Here's a story about how members of the Changemakers community are using a creative approach to encourage citizen participation in Latin America:
Sometimes it takes something silly to accomplish a serious goal. Lucy Martinelli is on a mission is to get Brazil’s population exercising its civic muscle. Her strategy is to start with young people who make up one fifth of Brazil’s population. Her plan of action? To invite them to play a big game.
Read more about this solution, or discuss this topic below.
O último painel do Fórum de Empreendedorismo Social na Nova Economia, “Cidades Sustentáveis – Oportunidades para Empreendedores Sociais”, reuniu pessoas incríveis para discutir o papel e a importância das cidades no desenvolvimento sustentável, e como cada um de nós pode se mobilizar para contribuir com ele.
Criado em 06/19/2013 por mihaela.vetan
ASAT promotes a real right for good food for everybody. ASAT is about direct relation between food producers and consumers, based on equity, partnership and fair prices, allowing small producers to have a decent life. ASAT is a solution for achieving a wide variety of agricultural products.
Organização: CRIES-Ressources Center for Ethical and Solidarity based Initiatives
mais ↓↑ ocultar↑ ocultarNome da Organização
CRIES-Ressources Center for Ethical and Solidarity based Initiatives
Página da organização na internet
Países onde este projeto vem gerando impacto social
Romênia, XX, Timisoara, Oradea, Cluj-Napoca, Bucuresti
Sua organização é
OSCIP/ONG
A organização recebeu algum prêmio ou reconhecimento público? Por favor, conte-nos mais detalhes
leia mais↓↑ ocultar↑ ocultarNome da sua inscrição
ASAT local & solidarity-based partnerships for healthy food
Estágio
Crescimento (piloto operando e começando sua expansão)
Temas relacionados à inscrição
Elevator Pitch
ASAT promotes a real right for good food for everybody. ASAT is about direct relation between food producers and consumers, based on equity, partnership and fair prices, allowing small producers to have a decent life. ASAT is a solution for achieving a wide variety of agricultural products.
Problema
Romania is one of the main agricultural countries of Europe, but because of the poor living conditions in the rural area, a lot of small-scale farmers are leaving their land, for a better life in the urban area or abroad. Competing to the agroindustrial companies, small farmers are less motivated to develop organic farming. Often, consumers are not aware of their role in supporting local and organic agriculture.
Solução
Through partnerships ASAT propose an innovative solution for the Romanian context, that consumers involved in supporting a natural agriculture and increase access to quality products.
Thus, it forms a group of consumers (15-40 families) who decide to support a local producer through a partnership during the year. Consumers pay an advance (early form of microcredit), and they share the organic farming risks with the farmer.
The farmer undertakes to cultivate organic, in condition of transparency about the price and the budget calculation. The price paid by consumers is a fair price, covering all the costs of production, labour, social security, also allowing a decent living for the farmers and agricultural workers.
Exemplo
Marcel Has is a farmer from west side of Romania, being in ASAT since 2010. In 2012 producer Marcel Haş proposed a partnership for 50 families, farming area of 1.3 ha, with a weekly distribution expected to start in April and to complete in November. In total, he provided 34 weekly basket of seasonal vegetables for each family/consumer. Subscription price was calculated as the equal share of the total cost. Facing hard times in 2012 due to drought, he was forced to reduce consumer group, build a solar and drill a suplimentary well. In 2012-2013, loyal consumers, like real partners, have shared with him these investment costs. Now he has a good farming capacity, and provides quality organic food for his 40 partners.
Impacto
Among the main results:
advice and support to over 250 families of consumers in developing ASAT partnerships and relationships of solidarity and fairness;
support to 11 vegetable growers to initiate ASAT partnerships, and more than 20 other farmers for other food products;
support producers in developing communication skills, financial planning, natural farming practices;
development of experimental groups traditonal seed multiplication;
stimulate a biodiverisficate farming - average number of vegetables grown in a vegetable farm is formed by minimum 25 different vegetables, all of which are seasonal croped and organic grown.
development of information and awareness campaigns on the importance of healthy eating, the importance of supporting sustainable proximity farming, with a potential of biodiversity conservation .
Mercado
In Romania there are few initiatives addressing this problem. Maybe the most active organization is Ecoruralis from Cluj-Napoca, and association founded by small-scale farmers and militants for biodiversity, and food sovereignty. Ecoruralis launched in 2012 a vegetable box scheme in Cluj-Napoca (Transylvania's cultural centre), named `Cutia Taranului` (Peasant's box). Then, other examples are some ngos promoting SlowFood in Romania, without specific innovation practice.
Plano de Sustentabilidade
Financial sustainability of ASAT model is easier to achieve, because of the adaptation of CSA approach. Each ASAT partnership has its own collective budget, decided in the previous year by a general assembly of consumers, together with the farmer. The real difficult issue is to generate an extra-budget for the ASAT promotion and network development. This year we'll colect a small fee from each ASAT partnership in order to cover developing costs.
Histório de Fundação
In 2007 I facilitated in Timisoara the first public presentation in Romania of a model of community supported agriculture, this one developed in France (AMAP). I understood that small-scale farming in Romania is jeopardized, and food is becoming more and more a global commodity. I understood the complex impact of this transformation on Romanian society: biodiversity loss, land impairment, uniformization of cultural diversity, reducing opportunities for choice in alimentation, and also damaging potential of the habitat for a large part of the population. Al these convinced me that a model based on citizeans involvement and critical approach of consume choices is needed.
leia mais↓↑ ocultar↑ ocultarOnde você garante a disponibilidade de nutrientes?
Ambientes saudáveis, Agricultura rica em nutrientes.
Se você tivesse uma capacidade maior, quais funções adicionais você gostaria que sua solução abordasse – por meio de expansão, parcerias, ou intercâmbio de ideias?
Alimentos completos em nutrientes, Bem estar e vitalidade humana.
Como, especificamente, esta capacidade adicional ajudaria a melhorar a qualidade, eficiência, ou sustentabilidade do seu produto ou serviço?
Increasing the number of partnerships AST in 2013 nationwide involve the need to increase the capacity of the organization to support the development of these partnerships and to ensure the sustainability of development by: Organizing regular monitoring visits partnerships (in 5 different cities); Organizing training on organic agriculture for producers involved; Organizing meetings / trainings / teambuilding for consumers enrolled in ASAT partnerships in order for them to develop a better understanding of their potential.
leia mais↓↑ ocultar↑ ocultarComo seu produto ou serviço está conectado com a vitalidade para as pessoas e o planeta?
Approximately 125 words left (1000 characters).
Pessoas precisam de nutrientes apropriados para crescer, aprender, e evitar doenças. Como você mede e segue níveis ou usa informações sobre nutrientes no seu trabalho?
Approximately 100 words left (800 characters).
Considerando o fluxos dos nutrientes dos ecossistemas para o solo, para fazendas, para alimentos, para comunidades, quais são as barreiras para atingir vitalide para as pessoas e o planeta?
Outras barreiras identificadas
Na sua opinião, que desenvolvimentos precisam acontecer para ajudar a superar essas barreiras e produzir pessoas e um planeta mais rico em nutrientes e vitalidade?
Approximately 125 words left (1000 characters).
Você conhece alguma tendência promissora atual ou evidências que indicam que o desenvolvimento que você descreveu está surgindo? Por favor explique.
Approximately 100 words left (800 characters).
ASAT promotes a real right for good food for everybody. ASAT is about direct relation between food producers and consumers, based on equity, partnership and fair prices, allowing small producers to have a decent life. ASAT is a solution for achieving a wide variety of agricultural products.
Our project should provide a solution for the inadequate use of fertilizer by analysing the soil properties and providing fertilizer that is adapted.There should be given advice on tillage operations and the choice of seed. A database with all soil types and corresponding fertilizer will be created.
Criado em 06/13/2013 por adelebal
The project is aimed at home injuries prevention in elderly people reached through peer to peer communication
leia mais ↓↑ ocultar↑ ocultarCountry where main implementer is located
How long has the main implementer been operating?
Entre 1 e 5 anos
Please provide a short description of the main implementer.
The project is coordinated by Publich health service of the regional government of Emilia-Romagna (Italy). Other focal partners are Local Health Authorities (training and coordinatio), Local social services of the Municipalities in which the project is implemented and local voluntary associations.
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
How does this cooperation partner support the initiative? What competencies and resources does this partner bring to the initiative?
The project is coordinated by Publich health service of the regional government of Emilia-Romagna (Italy). Other focal partners are Local Health Authorities (training and coordinatio), Local social services of the Municipalities in which the project is implemented and local voluntary associations.
Name
Municipalities - Social services
How does this cooperation partner support the initiative? Which competencies and resources does this partner bring to the initiative?
The project is coordinated by Publich health service of the regional government of Emilia-Romagna (Italy). Other focal partners are Local Health Authorities (training and coordinatio), Local social services of the Municipalities in which the project is implemented and local voluntary associations.
Type
Organização da sociedade civil
How does this cooperation partner support the initiative? Which competencies and resources does this partner bring to the initiative?
The project is coordinated by Publich health service of the regional government of Emilia-Romagna (Italy). Other focal partners are Local Health Authorities (training and coordinatio), Local social services of the Municipalities in which the project is implemented and local voluntary associations.
Type
Selecione todas as opções válidas
How does this cooperation partner support the initiative? Which competencies and resources does this partner bring to the initiative?
leia mais↓↑ ocultar↑ ocultarNome do seu projeto
Elders learning from elders. Risk prevention at home.
Describe your initiative
The project is aimed at home injuries prevention in elderly people reached through peer to peer communication
Which of these fields of Active and Healthy Ageing are addressed by your initiative?
Health literacy and patient empowerment, Social inclusion (intergenerational practice, work and volunteering).
If none of the above, answer here:
Please describe and explain the problem your initiative is trying to solve.
The total of older people (60 years and plus) that have to be treated for an injury in EU hospitals is estimated to be 6.7 million each year (EU IDB estimates), the half of those incurr at home. The burden of treatment and care is tremendous (for societies and familiy). Furthermore, there is an inadequate perception of the problem and it's very difficult to reach elderly people and incourage them to change risky behaviour in their everyday life
Please describe and explain the solution your initiative is implementing. What is innovative about your solution? What distinguishes your solution from other existing approaches to the problem?
The solution in based on the evidence of high efficacy of prevention intervention in which: information are provided at home, through direct observation of the critical elements; the information is provided by an authoritative source of information in the peer group (this in particular true for elderly people). The solution proposed has the main object to reach elderly in their homes and provide them information about home injuries. As ad additional spillover the intervention is made in partnership with local social and health services (with a regional coordination) through the enhancement/empowerment of local voluntary associations of elderly people.
Walk us through a specific example of how your solution makes a difference; include your primary activities.
Elda is 78 and spends most of her time at home. She lives alone, quite isolated from other people. She is not followed by social services, since she is in good health. Her house is small but full of objects and potential dangers too. However she is too used to it and she doesn’t seem to “see” any potential risk for her. Her neighbour, Livia, is committed with a local voluntary association that joined the project of home injuries prevention. She has beed trained by local health authority professionals and now she is able to identify structural elements and behaviour of potential risk at home. She proposes a structured visit to Elda and she accepts: afterall Elda is well known and she is happy to welcome her for the visit. In this way Elda has now new elements and tools to understand if some of her behaviours are at potential risks and Livia too is more skilled in detecting home risks, so that she can put in practice this knowledge in other home accesses and even in her sister's, friend's and daughter's home as well. Local associations are now strategical partners of the public health prevention programme and the community is grateful for their support.
Please describe if and how your stakeholders (cooperation partners, funders, users, etc.) have been participating in defining the problem and developing the solution.
The cooperation parners (pubilc bodies and elder voluntaries) are of crucial importance in the definition of the ways thorugh wich reach the elderly people, how to better communicate with them. Local public bodies helps in identiying associations and voulntaries that are more interested in the project, how to involve them in the plan. The feedback provided by vountary elderly people who perform the home accesses are crucial in the re-definition of the process, how to contact other elderlies, how was the proposal welcomed, how can be the whole process better improved.
Has your solution been tested in trials, experimentations, or pilot projects? If yes, please describe the process and outcome.
The project has been tested in serveral small villages Emilia-Romagna region (10/15.000 inhabitants), through years 2009-2012. It was very successfull in those context in which there was high level of local integration between social services and voluntary associations. Volutaries trained vere enthusiastic in being helpful for local community and elderly who received the visits were pleased to host known "opinion leaders" of the local community and feel that the municipalty and association were there for them. As positive result, this project has been demonstrated to be effective in pushing toward changes in attitudes and structural elements of risk. In addition to this, the project empowers local communities, involving local associations and elders in health promotion. As positive spillovers, even local activites reported an increase in sales of items related to home safety.
Há quanto tempo seu projeto está em atividade?
for 1‐5 years
Selecione o estágio que melhor se aplica à solução
Crescimento (seu piloto está em andamento e começa a se expandir)
Please select the relationship between your solution and related solutions currently established in our society. Is your solution…
complementary (your solution is complementing existing solutions and compensating their weaknesses while not intending to substitute them)
Please try to identify and describe competing solutions implemented by other organizations addressing the same problem as you are. What challenges do these competing solutions pose to your success or growth?
Public administrations and private enterprises in the industry of home apparels for risk reduction are facing home injuries problem. Low levels of awareness of the problem in elderly people limits the demand for interventions and items connecet to the problem. The innovation content of our proposal is that solutions for risk reduction (and possibile technical solutions too) are suggested in a wider frame of peer to peer communication and home-delivered information, that is an effective and innovative participative approach to public health prevention.
What barriers might hinder the success of your initiative? How do you plan to overcome them?
The main problems are about coordination and social capital: where social capital is huge the project seems to work in a very efficient way, where voluntary associations are not linked each other or not well coordinated by local social services the project encounters more difficulties. This problem can be overcomed by an additional action of training of local bodies to advise them for potential problems and presenting best practicies and the solutions already adopted to involve local association in the project; in addition the small amounth acknowledged to the associations can help to overcome some initial barriers and as an incentive to collaborate (partial offset for initial coordination costs): from this point of view the project is based on social capital but is a leverage to empower social capital too (empowerment and social capital are spillovers of the project).
leia mais↓↑ ocultar↑ ocultarExternal advisers and experts
What are the specific professional backgrounds and competencies your team brings to the initiative?
1. policy coordinator at regional level (public health professional); 2. administrative support at regional level (communication expert); 2. Local health professionals for training of the volunteers and advisor about technical issue linked to home injuries; 3. Local social services. local coordination of the project (social worker) 4. Local social service (administrative support).
20 volunteers, among wich almost 4-5 volunteers in the coordination group (one for each association involved in the project)
Please describe your management or coordination structure in the initiative.
There are 2 coordination group: the first is an institutional group (region - local public bodies) and the second is at local leve (social services - coordination group of the associations).
The regional coordination groups decides methods, standards, objectives and monitoring procedures. At local level is decided associtations to be involved and how to contact elderly people. Results are periodically reported to the regional coordination group.
Please provide the total yearly budget in Euro that your initiative spends on implementing the solution.
50 euros for each home access (the whole amount depend on the extention of the project)
National public funding
100 (unitl now but we would like to search for other forms of support)
European Union public funding
Economic return from own products/services
Foundations and philanthropy capital
Single donations from private individuals
Donations from private companies
Outros (por favor, detalhe)
leia mais↓↑ ocultar↑ ocultarWhich target group(s) do you want to reach with your solution?
Males and females, elderly people (65+ years) living in cities or small villages. AND Elderly people involved in voluntary/phylantropic associations.
Please estimate the number of persons within your target group (users, clients, etc.) that you currently reach directly with your solution.
In which local/regional/national area(s) is the solution currently implemented?
Emilia-Romagna region (Italy) Cities: Sorbolo (PR), Imola (BO), Bologna, Cesena.
What is the impact on your target group (users, clients) you want to generate?
We want to transfert communication and information about home injury prevention, raise the degree of awarness of the problem, push to safer behavior and to take precautions to ensure the safety of homes. Empower local associations. Promote integration of local associations and elderly volunteers in public health promotion programmes (as key actors).
What is the wider impact on society you want to generate?
Increase the knowledged of the problem in the local community, empower elderly people and enhance voluntary association involvement in public policies, implement social capital.
What are the impacts on your target group you already achieved?
This project has been tested in several realities (mainly small villages of Emilia-Romagna Region - Italy). It was very successfull in those context in which there was high level of local integration between social services and voluntary associations. Volutaries trained vere enthusiastic in being helpful for local community and elderly who received the visits were pleased to host known "opinion leaders" of the local community and feel that the municipalty and association were there for them. As positive result, this project has been demonstrated to be effective in pushing toward changes in att
How has the impact of your initiative been assessed?
Experience-based self-assessment (you assessed the impacts based on your experiences with the target group), Feedback-based self-assessment (you assessed the impacts based on feedback from the target group without using specific methods), Self-evaluation (you used qualitative and/or quantitative methods to assess impacts).
leia mais↓↑ ocultar↑ ocultarWhat information on your initiative is publicly available?
Mission and strategy.
Please indicate webpage or contact for obtaining the respective information.
What are your milestones for further developing, implementing, and establishing your initiative in the next three years? Please describe 1-3 milestones.
Milestone 1: Extend the sperimentation: continue sperimentation in Emilia-Romagna region (involvement of at least 1 village for each province
Milestone 2: Spread the results: spread of first achievements and training on methodologies at european level
Milestone 3: Going abroad: experiment the project in at least 2 villages of the same area in several EU countries (Spain, Portugal, 2 eastern countries).
The project is aimed at home injuries prevention in elderly people: it is base on an innovative methodology that involve small groups of elder (trained) volunteers who are engaged in home accesses of other seniors’ houses to provide advice and tools to prevent home injuries.
Nacvoice is a platform where citizens connect with each other and express their opinion on social issues, public policies and government decisions. They can raise local issues or discuss general social issues. Our aim is to promote active citizenship among peoples.
Every person's experience is critical, data on individuals, healthy & sick, will help solve health problems & create paths to prevention much more quickly. We have developed the tool to empower this sharing, in which individuals set their own data sharing and access preferences. Big data is here!
Criado em 05/28/2013 por GeneticAlliance
Reg4All: The registry for all people, all diseases, all health.
The world's first participant-controlled, cross-disease health data registry. Because the haystack is made of needles.
Giving participants control, accelerating research, allowing support and trials to flow to the people.
Organização: Genetic Alliance
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
País da organização
Estados Unidos , DC, Washington
9. País onde organização atua, possui seu projeto implementado
Estados Unidos , DC, Washington
Natureza da organização
Sem fins lucrativos/ONG
Ano de fundação da organização
Anos em Operação
Em execução por mais de 5 anos
A organização recebeu algum prêmio ou reconhecimento público? Por favor, conte-nos mais detalhes
2007:
Sharon Terry won 1st Annual Patient Service Award from UNC Institute for Pharmacogenomics and Individualized Therapy
2009:
Sharon Terry is elected Ashoka Fellow for life.
Genetic Alliance received 2009 Research!America Award.
Genetic Alliance is named in 2009 Washingtonian's Best Places to Work list.
2011:
Sharon Terry is elected to the Institute of Medicine's Board.
Sharon Terry received 2011 Clinical Research Forum and Foundation’s Annual Award for Leadership in Public Advocacy.
2012:
Sharon Terry received 2012 FORCE Spirit of Empowerment award
2013:
Sharon Terry was recognized by FDA as one of 30 rare disease heroes
Queremos saber mais sobre seu momento “A-ha!”. Compartilhe a história sobre onde e quando o(s) fundador(es) viu(viram) o potencial desta solução para transformar o mundo.
My children were diagnosed with a genetic condition in 1994 and there was no treatment. We discovered there was no system for creating treatments. The aha came when I realized that while researchers were trying to find needles in haystacks, the haystack is made of needles - all citizens are able and willing if they are given the right tools - data sharing and access privacy preference tools.
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarNome do seu projeto
Registros para todos: Reg4ALL
Explique sobre o que trata a "inovação”; por exemplo, é uma idéia e/ou um modelo que você usa para concretizar uma idéia, ou talvez seria sua compreensão da população-alvo, etc?
It is time for individuals to reclaim their health, like they claim every other aspect of their lives. The time for paternalism is over. It is time for individuals, families and communities to drive research— to decide who will use their health information and why. To be drivers of research. Then incentives will align. Researchers strive for promotions and funding, industry strives for blockbusters and profit, and even advocacy organizations often strive to sustain their organization. Reg4All was created with the radical idea that patients and researchers should be able to join an online network that would link the two together in the spirit of sharing information for the greater good. Patients gain access to potentially life saving clinical trials, researchers gain access to a centralized database of participants, and data will be freely shared (respecting each participant's custom sharing/privacy settings, of course!) in BOTH directions.
This idea changes the way people view their health, pushes researchers to a 2-way relationship with patients, and transforms a broken system that does not serve enough of the population.
Descreva como o seu modelo de inovação é diferente de qualquer outra organização na sua área.
Disease advocacy organizations have attempted registries. But lacking committed researchers, often do not meet their data usage goals, and are hard to sustain financially. Commercial orgs also attempt registries, but find it difficult to sustain an environment of trust. And both advocacy and research communities too often take a single-disease approach.
Reg4All is cross-disase. It is participant centric, with trust as a founding principle. And it is designed for the widest proliferation, helping create and sustain new relationships between participants and researchers.
Que tipo de ambiente operacional e fatores da organização interna ajudarão o projeto a ser bem sucedido?
We operate on a 10+ year long foundation of openness, systems thinking, and respect of persons. We are a non-profit org that works like a lean startup. We surround ourselves with helpful voices. For example, we convened the ethics team for this project at its founding, making participant-centric governance a founding principle rather than just tacking on ethical oversight at the end.
We apply to health habits we've learned from the networked world. Less like traditional health research, more like facebook and twitter.
Como você garante que inova constantemente à luz de (potenciais) desafios externos, ou do seu plano de crescimento?
Embracing Eric Ries' Lean Startup philosophies (Eric is a friend of one of our founders), we progress through product experiments. We see what works and we grow it. We see what doesn't work, and we adapt. We weekly (and sometimes daily) learn from our metrics and our qualitative feedback.
Think, Make, Check. Repeat. Innovation is a way of life, not a project.
Temas relacionados à inscrição
leia mais↓↑ ocultar↑ ocultarDesafio Sistêmico que você está tentando resolver [selecione apenas um]
Realinhar os incentivos no sistema público de saúde em mercados maduros, ou
Área da Saúde (mercado alvo) em que a necessidade está [selecione apenas um]
Tratamento para doenças raras
Categorias ao longo do continuo da saúde que você está cobrindo [selecione todos que se aplicam]
Prevenção, Diagnóstico, Intervenção, Acompanhamento, Tratamento de longa duração, Integração social.
Por favor, descreva mais detalhadamente: qual problema você está tentando resolver no contexto específico da organização?
People are looking for needles in the haystack, but the haystack is made of needles!
We are missing the health research world's greatest assets: people and their health data, unified across all health and disease.
People's (patients') health information must become easy to assemble, and must be done cross-disease and with the participants in control of what they share. Only then will we create the next breakthroughs in research.
Estágio que melhor se aplica à sua solução [selecione apenas um]
Start-up e crescimento (piloto operando e em expansão)
Estratégias centrais do seu modelo de negócios
Abordagens para a mudança de comportamento no nível individual , Design centrado no paciente, Redesenho do sistema público de saúde para mais eficiência (em termos de processos, estrutura, etc), Papéis novos/redefinidos para prestação de serviços de saúde, Novas abordagens para a distribuição de produtos e serviços de saúde, Parcerias entre atores não convencionais (entre atores tradicionais e atores externos ao sistema de saúde), Novas estratégias de financiamento para a saúde.
Ferramentas mais relevantes que você está usando para implementar as estratégias descritas acima [selecione apenas duas]
Tecnologia, Novas habilidades, Educação/treinamento, Financiamento comunitário.
Por favor, descreva sua solução mais detalhadamente
The world's first ever participant-controlled, cross-disease registry for health and disease data.
Qual é sua visão e objetivos gerais?
We are helping fuel the movement toward individuals, families, and communities reclaiming control of their health.
We invite them to control the registry that contains their health data.
Respecting each participant's sharing/privacy desires, we help researchers engage with people and their data: to generate research hypotheses, discover research cohorts, enroll studies/trials, and achieve breakthroughs more quickly than before.
Qual é sua proposta de valor?
For consumers: add your piece to the health puzzle and let support and research come to you.
For researchers: a high-engagement source for growing research cohorts
For disease advocacy orgs: create deep, lasting connections with your constituency and accelerate research breakthroughs
Quem são seus clientes?
- Consumers
- Researchers/Pharma Cos
- Disease Advocacy Organizaions
Quais abordagens você usa para alcançar seus clientes?
PR
Links from partners
Viral loops
SEO
SEM
Events
Quais sãos suas atividades principais?
Developing systems and user experiences
Operating databases
Exercising ethical governance
Attracting consumers & researchers
Quem são seus pares e concorrentes? Quais problemas esses atores poderiam representar para seu sucesso e crescimento?
So many narrow or incomplete registries in the world. Some of those organizations may feel threatened by how Reg4All puts control in the hands of participants. With so many registries out there, we see some competition for the attention of consumers and researchers. But our marketing/attraction strategies will be quite different.
Quais outros desafios – individuais, organizacionais ou de meio ambiente – você atualmente enfrenta ou poderiam impedir o futuro sucesso do seu negócio e como você pretende superá-los?
Genetic Alliance does not have very much experience running consumer-facing web products, and doing good branding and marketing. This is why we brought in an Entrepreneur-in-Residence who has deep expertise in these areas.
We also need more cash investment during the start-up phase on our way to reaching financial sustainability.
Descreva brevemente sua estratégia de crescimento futuro
CONSUMER SIDE: start with our core audience in rare disease. Use viral loops attract many more. Event marketing, SEO, SEM.
RESEARCHER SIDE: start with trials most desperate to enroll. Letters to researchers/medical centers. Event marketing. SEO, SEM.
Em quais dimensões de crescimento você atualmente está focando para sua inovação? [selecione todas que se aplicam]
Novo(s) grupo(s) de cliente(s), Nova(s) região(ões), Novo(s) mercado(s)/país(es).
O que faz o seu negócio estar “pronto” para crescer?
We have proven with a pilot that our approach works. We are receiving high levels of interest from all quarters. We have a proven, collaborative team executing. We are using lean startup techniques and will execute micro- or macro-pivots as we grow.
Quais são seus objetivos-chave de crescimento?
2013: Tens of thousands of consumer participants. Tens of studies.
2014: Hundreds of thousands of consumer participants. Hundreds of studies.
2015/2016: Millions of consumer participants. Thousands of studies.
Qual é o seu prazo para crescimento, no curto e médio prazo? Quais são as metas de crescimento e atividades-chave futuros?
2013: Tens of thousands of consumer participants. Tens of studies.
2014: Hundreds of thousands of consumer participants. Hundreds of studies.
2015/2016: Millions of consumer participants. Thousands of studies.
leia mais↓↑ ocultar↑ ocultarQual foi o impacto da sua solução até hoje?
- Thousands of users
- Unlocking cooperation across ecosystem
- First clinical trial ready preparing to use system
- First data-based study ready to use system
- Renewed hope from participant communities
- Great entusiasm from the research community
Quais métodos de quantificação de impacto social você está usando (se alguma)?
We have created a whole second 'product' to watch, mine, and learn from online and usage metrics (including visitors to site, conversion rate to account users, # abandoned accounts, engagement on site per visit, source of visitors, success of marketing campaigns, successful research searches, etc.).
We are in the process of building other metrics to measure more upstream impact such as clinical trials enrolled and at what speed, research questions formulated by individuals and communities and so on.
Where possible, we are thoroughly metrics-oriented.
In addition, we are commissioning longitudinal studies about use of Reg4All.
And we are seeking ways to quantify impact on the larger ecosystem.
Sua solução poderia funcionar em outras locais ou regiões? Se sim, onde?
It is designed from the ground up to be global in reach and in service. Health and disease know no national boundaries. We are in discussions for pilot projects in India and China. This solution is particularly pertinent to areas of the globe which are currently being exploited in clinical trials because they are in less regulated countries. This will also leap frog problems we have experienced in more developed countries with a sense of powerlessness and the belief that they are channels that will work to solve that engagement. In less developed countries, individuals have some advantage in that they are not already in rigid structures that have failed in the developed nations. However, they will need simpler access, for example through text based products.
Qual é a sua expectativa de impacto para os próximos 1 - 3 anos?
In the next 1-3 years we will see a greater number of individuals in clinical trials. We will see those trials enroll faster, and less trials close because of 'low enrollment'. We will see more diverse clinical trials - they will not just be the healthiest quartile of white men, they will include minorities and other underserved communities. We will also see more individuals and communities understand that they can reclaim their health. They can drive the clinical questions in trials that they believe will benefit them most.
Ultimately we will see faster drug and other therapy development, decreasing the 17 year, 90% failure rate for a one billion dollar price tag. Any improvement will save enormous amounts of money.
leia mais↓↑ ocultar↑ ocultarDescreva sua estratégia financeira atual
We started with a grant from Sanofi. We added to that some in-house budget to get the pilot completed. In addition, development partners are donating some work.
Next, we simultaneously a) seek additional capital donations to fuel rapid growth ahead of sustaining revenue and b) begin to grow recurring revenue which will eventually sustain the whole project. Our strategy is to price access to data at price points vastly below current market rate. We are looking to iTunes and app store models - volume over high prices. At the present time, a pharmaceutical company might pay between $5,000 and $40,000 to accrue one individual into a clinical trial. We hope to make that price point less than $10 per person, or even better, a sustaining subscription model like Pandora or LinkedIn.
In addition, we are offering a Kickstarter type model for companies who seek individuals in specific disease areas.
We offer tiered pricing for sponsorship for the 13,000 pages in Disease InfoSearch, for links on those pages, and for the 13,000 associated surveys in Reg4All.
And finally, we will drive some pilot programs for companies or academic institutions in specific disease areas for costs well below their current ones.
Parcela da geração de receita na renda total da organização (em porcentagem)
Vendas diretas a pacientes e outros beneficiários (em porcentagem)
Das possíveis fontes dessas vendas, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Empresas Privadas, Outros beneficiários.
Taxas de licenciamento, por exemplo, para modelos de tecnologia/franquia (em porcentagem)
Das possíveis fontes de oportunidades de licenciamento, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Fundações, ONG/OCS, Empresas Privadas, Governo nacional.
Contrato de serviço com organizações, por exemplo, governo, ONGs (em porcentagem)
Das possíveis fontes de contratos de serviço, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Fundações, ONG/OCS, Empresas Privadas, Governo nacional.
Explique sua estratégia de geração de receita mais detalhadamente
We earn money through:
- Sponsor ad placement
- Registry services for disease groups
- Subscription fees to researchers
Parcela da geração de receita na renda total da organização (em porcentagem)
Estratégias de filantropia que você usa
Estratégia diversificada.
Explique sua abordagem filantrópica mais detalhadamente
Our philanthropic approach has three pathways:
1) We have received unrestricted grants from the family foundations of successful professionals in our field
2) We have applied for and received small grants from public foundations
3) We have competed for prizes in contests such as this and received them on occasion.
Fale mais sobre os itens selecionados; explique como você vai manter o financiamento.
- We will create focused success early on, then market opportunities based on those audience-specific success stories.
- We will grow our revenue channels through combination of great web based interfaces for low-touch revenue, and a small, talented sales/bizdev team for higher-touch opportunities.
- We will constantly watch for new or refined revenue opportunities to seize.
Criado em 05/22/2013 por Sara Guerra
LOCALCare aims to provide strengths-based services for old people and their families (e.g., personal developmental plans) to promote active aging.
leia mais ↓↑ ocultar↑ ocultarCountry where main implementer is located
How long has the main implementer been operating?
Menos de um ano
Please provide a short description of the main implementer.
Sara has a PhD in Gerontology and Geriatrics and a degree in Gerontology. She has developed several community interventions targeted to old people (with dementia) and their families; she is also involved in the coordination of projects aiming at promoting the participation of the old people and intergenerational activities. She has already presented the results of her work in various contries (e.g., Germany, Norway, Argentina).
Sara has also been invited, over the last 4 years, to teach some curricular units integrated in the Master's Degree of Gerontology in the University of Aveiro.
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
How does this cooperation partner support the initiative? What competencies and resources does this partner bring to the initiative?
Type
Selecione todas as opções válidas
How does this cooperation partner support the initiative? Which competencies and resources does this partner bring to the initiative?
Type
Selecione todas as opções válidas
How does this cooperation partner support the initiative? Which competencies and resources does this partner bring to the initiative?
Type
Selecione todas as opções válidas
How does this cooperation partner support the initiative? Which competencies and resources does this partner bring to the initiative?
leia mais↓↑ ocultar↑ ocultarNome do seu projeto
LOCALCare - Gerontological Services
Describe your initiative
LOCALCare aims to provide strengths-based services for old people and their families (e.g., personal developmental plans) to promote active aging.
Which of these fields of Active and Healthy Ageing are addressed by your initiative?
Health literacy and patient empowerment, Personalized health management, Prevention and early diagnosis of functional and cognitive decline, Independent living solutions, Social inclusion (intergenerational practice, work and volunteering).
If none of the above, answer here:
Please describe and explain the problem your initiative is trying to solve.
We are daily confronted with the phenomenon of aging in our society. Topics such as the low pensions of the old people, the conditions in which they live, loneliness and isolation, and multi-pathology underlying need for polypharmacy and assistance in performing the Activities of Daily Living (ADLs) are matters addressed regularly in the media.
Repeatedly, the media focus on the more negative side of aging and lead us to create a derogatory and stereotypical image of the old age; therefore, being old is associated with someone dependent, incapable, ill or useless. These images influence a greater or lesser concern in preparing a positive aging, which is associated with the adaptability of a person and their ability to maintain independence and/or promote their potential rehabilitation.
Currently, social and health services are created, precisely, in order to respond to the "problems" of the old people. Being a senior citizen is considered as a synonymous of having problems and need help from another person. This approach tends to be focused on pathology and neglects aging as a stage of individual development, disregarding old people potential, life stories, skills, resources and abilities. In instance, these images cause a negative effect, with repercussions in the well-being and sense of competence of the old people, leading to dissatisfaction, reduced self-esteem, social inactivity, and limited opportunities (in which the person could show competence and resources). In this sense, old people tend to adopt a behavior that meets the negative expectations that are upon them. In terms of integration, this attitude translates into exclusion, but also in social self-exclusion. Create a new image of old people by considering their potential, skills and abilities is, therefore, a paramount issue.
Please describe and explain the solution your initiative is implementing. What is innovative about your solution? What distinguishes your solution from other existing approaches to the problem?
LOCALCare mission is to provide support services for old people and their families adopting a developmental and positive approach. It is proposed to empower old people (particularly over 50 years old) so that they feel fulfilled in the various spheres of life (personal, familiar, social, professional, spiritual). Through a process of personalized support, we intend to help old people to recognize the potential and richness of their life stories, fostering self-awareness and encourage them to set goals and strategies for the future. Our services are designed in order to strengthening people, fostering their social participation and promoting their social relationships through: (i) personal developmental plans (making use of coaching techniques); (ii) thematic workshops regarding active aging (e.g., nutrition, physical activity, volunteerism, finances management, spirituality); (iii) family activities (proposed by old people, and performed with our help, such as a family reunions); communitarian parliaments (where people from different generations can discuss political and social relevant issues that affect their daily lives); and meaningful occupation (e.g., functional and cognitive stimulation).
This project has relevant implications: it will empower old people and, by promoting their self-esteem, social participation and personal fulfillment, it will help to promote a positive and active aging; furthermore, it will help to break down the myths and stereotypes regarding old people, and promote family relationships and an intergenerational approach.
Walk us through a specific example of how your solution makes a difference; include your primary activities.
We can provide as an example one of our services: the Community Parliaments, aimed at fostering the participation of old people in the discussion of strategies to face current challenges and problems (social, political). In this service, their experience and expertise will be valued. These parliaments, in a format based on the World Café, will promote the social participation of old people, and the participation of younger people will be encouraged, in order to promote intergenerationality.
This service will help to demystify images that society may have regarding older people, promoting the understanding between different generations and the consciousness of older people potential, abilities and skills. In parallel, it will make older people to feel useful and motivated, since the results of these meetings will be disseminated near the local press. On the other hand, it will prevent inactivity and social isolation, by fostering socialization.
Please describe if and how your stakeholders (cooperation partners, funders, users, etc.) have been participating in defining the problem and developing the solution.
Our team have been developed, a few years ago, interventions for old people and their families that allowed us identify the main gaps in the services that are provided and, as well, some strategies to overcome these gaps. The use of innovative and collaborative methodologies to evaluate the impact of our interventions with old people was a key factor. We have to highlight “photovoice”, a process by which people can identify, represent, and enhance their community through a specific photographic technique.
This tool allowed us to realize the importance of involving the recipients in the interventions we developed to them and to focus on their capabilities and resources (empowerment philosophy), instead of their problems and needs (pathological philosophy, sustained by the biomedical model).
From there, we thought the potential of integrating these approaches in providing the services we propose in this project.
Has your solution been tested in trials, experimentations, or pilot projects? If yes, please describe the process and outcome.
Not yet. For now, we have a market survey applied to 200 people over 50 years. Currently, we are planning a beta version of the project, in order to test the idea and our services next to our potential customers. This will allow us to gather their suggestions and readjust services’ design - to meet our potential users’ expectations and to detect ways to overcome gaps identified.
Há quanto tempo seu projeto está em atividade?
for less than a year
Selecione o estágio que melhor se aplica à solução
Ideia (você está para lançar)
Please select the relationship between your solution and related solutions currently established in our society. Is your solution…
substitutive (your solutions is substituting existing solutions because they do not meet needs or solve the problem appropriately)
Please try to identify and describe competing solutions implemented by other organizations addressing the same problem as you are. What challenges do these competing solutions pose to your success or growth?
We intend to provide a set of integrated services focused on active aging that will consider old people main skills, abilities and potential. These services will be provided by professionals specialized in the aging process (gerontologists and psychologists). To our knowledge, there is no organization in our country that addresses the problems identified as we propose.
What barriers might hinder the success of your initiative? How do you plan to overcome them?
The main barriers that might hinder the success of our initiative are:
(i) The initial lack of knowledge of our company and the services we provide.
To overcome this, we intend to wage in the divulgation of our services, using “guerrilla marketing”; our stakeholders will be, as well, chosen strategically so that our word could be widely spread.
(ii) The potential appearance of competitors in the market.
Our strategy is to innovate constantly: in our services and in the development of new products.
leia mais↓↑ ocultar↑ ocultarExternal advisers and experts
What are the specific professional backgrounds and competencies your team brings to the initiative?
Our team (3 elements) has a rich professional background and brings important competencies to our initiative. Two of its members have a degree in gerontology; one has also a PhD in Gerontology and Geriatrics and the other is a Master Student in Gerontology. They have experience in the development and coordination of community interventions for old people, related to intergenerational activities, active aging, and dementia caregiving. The third element is a psychologist and a PhD Student in Psychology, specialized in collaborative approaches and interventions with multi challenged families.
Please describe your management or coordination structure in the initiative.
Since we do not have an organizational set, we can only refer to a committee of business development or direction, consisting of three elements.
Please provide the total yearly budget in Euro that your initiative spends on implementing the solution.
European Union public funding
Economic return from own products/services
Foundations and philanthropy capital
Single donations from private individuals
Donations from private companies
Outros (por favor, detalhe)
leia mais↓↑ ocultar↑ ocultarWhich target group(s) do you want to reach with your solution?
We have identified a primary segment of customers: people aged ≥ 50 years (both genders), with educational background and living in the city of Aveiro. This characterization is the result of the preliminary analysis of our market study.
A second segment customers include family members and friends of these people, as they may acquire these services to offer to the older people an experience in any of the types of our services (e.g., a daughter who wants to offer to her 62 years old mother the creation of a personal development plan or 1 year of cognitive and functional stimulation sessions).
Please estimate the number of persons within your target group (users, clients, etc.) that you currently reach directly with your solution.
In which local/regional/national area(s) is the solution currently implemented?
The solution is going to be implemented in the city of Aveiro, in Portugal.
What is the impact on your target group (users, clients) you want to generate?
The main impact we pretend to achieve near our customers is their empowerment and, by promoting their self-esteem, social participation and personal fulfillment, contribute to their positive and active aging.
What is the wider impact on society you want to generate?
We intend to help to break down myths and stereotypes regarding old people and, by promoting family relationships and an intergenerational approach, contribute to the development of a more inclusive society.
What are the impacts on your target group you already achieved?
Since we haven’t implemented our initiative yet, we can’t identify impacts already achieved.
How has the impact of your initiative been assessed?
Feedback-based self-assessment (you assessed the impacts based on feedback from the target group without using specific methods), External evaluation of impacts based on qualitative methods (interviews, focus groups, etc.).
leia mais↓↑ ocultar↑ ocultarWhat information on your initiative is publicly available?
Mission and strategy, Information on team members.
Please indicate webpage or contact for obtaining the respective information.
What are your milestones for further developing, implementing, and establishing your initiative in the next three years? Please describe 1-3 milestones.
The milestones for further developing, implementing, and establishing our initiative in the next three years are:
1. To develop a beta version of the project with our target audience, in order to test our approach and services and adjust our intervention;
2. To develop and complete the business plan of our company so that we can start our activity and implement the company.
3. Start the activity, through the provision of our services, and evaluate its impact.
Through Somos Familia, families are leaders in protecting the health and wellbeing of our Latino LGBTQ youth. We counteract negative messages by amplifying the voices of supportive families and promoting dialogue to end family rejection and bullying and to foster a culture of acceptance and love.
The existing groups of backyard food gardens provided portion of household needs of nutrients, mostly fruits and vegetables. They will be enhanced and organized to create closer-to-balance nutrient supply at the community level. Community kitchen will provide freshly-cooked food with local material.
My vision: End suffering of seriously ill children that robs them of play, joy and life. Regardless of location, socioeconomic status, ethnicity, every child needs to be surrounded by loved ones, qualified professionals and community volunteers providing a circle of compassion to meet their needs.
Criado em 05/3/2013 por megha.phansalkar
Promote mobile as open tool as which can be just plugged to any project based requirement.The Idea is to make this ICT tool user friendly so that any external interface is not required to use the same. It would act as a handy tools for data /information collection in any project.
Organização: Micro Cloud Computing
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
Países onde este projeto vem gerando impacto social
Sua organização é
OSCIP/ONG
A organização recebeu algum prêmio ou reconhecimento público? Por favor, conte-nos mais detalhes
leia mais↓↑ ocultar↑ ocultarNome da sua inscrição
Empowering Decision Making Through Mobile Support
Estágio
Crescimento (piloto operando e começando sua expansão)
Temas relacionados à inscrição
Elevator Pitch
Promote mobile as open tool as which can be just plugged to any project based requirement.The Idea is to make this ICT tool user friendly so that any external interface is not required to use the same. It would act as a handy tools for data /information collection in any project.
Problema
Almost all projects in the development sector require data for monitoring / evaluation / learning /decision making.The data collection from the field / project sites takes toll of the most of the resource and energy .Despite this the data is mostly old and redundant. Hence for any sector the need of the hour is send quick and updated data or information upwards for action and rectification.
Solução
Today mobile has become a handy tool for communication.In the poorest community also mobile is available at all levels. The idea is to utilize this community force and this ICT tool for field based data collection.The Entire system has to be open tool so that it can be modified, used as a plug and play by any project without any etc efforts..
On normal basis this data is on paper , edited multiple times ,created on back dated entries and what not . Hence accuracy of data for decision making is the issues. Once mobile is used to capture the field based data -- it would capture date , location , time and data . The data sent through SMS to the central server will be a good compilation of data for any sector to the decision makers.
Exemplo
The model is of integrating various IT tools : Mobile , Webbased interface and project staff and community users and create a easy to use interface which ensure data collection , storage , retrieval in a systematic and useful manner.The Key features this integrated ICT tool can offer are :Real time data transfers to and from the field with mobile connectivity ;Report generation based on requirement ; Cost effective Service ; Secure and reliable data transfer.
Some Additional features could be : Inclusion of Location information (GPS) with net connectivity on mobile ; Visualization of data on map with GIS interface on web tool ; SMS alert from server to predefined locations ; GPRS & GSM facility for transferring data if required.
Impacto
The Company Micro Technologies is a public limited company based in mumbai , India. The company is already pioneered the mobile tools in project related to water sector (in sudan) in sanitation sector ( in six municipalities in two states). The company has array of integration tools developed. However to develop a generic tool which can be used free of cost by any project , any sector , any agency -- would require data from multiple projects , partnerships with agencies who implement project so that the tool can be field tested , would require lot of research and development on the tool. Hence the innovation, the idea is being promoted on the change makers.
just an example of using this ICT tool for sanitation : User needs to enter master and detail entry from mobile application. This data is further uploaded to the web based database, this updated information further utilized .
Mercado
IT companies who are already exploring multiple IT technologies can support in the efforts of making this free tool.NGO for the field based data collections can use this for their field based activities once full developed - free of cost.Government and funding agencies can use this for project monitoring and help develop the tool. The existing competitor are working with projects and developing this tools for a fixed cost and providing support services . The Idea here is no get away from all this support and offer a free universal tool , with required integration programmed at the back end.
Plano de Sustentabilidade
Having a free platform to use for data collection does not mean any organization can run a successful data collection program without thinking through the entire process from project design, implementation and evaluation. It would again require IT as extensive experience in providing support throughout the complete project cycle, from developing the initial concept to doing data analysis and evaluation.
Histório de Fundação
The Company Micro Technologies is a public limited company based in mumbai , India. The company is already pioneered the mobile tools in project related to water sector (in sudan) in sanitation sector ( in six municipalities in two states). With sanitation data being captured on following indicators :
1. Whether the solid waste is cleared from bins? (Y/N) (Daily update)
2. Major drains (Flowing / not flowing)
3. Any water logging in each ward (As required)
4. Is there any waste lying on the streets? (Daily update)
The successful example lead to take this project ahead. This example may be related to sanitation , but a similar parameter based format can be used for nutrition
leia mais↓↑ ocultar↑ ocultarOnde você garante a disponibilidade de nutrientes?
Ambientes saudáveis.
Se você tivesse uma capacidade maior, quais funções adicionais você gostaria que sua solução abordasse – por meio de expansão, parcerias, ou intercâmbio de ideias?
Agricultura rica em nutrientes.
Como, especificamente, esta capacidade adicional ajudaria a melhorar a qualidade, eficiência, ou sustentabilidade do seu produto ou serviço?
Mobile is dynamic technology to capture data related to lack of nutrition and related aspects from field in a efficient manner through limited human resource. I India Mid day meal scheme exists and similarly many such scheme must be existing worldwide which aim to increase and capture the nutrition level. mobile can help in capturing and update directly into the web system. this will ensure that independent machinery is required.
leia mais↓↑ ocultar↑ ocultarComo seu produto ou serviço está conectado com a vitalidade para as pessoas e o planeta?
Approximately 125 words left (1000 characters).
Pessoas precisam de nutrientes apropriados para crescer, aprender, e evitar doenças. Como você mede e segue níveis ou usa informações sobre nutrientes no seu trabalho?
Approximately 100 words left (800 characters).
Considerando o fluxos dos nutrientes dos ecossistemas para o solo, para fazendas, para alimentos, para comunidades, quais são as barreiras para atingir vitalide para as pessoas e o planeta?
Outras barreiras identificadas
Na sua opinião, que desenvolvimentos precisam acontecer para ajudar a superar essas barreiras e produzir pessoas e um planeta mais rico em nutrientes e vitalidade?
Approximately 125 words left (1000 characters).
Você conhece alguma tendência promissora atual ou evidências que indicam que o desenvolvimento que você descreveu está surgindo? Por favor explique.
Approximately 100 words left (800 characters).
ArogyaUDHC(User Driven Health Care)platform is an web based care-giving,collaborative,medical learning platform enabled by social network to connect patients & his/her care giver who have inadequate access to quality healthcare,with health experts & physicrians regardless of geographical limitation.
Criado em 04/9/2013 por dpincinato
Programa de transformação dos relacionamentos interpessoais.
Nosso propósito é propagar o respeito mútuo.
Organização: Aplicare
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
9. País onde organização atua, possui seu projeto implementado
Natureza da organização
Privada
Ano de fundação da organização
Anos em Operação
Implementado há menos de um ano
A organização recebeu algum prêmio ou reconhecimento público? Por favor, conte-nos mais detalhes
Queremos saber mais sobre seu momento “A-ha!”. Compartilhe a história sobre onde e quando o(s) fundador(es) viu(viram) o potencial desta solução para transformar o mundo.
A vontade de ajudar as pessoas sempre foi um de meus grandes interesses e a área de treinamento me permitiu unir o que sei fazer (consultoria empresarial) com o apoio na transformação de pessoas.
A evolução do tema Empatia surgiu em uma reflexão sobre o que eu tenho de melhor, que faz parte de minha essência e permite me destacar. Desenvolver esse tema tem sido o grande motivador de minhas ações.
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarNome do seu projeto
Empatia transformando vidas
Explique sobre o que trata a "inovação”; por exemplo, é uma idéia e/ou um modelo que você usa para concretizar uma idéia, ou talvez seria sua compreensão da população-alvo, etc?
O programa Empatia em Ação é a concretização de uma ideia que pretende levar os relacionamentos interpessoais a novos patamares de respeito e civilidade, em busca de um mundo mais acolhedor e colaborativo, onde a compaixão consiga substituir a competição, e onde o foco das atenções não seja no "eu" e sim no "nós".
Nosso entendimento sobre Empatia é: "colocar-se no lugar do outro, desprovido de valores e conceitos, aceitando a diferença de pensamento e a diversidade nas ações". Com base nessa definição foi desenvolvido um programa de treinamento com 4 módulos com o objetivo de permitir aos seus integrantes vivenciar experiências mais empáticas e avaliar seus resultados.
O link do programa com a área da Saúde é total. Seja qual for o país ou a cultura, existe uma questão difícil de ser trabalhada: o distanciamento entre o prestador de serviços e o paciente, provocando atendimentos "frios" e extremamente burocráticos. Esse distanciamento foi e ainda é objeto de diversos estudos que chegaram a uma conclusão: o distanciamento do profissional da área da Saúde é uma defesa natural do ser humano para não se envolver emocionalmente e evitar o sofrimento no caso de perda de um paciente.
OK - não queremos lutar contra a essência do ser humano, mas também não podemos aceitar que essa constatação se transforme em verdade absoluta e justifique a frieza com que os pacientes estão sendo tratados nos 4 cantos do mundo.
Inserir a Empatia no relacionamento médico - paciente, enfermeiro - paciente, enfermeiro -médico, é a grande inovação proposta. Inovação nos relacionamentos.
Descreva como o seu modelo de inovação é diferente de qualquer outra organização na sua área.
Não há programas de treinamento de Empatia estruturados para a área da Saúde. Essa proposta é inovadora e também evolutiva, pois pretende propor uma grande evolução na forma como é visto o relacionamento paciente - prestador de serviço de saúde.
Essa proposta inicial deve ser atrelada a pesquisas que poderão apresentar os benefícios indiretos alcançados por sua implantação. Sabemos que o bom humor é uma grande ferramenta no apoio a tratamentos, e veremos que a Empatia também trará impactos positivos no restabelecimento da saúde dos pacientes atendidos.
Que tipo de ambiente operacional e fatores da organização interna ajudarão o projeto a ser bem sucedido?
Como a proposta de inovação está relacionada a aplicação de conceitos que serão apresentados aos integrantes das entidades da área da Saúde através de um programa de treinamento, a complexidade de sua implantação é reduzida e facilmente mensurada.
A condução do treinamento pode ser realizado em diversos tipos de ambiente que podem ser facilmente adaptados. A logística para a realização dos treinamentos estará relacionada à disponibilidade dos integrantes, pois os instrutores se adequam aos horários definidos.
A formação de novos instrutores será facilitada devido à existência de metodologia específica.
Como você garante que inova constantemente à luz de (potenciais) desafios externos, ou do seu plano de crescimento?
As possíveis ameaças para a obtenção de resultados positivos através da implantação do programa de Empatia em organizações de Saúde são:
- resistência à mudanças por parte dos prestadores de serviços da área da Saúde: entendemos que o ser humano, por sua natureza, não aceita bem mudanças e estamos habituados a encontrar esse cenário em muitos de nossos projetos. Para reduzir o impacto, utilizamos metodologia específica de Gestão de Mudanças apoiado em um bom Plano de Comunicação com o objetivo de mobilizar as pessoas e motivá-las a se transformar em agentes de mudança;
- baixa adesão da liderança: o primeiro nível a ser envolvido deve ser a liderança. Com a conscientização desse nível, os demais níveis hierárquicos identificam as mudanças e são incentivados a também participar.
Temas relacionados à inscrição
leia mais↓↑ ocultar↑ ocultarDesafio Sistêmico que você está tentando resolver [selecione apenas um]
Levar assistência médica acessível a comuniaddes em mercados emergentes
Área da Saúde (mercado alvo) em que a necessidade está [selecione apenas um]
Tratamento paliativo (hospitalização, etc)
Categorias ao longo do continuo da saúde que você está cobrindo [selecione todos que se aplicam]
Prevenção, Diagnóstico, Intervenção, Acompanhamento, Tratamento de longa duração, Integração social.
Por favor, descreva mais detalhadamente: qual problema você está tentando resolver no contexto específico da organização?
O distanciamento entre o prestador de serviço da área da Saúde e o paciente tem sido foco de grande número de reclamações. A frieza com que o paciente é tratado muitas vezes provoca descrédito no tratamento prescrito e sabemos que um dos fatores que auxiliam na evolução da recuperação é o posicionamento mental positivo.
Também sabemos que o distanciamento é um dos responsáveis pela ocorrência de erros, que aumentaram de forma assustadora no Brasil nos últimos anos.
Com a adoção da Empatia, colocar-se no lugar do outro altera o nível de atenção do prestador de serviços, dando um maior conforto ao paciente e reduzindo a possibilidade de erros. Uma das provocações do programa é: cuide do paciente como se fosse seu filho(a) / pai ou mãe, independente de qual for a situação e contexto.
Estágio que melhor se aplica à sua solução [selecione apenas um]
Start-up e crescimento (piloto operando e em expansão)
Estratégias centrais do seu modelo de negócios
Abordagens para a mudança de comportamento no nível individual , Design centrado no paciente, Papéis novos/redefinidos para prestação de serviços de saúde, Parcerias entre atores não convencionais (entre atores tradicionais e atores externos ao sistema de saúde).
Ferramentas mais relevantes que você está usando para implementar as estratégias descritas acima [selecione apenas duas]
Novas habilidades, Educação/treinamento.
Por favor, descreva sua solução mais detalhadamente
A aplicação de um programa de treinamento tem o objetivo de disseminar um conhecimento que deverá motivar seus participantes a partir para a ação.
Quando falamos em Empatia, não basta colocar-se no lugar do outro, é necessário refletir o que deve ser feito a partir desse exercício.
A disseminação do conceito de Empatia pretende mobilizar os prestadores da área da Saúde a refletir sobre a importância do desempenho de seu papel e vincular à busca de um propósito maior, que é servir o ser humano em seu momento de maior necessidade. A grandeza dessa missão deve ser o foco do trabalho de resgate do orgulho de ser um profissional da área da Saúde. O propósito é uma ferramenta muito poderosa de motivação, capaz de superar todas as dificuldades, sejam elas quais forem.
Qual é sua visão e objetivos gerais?
Visão: transformar os relacionamento humanos através da utilização da Empatia.
A aplicação da Empatia na área da Saúde pretende trazer mais humanidade para os corredores de hospitais, clínicas e laboratórios, permitindo que o paciente se sinta acolhido e não "empilhado".
A existência de filas não pode ser resolvida com a aplicação da Empatia, porém o conceito bem aplicado fará com que os profissionais envolvidos no atendimento de pessoas que esperam se transforme, reduzindo a sensação de destrato e de ausência de respeito ao ser humano.
O estabelecimento de conexões entre pacientes e prestadores de serviço permitirá a construção de relacionamentos mais saudáveis para ambos os lados. A gratidão que será demonstrada pelos pacientes será o motor que motivará a continuidade da Empatia.
Qual é sua proposta de valor?
Implantar o programa Empatia em Ação nas organizações de Saúde ao redor do mundo, resgatando o orgulho do prestador de serviços e incentivando a cuidar do outro como se fosse ele mesmo que estivesse precisando de ajuda.
A satisfação de ver o sorriso de um paciente voltando à normalidade de sua vida deve ser recuperada, mesmo em sistemas de atendimento que se assemelham a linhas de montagem da indústria. Os modelos de atendimento são diferentes em diferentes organizações, porém a postura do prestador de serviço frente ao ser humano deve ser a mesma, seja qual for o modelo em que está inserido.
O contágio da Empatia nas organizações também conseguirá sensibilizar seus administradores a pensar diferente sobre o seu relacionamento com os prestadores, se possível, mais justo e humano.
Quem são seus clientes?
Nossos clientes são todos os profissionais envolvidos na prestação de serviços da área da Saúde. Desde o administrador até a equipe de limpeza, passando pelos médicos, enfermeiros, técnicos da saúde, técnicos de administração e apoio.
Todos envolvidos no conceito da Empatia permitirão transformar instituições que provocam receio e medo em seus clientes para despertar o sentimento de respeito e acolhimento.
Fazendo uma analogia sobre a aplicação do conceito, temos o caso do Metrô da cidade de São Paulo em que a limpeza de suas dependências é percebida e realçada pelos usuários. O esforço da equipe operacional é retribuído pela população que muda seu comportamento (jogando o lixo no Lixo). A Empatia também provocará a mesma reação, respeito gerando respeito em um ciclo virtuoso.
Quais abordagens você usa para alcançar seus clientes?
O programa é conduzido de forma presencial e o instrutor possui habilidade para respeitar o ritmo do grupo e estimulá-los a reflexões profundas sobre seu papel, objetivos e propósito de vida.
A utilização da Psicologia Positiva que busca priorizar o lado bom e realçar as forças de cada um tem como objetivo apoiar os integrantes no resgate do orgulho de ser um profissional da área da Saúde.
Através de dinâmicas e de um espaço aberto para o compartilhamento de opiniões e de experiências os participantes são estimulados a se lançar na imersão da Empatia. Os resultados são individuais e dependem do momento de vida de cada um, porém o fato de trabalharmos em grupo permite que a motivação e empolgação de alguns contagie todos os demais.
Quais sãos suas atividades principais?
O primeiro passo é a realização de um autodiagnostico dos participantes. A justificativa para isso é que precisamos estar bem e em equilíbrio para buscar nos relacionar melhor com as demais pessoas. Empatia Cognitiva e Emocional: utilização de ferramentas que permitem conhecer um pouco mais as pessoas de nosso convívio, começando a construir conexões um pouco mais profundas. A principal ferramenta desta fase é a Escuta Ativa.
Orientação para Servir: apresenta teorias sobre necessidades, desejos e motivações humanas e como podemos utilizá-las para ajudar as pessoas a extrair o melhor de si.
Foco no Desenvolvimento: auxilia no aprimoramento da leitura sobre Poder e Influência e como é possível utilizar esse conhecimento para a conquista de nossos objetivos, assim como apoiar as pessoas.
Quem são seus pares e concorrentes? Quais problemas esses atores poderiam representar para seu sucesso e crescimento?
Existem diversas empresas de treinamento que poderiam se capacitar a desenvolver um programa semelhante, porém nossa metodologia está baseada em experiências e em história de vida que não podem ser copiadas.
O grande número de organizações da área da Saúde que são potenciais clientes desse programa de formação faz com que não encaremos os pares como concorrentes, mas sim como potenciais parceiros na disseminação da metodologia e na sua aplicação.
Quais outros desafios – individuais, organizacionais ou de meio ambiente – você atualmente enfrenta ou poderiam impedir o futuro sucesso do seu negócio e como você pretende superá-los?
O sucesso na disseminação do conceito trará desafios logísticos em que teremos mais de um programa acontecendo ao mesmo tempo.
A capacitação de instrutores na metodologia e a possibilidade de termos multiplicadores nas organizações são ações que já estão planejadas e serão colocadas em prática assim que a demanda demonstrar essa necessidade.
A equipe de suporte também deverá crescer para apoiar os profissionais de campo. Processos bem definidos e a contratação de pessoas com propósito semelhante ao nosso permitirão que nossa curva de aprendizado seja acelerada, provocando o menor impacto possível na qualidade de nossas entregas.
Descreva brevemente sua estratégia de crescimento futuro
Formação de novos instrutores: identificação e seleção de pessoas com propósito de vida semelhante ao nosso propósito
Melhoria contínua: através do mapeamento de lições aprendidas em cada programa, estar sempre aberto a mudanças e evoluções de nossa metodologia e materiais
Equipe de apoio: processos estabelecidos e contratação de pessoas alinhadas ao nosso propósito
Divulgação dos resultados.
Em quais dimensões de crescimento você atualmente está focando para sua inovação? [selecione todas que se aplicam]
Novo(s) grupo(s) de cliente(s), Nova(s) região(ões).
O que faz o seu negócio estar “pronto” para crescer?
Metodologia aplicada e validada em programas já realizados e em andamento.
Interesse do grande público na disseminação do conceito.
Alinhamento com as novas tendências de preocupação com o ser humano e com o tema sustentabilidade.
Equipe estruturada para atender a demanda e com plano de crescimento definido.
Quais são seus objetivos-chave de crescimento?
Atender o maior número possível de organizações da Saúde para alcançar o maior número possível de prestadores de serviço dessa área.
Em cinco anos pretendemos ter alcançado a totalidade dos estados brasileiros, juntamente com a realização de experiências internacionais.
Qual é o seu prazo para crescimento, no curto e médio prazo? Quais são as metas de crescimento e atividades-chave futuros?
Curto prazo (6 meses): atender 3 organizações da área da Saúde na cidade de São Paulo
Médio prazo (3 anos): expandir a atuação para outros estados brasileiros e atender ao término desse período 50 organizações
Longo prazo (5 anos): atender 150 organizações no Brasil e ter realizado 5 experiências internacionais
leia mais↓↑ ocultar↑ ocultarQual foi o impacto da sua solução até hoje?
O programa está em fase de implantação. Os projetos realizados até o momento provocaram impacto direto na vida de seus participantes que em depoimentos espontâneos nos informaram mudanças significativas.
O principal ponto levantado pelos participantes está relacionado à transformação dos relacionamentos após a utilização da Empatia.
A reflexão sobre a busca do equilíbrio e a definição de plano de ação no 1º módulo permitiu que os participantes se preparassem para os próximos módulos.
A prática da Escuta Ativa foi a ferramenta com o maior impacto no amadurecimento dos relacionamentos.
Após o último módulo, os participantes estavam muito mais seguros e aptos a lidar com problemas de comunicação interna, gestão de pessoas e relacionamentos interpessoais dentro de suas organizações e fora dela, pois alguns relatos nos trouxeram informações sobre melhoria nos relacionamentos pessoais e na família.
Quais métodos de quantificação de impacto social você está usando (se alguma)?
Até o momento estamos listando os depoimentos espontâneos.
Para a multiplicação do programa para a área da Saúde devemos utilizar como métrica o nível de satisfação dos pacientes da base histórica e medir após 3 meses do término do programa. Se possível, avaliar a evolução da pesquisa de clima dos prestadores de serviço.
Sua solução poderia funcionar em outras locais ou regiões? Se sim, onde?
A solução foi construída para ser disseminada pelo mundo afora!!!
Qual é a sua expectativa de impacto para os próximos 1 - 3 anos?
De acordo com nossa meta de crescimento, o impacto para os próximos 3 anos será o de disponibilizar um atendimento mais humanizado em 50 organizações da área da Saúde no Brasil,
Com essa meta atingida, o impacto será percebido por toda a população que for atendida por estas instituições após a conclusão de nosso programa.
leia mais↓↑ ocultar↑ ocultarDescreva sua estratégia financeira atual
Hoje a empresa possui outros temas e atende também clientes corporativos de outros segmentos da economia.
Possuímos projetos vendidos para o ano de 2.013 que garantem o cumprimento de nossas responsabilidades financeiras.
Além do tema Empatia, trabalhamos com o treinamento comportamental de temas como Liderança, Comunicação, Visão Sistêmica e Inovação.
Parcela da geração de receita na renda total da organização (em porcentagem)
Vendas diretas a pacientes e outros beneficiários (em porcentagem)
Das possíveis fontes dessas vendas, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Empresas Privadas.
Taxas de licenciamento, por exemplo, para modelos de tecnologia/franquia (em porcentagem)
Das possíveis fontes de oportunidades de licenciamento, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Empresas Privadas.
Contrato de serviço com organizações, por exemplo, governo, ONGs (em porcentagem)
Das possíveis fontes de contratos de serviço, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Empresas Privadas.
Explique sua estratégia de geração de receita mais detalhadamente
Nosso modelo de receita está vinculado à venda de treinamentos.
A partir da identificação da oportunidade externada por um cliente, desenhamos o projeto e apresentamos nossa proposta comercial. Quando aprovada, os custos relacionados à execução do projeto estão incorporados no preço e nossa meta é atender as expectativas de nosso cliente mantendo nossa margem, que deve girar em torno de 30%.
Parcela da geração de receita na renda total da organização (em porcentagem)
Estratégias de filantropia que você usa
Explique sua abordagem filantrópica mais detalhadamente
Você ainda tem aproximadamente 100 palavras (800 caracteres).
Fale mais sobre os itens selecionados; explique como você vai manter o financiamento.
Como nossa pretensão é manter o crescimento orgânico, não devemos dar um passo maior do que nossas pernas. A entrada de capital para apoiar o projeto será direcionado para acelerar algumas ações e antecipar nossas metas, através das mesmas ações definidas para o crescimento orgânico.
A obtenção de resultados positivos e a sua disseminação através de propaganda direcionada e de propaganda espontânea será o grande vendedor de nosso programa.
Deveremos trabalhar com a esfera governamental e para isso será necessário investimento em esforços para conhecer o funcionamento das máquinas municipais, estaduais e federais.
A empresa deverá ter caixa para poder suportar possíveis atrasos em pagamento e cumprir com suas obrigações financeiras.
Sameboat is a web and mobile app for public transit that allows us to plan trips in real-time.
Criado em 03/31/2013 por Exeko
In conjunction with existing resources, Exeko relies on cultural and intellectual mediation as motors of social change and vectors of citizen participation, prevention of crime, employability, identity reinforcement, school perseverance, social diversity. Its programs promote creativity as a measure of consciousness-raising and mediation but also as a strategy amongst dysfunctional youth.
Organização: Exeko
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
Países onde este projeto vem gerando impacto social
Sua organização é
OSCIP/ONG
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarNome do seu projeto
Exeko: Inclusion through innovation in culture and education
Selecione o estágio que melhor se aplica à solução
Estabelecido (estágios anteriores completos e com sucesso comprovado)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
In conjunction with existing resources, Exeko relies on cultural and intellectual mediation as motors of social change and vectors of citizen participation, prevention of crime, employability, identity reinforcement, school perseverance, social diversity. Its programs promote creativity as a measure of consciousness-raising and mediation but also as a strategy amongst dysfunctional youth.
Its projects attract, surprise and mobilize social outcasts thanks to their unique and humane approach, transmitting fundamental knowledge in an accessible manner that is designed to awaken individual potential through empowerment.
We work with the homeless, in prison environment, in intellectual disability, in aboriginal communities.
What are your organization's top three priorities in the next year?
Increase awareness and funding opportunities
Ensuring the expansion of programs and projects in Quebec and Canada and the measurement of their impacts.
Ensure the development of team skills and working tools.
Need #1
Message & Brand Strategy
Need #2
Opportunity Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Exeko is now entering a new and major stage of its development. It is confronted with marketing challenges due to the diversity of its clients, fields of interest and aspiration towards Pan-Canadian deployment (begun). Its networks of sponsors has multiplied tremendously over the last few years and its capacity to communicate a clear message is essential to set up its various development plans (implantation strategies, financing, greater public awareness, positioning on the Market)
Its needs revolve mainly around revising the Exeko brand and signature while maintaining a clear message for all its different target groups.
Exeko’s development has led it to meet partners from all fields. It is seeking to update its image while preserving its dynamic and legitimate work ethics.
Exeko is presently developing a larger audience. Its message must be perfectly clear both to the public as to their participants (4500 people in need )and actors in the field.
Very few organizations such as ours have made it on the market. We intend to continue innovating and creative branding and development tools according to their contemporary image in the spheres of creative and market economy.
1.
Non-biased and complimentary dialogue respecting individual skills
2.
Creativity and Communication
3.
Humane exchange above all, according to Exeko value
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Yes, however Exeko has not called upon consultants to this effect. Exeko’s branding has been established internally by its team, stemming from the Arts, Engineering, Marketing and Commerce until now.
On the other hand, Exeko is presently working with consultants as to the creation of SWOT, Pan-Canadian Development Strategy, IT, economic, social, cognitive and inclusive impact evaluation of its different projects and is therefore very familiar with the former.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Clarify our message to the widest possible audience
2.
Update our branding tools
3.
Ensure a strong image for the expansion of programs in Quebec and Canada
Qual foi o impacto da sua solução até hoje?
Up to now, Exeko has touched over 4500 social outcasts via its projects and programs essentially in Quebec. 1500 of them are dysfunctional youth, over 1 000 homeless Aboriginal youth, over 600 First Nations children and families on reserves and over 200 professional and emerging Artists. An additional 3200 visitors have attended Exeko’s last 3 exhibitions.
Exeko has also trained a dozen First Nations mediators on reserves, lent its programs to its partners, trained a dozen mediators who share their strategies with its field partners (over 100 since the creation of Exeko), offered its first professional steps to Intellectually Challenged Artists, allowed for employment and lodging thanks to its programs.
What is your project future impact after receiving professional support from American Express?
New branding means reinforcing Exeko’s power of« seduction » amongst an entire stretch of field partners, both private public. It also means developing even larger potential amongst its network of greater public donors. In this manner, Exeko shall be perfectly equipped to meet the markets of Quebec and Canada with confidence and leadership, and take a leading stand in addressing the needs of thousands of social outcasts each year.
Temas relacionados à inscrição
This project also has a Project where you can read more about its latest progress.
Go to Project: Ethical Citizen Media.
Criado em 03/31/2013 por dbunton
Millions of citizens worldwide have limited access to news, information, and new technology. This problem causes decreased citizen participation in action leading to social change. Ethical Citizen Media (ECM) solves this problem by empowering marginalized citizens through the use of smartphones, social media, and traditional news mediums. ECM makes sharing information fast, easy, affordable, and fun. Since 2011, ECM has certified more than 200 'ECMJs' (Ethical Citizen Media Journalists) in 10 countries. What's innovative about ECM is that it makes everyone a journalist.
Organização: Eway Foundation
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
Países onde este projeto vem gerando impacto social
n/a
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarSelecione o estágio que melhor se aplica à solução
Crescimento (seu piloto está em andamento e começa a se expandir)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Millions of citizens worldwide have limited access to news, information, and new technology. This problem causes decreased citizen participation in action leading to social change. Ethical Citizen Media (ECM) solves this problem by empowering marginalized citizens through the use of smartphones, social media, and traditional news mediums. ECM makes sharing information fast, easy, affordable, and fun. Since 2011, ECM has certified more than 200 'ECMJs' (Ethical Citizen Media Journalists) in 10 countries. What's innovative about ECM is that it makes everyone a journalist. The structure is solid, can be replicated, training materials can be translated in any language, and accessed and distributed online. All one needs is access to internet/social media and a computer or cell phone.
What are your organization's top three priorities in the next year?
1. Have a solid brand strategy
2. Be financially established
3. Retain established customer and employee relationships
Need #1
Message & Brand Strategy
Need #2
Staffing Capabilities
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Ethical Citizen Media needs to be marketed so that people know it's available. The mission is clear, our organization is solid, and ECM's structure has been proven effective. In order to empower more communities, and offer ECM as a service, ECM must be recognized for its ability and effectiveness. Although there is an online global presence, ECM needs to reach rural communities where people have basic and traditional media. Ethical Citizen Media is news for the people, gathered and reported by the people. We want to be a source of news, and contractors for large media companies, as well as train people in impoverished cultures to stay informed.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The possibilities remain open for the relationship with American Express to evolve. If Eway is selected for the American Express Serve2Gether Consulting project, the focus would first be on growth and expansion of the Ethical Citizen Media project. For example, American Express would sponsor or support ECM. In return, Eway will brand ECM with AmEx as partners/sponsors, with the option for overall organization collaborations on future projects, products, and services.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Since the inception of Eway Entertainment & Foundation, we have explored various partnerships and collaborations. We have volunteer advisers who provide consultation on issues ranging from products and services, to program specifics. Eway is in its third year, and is advancing from start-up to growth, most of the focus is shifting to sustainability, hence why clear programs and services, and developing a differentiated position in the market is imperative for sustainability and existence.
Adequate recruitment, staffing, retention, expert consultation, and collaborations increase success.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Build a global brand presence
2.
Establish project credibility
3.
Form a solid relationship with American Express Corp and its executives
Qual foi o impacto da sua solução até hoje?
Ethical Citizen Media has received acceptance in media communities worldwide, ECM is regarded by many industry professionals as a reliable source for global news and information. In addition to having trained and certified several hundred "ECMJs", ECM uses multiple media platforms and aggregates, Ethical Citizen Media has established itself as a credible resource for the average citizen, as well as mainstream media corporations and professionals, We're talking prime time anchor people, and the most influential social media personalities.
What is your project future impact after receiving professional support from American Express?
Ethical Citizen Media is slowly, but surely, becoming a household brand. A relationship with American Express will only lend additional credibility to the project, for both Eway Entertainment Foundation and American Express. Although the situation would be win/win, it's obvious that such a relationship would contribute greater credibility and integrity to the Ethical Citizen Media project. Professional support from AmEx would contribute directly to the growth, sustainability, and positive impact of ECM.
Temas relacionados à inscrição
Criado em 03/31/2013 por evanepal
KOHCP creates sustainable, rural oral health care systems by combining grassroots-level infrastructure development with locally-run community education.
Organização: Eva Nepal
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
País da organização
Estados Unidos , CT, Hartford, Hartford County
9. País onde organização atua, possui seu projeto implementado
Natureza da organização
Sem fins lucrativos/ONG
Ano de fundação da organização
Anos em Operação
Em execução por mais de 5 anos
A organização recebeu algum prêmio ou reconhecimento público? Por favor, conte-nos mais detalhes
Founder Laura Spero has been invited as a guest lecturer at Cornell University’s Real World Anthropology class since 2010. While the Kaski Oral Health Project has not yet received awards or honors, significant attention has been brought to this project through coverage in Nepali newspapers.
Queremos saber mais sobre seu momento “A-ha!”. Compartilhe a história sobre onde e quando o(s) fundador(es) viu(viram) o potencial desta solução para transformar o mundo.
In the early stages of KOHCP, the first village Team decided to write a book of poetry about oral health care and hand it out at school seminars. Our intention was to build a replicable solution to dental healthcare access, but at this moment I realized the key to the KOHCP model was the creative ways that local beneficiaries would find to fully integrate our template into their communities.
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarNome do seu projeto
Sustainable Oral Health Care in Rural Nepal
Explique sobre o que trata a "inovação”; por exemplo, é uma idéia e/ou um modelo que você usa para concretizar uma idéia, ou talvez seria sua compreensão da população-alvo, etc?
KOHCP establishes affordable, locally-based dental care in rural villages while engaging a Team of teachers to educate the community about dental treatment and prevention. Teams are the primary stewards of each replication. In two years, the village adopts responsibility for its own dental care services and oral health education is integrated in to schools. In each village, a local medical technician is trained to provide screening, filling and extraction at a weekly dental clinic, and a referral system is established for complex cases. The community provides the building and an oversight committee. Technicians either contribute to the cost of their training, or donate their first months of service. The dental technician, a clinic assistant, and a community member form the KOHCP Village Team, which runs monthly screening seminars in schools, introduces the community to new dental health facilities and provides prevention education. While Teams are trained in very structured teaching protocols, the unique creative additions of each Team to our basic format are the most valued component of our model. Additionally, each school appoints an oral health coordinator (OHC) to run a daily brushing program. The team runs a training for OHCs at the beginning of the school year and monitors OHC activities in schools throughout the year. Teams also reach out to local vendors to ensure local availability of toothbrushes and fluoridated toothpaste. After two years, the ministry of health adopts the dental clinic, and the school system adopts the educational function of seminars.
Descreva como o seu modelo de inovação é diferente de qualquer outra organização na sua área.
Many rural health programs aim to provide direct service to the most people in the shortest time. Our model aims to give 100% of people complete agency over their own oral health care. We are exceptional in combining infrastructure development, education, and a timeline for handover to permanent institutions, addressing all the factors that obstruct self-directed care. Our Team model is a unique interface between the KOHCP and its customers. A structured toolkit and training empowers Teams with goals and strategies, while encouraging community members to bring their own creativity, ensuring the applicability of the model among their peers. This emphasis on integration and local innovation is distinct not only among oral health initiatives, but among rural health programs in general.
Que tipo de ambiente operacional e fatores da organização interna ajudarão o projeto a ser bem sucedido?
KOHCP is run in villages by villagers. The entire administrative structure exists to train and support these Teams, who themselves will eventually transfer their roles to existing institutions (schools and health ministries). Teams are encouraged to be creative within a clear core structure; their opinions and innovations are highly valued, which cultivates ownership and pride. Our organization does not “build” infrastructure so much as leverage local talent, draw on latent potential, and provide missing links, to create new connections between people and services. This approach, combined with our village-by-village seeding and handover, ensures both accountability on the part of customers (from the government to individual level), and financial sustainability of our organization.
Como você garante que inova constantemente à luz de (potenciais) desafios externos, ou do seu plano de crescimento?
At the program level, KOHCP relies on constant innovation through collaboration with local community members, who identify new approaches that will work in their villages. At a strategic level, it is important for our organization to cultivate a collaborative relationship with government offices that have primary influence on standardized village health care. Changes in government policy will affect the role of a nonprofit organization like ours that aims to hand over seed projects to permanent institutions; for example, in some areas the government is now providing dental training to village health post workers. This kind of shift forces us to constantly refine our value proposition, a productive challenge that keeps our activities tuned to the actual needs of our working areas.
Temas relacionados à inscrição
leia mais↓↑ ocultar↑ ocultarDesafio Sistêmico que você está tentando resolver [selecione apenas um]
Levar assistência médica acessível a comuniaddes em mercados emergentes
Área da Saúde (mercado alvo) em que a necessidade está [selecione apenas um]
Outros tratamentos específicos
Categorias ao longo do continuo da saúde que você está cobrindo [selecione todos que se aplicam]
Prevenção, Diagnóstico, Intervenção, Acompanhamento, Tratamento de longa duração, Integração social.
Por favor, descreva mais detalhadamente: qual problema você está tentando resolver no contexto específico da organização?
Untreated dental caries is Nepal’s most prevalent childhood disease, exceeding both malnutrition (43%) and vitamin A deficiency (58%). Over 69% of adults over fifty suffer from dental caries—one of the most widespread, least attended, and most easily addressed health crises facing rural Nepal. It is associated with a host of health problems including chronic infection, severe recurrent pain, and heart disease.
Existing solutions are wholly inadequate. Ninety percent of dentists live inside the Kathmandu valley while 80% of Nepalis live in rural villages. In addition to sparse access, there is virtually no awareness of risks associated with oral disease, or of prevention. Dental pain and tooth loss are widely considered inevitable—a problem of both infrastructure and attitude.
Estágio que melhor se aplica à sua solução [selecione apenas um]
Start-up e crescimento (piloto operando e em expansão)
Estratégias centrais do seu modelo de negócios
Abordagens para a mudança de comportamento no nível individual , Design centrado no paciente, Papéis novos/redefinidos para prestação de serviços de saúde, Novas abordagens para a distribuição de produtos e serviços de saúde, Parcerias entre atores não convencionais (entre atores tradicionais e atores externos ao sistema de saúde), Outros.
Por favor, especifique:
Integration of medical care and community education; Facilitate innovation at the local level
Ferramentas mais relevantes que você está usando para implementar as estratégias descritas acima [selecione apenas duas]
Novas habilidades, Educação/treinamento.
Por favor, descreva sua solução mais detalhadamente
Our solution has two sides: infrastructure (locally-based weekly dental clinic) and information (community education to instigate behavior change). Infrastructure is easily established by sending a local health practitioner to a 3-week dental training in W.H.O.-endorsed dental medicine. Many health initiatives stop there.
Education/behavior change is most of our work. Many rural villagers believe dental extraction can cause blindness. Subsistence farmers are oriented to acute pain, not prevention, but value purity. Vendors may not sell fluoridated toothpaste. Changing attitudes requires a nuanced understanding of local belief systems and cultural tendencies. Our Teams, as members of these communities, address these in issues in an organic and nuanced manner.
Qual é sua visão e objetivos gerais?
Our vision is for rural residents to have complete agency over their own oral healthcare. Our objective, therefore, is a gradual change in heath culture that ends with an organic and sustainable oral health care system in each project area. We aim to put in place all the factors that cause patients to seek their own treatment (access, affordability, education, belief systems)—and to reduce the number of patients that get created in the first place. We measure success by how many people can and do make effective prevention and treatment choices. We believe the most essential ingredient in achieving this goal is local creativity, which brings each unique replication to life, and in each area renders our facilitation obsolete over the course of two years.
Qual é sua proposta de valor?
Presently, the vast majority of rural villagers do not have access to dental care except in the case of temporary “camps,” which occur unpredictably if at all, or in city hospitals, where subsistence villagers often cannot afford the time or expense of travel, even in cases of acute dental disease and pain. Residents in our working areas get free dental education and examinations. Treatments are extremely inexpensive; a filling is 60% of the cost 1kg of sugar, low enough to be affordable, high enough that patients learn to value the service. The value proposition is immense in comparison to the current alternative of no care at all, and is further magnified as patients come to understand how good oral hygiene reduces their risk of infections, bronchial, coronary and other diseases.
Quem são seus clientes?
Our primary customers are rural villagers without access to primary dental care, beginning with children and extending to adults. Another important constituency consists of village elders, teachers and other influential members of the community. Their understanding, support and participation are critical to launching, effective implementation and successful handover to the community of KOHCP programs within two years.
Quais abordagens você usa para alcançar seus clientes?
Primary outreach is via seminars, conducted by teams at schools to include students, teachers and adults living nearby. Seminars offer oral health education focusing on prevention, free screening, and referral to the village clinic. On day two of a seminar, the clinic opens for regular treatment and receives patients from the previous day’s referrals. Seminars generate most of our patients, especially early in the seed cycle. Additionally, each school appoints an oral health coordinator to conduct a daily brushing program and eventually manage annual checkups for students. Teams reach out to local vendors to ensure fluoridated toothpaste is available. Finally, Teams develop unique outreach strategies in their villages: competitions, promotions, new partnerships, original marketing, etc.
Quais sãos suas atividades principais?
Village teams comprised of a dental technician, clinic assistant and community member guide program activities which include a weekly dental clinic offering primary dental care and referrals to city partners for complex cases; seminars, based at schools, which educate the community about dental treatment, introduce new local services, and lay the foundation for prevention; outreach to local vendors, to ensure availability of fluoridated toothpaste; daily brushing and oral health education in schools, by training of an “oral health coordinator” from each school; innovative strategies, unique to each team, to promote oral health prevention and use of treatment facilities. We support teams with training, strategic guidance, resources for two years, and coordinate with government ministries.
Quem são seus pares e concorrentes? Quais problemas esses atores poderiam representar para seu sucesso e crescimento?
There is no market competition for oral health services in rural Nepal. The legacy of health “camps,” which provide dental treatment for free, poses a to challenge self-motivated behavior change and to the collection of nominal treatment fees. We therefore choose project sites with a demonstrated need and acceptance among stakeholders (government and social leaders, educators) of the 2-year seed cycle. Our educational programming also focuses heavily on this challenge.
The government of Nepal has begun dental training for government staff in villages. Because our goal is to work with and not in competition against existing systems, we will continue adapting our approach incorporate these government initiatives in to our programs.
Quais outros desafios – individuais, organizacionais ou de meio ambiente – você atualmente enfrenta ou poderiam impedir o futuro sucesso do seu negócio e como você pretende superá-los?
Every village is different. The societal and cultural factors that hinder changes in behavior will be new to each and every replication. Being keenly attentive to these nuances is essential. Similarly, environmental factors such as access to water and roads grow more difficult as we expand to more remote areas. Solutions to these challenges are often clarified in discussions with local teachers or leaders, which form the foundation of our model.
Organizationally, Eva Nepal partners locally with a small Nepali nonprofit to run its current programs in central Nepal. This partner is unlikely to have the capacity to expand broadly in Nepal. Therefore, we will partner with other organizations and groups in different parts of the country.
Descreva brevemente sua estratégia de crescimento futuro
Short-term, our seed-to-handover process allows us to grow impact without parallel budget growth. Within a year, we will publish a project manual to document our replicable model and expand primarily by supporting new implementing partners. Long-term, we aim to refine and share this “how-to” manual with the World Health Organization for global reach.
Em quais dimensões de crescimento você atualmente está focando para sua inovação? [selecione todas que se aplicam]
Nova(s) região(ões), Novo(s) mercado(s)/país(es).
O que faz o seu negócio estar “pronto” para crescer?
We have been operating in 2 villages for 6 and 3 years, respectively. Combined they serve an area of 24,000 people and 22 schools. Over 1,000 directly participate in our programs annually and we have seen patients walk 2+ hours to our clinic after referral from a KOHCP seminar. We have refined our model significantly and in 2013 handed over our pilots and implement three new sites.
Quais são seus objetivos-chave de crescimento?
Replicate our program in approximately 20 villages in Nepal’s Kaski district. Document oral health outcomes, integration of oral health education in to schools, and successful transitions to local project ownership. Complete a project replication manual. Secure funding from USAID, DFID, etc. See our model independently implemented and adopted by other institutions, including the W.H.O.
Qual é o seu prazo para crescimento, no curto e médio prazo? Quais são as metas de crescimento e atividades-chave futuros?
We have added an area of 12,000 people to our project in 2013. With roughly $150K of funding in the next three years we will replicate in about 20 villages, serving roughly 150K of the estimated 660K residents in Nepal’s Kaski District. We will complete our project manual in 2013 and refine it over the next two years. We hope to see our model independently implemented by other institutions in Nepal in 2016, endorsed and/or deployed nationally by the Nepali government by 2017, and reviewed by the W.H.O. for global replication by 2018.
leia mais↓↑ ocultar↑ ocultarQual foi o impacto da sua solução até hoje?
We have been running two programs in two neighboring villages. Over 5-6 years in which schools were visited annually, we’ve observed a drop in the incidence of dental problems among children. A previously ubiquitous gritty spice mixture for brushing is hard to find in local shops and “fluoride” is a household word.
Hundreds of adults and thousands of children have been treated with dental care locally or through city partners. With two medical technicians and five teachers, we have given access to education and affordable dental treatment to an area of 24,000 people.
Quais métodos de quantificação de impacto social você está usando (se alguma)?
In our pilot sites we tracked program participation, referral follow-up, payment of nominal treatment fees, fluoride use, and walk-in rates (i.e. clinic awareness without referrals). This data aims to quantify our impact on beliefs, household habits, and socialization of oral health care concepts. Our program interface is at an intimately grassroots level and it has taken time to develop methods to quantify the observational experiences of village-based staff.
In our new sites we have conduced baseline surveys in order offer comparative data. We are also building a patient database, mainly for the purpose of quantifying impact (rather than tracking patient histories for service purposes). Therefore, quantification of social impact will be significantly more rigorous in our new sites.
Sua solução poderia funcionar em outras locais ou regiões? Se sim, onde?
Yes. Our model is suited to rural regions of the world where there is no dental care, in places where there are locally-based individuals with the basic qualifications required to take a 3-week dental training (in Nepal, the minimum qualification is an 18-month Community Medical Assistant degree). It is best suited to areas where fluoridated toothpaste can be stocked by store owners. The complex-case-referral component requires access to city services for root canal treatment, but even without this service, our model can offer primary dental care, addressing acute pain and basic prevention. Most importantly, our Team model provides a high level of agility at the grassroots level, making our model ideal for replication in highly varied cultures and environments.
Qual é a sua expectativa de impacto para os próximos 1 - 3 anos?
Because population density of Nepal’s villages varies tremendously, it is hard to project the size of populations targeted. But we can conservatively assume that each replication will affect an area of 10,000 people. Of the 20 million rural Nepalis without sustained dental services, we estimate that KOHCP will access 200,000 thousand in the next three years. Critically, this number represents a permanent change in oral health infrastructure for that population, not a transient intervention. Because our seed programs turn over to local ownership in two years, there is no limit to the number of potential replications.
leia mais↓↑ ocultar↑ ocultarDescreva sua estratégia financeira atual
As an organization, Eva Nepal has developed a comprehensive fundraising strategy that will enable KOHCP to expand to new villages. KOHCP financing is currently based on philanthropic support. Populations covered by our programs do not pay for occasional services from dental camps and cannot afford market prices for what we provide. We charge them a tiny fee, to establish the principle that the services have value and to foster accountability. These charges for service to patients do not provide significant revenue, hence KOHCP’s reliance on philanthropy to build the program to a scale sufficient for turning it over to the Nepali government.
We expect that successful expansion to 20-30 villages serving 150k to 200k residents will elicit sufficient support from parties including USAID, UK DFID, World Bank and W.H.O. to allow the Nepali government to take over the program and deploy it across the country. The need in Nepal is 15 to 20 million rural citizens who have no current ongoing local dental care or education. Additionally, working with the W.H.O. and these international funders we also expect the KOHCP model to be extended to other underdeveloped, post-conflict nations.
Parcela da geração de receita na renda total da organização (em porcentagem)
Vendas diretas a pacientes e outros beneficiários (em porcentagem)
Das possíveis fontes dessas vendas, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Pacientes.
Taxas de licenciamento, por exemplo, para modelos de tecnologia/franquia (em porcentagem)
Das possíveis fontes de oportunidades de licenciamento, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Contrato de serviço com organizações, por exemplo, governo, ONGs (em porcentagem)
Das possíveis fontes de contratos de serviço, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Explique sua estratégia de geração de receita mais detalhadamente
Parcela da geração de receita na renda total da organização (em porcentagem)
Estratégias de filantropia que você usa
Estratégia diversificada.
Explique sua abordagem filantrópica mais detalhadamente
KOHCP has a diversified philanthropy strategy including friends and family, community fundraising, small family foundations, crowd sourcing, public foundations, corporations and professional dental associations. Friends and family, together with an annual US community fundraiser, have supplied the funds to launch and grow KOHCP since its founding in 2006. Our organization has successfully used crowd sourcing to leverage support and has received grants from a family foundation. We are aggressively pursuing grants from private foundations interested in global public health programs and are gearing up to approach corporations that sell dental products and to professional dental associations.
Fale mais sobre os itens selecionados; explique como você vai manter o financiamento.
As we expand the reach of KOHCP, we will be soliciting support of a broader base of foundations and individuals who will “adopt” a particular replication community and assist in funding implementation at this site. With a detailed funding prospectus and network of donors interested in contributing, KOHCP is poised to significantly increase funding to support the replication and adaptation of our model to new villages.
KOHCP’s successful pilot programs and ongoing replications are positioning us for effective approaches to dental corporations and professional associations. We expect that with sufficient time and effort our business model and value proposition will prove compelling to them.
Criado em 03/31/2013 por SIKAT
Health is a growing concern in Canada. Obesity, diabetes, and cardiovascular diseases are approaching epidemic proportions. Food choices play a big role in our health. Like the economic costs of diabetes, which is a $17B annual drag on our economy.
Organização: SIKAT Trading Cooperative
mais ↓↑ ocultar↑ ocultarNome da Organização
SIKAT Trading Cooperative
Página da organização na internet
Países onde este projeto vem gerando impacto social
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarSelecione o estágio que melhor se aplica à solução
Inicial (um piloto que começou recentemente)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Health is a growing concern in Canada. Obesity, diabetes, and cardiovascular diseases are approaching epidemic proportions. Food choices play a big role in our health. Like the economic costs of diabetes, which is a $17B annual drag on our economy. Beyond the human toll of this disease, as a result of lost earnings due to lost work days, lower productivity, permanent disability, there is a strong economic argument for concrete action, especially from the food industry to help stem the growth of the disease such as the promotion of healthier food alternatives and their ultimate benefit to one’s over-all well-being. SIKAT’s business of innovatively promoting Philippine healthier food products can lead to the containment of this growing health concern and contribute to the Canadian economy.
What are your organization's top three priorities in the next year?
1. We need to focus on our serious staffing need for highly qualified, committed, and passionate candidates on two fronts:
a.) an articulate, aggressive sales person; and,
b.) carefully recruit members who deeply share our purpose to succeed.
2. Use innovation as our competitive weapon to progress more rapidly. We see this through 3 possible strategic imperatives: product quality, service, and price.
3. The need to articulate clearly the economic value (or cultural or any other value) that the business will bring to the Canadian society in general and to the Filipino community in particular . . . so as to provide “a common ground on how to bridge it.”
Need #1
Staffing Capabilities
Need #2
Peer Benchmarking Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
SIKAT Trading is a new business cooperative, composed of Filipino professionals/entrepreneurs, without ready access to outside capital, except for small infusions of cash from the founders and members.
All our people work on part-time basis due to their day jobs. To move forward, two key factors confound our present situation:
1) we are ambitious about growth and liquidity, and
2) the rapid pace of business realities endangers our modest growth unsustainable vs. competitors using capital us.
There is need for innovative ideas and the imperative to hire a full-time sales person. We rely only on available time given by members to assist in all aspects of the operations. Thus, we need funds to afford a full-time sales person to bring these ideas to the market; help in assessing our staffing requirement, like in attracting members who can contribute breakthrough ideas to our cooperative; and employer funding from government on hiring employees.
1.
Shares Our Values, Entrepreneurial Spirit, and Vision
3.
Experience and Authority in the Food Wholesale Industry
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The support from American Express will be focused on helping the organization to become more effective and efficient to succeed.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Yes, this was our focus when we started the business and haven't worked with outside consultants before until only recently, when Vancity strongly suggested to have a consultant on-board to address our immediately establish market/consumer demand. The need for staff has always been discussed in our management and board meetings but haven’t arrived on any concrete ways of doing it as yet.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Access potential government funding on job creation.
2.
Identify staffing requirement(s) of the organization.
3.
Hire a full-time sales person.
Qual foi o impacto da sua solução até hoje?
SIKAT was incorporated in Feb-22-12 and has now over 20 members. The Cooperators have given us a $10,000 grant to help us in our marketing activities; VanCity Credit Union is helping fund an outside consultant to help us in the demand side. We are now engaged in current talks with suppliers for coconut and organic green banana flour, cocoa, coconut virgin oil, etc. through our SIKAT-appointed Philippine coordinators, in their respective regional areas of coverage. SIKAT is also now officially a member of the Baking Association of Canada and will be participating in the Bakery Congress this coming May 5-6 2013 to meet potential buyers. By the end of the year, to increase our membership participation by 50% and have a consistent and stable purchase orders from prospective buyers/clients.
What is your project future impact after receiving professional support from American Express?
In the early stages of the organization, we need every knowledgeable and professional help we can avail of. The professional support from American Express will be a welcome boost. Learning the ropes from American Express, allows the organization to apply the knowledge in helping achieving our goals, as well as future job creation and recruitment management.
Temas relacionados à inscrição
Criado em 03/30/2013 por Margaret J Campbell
Many communities believe that they are prepared for emergencies when, in truth, they are not. The Federal Emergency Management Agency (FEMA), in “Preparing Your Community” (2012), challenges communities to create emergency preparedness activities and to provide outreach and education. FEMA encourages communities to prepare for man-made and natural emergencies, crises, and disasters by building a corps of trained civilian volunteers that would serve to build capacity for first responders, should an emergency situation occur.
Organização: Dobbins-Oregon House Improvement Foundation (DOHIF)
mais ↓↑ ocultar↑ ocultarNome da Organização
Dobbins-Oregon House Improvement Foundation (DOHIF)
Página da organização na internet
País da organização
Estados Unidos , CA, Oregon House, Yuba County
Países onde este projeto vem gerando impacto social
Estados Unidos , CA, Dobbins - Oregon House, Yuba County
Sua organização é
OSCIP/ONG
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarNome do seu projeto
Web-Based Collaborative Community Asset Map for Rural Communities
Selecione o estágio que melhor se aplica à solução
Ideia (você está para lançar)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Many communities believe that they are prepared for emergencies when, in truth, they are not. The Federal Emergency Management Agency (FEMA), in “Preparing Your Community” (2012), challenges communities to create emergency preparedness activities and to provide outreach and education. FEMA encourages communities to prepare for man-made and natural emergencies, crises, and disasters by building a corps of trained civilian volunteers that would serve to build capacity for first responders, should an emergency situation occur. The Dobbins/Oregon House community is more than 20 miles from the nearest town-based disaster services. A whole family and community approach using collaborative asset mapping would encourage authentic dialogue, promote resilient relationships, and strengthen capacity.
What are your organization's top three priorities in the next year?
I have prepared this project as a result of research during three graduate courses this semester (Spring 2013) in the MLIS program, San José State University School of Library and Information Science—Disaster Informatics with Chris Hagar, Hyperlinked Library with Michael Stephens, and Grant Writing with Patricia Wong. I created a proposal to DOHIF Board Vice Chair, Greg Holman, and received a favorable response and a request to meet to discuss the project. It is possible that by documenting each step of the project, from initial preparations and support from Serve2Gether to a successful launch of a community-created knowledge commons embedded in a web-based asset map, that other rural communities would be inspired and empowered to create community asset maps as aids to resilience and authentic dialogue among their diverse and often isolated populations.
Need #1
Customer Relationships
Need #2
Opportunity Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
In order to design a web-based collaborative asset mapping project headquartered in a volunteer organization and community hub (The Alcouffe Center), we will need strategies to create and sustain powerful and resilient relationships among community members in order to make the map a truly "whole community approach." We will need help with strategies for collaboration among active volunteers, for identifying new and possibly hesitant participants, for offering opportunities to disenfranchised community members, for offering involvement to disabled, very young, and elderly community members, for attracting participation from community members who may not think that they need community. Our rural community has a broad diversity of culture, heritage, education, and socioeconomic levels, and these factions need ways to come together. With the collaborative map as the focus, we will need help with strategies to bring whole community and whole family commitment to the project.
3.
Integrity/straightforwardness
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express would be focused on developing the strategies to communicate the idea, the benefits, and the outcomes from a collaboratively-created, web-based community asset map so well, that a highly diverse, rural population will come together in "whole community" participation. As an extra, it would be wonderful to have American Express available to consult on how to best document the entire process as an instructional tool and pilot project for other rural communities.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
I personally have worked with Federal and State consultants to set up and operate independent Federal- and State-Reimbursed Free and Reduced Meal Programs for a Yuba County Public Charter School. The DOHIF Board and The Alcouffe Center volunteers work with outside consultants to create and maintain the amazing community center and property in Oregon House. My experience with GIS (ESRI, with FEMA) as an educator, student, and independent contractor and my research into the Asset-Based Community Development movement out of Northwestern University influenced me to design this project.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Progress toward whole community and whole family engagement and dialogue
2.
Existing structures able to respond more effectively under all situations because the community assets/needs are documented
3.
Greater community resilience and stronger intra-community dependencies - greater preparedness
Qual foi o impacto da sua solução até hoje?
Dr. Chris Hagar (Disaster Informatics), Dr. Michael Stephens (Hyperlinked Library), and Dr. Patricia Wong (Grant Writing) have all encouraged me to actively pursue this project because of FEMA's recent directives focused on community preparedness. When I presented the project proposal and description to DOHIF Board Vice Chair Greg Holman, he wanted to meet within two days after receiving the proposal. The facilities, community volunteers, hardware, and software are all in place and could be put into action quickly. Professional guidance for properly communicating the project to the community and deeply involving diverse members of the community in a collaborative endeavor is missing.
What is your project future impact after receiving professional support from American Express?
The project has a much greater chance of creating an example (through the documentation) of whole community approach and collaborative asset mapping, if we have professional support for designing strategies to create and strengthen relationships. Word of mouth, flyers in the local store, phone calls... are all tactics... but they are not strategies that can scale, and they are not really a strategic "whole." We need professional support to make this a "relationship" success.
Temas relacionados à inscrição
A web platform to aggregate & highlight news on a case by case basis, specifically those that are under-reported/censored, in the main stream media. A timeline assigned for each case, and it is declared "open" till a conclusion is reached. Sharing such "open" cases and creating awareness on them.
Criado em 03/28/2013 por Mike Berkowitz
GPI is committed to solving two global challenges: the decline of quality international news and empowerment of women.
Organização: Global Press Institute
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
País da organização
Estados Unidos , CA, San Francisco, San Francisco County
Países onde este projeto vem gerando impacto social
Sua organização é
OSCIP/ONG
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarSelecione o estágio que melhor se aplica à solução
Estabelecido (estágios anteriores completos e com sucesso comprovado)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
GPI is committed to solving two global challenges: the decline of quality international news and empowerment of women.
A number of factors separate GPI’s work from others in the field. Foremost among them is GPI’s unique training-to-employment program. While many international development and media organizations provide training, few offer opportunities for on-going practical application of learned skills. GPI not only teaches traditional reporting skills, digital literacy and advanced writing skills, but each woman who completes the training program receives an offer of employment at a living wage and goes on to work for GPI’s signature publication, the Global Press Journal.
GPI has trained and employed 133 women as professional journalists across 26 developing countries.
What are your organization's top three priorities in the next year?
GPI’s top three priorities in the next year are to (1) launch the Global Press Journal’s new syndication service to market our unique content to news outlets around the globe, enabling dramatic growth in readership and potential for social impact. Syndication will also allow GPI to move towards greater sustainability through earned revenue generation; (2) invest in the continued professional development of GPI trainees and Journal reporters by providing advanced training to every reporter in our network; and (3) equip every reporter with a laptop, camera, and elevated internet access, enabling increased multimedia training and news coverage.
Need #1
Message & Brand Strategy
Need #2
Digital Marketing Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We are segmenting the GPI brand to include the newly created Global Press Journal in order to elevate our identity as a world class news agency. Together, the Global Press Institute, Global Press Journal, and Global Press News Service will demonstrate that the basic problems of the news industry – quality, ethics, source access, and economics – can be solved with a low-cost solution.
The Journal will give readers a unique news experience by offering a better reader experience. A new syndication platform, the News Service, will market unique content to news outlets around the world, increasing social impact (by drawing more readers to the Journal’s content) and long-term organizational sustainability (by monetizing our news product). Finally, the Institute will continue to focus on training and empowering women.
Visitors come to the current website for a variety of reasons, but the mixture of the nonprofit message and original news content is confusing and diminishes the value of our journalism. Brand segmentation will change that, but due to the complexity of our branding we need expertise to develop the right strategy for refining and executing it well.
1.
Creative, collaborative working style and perspective
2.
Accountability and reliability
3.
Honesty and professionalism
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Brand strategy and digital marketing strategy will focus on the entire organization, which is critical to the success of GPI’s new brand segmentation and the launch of our syndication platform. These two types of support will affect all parts of the organization, from our news syndication sales to our staff development and internal identity.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Yes, GPI has repositioned its brand before. A few years ago, we changed our name from the Press Institute for Women in the Developing World to the Global Press Institute to improve our branding and shift the perception of GPI as a primarily women’s empowerment organization to one focused first and foremost on journalism. We did not engage a consultant for that process, but we have worked with outside consultants on web development, organizational strategy and management, impact evaluation, and development strategy, and we have received pro bono support on a handful of occasions.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Brand identity and cohesion
3.
Increased syndication sales
Qual foi o impacto da sua solução até hoje?
More than 25% of GPI stories in the last two years have catalyzed direct action, sparking social protest, provoking international attention to issues first covered by GPI, and even changing laws in two countries. For example, in 2011, when the Parliament of Nepal passed an anti-discrimination law regarding inter-caste marriages, the Prime Minister’s legal team credited a GPI reporter with forcing the issue into the national dialogue.
GPI’s 2012 reporter survey demonstrated the impact on the lives of our reporters: 84% said that they are more respected in their communities; 90% said they have a sense of transformational personal accomplishment; 100% reported having a greater sense of basic journalism principles and ethics after GPI training; and 79% reported greater computer literacy.
What is your project future impact after receiving professional support from American Express?
GPI aims to increase demand for our news coverage, grow our readership, and deepen our reader engagement as a result of having a clearer brand segmentation and digital marketing strategy, all of which would ultimately contribute to catalyzing social change and creating greater local and international awareness about the developing world.
Temas relacionados à inscrição
Criado em 03/27/2013 por asheren
Neighborsations is an easy, free way to make closer friends. A website that enables people to make friends in their neighborhood and prompts them to take their online connection offline, we ask users 4 questions about their interests and skills and then show them who in the neighborhood shares those interests. Although we have plenty of online contact with people regardless of location, we have lost that sense of community we crave. A recent study showed 1 in 5 reported adults feel lonely on a regular basis and the average American has only 4 close contacts.
Organização: Neighborsations
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
País da organização
Estados Unidos , DC, Washington, Washington
Países onde este projeto vem gerando impacto social
Estados Unidos , DC, Washington, Washington
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarSelecione o estágio que melhor se aplica à solução
Inicial (um piloto que começou recentemente)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Neighborsations is an easy, free way to make closer friends. A website that enables people to make friends in their neighborhood and prompts them to take their online connection offline, we ask users 4 questions about their interests and skills and then show them who in the neighborhood shares those interests. Although we have plenty of online contact with people regardless of location, we have lost that sense of community we crave. A recent study showed 1 in 5 reported adults feel lonely on a regular basis and the average American has only 4 close contacts. Neighborsations sees that the current ways to make friends and meet neighbors are not satisfactory. We take proven concepts from other companies and integrate them to provide a better way to make connections with people in your area.
What are your organization's top three priorities in the next year?
1. Gain more users and reduce the barriers to meeting in person
2. Begin to generate revenue
3. Expand to additional neighborhoods and be in every DC neighborhood by the end of the year.
Need #1
Digital Marketing Strategy
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Neighborsations has been validating the idea continually while developing the product. We have conducted a survey about the problems of meeting people in neighborhoods and the desire (or lack thereof) to do so. We participated in a Lean Startup workshop to execute customer interviews. Finally, we partnered with a local neighborhood festival to provide neighbor matches to festivalgoers. As the product develops, we continue to do customer development interviews and research to ensure we are focusing on the right pieces of this issue, however we know that our digital footprint could be significantly stronger. We need to capitalize on SEO, engage with other blogs, and execute a social media strategy that connects to the rest of our brand involving both local residents and influential bloggers and leaders in the DC neighborhoods.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Neighborsations is a company that only has 1 specific service, therefore support from American Express will be focused on the organization overall.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Neighborsations is new company that has yet to focus on the above area. We have attempted different strategies related to digital marketing but have not worked with outside consultants on the issue.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Partner with local bloggers and influential digital partners to increase recognition and support
2.
Engage our core base of customers so that they both love and feel connected to our brand
3.
Optimize our website's ability to show up in search results
Qual foi o impacto da sua solução até hoje?
Neighborsations launched approximately three month ago and already has a few hundred users. Users are interacting with one another via the internal messaging system and we are starting to host small gatherings to actually get people together. The largest impact remains to be seen. If more people in a neighborhood are friends or even know each others names, the fabric of that neighborhood will change making it safer, more connected, and more of a community.
What is your project future impact after receiving professional support from American Express?
As stated above, this company could have an enormous impact on the way people interact with others around them. Although we have plenty of online contact with people regardless of geographic location, we have lost that sense of community we crave. People are lonely but hate the idea of loneliness and dislike admitting the difficulty of making friends as an adult. In a recent study of adults, 1 in 5 reported being lonely on a regular basis and the average American has only 4 close social contacts. Neighborsations both engages community and helps people be less lonely. People want to get together in person, not just online. It is about making people feel like they are part of something larger and providing them with regular positive contributions to their life in the process.
Temas relacionados à inscrição
Criado em 03/27/2013 por DN GILBERT
We work to improve health and healthcare by:
Providing learning and support for Patient Leaders (patients, service users, carers) to become influential leaders & agents for change.
Supporting local healthcare organisations to foster the cultures & systems for patient leadership
Creating the climate for patient leadership and patient leaders through national policy work & research.
Organização: Centre for Patient Leadership
mais ↓↑ ocultar↑ ocultarNome da Organização
Centre for Patient Leadership
Página da organização na internet
9. País onde organização atua, possui seu projeto implementado
Natureza da organização
Privada
Ano de fundação da organização
Anos em Operação
Anos de operação da organização
A organização recebeu algum prêmio ou reconhecimento público? Por favor, conte-nos mais detalhes
Ashoka Changemakers Innovation4Health 2010 Runner up
Queremos saber mais sobre seu momento “A-ha!”. Compartilhe a história sobre onde e quando o(s) fundador(es) viu(viram) o potencial desta solução para transformar o mundo.
This initiatives provides the support as patients we needed, but never got to influence change. There is no training or support for patients to act at leaders. Potential Patient Leaders are everywhere though; if our/their talents could be harnessed, then fundamental power structures in health and healthcare would change for the better; we also need to model patient leader behaviours ourselves.
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarExplique sobre o que trata a "inovação”; por exemplo, é uma idéia e/ou um modelo que você usa para concretizar uma idéia, ou talvez seria sua compreensão da população-alvo, etc?
We provide learning and support for patients, service users and carers to be influential leaders and agents of change. Patient Leaders (PLs) can play a variety of roles - entrepreneurs, community health champions, peer to peer support workers, activists and campaigners, catalysts for improvement, representatives, governors, etc. But at present few opportunities exist for PLs, while millions is spent on continuous professional development for clinical and managerial leaders. This paucity of support exacerbates fundamental inequalities of power at decision-making level and means healthcare policy and practice is unsustainable - as it sees patients as problems to be 'solved' and the issues as 'demand management' rather patients as assets in the current economic context.
See also:
http://tinyurl.com/9wh9no9 - Quiet Revolutionaries
http://www.hsj.co.uk/opinion/columnists/the-rise-of-the-patient-leader/5...
http://www.hsj.co.uk/resource-centre/leadership/why-patient-leaders-are-...
http://www.hsj.co.uk/resource-centre/leadership/when-patients-become-lea...
We provide learning programmes and processes to develop peoples confidence and capabilities to work with others (eg health professionals) to foster dialogue and improvement, develop networks and communities of practice, provider advice and support and further opportunities for people to influence change. We also support organisations to foster patient leadership through organisational development work based on principles of co-production
Descreva como o seu modelo de inovação é diferente de qualquer outra organização na sua área.
All leadership training in health and healthcare is focused on clinical or managerial leaders; any training focused on patients as representatives (itself an institutionally ordained role for patient leaders who have to 'fit in' with existing structures) is didactic, knowledge-based and institutionally self-serving. Our approach to learning focuses on 'process' skills (ie working with others to improve dialogic skills). We are pioneers in this field, having introduced the concept of patient leadership and patient leaders into healthcare in the UK. We are ahead of the wave. We are patient leaders ourselves and thus our model has values and integrity at its core. Our model also contrasts with 3rd Sector approaches to equipping patients with 'expertise' often a more 'confrontational' stance
Que tipo de ambiente operacional e fatores da organização interna ajudarão o projeto a ser bem sucedido?
We practice what we preach and model the behaviours of Patient Leaders. Mark Doughty & David Gilbert are both patients/service users, co-founders and co-directors
We continually challenge organisations to adapt mindsets to those that focus on patient-centredness, but more importantly on patients as leaders, as assets, as co-designers of solutions and innovative approaches to health and healthcare.
We bring practical and innovative solutions to the table via skilled Patient Leaders
We focus on the link between patient leadership and outcomes (improved patient experience, safety, quality, shared decision-making; responsiveness; improved decision-making, accountability/governance; improved relationships between individuals & health system & between communities and institutions)
Como você garante que inova constantemente à luz de (potenciais) desafios externos, ou do seu plano de crescimento?
Patient Leaders are natural entrepreneurs - they have to be in to lead & manage their own lives & conditions; this natural creativity is tapped when we work with clients & patient leaders - our work is based on a learning approach that is, itself, highly reflective. Whenever we work with clients in the health field, we ensure that we model the very approach we take into our learning approach - this in itself yields intriguing solutions to organisations from the outset.
Via our approach to learning, participants on our programmes work on, and reflect upon, practical challenges and take innovative solutions into their work.
By focusing on the skills of Patient Leaders they learn navigate and influence policy and practice rather than be passive recipients of decision-making.
Temas relacionados à inscrição
leia mais↓↑ ocultar↑ ocultarDesafio Sistêmico que você está tentando resolver [selecione apenas um]
Realinhar os incentivos no sistema público de saúde em mercados maduros, ou
Área da Saúde (mercado alvo) em que a necessidade está [selecione apenas um]
Serviços de Saúde Primária
Categorias ao longo do continuo da saúde que você está cobrindo [selecione todos que se aplicam]
Prevenção, Diagnóstico, Intervenção, Acompanhamento, Integração social.
Por favor, descreva mais detalhadamente: qual problema você está tentando resolver no contexto específico da organização?
Patient leaders have a valuable role to play in tackling the problems facing health and social care at a national and local level, but we need to improve the development of and access to learning opportunities in order to grow this pool of talent, Amidst chaos of reform and unprecedented challenges to improving health, the biggest asset we have - people who live with health problems and use services - remains untapped. Instead, patients are a problem to be solved, not the solution. Meanwhile, patient and public engagement has been co-opted by institutional interests as a buffer against change, rather than as a co-production engine for it. We need a new generation of 'unusual suspects' who can act strategically to help tackle crises in health and social care
Estágio que melhor se aplica à sua solução [selecione apenas um]
Start-up e crescimento (piloto operando e em expansão)
Estratégias centrais do seu modelo de negócios
Abordagens para a mudança de comportamento no nível individual , Design centrado no paciente, Redesenho do sistema público de saúde para mais eficiência (em termos de processos, estrutura, etc), Papéis novos/redefinidos para prestação de serviços de saúde, Parcerias entre atores não convencionais (entre atores tradicionais e atores externos ao sistema de saúde).
Ferramentas mais relevantes que você está usando para implementar as estratégias descritas acima [selecione apenas duas]
Novas habilidades, Educação/treinamento.
Por favor, descreva sua solução mais detalhadamente
Patient leadership is:
Rooted in self-leadership - patients learning about themselves to steer their own life.
A work in progress - good leaders develop through continuous learning
Dependent on context - involves a complex mixture of interdependent behaviours
Our learning approaches incorporate:
Co-design and co-delivery
More than ‘chalk and talk’ - We use highly interactive methods
Working with what happens in the room - Leaders learn from practicing and reflecting on how they behave
Acting into a new way of thinking - We help people to construct meaning and knowledge from experiences by practicing on their ‘live’ issues
Working with others – integrating dialogue and inquiry
Process skills of leadership - skills of relationship-building and influencing
Qual é sua visão e objetivos gerais?
We provide patient leaders - patients, service users and carers who influence change with:
Learning and Support - a variety of face to face offers and facilitated e-learning
Network and Community of Practice - Patient Leaders become Members of The Centre for Patient Leadership
Ongoing support to take next steps
We provide healthcare organisations with support based on co-production principles to foster patient leadership
Equipped with the capability to influence change, PLs will help shift power relationships underpinning healthcare to a truly patient-centred model. This will transform:
Patient experiences and outcomes (responsiveness)
Quality of decision-making (transparency, governance and accountability)
Trust and confidence
Financial viability of healthcare systems
Qual é sua proposta de valor?
We are in a unique position with regards to the UK and international market, as
Thought-leaders (around the policy and practice of patient leadership)
Pioneers in providing learning and support to a new generation of health leaders able to shift the very fabric of how health and healthcare is delivered.
Offering constructive and sustainable solutions to healthcare organisations in the current economic climate
Quem são seus clientes?
Our customers are two-fold:
1. Health and healthcare organisations (customers) - local, regional, national, international - these organisations resource individual beneficiaries (patient leaders) who are:
2. Patients, service users and carers (direct beneficiaries)
We have run learning programmes for organisations at national, regional and local level (e.g. NHS Commissioning Board, now NHS England; NHS Institute for Innovation and Improvement; Midlands and East Strategic Health Authority; National Voice - the umbrella organisation for the health voluntary sector; various commissioning organisations and provider trusts). We have undertaken a variety of programmes, ranging from one day workshops to five month programmes (with coaching) to over 500 patient leaders.
Quais abordagens você usa para alcançar seus clientes?
We have marketed progammes to commissioners, providers & national agencies. Given the shifting policy environment, our marketing strategy will segment in the following ways, towards:
1. National agencies (in service development, research, third sector) - these will also help ceate the environment for patient leadership
2. Commissioners of health and social care
3. Providers (acute hospital trusts, community and primary care providers)
4. Condition-related organisations/initiatives (eg. building on recent success in renal field) & moving towards focus on long term conditions
5. Locality and regionally based work (building on recent successful programmes in the Midlands)
Each of the above require bespoke business cases that focus on relevant incentives (e.g. safety for hospitals)
Quais sãos suas atividades principais?
We provide
Learning and support for Patient Leaders
Networks and communities of practice;
Information, advice and support for Patient Leaders
For organisations:
We provide organisational development support that fosters the cultures and systems for patient leadership (NB. We have just produced the first Guide for NHS organisation to foster patient leadership - see 'resources' section on our website)
We also undertake research and policy with partners that will help create the wider cultures and systems and enviornment for patient leadership
Quem são seus pares e concorrentes? Quais problemas esses atores poderiam representar para seu sucesso e crescimento?
We are unique thus far. National professionally-led training organisations are beginning to take an interest in patient leadership, but don't (and may never) truly understand the model; Patient-led & Third Sector organisations are at an early stage of being able to deliver training programmes and these are based on very different learning models to those we believe in and offer.
There is a window of opportunity (3-5 yrs) to create a social movement for patient leadership before an idea like this is 'captured' by mainstream organisations and distorted to fit institutional needs and the status quo. In this time, In this time, our work needs to support & develop a critical mass of patient leaders who share the values and have the skills necessary to radically shift the face of healthcare
Quais outros desafios – individuais, organizacionais ou de meio ambiente – você atualmente enfrenta ou poderiam impedir o futuro sucesso do seu negócio e como você pretende superá-los?
The current policy and practice environment is volatile and organisations do not yet recognise the value of patient leadership - and may not want it if they truly understood it! On the other hand, the steep rise in demand demonstrates that another set of players want us to step up to the mark. To overcome this paradoxical state of affairs, we need to:
Hone and articulating the vision - communicate the business case to all stakeholders
Build capacity for delivery at scale and pace
Refine the operating and business model
Clarify roles & responsibilities;
Move to mixed investment strategy
Ensure quality
Beware of mission creep (eg other areas of citizen/lay leadership)
Stick to our values
Develop range of accessible learning offers/curriculum (incl. facilitated e-learning)
Descreva brevemente sua estratégia de crescimento futuro
These phases are largely being run in parallel:
Phase One: Market Research & marketing strategy based on refined assessment of current landscape and potential funders (including assessment of investment and philanthropic options)
Phase Two: Building infrastructure, operating model and capacity for delivery at scale;
Phase Three: Developing the offer (to patient leaders, organisations)
Em quais dimensões de crescimento você atualmente está focando para sua inovação? [selecione todas que se aplicam]
Novo(s) grupo(s) de cliente(s), Nova(s) região(ões), Novo(s) mercado(s)/país(es).
O que faz o seu negócio estar “pronto” para crescer?
We have significant interest in our work from organisations & Patient Leaders themselves; hugely positive feedback from programmes (500 'alumni') Recent experience of delivery at scale and pace; Proof of concept of operational and delivery model (incl train the trainers; online network; virtual learning environment); high profile (e.g. articles and network interest)
Quais são seus objetivos-chave de crescimento?
In the next 3-5 years, we aim to grow from £100k/yr turnover to £1-2m/year (yr 2) and double that by year 5. This will depend on developing 'Patient Leaders' as the 'go to' place for an expanding range of learning programmes and establishing the Centre for Patient Leadership as a non-profit making research & policy organisation.
Qual é o seu prazo para crescimento, no curto e médio prazo? Quais são as metas de crescimento e atividades-chave futuros?
Short term (1-2 yrs): £500,000 turnover, six new learning programmes (300 alumni); development of online network; six new core associates; Establishment of operational model to deliver at scale and pace (with financial director on board at least p/t and project manager f/t)
Medium Term (3-5 rs): £1-2m turnover, 40 programmes, expansion of offers; Thriving membership of community; UK-wide delivery;
NB. There will be a general election in 2015 and this will inevitably lead to shifts in policy and practice. We will need to adapt our work and growth plans for these circumstances.
leia mais↓↑ ocultar↑ ocultarQual foi o impacto da sua solução até hoje?
Two independent evaluations of programmes show impact at various levels of our outcomes framework:
- participants on programmes (self-confidence, well-being, learning)
- impact on others (eg quality of dialogue)
- impact on projects (ie own activities, self-reported)
Previous evaluations of the learning model in other fields of learning (undertaken on Mark Doughty, co-directors previous work, upon which our learning offer has been modeled) have yielded significant impact on personal confidence and capabilities, impact on self and others, etc.
Quais métodos de quantificação de impacto social você está usando (se alguma)?
Independent evaluation sought of overall model; previous evaluations of particular learning programmes discussed above.
Given market segmentation outlined in previous sections, we are looking at an outcomes framework that will provide the evidence required to build a business case for:
National agencies
Commissioners
Providers
Patient Leaders themselves
This quantification will need to link patient leadership with improvements in (a) service responsiveness and improved patient experience and outcomes (b) quality of dialogue, decision-making, governance and accountability (c) nature of trust and confidence in relationships (eg between civil society / patients and healthcare providers)
Sua solução poderia funcionar em outras locais ou regiões? Se sim, onde?
We believe the model has implications and applications beyond the UK; This might be in developed or developing countries where patients, users or carers can be influencers of change at strategic level.
We have received interest in our work from agencies in the USA, Canada, Hong Kong and Australia where we have active dialogue with various patient/consumer and improvement bodies
Qual é a sua expectativa de impacto para os próximos 1 - 3 anos?
Our envisaged model for scaling up our offer means that we have already started to plan for spread and sustainability in the patient leadership field.
We believe our learning and business model have significant potential for replication; for example learning programmes could be applied to patients and users working with a wide variety of local and national health and social care delivery and commissioning organisations; to national and international agencies seeking to build social capital and even beyond the health and social care fields.
leia mais↓↑ ocultar↑ ocultarDescreva sua estratégia financeira atual
Our current consultancy model requires investments of organisational customers who provide funding for beneficiaries (patients linked to their own organisational interests); we are aware that individuals may be too poor to pay directly and so would seek investment to provide bursaries for these individuals (though some may pay a contribution). We want to move towards a mixed model of (a) fees from professional services (b) income generated by policy and research activities (c) investment for specific activities (eg running learning networks) (d) philanthropy (e) commercial activities (eg sponsored conferences) (f) some contributions from individual beneficiaries
Parcela da geração de receita na renda total da organização (em porcentagem)
Currently 100% from professional fees associated with payment for commissioned learning and support programmes
Vendas diretas a pacientes e outros beneficiários (em porcentagem)
This is limited at present, but could be leveraged through voluntary contributions and bursaries
Das possíveis fontes dessas vendas, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Outros beneficiários.
Taxas de licenciamento, por exemplo, para modelos de tecnologia/franquia (em porcentagem)
Das possíveis fontes de oportunidades de licenciamento, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Fundações, ONG/OCS, Empresas Privadas, Governo local/regional, Governo nacional.
Contrato de serviço com organizações, por exemplo, governo, ONGs (em porcentagem)
Das possíveis fontes de contratos de serviço, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Fundações, ONG/OCS, Empresas Privadas, Governo local/regional, Governo nacional.
Explique sua estratégia de geração de receita mais detalhadamente
See current financing strategy and elaboration there on our strategic direction
Parcela da geração de receita na renda total da organização (em porcentagem)
Currently zero - but in planning
Estratégias de filantropia que você usa
Estratégia diversificada.
Explique sua abordagem filantrópica mais detalhadamente
This is a new and emerging model for us. As we scale up, we will be seeking diversified philantrhopic routes that will allow us to scale and sustain our business and delivery model
Fale mais sobre os itens selecionados; explique como você vai manter o financiamento.
We are aware of the current policy reforms in the UK and are confident that the plethora of new commissioning organisations and local tiers of delivery will be seeking new and innovative ways of putting the patient voice first. While marketing at a local level, we will be developing partnerships with existing clients who can provide further levels of investment and scaling up of existing programmes. We are actively using commmunication and marketing methods to demonstrate the wider need for patient leadership and have good contacts with senior thought leaders who are 'creating the market'. Our plans are to build our credibility as providers, but also to undertake research and policy advocacy work to create the climate for wider investment. At the same time, to provide scale and sustainability, we will need to expand our infrastructure - this may require external investment or philanthropic sources of revenue
Criado em 03/26/2013 por mherr
Not nearly enough progress has been made in addressing climate change despite scientific consensus and the many solutions at our disposal. Climate leaders in nonprofit organizations and government agencies need effective tools to deal with opponents, mobilize diverse constituencies, shift energy behaviors, and prepare for climate impacts.
Organização: The Resource Innovation Group
mais ↓↑ ocultar↑ ocultarNome da Organização
The Resource Innovation Group
Página da organização na internet
País da organização
Estados Unidos , OR, Eugene
Países onde este projeto vem gerando impacto social
Sua organização é
OSCIP/ONG
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarNome do seu projeto
Climate Access: Building a network of climate leaders
Selecione o estágio que melhor se aplica à solução
Crescimento (seu piloto está em andamento e começa a se expandir)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Not nearly enough progress has been made in addressing climate change despite scientific consensus and the many solutions at our disposal. Climate leaders in nonprofit organizations and government agencies need effective tools to deal with opponents, mobilize diverse constituencies, shift energy behaviors, and prepare for climate impacts.
Climate Access is focused on improving the ability of climate leaders to engage the public in making the transition to low-carbon, resilient communities. We take an innovative “network of networks” approach and work to expand the base of support for climate action by providing practitioners with hands-on technical assistance, public engagement tools, problem-solving sessions, and training in climate communications and behavior change strategies.
What are your organization's top three priorities in the next year?
1. To diversify the base of support for climate action by determining how best to communicate about climate issues with stakeholders from low-income communities, youth groups, communities of color, faith groups, and public health associations.
2. To publish a strategic guide on engaging the public in preparing for climate impacts based on research findings and interviews with leading climate practitioners.
3. To develop in-person climate communication and behavior change training sessions in key locations where we have concentrations of Climate Access members and that offer strategic base-building opportunities.
Need #1
Opportunity Analysis
Need #2
Staffing Capabilities
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We developed Climate Access to test our “network of networks” concept and ensure there was a demand for field building by key climate players. The concept has been strongly validated and demand is now far exceeding our capacity. In addition, we realize that we have only begun to scratch the surface of what is needed in terms of providing thought leadership, training, tools, opportunities for peer-learning exchanges, and campaign coordination. As we seek to grow and scale our impact, an analysis of our strengths, weaknesses, opportunities, and threats as well as how to best generate sustainable funding for our initiative will help us succeed at this critical juncture.
The network currently consists of more than 1,500 practitioners from nonprofit organizations, government agencies, and academic institutions primarily in the US and Canada, but also includes members in 40 other countries. Our small team would benefit greatly from the expertise of an American Express executive to help us develop a new strategic and financial plan aimed at expanding services to our existing membership and reaching an even wider network in the pursuit of public engagement and climate solutions.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express will be focused on the Climate Access network, which is an initiative of The Resource Innovation Group’s Social Capital Project.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Our team developed the launch strategy for the Climate Access Network (www.climateaccess.org). Our advisory board reviewed the strategy; however, no external consultants were involved. We did work with design consultants when creating the site and continue to hire developers when needed.
The launch strategy served us well but must be updated to reflect network growth, funding needs, competitive efforts, and opportunities for collaboration. We are interested in determining how to add fee-based member services and in exploring opportunities for funding from corporate foundations.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Develop tools and training programs to help climate leaders build public support for climate policies and energy programs.
2.
Determine the most effective ways for climate leaders to communicate about reducing and preparing for climate impacts.
3.
Track best practices in the field to accelerate learning and incorporate into the skill-building and technical support programs.
Qual foi o impacto da sua solução até hoje?
In our first 18 months, we engaged 1,500 leaders from the most influential nonprofit and government agencies in the US and Canada. They are using our tools, training programs, and technical services and are seeing greater success as a result. For example, WWF used our work to create the Earth Hour City Challenge. We worked with ICLEI to help address attacks to local sustainability and climate plans from those opposed to the UN Agenda 21. And we pulled network members together in the wake of events such as Hurricane Sandy, to help these climate leaders develop a public response. Our guides are used by thousands of practitioners and as a result, our recommendations, such as using the term climate disruption and adopting a climate preparation frame are shaping the public conversation.
What is your project future impact after receiving professional support from American Express?
The American Express Serve2Gether professional support will allow us to develop a new strategic and financial plan for Climate Access so we can meet the needs of our current members, as well as expand our efforts. In particular, this planning effort will provide the foundation to help us launch a national, in-person climate communication and behavior change training program so we can accelerate the ability of practitioners to build public support for climate action. Through this program, we will be sharing our insights on how to connect with the public around climate impacts and leverage that concern to drive efforts to reduce carbon. Finally, we will be able to increase our ability to track and measure the effectiveness of efforts we have contributed to as well as to the field as a whole.
Temas relacionados à inscrição
Criado em 03/26/2013 por amaanr
The problem we are solving is that transit riders do not have accurate information about their commute which leads to massive losses in productivity and dissatisfaction with the service. To put this into context, in Toronto, there are 1.6 million transit trips made each weekday, that translates to almost 500 million trips made annually! We want Sameboat to be the rallying point for transit riders: the digital platform that makes it simple and easy to plan trips, find updates, and share content, where we can all come together to power the transit grid and become stewards of the city.
Organização: Sameboat
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
Países onde este projeto vem gerando impacto social
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarSelecione o estágio que melhor se aplica à solução
Inicial (um piloto que começou recentemente)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
The problem we are solving is that transit riders do not have accurate information about their commute which leads to massive losses in productivity and dissatisfaction with the service. To put this into context, in Toronto, there are 1.6 million transit trips made each weekday, that translates to almost 500 million trips made annually! We want Sameboat to be the rallying point for transit riders: the digital platform that makes it simple and easy to plan trips, find updates, and share content, where we can all come together to power the transit grid and become stewards of the city. What's innovative about our approach is that we are creating new knowledge and Big Data by combining (1) Google Maps with real-time and to-the-second transit information with (2) crowdsourced data.
What are your organization's top three priorities in the next year?
Our goal is to simply provide users with meaningful transit information so that they can make better decisions about their commute. Research shows that access to accurate transit information improves rider experience and, as a result, makes public transit a more competitive option (of transportation) and increases overall ridership.
1. Traction: Starting with Toronto, we want to establish strong usership and add central transit hubs around Canada and N. America. We want Sameboat to be known as the online community for civic dialogue about public transit.
2. Impact: Create the movement of urban changemakers in the city, where we have this idea of riders contributing to each other's commute that ultimately will lead to a better transit experience. Naturally, if ridership goes up, “drivership” goes down. With the provision of well-managed real-time transit information, time can also be saved, which means a more productive economy for all of us.
3. Scale: Throughout the process, we want to establish a strong revenue model in order to scale globally. We have a number of revenue streams, they just need to be tested and implemented.
Need #1
Digital Marketing Strategy
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We specifically need to develop our digital marketing strategy for our brand and product. The most importatnt thing for us is to verify the research we have done and our personal intuitions about how we believe Sameboat should proceed. We believe that American Express can assist us with its far-reaching capacity to consider all digital media and to help us determine the appropriate strategy.
More specifically, we require consulting and research assistance to determine current trends in urban cities around Canada, North America, and eventually beyond. We require funds to host focus groups in order to test and iterate on our brand and product strategy. We require human resources to manage our social media marketing campaign. We require graphic designers to assist with developing regional identity.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express with be focussed on the Sameboat product.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Improve transit experience
Qual foi o impacto da sua solução até hoje?
Social media traction through Twitter and Facebook, and various transit advocacy groups around Toronto.
What is your project future impact after receiving professional support from American Express?
To continue growing and expanding globally.
Temas relacionados à inscrição
This project also has a Project where you can read more about its latest progress.
Go to Project: CatalystsX.
Criado em 03/26/2013 por Hamoon
Our purpose at Cx is to bridge the gap between potential and impact - at individual, project, group, organization, and system levels.
Cx is a learning community of catalysts driving innovation and better impact at individual, project, group, organization, and system levels. Through the Cx Community, our catalysts support and empower one another’s journeys of personal and project development towards Better Impact.
Our work is supported and enabled by the key elements of the Cx Model: Cx Academy, Cx Hives, Cx Fund, Cx Connector, and Cx Measurement.
Organização: CatalystsX
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
Países onde este projeto vem gerando impacto social
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarSelecione o estágio que melhor se aplica à solução
Inicial (um piloto que começou recentemente)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Our purpose at Cx is to bridge the gap between potential and impact - at individual, project, group, organization, and system levels.
Cx is a learning community of catalysts driving innovation and better impact at individual, project, group, organization, and system levels. Through the Cx Community, our catalysts support and empower one another’s journeys of personal and project development towards Better Impact.
Our work is supported and enabled by the key elements of the Cx Model: Cx Academy, Cx Hives, Cx Fund, Cx Connector, and Cx Measurement.
Cx, ultimately, is about developing a generation of new leaders who look at themselves, each other, and the problems in the world in fundamentally new ways given the systemic, interdependent, and complex nature of today's world.
What are your organization's top three priorities in the next year?
Secure commitments of about $1M in initial funding
Establish presence in key regions across Canada
Develop key international relationships
Need #1
Consumer/Audience Acquisition
Need #2
Message & Brand Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
The Cx Model is simple: a learning community of awesomesauce people working on awesomesauce projects to create the future we need / desire.
Building a brand that attracts the right type of people (Catalysts) to Cx is critical to our ultimate success.
Some of the key elements we need to build out / strategize around include: Outreach, Selection, Onboarding before getting into Intensive Development and Continuous Support definition.
Our focus is on identifying HiPo (high potential) individuals from an incredibly diverse range of backgrounds and providing them with transformative experiences which fundamentally shift their perspectives, thinking, and approaches.
So the big question becomes: Where do you go to find them? How do you assess potential (traditional models are horrifically broken)? How do select the optimal mix (i.e. selection not only on individual basis but accounting for group / team dynamics)?
1.
Better Impact Bias (i.e. a recognition that most of our current systems and approaches do not create optimal impact)
2.
Continuous Learning Approach
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support will be focused on the organization overall, an ambitious vision that has been thoroughly validated and refined through over 100 ecosystem stakeholder conversations over the last 8 months.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
The Cx Model draws on over a decade of on-the-ground experiments with various organizations / groups.
In its latest manifestation, we have not explored this specific area in depth or leveraged outside consultants.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Key channels / networks identified for developing Catalyst pipeline
2.
Key branding and messaging materials developed
3.
Conversation with American Express Foundation to explore potential given mutual focus on young leadership development
Qual foi o impacto da sua solução até hoje?
Participants in the previous stage of our work, Millennium Network, have consistently shared their experiences as fundamentally changing their lives and their views on the world and inspired them to pursue a life of impact.
The program touched over 3,000 young Canadians over its 10-year mandate.
More recently, we have been deeply involved in shaping the social innovation and entrepreneurship ecosystem across Ontario and hope to soon announce a number of significant initiatives in that space with a focus on youth.
What is your project future impact after receiving professional support from American Express?
Support from American Express, at this incredibly critical juncture, will help build a strong foundation and pipeline as we launch the new model and provide the needed basis for our planned national expansion in the following year.
Temas relacionados à inscrição
Criado em 03/25/2013 por sveldanda
This project,has established Web-enabled rural 'e-Seva Centres' run by self-help groups of women from the poorest segments of society. The aim is to help them achieve economic independence.Many women in villages are semi-literate or illiterate and they struggle a lot even to earn bread for the family. They do not have economic independence.At the same time government services are not easily accessible to public in villages.This "saukaryam" project is intended to bridge these gaps and uplifting the lives of women.
Organização: CSC
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
Países onde este projeto vem gerando impacto social
Sua organização é
Selecione todas as opções válidas
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarNome do seu projeto
Bridging the Gender Divide with Information Technology
Selecione o estágio que melhor se aplica à solução
Estabelecido (estágios anteriores completos e com sucesso comprovado)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
This project,has established Web-enabled rural 'e-Seva Centres' run by self-help groups of women from the poorest segments of society. The aim is to help them achieve economic independence.Many women in villages are semi-literate or illiterate and they struggle a lot even to earn bread for the family. They do not have economic independence.At the same time government services are not easily accessible to public in villages.This "saukaryam" project is intended to bridge these gaps and uplifting the lives of women.
What are your organization's top three priorities in the next year?
1. Increasing accessibility, awareness
2.Adding additional service lines
3.Upgrading technology
Need #1
Consumer/Audience Acquisition
Need #2
Staffing Capabilities
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
1. Many villagers have little or no literacy so fear being cheated when making payments online. - there is a need to increase awareness
2. The expected encouragement is not materializing at village level.
Increasing awareness among consumers
3. Pace of government services. There may not be synchronisation in government services if officers are de-motivated. For example e-Seva workers forward applications to appropriate government departments according to the citizen's requirements. There may be a risk of officers deliberately delaying the process of such applications
Need to improve transparency .
3.
Innovation to reach larger segments
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Once support is received, it can be extended to all self help groups to gain advantage from it so that they can improve their services.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
2.
Fast, cheap and transparent services for public
3.
Private public partnership
Qual foi o impacto da sua solução até hoje?
In Jan 2002 there were 46 centres involving 92 member/partners. By Jan 2004 this had grown to 200 centres with around 292 member/partners. There are currently 384 women running e-Seva Centres, carrying out over two million transactions per year. Income and transactions are increasing month by month and are much higher in 2004 than in 2002; this of course is true of e-Seva overall due to the increase in the number of centres but the income of individual centres is also said to be rising.
The major costs for the women running the centres are loan repayment, stationery and consumables, salaries of other staff, and electricity. The service which provided most income was utility payments; used by at least 6,000 people per month who are charged about US$0.03 per payment.
What is your project future impact after receiving professional support from American Express?
Women in villages are multi-faceted, but they are not able to come out of their shell because of social, economic problems. With an availability of additional budget it will be possible to upgrade facilities and motivating villagers to take part in this initiative.
Temas relacionados à inscrição
This project also has a Project where you can read more about its latest progress.
Go to Project: Global Issues Clubs.
Criado em 03/25/2013 por uwasena
Global Issues Leadership Development (GILD) teaches high school l students about global issues and human rights. We do this through an after school program called Global Issues Club. Each semester, students pick a topic to learn about. We invite speakers, watch films, read articles, etc. to learn about the issue. At the end of each semester, students plan a series of events to raise money to further the work of a nonprofit raising awareness about the issue they learned about.
Organização: Global Issues Leadership Development
mais ↓↑ ocultar↑ ocultarNome da Organização
Global Issues Leadership Development
Página da organização na internet
País da organização
Estados Unidos , MO, Columbia, Boone County
Países onde este projeto vem gerando impacto social
Estados Unidos , MO, Columbia, Boone County
Sua organização é
OSCIP/ONG
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarNome do seu projeto
A New Kind of Citizen: teaching high school students about global issues
Selecione o estágio que melhor se aplica à solução
Crescimento (seu piloto está em andamento e começa a se expandir)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Global Issues Leadership Development (GILD) teaches high school l students about global issues and human rights. We do this through an after school program called Global Issues Club. Each semester, students pick a topic to learn about. We invite speakers, watch films, read articles, etc. to learn about the issue. At the end of each semester, students plan a series of events to raise money to further the work of a nonprofit raising awareness about the issue they learned about.
What are your organization's top three priorities in the next year?
1. After a focus group review of our endowment brochure, case statement, and gift policies, assemble a team of individuals with interest and the capacity to develop relationship and recruit donors
2. Increase our social media presence on Youtube by developing G3 Series, a webcast series of Global Issues Club alumni and their stories about traveling abroad and/or their service projects
3. Maintain and continue to build positive relationships with teachers and students that work with Global Issues Club at Rock Bridge, Hickman and Clayton High Schools.
Need #1
Opportunity Analysis
Need #2
Performance Management
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
This fall we will start our fifth year in operation. Although we will have survived the hump most start up experience, we still want to forge ahead. That means that we need to increase our donations and work in more schools (scale.) Developing a SWOT will help us figure out how to do both. We will be able to show donors our strength and opportunities as well as convincing them to continue to invest in us. We will also be able to do the same with high school administrators when we convince them to allow us to work in their schools.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express will be focused on the overall organization, We want to scale and start new after school programs in other schools and abroad. Before we do that we need help figuring out our SWOT.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
No, GILD has not focused on SWOT analysis before.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Identify our strengths, weakness, opportunities and threats
2.
Create a plan/ strategy for how to use our strengths to improve our impact
3.
Create a plan/ strategy for how to mitigate our threats and change/decrease our weaknesses
Qual foi o impacto da sua solução até hoje?
To date, students who participated in our program went on to college. A few of our members went on to Ivy League schools. Our alumni have stayed involved at their respective colleges. Quite a few of those students have traveled and/or studied abroad. Over the last four years, our students have been able to raise money for eight nonprofits.
What is your project future impact after receiving professional support from American Express?
We want to increase knowledge and scale our project. In other words, we want to be able to have alumni who understand the complexity of the issues they learned about. We also want to increase the number of students in our program by working in more schools. If we can do both, we will have the opportunity to create a new kind of citizen. This new citizen is a socially conscious one.
Temas relacionados à inscrição
Criado em 03/25/2013 por SamSaad
US: "The truth is is that as a nation, we face nothing short of a justice crisis" - Larry Tribe, Senior Counselor at the Department of Justice
Canada: As Supreme Court Justice Beverly McLaughlin clearly states, access to justice is "basic right" and our system is creating a "national crisis".
Organização: JustAccess
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
Países onde este projeto vem gerando impacto social
leia mais↓↑ ocultar↑ ocultarSelecione o estágio que melhor se aplica à solução
Ideia (você está para lançar)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
US: "The truth is is that as a nation, we face nothing short of a justice crisis" - Larry Tribe, Senior Counselor at the Department of Justice
Canada: As Supreme Court Justice Beverly McLaughlin clearly states, access to justice is "basic right" and our system is creating a "national crisis".
JustAccess is a crowdfunding platform for the justice system. While maintaining the utmost degree of accountability and transparency, litigants will be able to upload their case profiles to our site, thereby enabling individuals - such as yourself - to more easily engage with and financially support litigation of your choosing.
We all want to create a more just society, one where everyone regardless of income has equal access to the courts -- JustAccess helps you make this a reality.
What are your organization's top three priorities in the next year?
1. Establishing 10-15 launch clients/cases for a soft launch, and going live within 90 days
2. Monitoring and evaluating the launch cases, quickly adjusting during the 40-60 days campaigns and infusing those learnings into a broader strategy
3. Sharing our strategy and market results with potential funders, securing capital and scaling to an open launch
Need #1
Message & Brand Strategy
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We have already identified our mission, values and value proposition. However, due to straddling the world of social impact and financial sustainability/profitability, we're still looking to improve how we profess ourselves to different audiences.
We've won a few pitch competition, and have also lost some. We've met with folks that only want to hear about our financial bottom-line. And others who only care about how JustAccess will help others. Many opportunities and relationships have been properly cultivated, while others have served more as learnings on how to improve our approach.
We could use support in how to clearly and succinctly share our mission, values and values proposition - as well as, audience specific service flows - with respective users and stakeholders.
We would then like to take these learnings and use them for consumer/audience acquisition, marketing and seed fundraising.
2.
Clear and fruitful communication
3.
Excitement around creating value
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support will be focused on the organization overall.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have an Advisory Board and three Directors. Only those folks have worked on this area, thus far.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Better understand out brand (internal)
2.
Better proffes and share our brand (external)
Qual foi o impacto da sua solução até hoje?
We're currently pre-launch. To date we've:
1. Won a few pitch competitions
2. Cultivated a groups of allies, within Toronto's innovation and social venture circles, who strongly support our organization
3. Developed V1 of the platform
4. Designed and innovative and socially impactful service flow that furthers our mission of improving access to justice, while setting us apart from existing crowdfunding platforms (none of which deal with legal issues)
5. Started forming relationships with possible launch partners/litigants
What is your project future impact after receiving professional support from American Express?
Going live, achieving our mission, furthering our mission and increasing access to justice.
All of the above noted comments/sections, plus... better understanding who we are, who we should be working with, and who should be funding our initiative until it becomes financially sustainable.
Temas relacionados à inscrição
Criado em 03/24/2013 por megkidsbridge
Kidsbridge created the Kidsbridge Tolerance Museum located on the campus of The College of New Jersey (TCNJ) in Ewing, NJ. It is the only 'evidence-based' youth tolerance museum in the U.S., and we would like to replicate our successful 'learning lab' model on other college campuses.
Organização: Kidsbridge, Inc.
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
País da organização
Estados Unidos , NJ, Trenton, Mercer County
Países onde este projeto vem gerando impacto social
Estados Unidos , NJ, Trenton, Mercer County
Sua organização é
OSCIP/ONG
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarNome do seu projeto
Replicating Evidence-Based Programs that Promote Empathy/Empowerment for Youth and College Students
Selecione o estágio que melhor se aplica à solução
Expandindo (o próximo passo é aumentar o impacto em escala local ou mesmo global)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Kidsbridge created the Kidsbridge Tolerance Museum located on the campus of The College of New Jersey (TCNJ) in Ewing, NJ. It is the only 'evidence-based' youth tolerance museum in the U.S., and we would like to replicate our successful 'learning lab' model on other college campuses. Not only do we have statistically significant attitude improvements for visiting youth and college student docents, but this program improves teaching and motivation in the areas of character education, diversity appreciation, victim empowerment and UPstander behavior for teachers, counselors, anti-bullying specialists and principals as well. Most innovative about our approach is the committed partnership among Kidsbridge, TCNJ's Education & Psychology departments, and the college students themselves.
What are your organization's top three priorities in the next year?
1) Pilot our youth tolerance museum model on other college/university campuses.
2) Create a mobile youth tolerance museum -- a.k.a., an outreach program on wheels that travels to schools and organizations unable to visit our tolerance museum.
3) Expand our reach to educate more kids, youth, college students, parents and educators (teachers, counselors and principals).
Need #1
Opportunity Analysis
Need #2
Message & Brand Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Kidsbridge needs assistance in creating a business and communications plan that will strategically assess our resources, capabilities and challenges to export our successful museum model to other college campuses, tolerance centers or children's museums. Our 'evidence-based' model does not exist anywhere else, and we believe the time is right to replicate this program that teaches strategies and promotes discussion about: anti-bullying; diversity appreciation; respect for all persons; empathy & victim empowerment; UPstander behavior; peaceful conflict resolution; youth activism and aspiration to college. A successful collaboration includes: involved Education and Psychology departments of the college/university, college students trained to be volunteer docents and retired educators who also volunteer their time. It is the foundation on which this successful 'learning lab" format is based, as such can be easily replicated given a commitment to youth education, empathy and tolerance. Expert consulting will strengthen our analysis and guide us in the next strategic steps. More than 160,000 kids avoid school each year in the US because they fear being bullied. We can't wait any longer.
1.
Honesty and no hidden agendas.
3.
Working with empathetic persons who want to make the world a better place.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
In addition to business acumen, a business plan and strategic thinking, financial support would be used to work with a museum design company to: 1) Accurately assess the cost to replicate the museum to other venues, 2) Brand the Kidsbridge name and tolerance museum for other venues and 3) Create a marketing/communications plan to pilot a replication of the tolerance museum – including the critical steps of recruiting committed partners and choosing the right setting. The museum program is the jewel in the Kidsbridge crown. Other Kidsbridge programs could be reviewed for replication as well.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Kidsbridge has not had the resources to replicate our 'evidence-based' museum program. We believe the time is right to clone this model. Our museum program is strong; since opening in 2006 we've educated more than 15,000 youth and 300 educators (2500/year). With the focus on bullying and cyberbulling’s daily threats to kids, educators are looking for more effective answers. Our museum program provides them.
Kidsbridge has worked with many consultants before including; special event planning companies and those focusing on strategic planning, branding, social media and database management.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Business plan to replicate tolerance museum pilot program complete with costs and schedule.
2.
Marketing/communications plan for tolerance museum pilot program to include social media.
3.
Promotional/marketing kit to send to prospective colleges/universities.
Qual foi o impacto da sua solução até hoje?
Assessing since 2007, our 'evidence-based' program has created statistically significant improvements in youth outcomes for: 1) empathy, 2) stereotype knowledge, 3) aspiration to college, 4) religious diversity, 5) moral reasoning and 6) empowerment. Each year 300 college students are trained and volunteer as museum docents to lead small group discussions with visiting youth.
This is significant for two major reasons: Empathy is precipitously dropping for our youth and bullying/cyberbullying are on the rise. Educators indicate they have noticed recent changes in the core values and ethics of young students. This new generation is driven by materialism and an increasing addiction to technology – leading to declines in interpersonal skills and lack of empathy for their fellow classmates.
What is your project future impact after receiving professional support from American Express?
Our ‘evidence-based’ program will be effective in creating empathy, empowerment and other positive attitude characteristics – yielding more youth, college students and adults who are practiced and empowered to stop bullies, intervene safely in potentially dangerous situations and stand up to make their schools and communities safer, better places to thrive.
Creating a learning lab on a college campus will allow that university to nurture a culture of empathy and empowerment for students, professors and administrators. For example, Penn State would be perfect for a tolerance museum. Sources state that this University has not moved forward in an impactful way to change its “football first” culture. A new safe place on campus could serve as a culture changer for those who need it most.
Temas relacionados à inscrição
Criado em 03/22/2013 por Calcetin
Potenciar la comunicación y socializacion del tratamiento del VIH/SIDA
Inspirar iniciativas que comiencen y terminen en la ciudadanía.
leia mais ↓↑ ocultar↑ ocultarWebsite/blog do seu projeto
Países onde este projeto vem gerando impacto social
Sua organização é
OSCIP/ONG
Você trabalha com alguma organização sociais?
Como você ficou sabendo sobre essa competição?
A partir de un mail que llego al presidente de la organizacion a la que represento. Me contaron del proyecto informalmente.
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarSelecione o estágio que melhor se aplica ao seu empreendimento
Ideia (você está pronto para começar)
Temas relacionados à inscrição
Resumo: Qual problema específico é que o seu projeto tenta resolver?
El Estado Chileno, siguiendo las directrices de OMS, a través de la ONU, ha señalado que la mejor forma de prevenir el contagio del VIH/SIDA es hacerse el examen que lo comprueba. Nosotros sentimos que si bien esta postura es valida, encontramos potencial en hacer participe a la ciudadanía de un proceso formativo y educativo, que de forma ludica y directa sea capaz de hacer plataformas publicas donde haya reflexiones relativas a esta materia.
Missão: O que o seu projeto faz?
Nuestro proyecto busca generar voluntarios jóvenes,con vocación de liderazgo, que vengan desde la comunidad, en sus diversos espacios (juntas de vecinos, colegios, liceos, universidades, clubes deportivos) y cuyo interés sera potenciar sus habilidades comunicativas y su conciencia de un tema de relevancia social cotidiana, como el VIH/SIDA; que ello sirva para profundizar en otras temáticas derivadas de este problema, y que puedan educar y conversar con otros agentes sociales para sensibilizar en estos temas, pero para tambien incentivar una cultura propositiva y abierta a la socializacion de problemas.
O Modelo: Demonstre através de um exemplo específico como sua solução faz a diferença; inclua suas atividades primárias
Suponiendo que un joven universitario heterosexual, que estudia medicina, quiere entrar a ser parte de este proyecto, entra a la capacitacion, aprueba, y se convierte en un monitor para otros jóvenes, sentimos que puede difundir su forma de entender el problema (seguramente abundante en conocimientos medicos), y puede recibir retroalimentacion de otras esferas (sociales, de genero) en la interaccion con otros lideres. Esto necesariamente implica que cuando eventualmente deba tratar este tema a lo largo de su vida profesional, tenga herramientas diferentes para acercarse al problema. Y asi, este ejemplo es transversal a realidades y disciplinas varias, como el derecho, el trabajo social, y las personas que trabajan en consultorios, hospitales, u organismos de voluntariado y asistencia.
Comunidade: Definir a comunidade que você trabalha em nome de. Que população é afetada? Há outras organizações trabalhando neste espaço?
Nos centramos en la comunidad local porque el alcance del proyecto seria muy complejo de otra forma. Nuestro publico objetivo son los jóvenes de entre 18 y 24 anos, los cuales sentimos son un sector etareo mas receptivo a este tipo de actividades. Entendemos que la población joven, sin embargo, esta sujeta a variados estímulos diferentes según el área urbanística en la cual habitan, y por eso queremos que este proyecto opere a nivel territorial, es decir, que cada comuna de la ciudad tenga un espacio determinado para trabajar. Somos una comunidad pionera en este tipo de trabajos, los cuales implican solamente a la ciudadanía, y que pongan el tema del VIH/SIDA como el tema fundamental.
História: O que inspirou o seu empreendimento? Por quê?
Me parece que muchas veces ignoramos o preferimos caer en la soberbia de pensar que los lideres y factores de cambio son unos pocos virtuosos y escogidos; siento que un buen factor de cambio debe no solo cambiar su realidad existente, sino influenciar a otros a que lo hagan. Me inspira ver a otros jóvenes teniendo herramientas directas de cumplir sus aspiraciones, y de tener un lugar en una sociedad profundamente individualista.
Definir o seu projeto em 1-2 frases curtas
Potenciar la comunicación y socializacion del tratamiento del VIH/SIDA
Inspirar iniciativas que comiencen y terminen en la ciudadanía.
leia mais↓↑ ocultar↑ ocultarO que você quer realizar em seu primeiro ano?
Quiero hacer este conversatorio dos veces al ano. La primera vez que lo ponga en practica, espero conseguir 2 voluntarios-tutores minimo por comuna, que formen a 4 voluntarios-alumnos minimo. Para ambos semestres la idea es hacer un feed-back con los voluntarios-tutores y que esto permita una mejoria para los anos siguientes, asi como la proposicion de nuevas dinamicas y juegos. Alcanzar tambien un posicionamiento en las redes sociales, con una mediana cantidad de seguidores.
Defina o seu primeira meta ou marco para sua equipe nos próximos 6 meses, que o levará para a sua visão
Conseguir gente dispuesta a ser voluntaria y a comprometerse con este proyecto
Atividade 1
Hacer un conversatorio entre los jovenes voluntarios-tutores y poder formarlos en un taller de 3 sesiones.
Atividade 2
Acudir a espacios a los que suelen acudir los jovenes, pegando flyers y afiches, de forma sistematica
Atividade 3
Generar el twitter, el facebook y la pagina web de este proyecto.
Definir uma segunda meta ou marco para sua equipe nos próximos 6 meses, que o levará para a sua visão
Hacer los tramites que sean necesarios para conseguir el lugar y los implementos necesarios para efectuar las sesiones.
Atividade 1
Hablar con las municipalidades (Autoridades locales de cada comuna) para conseguir un lugar en el cual efectuar los talleres
Atividade 2
Confección de un juego de mesa que tenga preguntas y respuestas relacionadas al VIH/SIDA
Atividade 3
En caso de no tener lugar, hablar con juntas de vecinos y costear los arriendos.
Definir uma terceira meta nos próximos 6 meses, que irá levar a sua equipe mais perto de sua visão
Posicionar esta iniciativa en la sociedad y en la comunidad.
Atividade 1
Generar una red de organismos de voluntariado con al menos 3 asociaciones del país.
Atividade 2
Tener una reunion con las autoridades locales para contarles acerca de los dividendos que resulten del proyecto.
Atividade 3
Terminar generando una red de voluntarios que trabajen solo para este proyecto, en la formación de nuevos tutores.
leia mais↓↑ ocultar↑ ocultarComo é que vai definir o sucesso no curto prazo (1-12 meses)?
Estableceré dos criterios para medirlo.
El primero, tiene relación con la cantidad de gente.
El segundo, dice relación con una evaluación de impacto, que resultara de la sesión de feed-back que se tenga con los voluntarios-tutores, en los cuales se tengan en cuenta interrogantes como la cantidad de información aprendida en el taller, la calidad de las herramientas utilizadas y la cantidad de gente que parece mostrar interés comprometido.
No longo prazo (1-3 anos)?
Me parece que el indicar principal es, lógicamente, la continuidad de este proyecto. Seguir reclutando gente y generando espacios de discusión; ahora bien, en alcance que espero llegar a obtener, es tener la posibilidad de implementar este proyecto en alguna otra región del país.Como indicador, no solo denota, en mi opinión, la sostenibilidad de la idea, sino que cuento con elementos básicos que permitirán una ampliación eventual mayor.
Como você vai medir o sucesso?
El indicador principal es la cantidad de gente asistente a este proyecto y la cantidad de comunas donde logro ser emplazada con el numero mínimo de participantes que establecí anteriormente. De la misma manera, otro indicador relevante serán las sesiones de critica y evaluación que se tendrán con los voluntarios-tutores a fin de cada taller; quienes poseerán una pauta evaluativa con ciertos aspectos los cuales deberán calificar de 1 a 5. Con estos "ciertos aspectos" me refiero a: Calidad Organizacional, Efecto de las dinámicas, Tiempo de duración, etcétera.
leia mais↓↑ ocultar↑ ocultarComo você vai recrutar novos membros para o seu empreendimento?
La primera forma de reclutar será a través de mi propia red social y de amistades cercanas, luego avanzaremos a través de redes sociales virtuales donde sabemos que podemos llegar a un gran número de personas que quiera participar en este gran emprendimiento para y por la sociedad en la que estamos compartiendo.
Como você vai nomear novos líderes e transferir a liderança quando os membros fundadores quer deixar o equipe?
Estaremos en constantes capacitaciones y reuniones, donde estaremos atentos a los talentos latentes de los participantes, con el fin de potenciarlos para y animarlos a ser agentes de cambio para cuando se les requiera.
Como você vai continuar seu projeto em seis meses ou uma vez que você gastou todo o seu capital inicial?
Luego de insertarnos como un grupo consolidado en sociedad, apuntamos a seguir optando constantemente en concursos y proyectos municipales o comunales,. Pero principalmente, cuando existen personas con ganas y disposición, todo lo demás es secundario...
Criado em 03/21/2013 por SDCN
Too many people have lost the capacity or will to listen thoughtfully, talk respectfully, and relate constructively. Nowhere is this clearer than in the K-12 system: students often experience exclusion, poor achievement and depression that follows them into adulthood. 85% of LGBTQ youth reporting harassment at school. Too often, teachers are poorly equipped to battle these issues. The good news: Over 1,000 alumni of the International Institute of Sustained Dialogue (IISD) alumni graduate each year with unique abilities to solve problems, make decisions, resolve conflict, and listen actively.
Organização: International Institute for Sustained Dialogue
mais ↓↑ ocultar↑ ocultarNome da Organização
International Institute for Sustained Dialogue
Página da organização na internet
País da organização
Estados Unidos , DC, NW, Washington
Países onde este projeto vem gerando impacto social
Sua organização é
Selecione todas as opções válidas
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarSelecione o estágio que melhor se aplica à solução
Inicial (um piloto que começou recentemente)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Too many people have lost the capacity or will to listen thoughtfully, talk respectfully, and relate constructively. Nowhere is this clearer than in the K-12 system: students often experience exclusion, poor achievement and depression that follows them into adulthood. 85% of LGBTQ youth reporting harassment at school. Too often, teachers are poorly equipped to battle these issues. The good news: Over 1,000 alumni of the International Institute of Sustained Dialogue (IISD) alumni graduate each year with unique abilities to solve problems, make decisions, resolve conflict, and listen actively. We want support our alumni who teach in K-12 classrooms as they use Sustained Dialogue and inclusive leadership to transform relationships and create change in their classrooms and communities.
What are your organization's top three priorities in the next year?
Our Strategic Plan outlines our top three priorities for the coming year:
1. Increase impact through our current work on campuses by deepening, enhancing, and evaluating program offerings and services.
2. Mobilize a network of alumni to broaden impact. Our alumni are critical to our mission. To catalyze alumni impact, IISD will focus on strengthening its alumni database, providing training for alumni to bring SD skills to communities and workplaces (especially those in education settings), and developing workplace recruiting pipelines to position alumni with inclusion and dialogue skills in every sector. SD will begin a pilot program of training and supporting alumni teachers in their efforts to bring SD to their K-12 classrooms.
3. Build organizational infrastructure to enhance effectiveness and financial sustainability.
Need #1
Opportunity Analysis
Need #2
Message & Brand Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
This year marks the ten-year anniversary of the International Institute for Sustained Dialogue. As we celebrate this milestone, we find ourselves at a critical juncture. Over the past ten years, our program has grown in ways that cause us to reconsider several questions: How do we best position and leverage the work that we do to deepen and maximize impact? How do we reach K-12 students so that they become inclusive, empathetic leaders before stepping foot on a college campus? How do we create a cadre of alumni who use SD to harness empathy in their classrooms? Given the endless need and opportunity for SD, how do we choose where to focus our time and resources? While we have hypotheses, the support of American Express in developing a SWOT analysis will ground and direct our strategy so that the next ten year are as even more successful than the last.
1.
Committed and passionate about working towards our mission
2.
Committed to joint learning
3.
Organized and invested in progress and improvement
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express will be specifically focused on the services we provide to alumni who are in the education sector. We hope to use the support to achieve the following goals: (1) develop an in-depth understanding of the context of K-12 and how to best enter this arena, and (2) develop specific strategies for reaching our target alumni and enabling them to create change through Sustained Dialogue. We will pilot the determined strategies for the 2013-2014 academic year.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Three years ago, IISD completed at strategic plan in which we conducted our first SWOT analysis. We led this analysis internally and focused on the Campus Network arm of the International Institute. Since then, we’ve gathered new data from our constituents, supporters, and other broad audiences that suggest we reassess the way we create change in campuses, workplaces, and communities. We have recently begun working with Spark to create a new website that better reflects our work (people often confuse us for an environmental organization). IISD is primed and ready for American Express support!
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Teachers who are able to create inclusive classrooms through Sustained Dialogue
2.
K-12 students who practice inclusive leadership and dialogue
3.
Schools where dialogue becomes a norm for communication
Qual foi o impacto da sua solução até hoje?
From pilot programs, we know this service will have high impact for our alumni, their students, and communities. We know that participation in SD increases empathy and has long-lasting effects. While, nationally, students’ empathy scores are decreasing, 91% of SD students report thinking critically to improve experiences of others and working to change group norms. An SD alumna and teacher writes: “I truly believe that my success thus far is a direct consequence of learning how to really listen, foster communication, and build relationships through SD.” Another integrated SD methods as a catalyst for dialogue in her lessons with great success. Given the power of SD in versatile contexts, and the impact we already see with alumni, we expect high impact through our solution.
What is your project future impact after receiving professional support from American Express?
We will directly train and support 150 SD alumni teachers in the next 3 years, reaching an estimated 15,000 youth, and youth-advocates. Each year, we will work with 50 teachers to infuse a unique culture and skill-set of empathy: Given that inclusion leads to better performance and speaking up and talking to someone are the best ways to end bullying, creating a norm for building trust, finding voice, and taking action will positively impact academic and civic lives. SD provides the much-needed outlet and skills needed to walk a mile in someone else’s skin.
Temas relacionados à inscrição
Criado em 03/19/2013 por Ana Cecília Alvares Salis
O PGT que estabelecer as condições de acesso e permanência de pessoas com transtorno mental no mercado formal de trabalho.
O PGT quer participar do formento à políticas publicas voltadas às demandas dessa população.
O PGT quer investir em novos conhecimentos em gestão de pessoas nas empresas.
O PGT quer abrir um novo campo de atuação para profissionais de psicologia.
Organização: Projeto Gerência de trabalho
mais ↓↑ ocultar↑ ocultarNome da Organização
Projeto Gerência de trabalho
Página da organização na internet
País da organização
Brasil, RJ, Rio de Janeiro
9. País onde organização atua, possui seu projeto implementado
Natureza da organização
Privada
Ano de fundação da organização
Anos em Operação
Em execução por mais de 5 anos
A organização recebeu algum prêmio ou reconhecimento público? Por favor, conte-nos mais detalhes
O "Projeto Gerência de Trabalho: uma estratégia de inclusão social pela via do trabalho" foi o vencedor estadual do "Prêmio Ser Humano", edição 2010, da Associação Brasileira de Recursos Humanos (ABRH/RJ) concorrendo na categoria média/grande empresa, pela empresa Prezunic Comercial Ltda
Queremos saber mais sobre seu momento “A-ha!”. Compartilhe a história sobre onde e quando o(s) fundador(es) viu(viram) o potencial desta solução para transformar o mundo.
Contando com uma trajetória de mais de 30 anos no campo da saúde mental e, após participar de um treinamento em "support employment" nos EUA pela Academia Brasileira de Ciências (ACB/RJ), abracei a causa do resgate da cidadania de usuários de saúde mental no Brasil por meio da proposta de inclusão dessa população no mercado formal de trabalho.
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarNome do seu projeto
Projeto Gerência de Trabalho
Explique sobre o que trata a "inovação”; por exemplo, é uma idéia e/ou um modelo que você usa para concretizar uma idéia, ou talvez seria sua compreensão da população-alvo, etc?
Como proposta pioneira de inclusão social pela via do trabalho, o Projeto Gerência de Trabalho se apresenta como modelo de uma nova prática de cuidados no campo da saúde mental no Brasil, cujo objetivo é estabelecer as condições de acesso e permanência de pessoas com transtorno mental no mercado formal de trabalho. Partindo de diretrizes específicas, esse projeto não só investe na ampliação de possibilidades democráticas de inclusão social a usuários de saúde mental, como também abre um novo campo de atuação para psicólogos, além de possibilitar o investimento em novos conhecimentos em gestão de pessoas nas empresas.
Descreva como o seu modelo de inovação é diferente de qualquer outra organização na sua área.
Considerando que no Brasil, não há dispositivos legais, nem investimentos efetivos de inclusão de usuários de saúde mental no mercado formal de trabalho, o PGT, enquanto prática pioneira, quebrou paradigmas e trouxe para o cenário nacional uma efetiva experiência de inclusão social pela via do trabalho, contemplando uma população históricamente excluida dos espaços socialmente compartilháveis.
Que tipo de ambiente operacional e fatores da organização interna ajudarão o projeto a ser bem sucedido?
Um ambiente empresarial que contemple um departamento de RH voltado para projetos sociais que visem, de maneira responsável e coordenada, a inclusão e aproveitamento da mão de obra de populações vulnerávies.
Como você garante que inova constantemente à luz de (potenciais) desafios externos, ou do seu plano de crescimento?
Partindo de diretrizes que contemplam desde suporte humano (por meio do acompanhamento de estagiários de psicologia) e treinamento no próprio local de trabalho para cada usuário de saúde mental, até a oferta de jornadas de trabalho diferenciada (contratos por hora trabalhada), o PGT estabelece as condições de absorção e permanência dessa mão de obra no emprego.
Temas relacionados à inscrição
leia mais↓↑ ocultar↑ ocultarDesafio Sistêmico que você está tentando resolver [selecione apenas um]
Realinhar os incentivos no sistema público de saúde em mercados maduros, ou
Área da Saúde (mercado alvo) em que a necessidade está [selecione apenas um]
Tratamento continuado
Categorias ao longo do continuo da saúde que você está cobrindo [selecione todos que se aplicam]
Intervenção, Acompanhamento, Integração social.
Por favor, descreva mais detalhadamente: qual problema você está tentando resolver no contexto específico da organização?
Considerando o interesse e necessidade de apliar a proposta do PGT para outras empresas, faz-se necessária o investimento em curso preparatório para a formação e treinamento de novos gestores em "Gerência de Trabalho".
Estágio que melhor se aplica à sua solução [selecione apenas um]
Escala (impacto crescente em escala regional ou global)
Estratégias centrais do seu modelo de negócios
Abordagens para a mudança de comportamento no nível individual , Redesenho do sistema público de saúde para mais eficiência (em termos de processos, estrutura, etc), Papéis novos/redefinidos para prestação de serviços de saúde, Parcerias entre atores não convencionais (entre atores tradicionais e atores externos ao sistema de saúde).
Ferramentas mais relevantes que você está usando para implementar as estratégias descritas acima [selecione apenas duas]
Novas habilidades, Educação/treinamento.
Por favor, descreva sua solução mais detalhadamente
Quanto à estrutura da proposta, o PGT compreende que é absolutamente necessário o compromisso de ações coordenadas entre três instâncias:
- A empresa contratante: para viabilizar contratos de trabalho no formato “horista”, ou por hora trabalhada, além de recrutar estagiários de psicologia para a função de “gerentes de trabalho”;
- Os serviços de saúde mental: para trabalharem em estreita parceria com a coordenação do PGT para o encaminhamento das questões relativas a “tratamento”;
- O PGT: para coordenar todas essas ações, além de orientar e supervisionar o trabalho dos “gerentes de trabalho” para o treinamento e acompanhamento de cada usuário.
Qual é sua visão e objetivos gerais?
Dedico-me à causa da inclusão social de usuários de saúde mental por meio do ingresso responsável dessa população no mercado formal de trabalho. Admitindo que a loucura deja uma "diferença" que se imponha a nós ( o que requer atenção específica), e que o trabalho formal seja um potente formador de novos "laços sociais", estabelecer o convívio social entre trabalhadores usuários e não usuários de saúde mental, é uma aposta capaz de estabelecer novos patamares na compreensão do corpo social sobre a loucura ptomovendo uma sociedade mais tolerante para com a diferença e a diversidade .
Qual é sua proposta de valor?
Para a formação de novos gestores em GT será necessário curso preparatório contendo:
- Aulas sobre: A história da loucura; Psicanálise; a Reforma Psiquiátrica italiana/brasileira; Psidinamica do trabalho; Gestão do SUS (Sistema Único de Saúde) em saúde mental.
- Estágio prático em GT.
Para a formação do primeiro grupo (10 ) de gestores o investimento inicial seria de R$60.000.
Quem são seus clientes?
Empresas interessadas em contratar projetos sociais capazes de responder às demandas de cumprimento de lei.
Quais abordagens você usa para alcançar seus clientes?
A importância dos investimentos em projetos sociais, a consistência da proposta do PGT, além do cumprimento das exigências de lei.
Quais sãos suas atividades principais?
Sou psicóloga clínica, psicanalista e coordenadora de projetos sociais.
Quem são seus pares e concorrentes? Quais problemas esses atores poderiam representar para seu sucesso e crescimento?
Até o momento não há concorrentes, pois o projeto é pioneiro no Brasil.
Quais outros desafios – individuais, organizacionais ou de meio ambiente – você atualmente enfrenta ou poderiam impedir o futuro sucesso do seu negócio e como você pretende superá-los?
O meu maior desafio ainda é vencer o preconceito social sobre a loucura e seus desdobramentos nos nossos modelos de gestão de pessoas nas empresas.
Descreva brevemente sua estratégia de crescimento futuro
Divulgar, apresentar, e oferecer resultados do plano de ação do PGT; Extender a proposta a outras empresas; buscar finaciamento para formar novos gestores no território nacional.
Em quais dimensões de crescimento você atualmente está focando para sua inovação? [selecione todas que se aplicam]
Novo(s) grupo(s) de cliente(s), Nova(s) região(ões), Novo(s) mercado(s)/país(es).
O que faz o seu negócio estar “pronto” para crescer?
Além do significativo "sucesso" dos objetivos atingidos pelo PGT, a mudança no cenário de políticas públicas no Rio de Janeiro, quando a partir de agosto/2012 as empresas passam a ser obrigadas a também incluir pessoas com transtorno mental na lei 8213/91 (ou lei de cotas obrigatórias às empresas com mais de cem funcionários), conforme a Convenção da ONU/2006.
Quais são seus objetivos-chave de crescimento?
Divulgação e apresentações do PGT nas iniciativas público/privadas para ampliar a visibilidade à proposta; fomento às políticas públicas; formação de novos gestores,
Qual é o seu prazo para crescimento, no curto e médio prazo? Quais são as metas de crescimento e atividades-chave futuros?
Considerando que no Estado do Rio de Janeiro, o Ministério Público do Trabalho assumiu a inclusão de pessoas com transtono mental na lei 8213/91 (que passou a incluir, segundo a convenção da ONU/2006, transtorno mental no preenchimento de cotas obrigatórias ás empresas com mais de cem funcionários) haverá possível demanda das empresas por projetos de inclusão para essa população. Portanto, faz-se necessário o investimento na formação de novos gestores.
leia mais↓↑ ocultar↑ ocultarQual foi o impacto da sua solução até hoje?
Extremamente positivo sob vários aspectos:
- A oportunidade de oferecer emprego formal a usuários de saúde mental, respeitando suas reais condições de trabalho.
- Foi vencedor do prêmio estadual "Ser Humano", edição 2010, pela ABRH/RJ.
- Foi responsável pela primeira assinatura de um Termo de Ajustamento de Conduta (TAC) entre uma empresa privada brasileira e o Ministério Público do Trabalho (MPT/RJ), contendo uma cláusula de responsabiloidade social contemplando projetos e programas de inclusão de pessoas com transtorno mental no mercado formal de trabalho
- Foi motivo para o MPT/RJ incluir "transtono mental" na lei 8213/91, ou Lei de Cotas.
Quais métodos de quantificação de impacto social você está usando (se alguma)?
Material divulgado pela mídia sobre o PGT.
Sua solução poderia funcionar em outras locais ou regiões? Se sim, onde?
Sim, em qualquer região onde tenha serviços de saúde mental, estudantes de psicologia e/ou serviço social e empresas interessadas em projetos sociais.
Qual é a sua expectativa de impacto para os próximos 1 - 3 anos?
Estar atuando em outras empresas no RJ e em mais dois estados brasileiros.
leia mais↓↑ ocultar↑ ocultarDescreva sua estratégia financeira atual
Planejamento do curso de formação de gestores em GT. Isso implica financiamento de equipamentos, tais como: Local para ministrar aulas teóricas com recursos de mídia; contratação de professores;
Parcela da geração de receita na renda total da organização (em porcentagem)
Vendas diretas a pacientes e outros beneficiários (em porcentagem)
Das possíveis fontes dessas vendas, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Empresas Privadas, Outros beneficiários.
Taxas de licenciamento, por exemplo, para modelos de tecnologia/franquia (em porcentagem)
Das possíveis fontes de oportunidades de licenciamento, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Empresas Privadas, Governo local/regional, Governo nacional.
Contrato de serviço com organizações, por exemplo, governo, ONGs (em porcentagem)
Das possíveis fontes de contratos de serviço, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Empresas Privadas, Governo local/regional, Governo nacional.
Explique sua estratégia de geração de receita mais detalhadamente
Parcela da geração de receita na renda total da organização (em porcentagem)
Estratégias de filantropia que você usa
Explique sua abordagem filantrópica mais detalhadamente
Está não é uma entidade filantrópica.
Fale mais sobre os itens selecionados; explique como você vai manter o financiamento.
Você ainda tem aproximadamente 200 palavras (1.600 caracteres)
Criado em 03/16/2013 por Andrew Ng
Orchive is an online platform that provides the foundation for users to post first-hand accounts of local news. It’s valuable to the users because it offers clean, un-biased news that’s commonplace in mainstream news agencies. The venture can achieve sustainable success because it’s marketable to a wide demographic, and a revenue model can be generated through the use of advertisements.
Criado em 03/15/2013 por caioleao
Dentista do Bem: rede de dentistas voluntários que atendem de graça jovens que não podem pagar por um atendimento. Uma vez no projeto, o beneficiário é atendido no que for necessário até completar 18 anos de idade.
Presente em 12 países, com mais de 16 mil dentistas e 31 mil jovens atendidos, hoje, é a maior rede de voluntariado especializado do mundo.
Organização: Turma do Bem
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
9. País onde organização atua, possui seu projeto implementado
Natureza da organização
Sem fins lucrativos/ONG
Ano de fundação da organização
Anos em Operação
Em execução por mais de 5 anos
A organização recebeu algum prêmio ou reconhecimento público? Por favor, conte-nos mais detalhes
Em 2006, o Dr. Fábio Bibancos, presidente da TdB, foi reconhecido como Empreendedor Social do ano pela Fundação Schwab devido a criação do projeto Dentista do Bem. O prêmio é oferecido no Brasil em parceria com o jornal Folha de S. Paulo.
Em 2007, a Ashoka deu o título de felow para o Dr. Fábio Bibancos pelo trabalho realizado, colocando em evidência o projeto junto a empreendedores sociais do mundo todo.
Queremos saber mais sobre seu momento “A-ha!”. Compartilhe a história sobre onde e quando o(s) fundador(es) viu(viram) o potencial desta solução para transformar o mundo.
Dando palestras sobre prevenção em escolas públicas, o Dr. Fabio Bibancos percebeu que em muitos jovens a prevenção já não funcionava mais. Ele então se uniu com outros colegas e, juntos, passaram a atender gratuitamente alguns casos em seus consultórios. Assim surgiu a idéia que hoje se tornou a maior rede de voluntariado especializado do mundo: o Dentista do Bem.
leia mais↓↑ ocultar↑ ocultarExplique sobre o que trata a "inovação”; por exemplo, é uma idéia e/ou um modelo que você usa para concretizar uma idéia, ou talvez seria sua compreensão da população-alvo, etc?
A inovação no Projeto Dentista do Bem é o seu modelo de gestão: gerenciamos uma rede de dentistas voluntários que atendem os beneficiários do projeto no seu próprio consultório. Ou seja, o beneficiário do projeto é atendido como se fosse um paciente privado comum pelo seu dentista do bem. Além disso, o dentista voluntário escolhe quantos pacientes quer atender de acordo com a sua agenda e demanda.
Dessa maneira, o projeto não tem limites para crescer e é altamente replicável: em qualquer cidade ou região que tenha dentista, o projeto pode acontecer. Ou qualquer dentista que atende clinicamente, pode virar um dentista do bem voluntário.
Descreva como o seu modelo de inovação é diferente de qualquer outra organização na sua área.
Normalmente as organizações sociais que oferecem tratamentos e soluções de saúde o fazem em suas sedes ou endereços fixos, chegando facilmente a um limite mensal de pacientes de acordo com a sua capacidades de atendimento. Além de gerar filas de espera na população carente.
O projeto Dentista do Bem se caracteriza por oferecer um rede dentistas voluntários que não para de crescer justamente porque não limita o atendimento em sua sede.
Que tipo de ambiente operacional e fatores da organização interna ajudarão o projeto a ser bem sucedido?
1 - O projeto internamente é analisado como um mapa de crescimento através dos seus principais atores e fatores: coordenadores, dentistas, beneficiários, vagas abertas e fila de espera.
Além disso, a equipe possiu um central de call center ativo que é quem faz os acompanhamentos diários dos beneficiários, do status dos tratamentos, dentistas e novos encaminhados. Deixando muito dinânica a abertura de novas vagas (ao concluir um tratamento, por exemplo) e encaminhamento de novos beneficiários.
2 - A hieraquia horizontal da organização também mantém o projeto à luz de todos os gerentes da equipe que são responsáveis diretos para o aumento sistemático de números de voluntários e beneficiários.
Como você garante que inova constantemente à luz de (potenciais) desafios externos, ou do seu plano de crescimento?
VAtravés de revisões estratégicas mensais com análise do mapa do projeto (dentistas X beneficiários).
Além disso, com eventos de capacitações para coordenadores: o principal voluntário do projeto é o coordenador regional voluntário. Ele que é responsável pela implementação do projeto na sua cidade – fazendo triagens e cadastrando novos voluntários.
O projeto oference um evento de 4 dias para os coordendores, implementando metas e ensinando as novas estratégias da organização. Com os coordenadores capacitados e motivados, o evento de capacitação garante o sucesso da meta do ano seguinte, com o devido acompanhamento pessoal de cada coordenador durante o resto do ano.
Atualmente, está em estudo a viabilidade de fazer mini capacitações para novos coordeandores durante o ano.
Temas relacionados à inscrição
leia mais↓↑ ocultar↑ ocultarDesafio Sistêmico que você está tentando resolver [selecione apenas um]
Levar assistência médica acessível a comuniaddes em mercados emergentes
Área da Saúde (mercado alvo) em que a necessidade está [selecione apenas um]
Outros tratamentos específicos
Categorias ao longo do continuo da saúde que você está cobrindo [selecione todos que se aplicam]
Prevenção, Diagnóstico, Intervenção, Acompanhamento, Tratamento de longa duração, Integração social.
Por favor, descreva mais detalhadamente: qual problema você está tentando resolver no contexto específico da organização?
O Brasil é um país de desdentados. Pesquisam indicam metade da população brasileira não tem todos os dentes na boca e um terço dos adolescentes de escola públicas nunca foram ao dentista. No resto do mundo, o problema não é muito diferente.
Para agravar esse quadro, o acesso da população ao kit dental (escova, pasta e fio dental) que é a unica ferramenta que previne os malefícios bucais, é muito limitado (a falta do kit dental nas cestas básicas e nos postos de saúde, é uma prova disso). Além disso, a sociedade ainda não vê o acesso a saúde bucal como um direito e integrado a saúde, e sim, como uma especialidade de luxo.
Por outro lado, o governo não oferece nenhum programa viável de mudança e a classe odontológica, no geral,não se enxerga como agente de transformação social e de saúde.
Estágio que melhor se aplica à sua solução [selecione apenas um]
Escala (impacto crescente em escala regional ou global)
Estratégias centrais do seu modelo de negócios
Abordagens para a mudança de comportamento no nível individual , Papéis novos/redefinidos para prestação de serviços de saúde, Novas abordagens para a distribuição de produtos e serviços de saúde.
Ferramentas mais relevantes que você está usando para implementar as estratégias descritas acima [selecione apenas duas]
Tecnologia, Novas habilidades.
Por favor, descreva sua solução mais detalhadamente
O projeto Dentista do Bem gerencia uma rede de dentistas voluntários que atendem em seu próprio consultório jovens carentes de 11 a 17 anos que estão com condições bucais graves.
Todo o acompanhamento do tratamento – seleção, encaminhamento, monitoramento do tratamento mensal e desligamento – é feito na sede do projeto.
O projeto tem como base 3 públicos: o dentista voluntário (que atendem um ou mais jovem no seu consultório – a seu critério); o beneficiário (que é atendido pelo dentista e selecionado em triagens em escolas públicas ou instituições) e, finalmente o coordenador regional. Este, também é dentista e voluntário, mas tem como missão ativar o projeto na sua cidade através de realização de triagens e cadastramento de novos dentistas voluntários.
Qual é sua visão e objetivos gerais?
A nossa visão é ajudar a criar um mundo onde todos possam sorrir e a nossa missão é mudar a percepção da sociedade sobre a questão da saúde bucal e da classe odontológica com relação ao impacto socioambiental de sua atividade.
Nossos objetivo é oferecer soluções de acesso a tratamentos odontológicos com caráter curativo, preventivo e educacional.
Nossas propostas:
Para a sociedade
Promover soluções de acesso a tratamentos odontológicos.
Para a classe odontológica
Valorizar e mobilizar os profissionais para uma nova conduta socioambiental.
Para o setor empresarial
Discutir práticas éticas no setor odontológico.
Incentivar produtos e serviços de baixo custo que promovam acesso.
Inspirar condutas responsáveis em outros setores.
Para o Governo
Influenciar e mudar políticas p
Qual é sua proposta de valor?
Com o resgate da saúde bucal, buscamos aos nossos beneficiários:
- Aumento da qualidade de vida
- Facilitação de entrada do mercado de trabalho, visto que todas as empresas e serviços não contratam ou tem discriminação de pessoas desdentadas. E, consequentemente, aumento da renda familiar mensal.
- Resgate da vida social e familiar, devido ao fato que quase a totalidade dos novos beneficiários sofrem bullying e discriminação social nas escolas e círculo social.
Quem são seus clientes?
Jovens de 11 a 17 anos que estudam em escolas públicas ou instituições sociais, pobres e que apresentam condições bucais graves.
A escolha desse público vem dos seguintes fatos: o impacto social de uma condição bucal grave é muito maior em um adoslecente do que em um adulto (ambiente social, empregabilidade, bullying etc) e a dentição já esta formada (comparado às crianças)
Quais abordagens você usa para alcançar seus clientes?
Triagens em escolas públicas e instituições sociais. O coordenador voluntário junto com a diretora ou assistente social reservam um horário para a aplicação da triagem nos alunos matriculados.
O coordenador voluntário faz um exame visual não invasivo em todos os jovens e prenche uma ficha chamada IHC. Nesta ficha também mostra a condição social do jovem triado.
Em seguida, o coordenador enviar todas as fichas de IHC a sede da organização que seleciona a partir de 3 critérios: os mais velhos (mais próximo do 1 emprego), mais pobres e os que estão com as piores condições bucais.
Quais sãos suas atividades principais?
O Dentista do Bem, através da sua rede de voluntários, oferece tratamento odontológico gratuito para jovens de 11 a até completar 18 anos de idade. Ou seja, um vez no projeto o jovem só sai quando completa a maioridade e recebe todo tratamento que necessita (inclusive ortodôntico).
Sorriso do Bem – capacitação para coordenadores voluntários. Evento de 4 dias que, além de ensinar aos novos coordenadores, tem como missão motivar, alinhar e oferecer treinamentos para os antigos coordenadores da rede. Em 2012, o evento recebeu 400 coordenadores de 12 países.
Sorriso do Bem – Premiação. Evento de premiação, aberto ao público, que tem como objetivo valorizar o trabalho dos melhores voluntários da rede. Dem 2012, o evento de premiação recebeu 1800 convidados que foram recebidos no Teatro Abril
Quem são seus pares e concorrentes? Quais problemas esses atores poderiam representar para seu sucesso e crescimento?
A Fundação Abrinq possui o projeto Adotei um Sorriso, mas ao contrário do Dentista do Bem, este não possui um critério de seleção de beneficiários.
No geral, os dentistas e clínicas acabam prestando algum tipo de serviço gratuito ou voluntário em algum nível para a população carente.
O problema é que a população, e mesmo a classe odontológica, que participam destas atividades pontuais acreditam que os problemas odontológicos e sociais estão resolvidos, o que é longe da realidade. Outro problema é que muitas vezes por conta desses serviços, acabam fechando as portas para os coordenadores voluntários nas escolas públicas: muitas vezes a diretoria da escola – que tem autonomia final – barra a entrada do projeto por acreditar não existe mais problema na sua área.
Quais outros desafios – individuais, organizacionais ou de meio ambiente – você atualmente enfrenta ou poderiam impedir o futuro sucesso do seu negócio e como você pretende superá-los?
Atualmente, o projeto é 90% financiado por mantenedores (empresas). A médio prazo o projeto conta com uma estratégia inverta essa porcentagem e passe a depender menos do investimento social privado.
Uma das estratégias é a criação de um fundo de reserva através da venda de produtos odontológicos, cujo lucro seja revertido para o projeto.
Outro desafio é levar o projeto para áreas rurais onde não tem destista. Hoje, o modelo do Dentista do Bem é essencialmente urbano. Por isso, fizemos estudos de implementação e desenhamos alguns projetos em áreas distantes de grandes centros, tanto no Brasil como no continente africano.
Descreva brevemente sua estratégia de crescimento futuro
Aumento do número de voluntários, beneficiários e áreas e países que o projeto atua.
Diversificação das fontes de doações e recursos da organização.
Implementação do projeto em áreas rurais e longiguas onde não tem dentista, como continente africano.
Em quais dimensões de crescimento você atualmente está focando para sua inovação? [selecione todas que se aplicam]
Nova(s) região(ões), Novo(s) mercado(s)/país(es).
O que faz o seu negócio estar “pronto” para crescer?
Desenho estratégico e organizacional sólido do projeto.
Equipe de funcionários altamente capacitada.
Implementação de novas estratégias ainda esta ano: megatriagens abertas ao público no Brasil todo, venda de produtos com parte do lucro direcionados ao projeto e mini capacitações para novos coordenadores.
Quais são seus objetivos-chave de crescimento?
Aumento de voluntários, beneficiários e expansão para novos aéreas e países.
Além disso, diversificação de doações e parcerias.
Qual é o seu prazo para crescimento, no curto e médio prazo? Quais são as metas de crescimento e atividades-chave futuros?
O Projeto tem uma meta anual de beneficiários. Até 2015, pretender contar com 65 mil pacientes e 30 mil dentistas.
Para isso, devemos implementar os evento de mini capacatiações de final de semana durante o ano – colocando novos coordenadores no projeto.
leia mais↓↑ ocultar↑ ocultarQual foi o impacto da sua solução até hoje?
Cerca de 31 mil jovens foram beneficiados com o projeto em 12 países, criando uma rede de voluntariado especializado que, hoje, é a maior do mundo.
O modelo de voluntariado no seu próprio consultório revoluciona o acesso a saúde por onde o projeto passa. Criando uma rede de apoio e saúde até então inexistente.
Assim como transforma a percepção social dos voluntários: o dentista muda a sua visão como profissional de saúde e passar a ser um agente transformador em seu município: propondo mudanças em políticas públicas, em postos de saúde e escolas.
Através do resgate da saúde bucal, proporcionamos ao beneficário um retorno à sua vida social, resgate de auto estima e uma chance real para se integrar à população economicamente ativa.
Além disso, o projeto tem uma devolução social única: fazendo um conta simples, cada beneficário custa em média para o projeto, apenas R$ 50,00. Entretanto, se cada beneficiário tivesse que pagar por um tratamento, ele custaria, em média, RS 12 mil.
Quais métodos de quantificação de impacto social você está usando (se alguma)?
O projeto conta com um software de CRM, e através dele, gerenciamos cada estágio do tratamento, e em cada cidade do projeto. Atualizando os nosso números de paciente, dentistas, vagas e fila de espera a cada minuto por região, cidade, estado e país.
Alem disso, realizamos pesquisas qualitativas entre os pacientes e os melhores dentistas da rede.
Sua solução poderia funcionar em outras locais ou regiões? Se sim, onde?
Sim, praticamente em qualquer lugar que possui dentista no mundo. Devido ao modelo onde o dentista atende o beneficiário no seu próprio consultório.
E naquela região que não tem dentista, por ser muito remoto, poderia funcionar instalando uma rede e estrutura móvel já pre-existente e avaliada para algumas regiões do mundo.
Qual é a sua expectativa de impacto para os próximos 1 - 3 anos?
Em 2013, 45 mil beneficiários totais.
Em 2014, 55 mil;
e em 2015, 65 mil beneficiários.
Em relação aos dentistas voluntários, em 2013, serão 16mil. Seguido de, em 2014, de 20 mil e, em 2015 de 30 mil dentistas voluntários no total.
leia mais↓↑ ocultar↑ ocultarDescreva sua estratégia financeira atual
Atualmente, a TdB, ONG do projeto Dentista do Bem conta com 8 colaboradores (6 brasileiros e 2 em Portugal). São empresas e ou fundações que colaboram com a OSCIP.
A parte disso, estamos colocando em prática a estratégia de diversificar a fonte de renda do projeto. Uma delas, é a campanha Amigos do Bem, que conta com a rede de coordenadores do Dentista do Bem. Nela, o coordenador pede ajuda para seus amigos próximos, com a meta de aumentar, não somente a renda, mas a rede de colaboradores e amigos do projeto. A meta desse primeiro ano de projeto é de 100 mil reais até o final do ano.
Outra estratégia, é a venda de produtos com renda revertida. Através do colaborador da área de produtos dentais, parte do lucro da venda de produtos será doado ao projeto. Este montante será proporcional a venda de produtos feitos aos dentistas do bem, que terão descontos progressivos de acordo com o número de pacientes atendidos.
Além disso, contratamos um consultor especializado em eventos, parcerias e lançamentos de produtos para junto com outras empresas e iniciativas criamos novas fontes de renda.
Parcela da geração de receita na renda total da organização (em porcentagem)
Insignificante (menos de 1%)
Vendas diretas a pacientes e outros beneficiários (em porcentagem)
Das possíveis fontes dessas vendas, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Amigos e família, Doações individuais.
Taxas de licenciamento, por exemplo, para modelos de tecnologia/franquia (em porcentagem)
Das possíveis fontes de oportunidades de licenciamento, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Contrato de serviço com organizações, por exemplo, governo, ONGs (em porcentagem)
Das possíveis fontes de contratos de serviço, listadas abaixo, selecione todas que se aplicam à sua estratégia atual
Explique sua estratégia de geração de receita mais detalhadamente
Atualmente, o projeto conta somente com bazares e lojas com vendas produtos do projeto para geração de renda própria.
Este ano começou a proposta de renda revertida na venda de produtos dentais através de um dos coloboradores do projeto. Este, irá aumentar o investimento ao projeto (além do mínimo necessário para ser um colaborador) proporcionalmente a venda dos produtos aos dentistas do bem.
Parcela da geração de receita na renda total da organização (em porcentagem)
Estratégias de filantropia que você usa
Estratégia diversificada.
Explique sua abordagem filantrópica mais detalhadamente
Parcerias com empresas e fundações. Normalmente garantindo como contrapartida a ativação do projeto nas suas regiões de interesse.
Campanha de sensibilização a pessoas físicas, através da rede de voluntários.
Eventos ; lançamento de produtos com parte da renda revertida.
Fale mais sobre os itens selecionados; explique como você vai manter o financiamento.
Com os colaboradores, garantindo a satisfação e as contra partidas únicas, o projeto pretende renovar os seus contratos (de 3 anos).
Diversificando fontes: geração de um fundo de reserva através de projetos especiais e vendas revertidas (novos produtos e produtos próprios).
Criado em 03/13/2013 por AlyssaWozniak
PHIL-Athens connects businesses with nonprofits and enables people to click on our website (www.PHIL-Athens.com) to earn coupons and donate to causes they care about instantly and without spending their own money. Visitors to our website select the nonprofit they wish to donate to, the sponsor that they want to have provide a donation on their behalf, and click the 'donate' button, at which point an advertisement is shown for the selected sponsor.
Criado em 03/13/2013 por Teaching and America's Future
NCTAF STEM Learning Studios organize teachers, professionals, and students into cross-disciplinary inquiry teams that work on significant community challenges. Studio investigations promote deeper student learning, continuous teacher development, and high impact industry engagement. As students learn STEM by doing STEM, they become curious, thoughtful learners who develop the 21st century knowledge and skills they need to prepare for college, careers, and life.
Organização: National Commission on Teaching and America's Future
mais ↓↑ ocultar↑ ocultarNome da Organização
National Commission on Teaching and America's Future
Página da organização na internet
País da organização
Estados Unidos , DC, Washington DC
Países onde este projeto vem gerando impacto social
Estados Unidos , MD, Prince George's County
Sua organização é
OSCIP/ONG
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarNome do seu projeto
NCTAF STEM Learning Studios
Selecione o estágio que melhor se aplica à solução
Crescimento (seu piloto está em andamento e começa a se expandir)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
NCTAF STEM Learning Studios organize teachers, professionals, and students into cross-disciplinary inquiry teams that work on significant community challenges. Studio investigations promote deeper student learning, continuous teacher development, and high impact industry engagement. As students learn STEM by doing STEM, they become curious, thoughtful learners who develop the 21st century knowledge and skills they need to prepare for college, careers, and life. Teachers develop deeper knowledge and skill in the sciences and engineering by working with their colleagues and industry professionals to design and execute cross-disciplinary inquiry projects. STEM professionals, working as long-term, part-time Studio residents, discover how to translate their expertise into engaging learning.
What are your organization's top three priorities in the next year?
NCTAF’s goals are to:
1. Develop a well-documented and evaluated Learning Studio implementation and technical assistance strategy that enables us to mobilize and army of STEM professionals, including recent retirees, in education.
2. Add momentum to this mobilization by building and leading a national movement of similar initiatives that are remodeling education for the 21st Century
3. Partner with industry, school districts, and schools of education create Educator Development Studios for Next Generation STEM Educators, who acquire their professional knowledge and skill as Learning Studio team members.
Need #1
Message & Brand Strategy
Need #2
Digital Marketing Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
NCTAF Learning Studios received a 2011 Changemakers award for “creating well-structured, long-term, part-time opportunities for STEM experts to make significant contributions to more effective teaching and deeper student learning… that is a particularly effective way to engage young women and students of color who too often tune out traditional STEM education.” In partnership with NASA, Northrop Grumman, Boeing, and the U.S. Naval Academy we created 24 Studios in 21 Maryland middle schools and high schools where 144 teachers and 30 STEM professionals work with teams that include 4,200 students; in New Hampshire five school districts have seven Studios where 42 teachers and 200 students work with advanced manufacturers and a regional medical center. NCTAF’s stretch goal is to build a national Learning Studio movement to mobilize 100,000 Baby Boomer professionals who join forces with 10,000 teachers and 300,000 students in citizen science projects that address significant community needs. To grow this movement we need to develop a clear brand and marketing strategy that attracts commitments from business partners, educators, government agencies, and community based organizations.
1.
Our partnerships build a clear game plan to orchestrate diverse resources around well-defined goal.
2.
Partners are mutually accountable for building their capacity to meet well-defined benchmarks.
3.
Each partner contributes and each has an opportunity to benefit and grow.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
NCTAF is a nationally recognized advocate for rebuilding American education with teamwork to improve teaching, learning, and school performance. Learning Studios are innovation incubators where educators, business partners, and community leaders are teaming up to reinvent STEM education for the 21st century. American Express support will enable us to: 1.) scale-up Learning Studios to ensure that thousands of youth have a genuine opportunity to prepare for success in a global innovation economy; and 2.) drive our national leadership agenda.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
NCTAF has been developing this initiative for six years with grants from Carnegie Corporation of New York, MetLife, NSF, Gates, NASA, Boeing, Northrop Grumman, and the Deerbrook Charitable Trust. We have a strong track record for issuing school reform publications and recommendations that are widely covered by traditional media (newspapers and radio). We are novices when it comes to digital media. We have not previously used brand or marketing consultants.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Develop a clear and compelling "must have" brand identity for Learning Studios.
2.
Launch an effective media campaign to recruit new business, education and community partners.
3.
Launch studios in five more states and three large metro regions during the 2013-2014 school year.
Qual foi o impacto da sua solução até hoje?
With NSF, MetLife, NASA, Gates , Pearson , and Carnegie grants, we have developed core principles we use to train and deploy teams of teachers and STEM professionals who have well-structured responsibilities for engaging students in deeper learning. We are also evaluating the impact of Studios on student learning, teacher development, and professional engagement in education. In partnership with NASA, Northrop Grumman, Boeing, and the U.S. Naval Academy we created 24 Studios in 21 Maryland middle schools and high schools where 144 teachers and 30 STEM professionals work with teams that include 4,200 students; in New Hampshire five school districts have seven Studios where 42 teachers and 200 students work with advanced manufacturers and a regional medical center.
What is your project future impact after receiving professional support from American Express?
Half of the 78 million Baby Boomers in our country want to give back to their community and most want to do that in education and youth service. The Learning Studios movement will give them well structured pathways for working with youth as citizen scientists to support learning with meaning that makes a difference in their communities. The DC region will have 1.5 million new retirees in less than five years; our goal is to deploy one percent (15,000) in Studios to demonstrate the potential of a national Learning Studio movement that could deploy at least 100,000 Boomers (the best educated, most experienced generation we have ever had) in Learning Studios by 2020 (one percent of Boomers is 780,000, which would exceed our goal by seven fold).
Temas relacionados à inscrição
GiveArlington is a giving circle of young professionals dedicated to engaging non-traditional philanthropists in meeting the needs of the Arlington, VA community. The volunteer-led giving circle model democratizes philanthropy, builds leadership, and provides ownership of community change-making. GiveArlington is working to tap into the Arlington community's large young professional demographic to build a new group of engaged, educated, and energized citizens committed to improving the community.
Criado em 03/12/2013 por Jflora@ashoka.org
Comfort Zone is a program where families of different socioeconomic status' living in the same city can come together for a meal and share experiences with one another while building a unique friendship. The dinner can be held at the home of either family or in a neutral common area. The only requirement from the families is to show up and build relationships by getting to know one another! For the first dinner both families will be given the same amount of money to prepare part of the meal and they can bring prepared food or buy food to share.
The ability to find a curative solution to end pain and suffering is enough of a reason to strive for something, but the reason for this project goes way beyond that. Innovation that reaches for a regenerative solution to dying bone and deteriorating cartilage is about a movement that fundamentally improves the way society functions. It affects political, educational, economic, and medical spheres, and provides a unique opportunity for people to inform health and public policy.
Criado em 03/7/2013 por jgoldstein@accion.org
No more than .5% per cent of clients of MFIs are persons with disabiltiies (in spite of the fact that they make make up 15% of the world's population) and the Center is in the middle of testing a roadmap for disability inclusion at Fundacion Paraguaya to prove that clients with disabilities can make good clients and that modifying the MFI to make it fully accessible is not an expensive propositon. What is really innovative about the Center's approach is that we are making a strong business case for disability inclusion, on top of the obvious legal and moral case.
Organização: Center for Financial Inclusion at ACCION
mais ↓↑ ocultar↑ ocultarTítulo
Principal Director for Economic Ctitizenship and Disability Inclusion
Nome da Organização
Center for Financial Inclusion at ACCION
Página da organização na internet
Países onde este projeto vem gerando impacto social
Estados Unidos , MA, Boston, Middlesex County
Sua organização é
OSCIP/ONG
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarNome do seu projeto
Making Microfinance Instiutions Disability Inclusive
Selecione o estágio que melhor se aplica à solução
Crescimento (seu piloto está em andamento e começa a se expandir)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
No more than .5% per cent of clients of MFIs are persons with disabiltiies (in spite of the fact that they make make up 15% of the world's population) and the Center is in the middle of testing a roadmap for disability inclusion at Fundacion Paraguaya to prove that clients with disabilities can make good clients and that modifying the MFI to make it fully accessible is not an expensive propositon. What is really innovative about the Center's approach is that we are making a strong business case for disability inclusion, on top of the obvious legal and moral case. With the aging of the global population, and the fact that more than 40 per cent of all humanity has a disability by the age of 60, it is clear that current clients who do not have a disability today may well have one tomorrow.
What are your organization's top three priorities in the next year?
1)To complete the testing and implementation of the Roadmap for Disability Inclusion at Fundacion Paraguaya
2) To Create an open source web portal to disseminate our tools and trainings to the global microfinance industry
3) To begin implementing the roadmap with 3 MFIs partners in India, under the leadership of India Project Manager, Siddhartha Chowdhri.
Need #1
Digital Marketing Strategy
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
To create a web portal and other digitial platforms to dissemniate our tools and tranings to the rest of the industry and more broadly to make the the industry aware of the inclusion work we are doing. The expertise American Express can bring to the table in developing these digital and marketing tools would be invaluable in achieving our goals. Ignorance is the major roadblock to global replication and sucess and the knowledge sharing a web portal would allow would go a long way to obviating this problem.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Specific communcation and marketing products and services for our disability inclusion project area.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
No, except conceptually as we have lacked the resources to do this.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Creating an interactive web portal to share our tools and trainings with global microfinance community
2.
Make sure the web portal is fully accesible for persons with a variety of disabilties
3.
Increase the number of MFIS who are actively opening their doors to clients with disabilties.
Qual foi o impacto da sua solução até hoje?
Over the last year we have designed and begun to implement a full roadmap to disability incusion at Fundacion Paraguaya. Sensitivity trainings of FP staff has increased outreach to clients or potential clients with disabilities. An assessment of the built enviroment by a firm that does accessibilty audits has lead to the buildingthe first ramp at FP's headquarters and plans for many more at branches throughout the country in 2013,. Tools to market to persons with disabilities are being developed to do outreach to clients. Finally senior management has made disability inclusion a key priority for the organization from the the top to the bottom.
What is your project future impact after receiving professional support from American Express?
To have a mature,, accesible web portal with a range of tools and trainings that will reach MFIS around the world. The portal will be the place to go for anyone interested in disability will be fully interactive. In additon, American Express will support the creation of digitial marketing materials that will create a buzz around this new portal. The marketing materials like the portal will need to be fully accessible.
Temas relacionados à inscrição
Criado em 03/6/2013 por Marvin J Mathew
We are a platform for the future leaders of America, its youth, who are studying abroad to foster dialogue and build their globally competency. Understanding sports as a lowest common denominator between cultures, we employ sports as our means to connect.
Criado em 03/6/2013 por GCaldwell
Birth of Books is a venture designed to help young aspiring writers hone thier talents and encourage them to continue their passion for writing. Birth of Books helps show students that with hard work and perseverance they can accomplish what most writers dream of--a published hard copy of their creation(s).
This project also has a Project where you can read more about its latest progress.
Go to Project: Hollaback! .
Criado em 03/6/2013 por emilymay
Hollaback! is an international movement dedicated to ending street harassment. Powered by activists around the world, our mission is to make public spaces safer for girls, women, and LGBTQ individuals. Despite the fact that comments from "You’d look good on me" to groping, flashing or assault, are a daily, global reality for women and LGBTQ individuals, they are rarely reported, and are culturally accepted as ‘the price you pay’ for being a woman, gay, or appearing different.
Organização: Hollaback!
mais ↓↑ ocultar↑ ocultarPágina da organização na internet
País da organização
Estados Unidos , NY, Brooklyn, Kings County
Países onde este projeto vem gerando impacto social
Estados Unidos , NY, Brooklyn
Sua organização é
OSCIP/ONG
As informações que você fornecer aqui serão usadas para preencher todas as partes do seu perfil deixadas em branco, como interesses, informação da organização e website. Nenhuma informação do contato será tornada pública. Por favor, desmarque aqui se você não deseja que isso aconteça..
leia mais↓↑ ocultar↑ ocultarSelecione o estágio que melhor se aplica à solução
Crescimento (seu piloto está em andamento e começa a se expandir)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Hollaback! is an international movement dedicated to ending street harassment. Powered by activists around the world, our mission is to make public spaces safer for girls, women, and LGBTQ individuals. Despite the fact that comments from "You’d look good on me" to groping, flashing or assault, are a daily, global reality for women and LGBTQ individuals, they are rarely reported, and are culturally accepted as ‘the price you pay’ for being a woman, gay, or appearing different. The explosion of mobile technology has given us an unprecedented opportunity to end street harassment, and with it, the chance to take on one of the final frontiers for women’s rights around the word.
What are your organization's top three priorities in the next year?
Our board developed a two-year strategic plan in May of 2012, which is currently in the process of implementation. Over the next two years, Hollaback plans to continue to grow the movement to eradicate street harassment as it strengthens its infrastructure. Our top three priorities include:
1. Hollaback will strengthen the global movement by holding an international conference on street harassment, working with larger institutions to adopt street harassment as part of their core platform, completing a full evaluation of our training for site leaders and making adjustments as needed, and empowering regional leaders to organize, communicate, and provide support to other Hollaback site in their region.
2. Hollaback will position NYC as a global leader by partnering with New York City government to adjust apps so that all reports of harassment to Hollaback are also reported to the city’s information system, developing a training guide and corresponding webinars for organizations serving clients impacted by street harassment, release data on street harassment in New York City in partnership with Cornell (including a legislative briefing and public event), strengthen our legislative relationships by meeting with 15 key legislators annually, work with elected officials to have street harassment included in the city and state’s anti-bullying curriculum.
3. Hollaback will expand its model to 25 college campuses by developing a comprehensive training including a start-up guide, training videos, and resources; partnering with SAFER; establishing an online community of campus activists through a private Facebook group; piloting the initiative with NYU this fall, and Rutgers, Western Carolina, and UC Berkeley this spring; and bringing the initiative to scale in 2013-2014.
Need #1
Peer Benchmarking Analysis
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
When we started in 2005, we were the only group in the world using mobile technology to address street harassment. When we became a nonprofit in 2010, we were the only international organization dedicated to ending street harassment. Seeing our success, the market is beginning to flood with other projects, as well as an increasing number of larger players who are interested in taking on this issue. This is a clear metric for our success -- but it also presents organizational challenges. We would like to use this partnership to think deeply about our strategic positioning within this growing field.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
It will be focused on positioning the overall organization.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We haven't focused on this area before. It's a new and emerging need based on the number of players entering the field.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Sim
Are you able to meet virtually or at a convenient in-person location?
Sim
Are you able to meet in the city where your organization is based?
Sim
1.
Develop a clear understanding of our strengths, weaknesses, opportunity and threats relative to peers.
2.
Establish a clear understanding of our strategic positioning within the field.
3.
Determine areas with the most growth potential, based on peers.
Qual foi o impacto da sua solução até hoje?
Since launching in 2010 we have:
Broken the silence. More than 4,000 people have told their stories of harassment through our iPhone app, Droid app, and website, and over two million people have visited our website.
Inspired youth leadership. What started as a New York City based initiative has grown significantly. Hollaback now has a presence in 62 cities and 25 countries. Our 150 site leaders are young and diverse: 90% are under the age of 30, half are under 25, 41% are LGBTQ and 33% are people of color.
Shifted public opinion. In total, Hollaback has received more than 750 media inquiries including People, Glamour, and Elle magazines, has 25k facebook fans, and has reached over 5 million people.
What is your project future impact after receiving professional support from American Express?
1. Hollaback will strengthen the global movement to end street harassment by training and developing leaders on the ground in 100 cities around the world. Impact: A broad, deep, and global base that will establish street harassment as an issue of global concern.
2. Hollaback will position NYC as a global leader combating street harassment. Impact: Best practices will be established, tested, and scaled internationally.
3. Hollaback will expand its model to 25 college campuses. Impact: To engage a key segment of our target audience (women and LBGTQ individuals, 16-24) and the academic community in a robust conversation about street harassment that will result in a larger community organizing base, additional research from the academic community, and norms shifting.
Temas relacionados à inscrição
La persistance des taux élevés de mortalité et de mortalité liée à des problèmes de santé est due en grande partie aux insuffisances des politiques de santé qui limitent l’accès des PVVIH à des soins réguliers et de qualité. Ces insuffisances sont en grande partie dues au fait que les populations ne sont pas impliquées dans la conception, la mise en œuvre et le suivi des politiques de santé. En outre les décideurs ne disposent pas toujours de données exactes et à jour sur ces insuffisances pour leur permettre de prendre des mesures correctives adaptées et efficaces.
Criado em 03/5/2013 por adeyaadi
MuteSpeak is an organization that is geared towards promoting literacy through youth oriented events such as open mics to encourage individuals to be more verbally expressive. It intends to serve as a support system advocating against negativity and empowering today's youths to want to achieve more than they limit themselves to.
Criado em 03/5/2013 por nickcarducci
The mission of US Thumbprint Inc. is to be the primary source of public opinion of the United States' citizenry, organizing political issues and debate in an unbiased manner, thereby increasing political engagement and trust in the United States political system. US Thumbprint Inc. pursues this mission by being the primary political social network in the form of a mock direct democracy,
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