약을 맺었고 서울 가톨릭 교구,정부산하의 노인인력개발원, 서울과 수도권 지역의 10여개의 복지기관과의 업무 협약등이 이루어져 있으며 연세대학교와 연구개발 협력관계를 유지하고 있다. 이외에 한국의 사회적기업 관련 활동을 하는 함께일하는재단,희망제작소등과도 협력관계를 유지함으로써 관련 네트워크나 정보습득에도 매진하고 있다. 이외에도 작년 정부에서 주최한 사회적기업 대회 모델에 대상을 수상함으로써 정부기관의 협조와 사회적기업 육성정책의 수혜를 입을 수 있을 것으로 생각한다.

주변 지인들에게 이러한 사업을 하고 싶다고 알렸고 지인들이 정신적으로 옳은 일을 하는 것이라며 지지를 해주었다. 개인적으로 가졌던 비지니스,NGO네트워크등을 통해 필요한 사람이나 정보를 지속적으로 습득했고 조달했으며 정부기관으로부터 사회적 기업 비지니스 모델 대회에서 가장 우수한 모델이라 인정받았다.

We must develop a strong and stable funding base that allows to grow. The steps we are implementing to address this barrier include-development of a Strategic Advisory Council of leaders in the corporate and funding world who believe in our work and help us to build funding relationships. We are also developing a social entrepeneurship/business model for one aspect of our program. We are increasing our social networking/marketing efforts.
We also encounter institutional barriers with organizations that do not understand our work. Over the years, we work to build trust and develop long-term trust relationships to address these barriers.
At times, a client whill have a need that the cost of provision of that care is enormous. In those situations, we find volunteers willing to help, institutions willing to donate services, and/or find a way to have the system respond to the need.
The changing political climate in the US, with less federal funding to teach students and professionals to work with underserved communities, and with increased fear in certain underserved communities makes it harder to achieve funding and care goals. Once again, increased efforts to address long term sustainability through trusted long term relationship with donors, corporate partnerships, social entrepeneurship, volunteerism, and policy change as the same time as we build long term trust relationships with local communities help us to address these barriers.

Our partnerships have been long-standing, meaningful and sustaining. One of the most impressive aspects of the SRFCP is the degree of collaboration between UCSD School of Medicine and other partners. Doctors and students affiliated with the following partner agencies play a crucial role in the success of the SRFCP:
• UCSD School of Pharmacy - pharmacy services
• Pacific College of Oriental Medicine - acupuncture and integrative therapies
• UCSD Pre-Dental Society - restorative dental care
• California Western School of Law - legal services
• San Diego State University – social work interns

UCSD medical, pharmacy, and pre-dental students and Pacific College of Oriental Medicine acupuncture students manage the clinics, assess and treat patients under the direct supervision of more than 100 volunteer licensed physicians, specialists, dentists and pharmacists. More than 27,000 hours of volunteer time a year are provided by medical specialists and medical/health professional students. This makes it possible to offer the comprehensive range of outpatient medical, dental, and social services, access to acupuncture, and provide needed medications and medical supplies to our more than 2,000 patients a year.

Real Estate issues. I plan to contact local community organizations for assistance in procuring a good area for this type of center.
Community Resistence. Just keep on offering, and they will come.

I have partnerships with local Universities and Schools. In addition , I am well respected by the religious community which will be the best vehicle to introduce the center and what it has to offer.

I will reach out to these groups for support and they will see that this is needed in many urban areas. I am just one who is willing to do it for the people!!

As with all ideas there are a number of obstacles to success. We have spent considerable time apprehending these and establishing means of overcoming them. Rather than listing them all below we have chosen select one, and illustrate our plans to overcome it.

Mental Health Professionals, as a group, do not have the tradition of giving pro bono direct services in the same way that the legal and medical profession do, for example.

• The group is young: As a group they are relatively young with many and fragmented bodies representing them
• Work as individuals in private practice: Unlike lawyers who are generally associated with a firm, private practice individuals are self-employed companies of one. It takes different mechanisms and approaches to mobilize culture change in a group composed of individuals.
• No mechanisms for volunteering: They may not be aware of ways in which they can give back; there are no well known formal structures for doing so.

While this is an obstacle it is also an opportunity for A Home Within to create culture change. A Home Within could position itself as THE organization that mental health professionals want to volunteer for.

The advantage our model presents:
• Late or later career clinicians often see the Clinical Director and Consultation Group Leader roles as valuable representations of their professional standing
• Referral network: Early career clinicians need to expand their referral networks and A Home Within’s consultation groups and national network is a significant draw
• Supervision and support: Early career clinicians may not be able to afford on going supervision and peer support, making the Consultation Group a highly attractive benefit to joining A Home Within
• Continued Education: Clinicians require a certain level of Continue Education to maintain their licenses. A Home With already supports this though the consultation group, there is scope for this to be significantly and cost effectively expanded, and provided free of charge to all A Home Within therapists

Our work is all about relationships from both the mental health and business perspective; forming community partnerships has been key to our success. Over the past ten years we have developed invaluable relationships with key bodies supporting foster youth both locally and nationally. For example: San Francisco Drug Dependency Court, Department of Human Services, Department of Public Health, CASAs around the country, HEY (Honoring Emancipated Youth), ILSP (Independent Living Services Program), the Guardian Scholars Program, Early Head Start, Independent Sector, Transitional Age Youth Conference, Zero to Three, World Association for Infant Mental Health, and Voices for America’s Children. All of which help us focus on what we do best, supporting the emotional well-being of foster youth. We provide an extremely valuable, in fact a pivotal, service in the chain of support a child will need when entering foster care, during, and leaving foster care.

Funding is split approximately 70% foundation and 30% individual donor.

Funding is the main barrier however MMW is creating a detailed 5-year budget and business plan. The 2010 budget was $60,000, which was raised through donations, grants and fundraisers. The MMW budget for 2011 is $90,000 and for 2012 is $150,000. MMW plans to apply for public and private grants, continue to develop relationships with TCM suppliers and schools, hold regular public fundraisers: two annual Wellness Days in Chicago and an observation/training program for Western acupuncture students, with each event expected to raise $10,000. Volunteer acupuncturists who work and train in the MMW clinics raise $750 each as part of their volunteer commitment and pay their own travel costs. In 2010, MMW received $5250 in payments from volunteer generated donations; in 2011, these payments will total $10,500. MMW plans to recruit additional volunteers from within the TCM community, increasing this source of funding and potential teachers. Educating people on the benefits of TCM is another barrier. The World Health Organization named acupuncture effective in the care of over 100 medical illnesses. Still, many people think TCM is only for pain, not for stroke, diabetes, typhoid, migraines - debilitating illnesses for which there is no other short or long-term palliative option.

MMW has strong connections with TCM schools such as Pacific College of Oriental Medicine (PCOM) in Chicago, Los Angeles, and New York City. The Dean of Students from PCOM sits on our advisory board. The Seattle Institute of Oriental Medicine is also a strong partnership with 2 faculty serving on our board and plans for a joint project in Thailand. We partner with the Chicago School of Thai Massage to send massage therapists to assist our acupuncturists with the first LMP just finishing his 5th month in Nepal. We have dedicated sponsorships from TCM suppliers such as AsiaMed, which donates 40,000 needles per year, Blue Poppy, KPC, May Way, People’s Herbs and EarthLife, which donates acupuncture tables. Since 2009, our partners have donated over $10,000 in much needed supplies. We have contracts with Sechen Monastary and Foundation, Thrangu Monastery Namobuddha (in existence for 40 years) and the Vajra Varahi Health Care Clinic in Chapagoan, Nepal. All three clinics have agreed to receive our volunteers and work with MMW on training locals for at least the next 5 years. We have sent over 25 volunteers to these locations combined and all our partners are extremely satisfied with the work of MMW.

Friend and Family attend our Wellness Day events where they can learn about acupuncture in the global health crises as well as hear about how TCM can help their health. Individuals pledge yearly donations to support our operating budget. Generous acupuncture and herbal supply companies donate Chinese herbs, acupuncture needles, and supplies to our clinics making operating possible. Shenpen Foundation in Nepal has granted us funds totaling $3900 to pay our translators a living wage while they learn TCM skills.

1. Stigma and discrimination toward IDUs in society. We have popular website on Estonian and Russian languages and through that make influence to young people –the Internet users. 5-6 times a year we do interviews in TV, Radio and newspapers, explaining how important is treatment and rehabilitation of IDUs for society, how it decreases drug-related illnesses, how it decreases criminal activity of IDUs, how many of them come back to society.
2.Project based financing of the projects. Usually all our projects have one year financing and it continues many years. We cannot plan our activities for 3-5 years, because we are not sure about next year financing. We work with our officials and policy-makers about possibility for longer financing period, at least 3-5 years.

AIDS Tugikeskus has developed international relations with several other ASO-s (AIDS Service Organizations): Finnish AIDS Council in Helsinki, Finland; GENDERS, Latvia, HIV-positive groups in the Baltic countries, Finland, Sweden; STAKES, Finland, Kvinnoforum, Sweden.
We are the members of EuroCASO, EATG, ILGA, TAMPEP, AIDS & Mobility
Our partner, Medical Center „Elulootus” registered in 1997, is responsible for all medical procedures of our project (methadone, HIV and STD testing and treatment, they are located at the same address.

1.Families support feeding of rehabilitation farm clients 85 USD per month per capita.
2.European Structural Found support our rehabilitation project approximately in amount 50%.
3.Regional and National Governments support our project equally approximately 25%.

I first need to gain the trust of the community residents. Yoga will be a new experience for much of the community and I need to build a non-intimidating atmosphere in which to practice as well as engage with a number of community organizations in order to attract students.

Longer term, I will need to focus on not only growing the student base, but it developing a funding model that will sustain the community. I plan on developing a ongoing series of fundraising class taught by regional and national master teachers. I also plan to partner with our local Whole Foods for fundraising help as well as develop a plan for an annual fundraising event as well as periodic crowd sourced fundraising events. My long term goal is to depend less on individual class donations and more on regular and predictable fundraising plans.

Since I am still in the idea stage, I have no active partnerships but am very familiar with the local community groups that will be essential in helping me to attract students to the studio. Key members of the community will be Lawrence Community Works, Groundwork Lawrence and Greater Lawrence Community Health Center. I expect to work closely with these groups in offering special classes to introduce their clientele to yoga.

In addition, Lawrence is the home of the number one supplier of meditation supplies in the country, Dharma Crafts. I will work closely with them to publicize this project to the wider mindfulness community. This will give me promotional and fundraising possibilities that are much larger than I could develop quickly on my own.

I plan to use a mixed model for funding the business. In my previous operation, I attempted to depend totally on donations from students. This was partially successful but resulted in an irregular cash flow and much financial uncertainty. My initial plan for Lawrence Yoga Collective is to fun all basic operational expenses (rent and overhead) with grants and crowd sourced funding. Initially, I will be depending upon a largely volunteer group of teachers and will offer them some pay based upon student donation proceeds. As the enterprise grows, I plan to depend less on individual donations and more on annual grants and regular crowd sourced fundraising (similar to NPR fundraising drives). Within three years, I plan to have a sustainable funding model in place so that all annual expenses are accounted for up front and teachers and other employees can be paid competitive salaries.

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1. there might be some laws that can prevent the pharmacy from participation.
2. some pharmacies can refuse the idea as they don't want to take the any responsibility on the donated medicine.

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As only 15% of our expenses are covered by the fees paid by our guests (15 € per day) we have to cover our budget by donations. Until now we succeeded very well but it's a major challenge to assure our financial sustainability.

Thanks to the financial support by the two local hospitals we could start our project.
Today thanks to the VLK (Cancer League in Flanders) we are able to support our volunteers by two paid part time coordinators.

Our guests (customers) only sign for 15% of our income.
We launched a long-term program of financing our social project by individuals who pay a small amount monthly (5 tot 15€). Service clubs do the rest.

One of the challenges reported at the Ugandan clinics is getting patients to adhere to treatment schedules. Based on internal qualitative surveys of clinic staff and of 60 ongoing clinic patients, the main reason for lack of adherence is the long distance patients need to travel to reach the clinics. This, combined with the stigma of mental illness, competing priorities and lack of social/family support for treatment, makes return visits too challenging to attempt.

PCAF plans to devote more resources to patient outreach for follow-up treatment and support. In 2011, PCAF began to provide the means for the clinics’ social workers to go into the community to make follow-up visits. The success of this effort has led to the strategic conclusion by senior staff that the program must be expanded and improved and integrated into the services at all PCAF clinics, with: (1) regularly scheduled weekly visits to homes and into the community within a 15km radius; (2) funds for both fuel and carfare; (3) mobile telephones and airtime for patient scheduling and follow-up; and (4) dedicated reporting tools for social workers. PCAF is pursuing continuation of funding for this project.

PCAF partners with the Harvard Program in Refugee Trauma, Partners in Health and the Africa Mental Health Foundation for its training seminars. PCAF has trained over 1,000 doctors and mental health workers from around the world.

The African Journal of Traumatic Stress is published twice yearly in partnership with Makerere University College of Health Sciences. The Journal supports the development of a pan-African network of mental health professionals, and is advancing the knowledge base of traumatic depression and PTSD.

The Governments of Cambodia, Uganda and Liberia provide the clinic space, drugs and raise awareness about PCAF clinics in the community. PCAF works closely with Makerere University and Butabika National Psychiatric Referral Hospital in Uganda. In Rwanda and Haiti, PCAF partners with Partners in Health to enhance their mental health capacity at their hospital-based program. PCAF will partner with the Carter Center in Liberia to provide clinical training to its psychiatric nurses once the training clinic opens later this year.

In November 2011, PCAF, in partnership with the NYU/Bellevue Program for Survivors of Torture will convene the one-day conference Surviving Trauma: Lessons from Ground Zero and Beyond.

On September 11, 2001, Peter C. Alderman was murdered at the World Trade Center. He was 25 years old. To honor his memory, in 2003 his family established the Peter C. Alderman Foundation (PCAF), a 501(c)(3) non-profit organization dedicated to returning survivors of torture, terrorism and mass violence to productive lives. The Alderman family established the foundation with the 9/11 recovery funds, supplemented by generous individual donations and government partnerships. The Foundation has two annual fundraising events: The Friends of Peter Alderman Walk and an annual Benefit Dinner. We continue to have strong support from individual donors, and currently have support from a small number of foundations. In 2012, the Foundation hopes to grow foundation support and has added additional staff to support this goal.

O voluntário não dar continuidade ao seu trabalho.
Pretendo superar esta barreira preparando mais facilitadores e desde o inicio por dois em cada grupo e pedir que eles assinem um termo de compromisso por um tempo de um ano.
Durante este periodo de um ano ir identificando outros possiveis facilitadores e fazer outras capacitações para ter várias pessoas preparadas.
Orientar o grupo para estabelecer os objetivos deles e trabalhar para que sejam autônomos em suas ações sem depender do facilitador.

Sem parceria o projeto não acontece,pois o projeto tem por base envolver lideranças comunitárias voluntárias com interesse em ajudar a sua comunidade. Com o desenvolvimento de cada grupo, de acordo com o que eles quiserem fazer, irão buscar parceiros que precisam.

O projeto ainda não foi implantado, mas a principio eu vou dar inicio, com tempo parcial e sem custos para a comunidade. Os lideres comunitários farão trabalho voluntário sem custos.