2 º PrémioMelhorando o Acesso aos Cuidados Bucais

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2 º PrémioMelhorando o Acesso aos Cuidados Bucais

Anniston, Estados Unidos Anniston, Estados Unidos
Ano em que foi fundado:
2004
Tipo de organização: 
Sem fins lucrativos / ONG/ Setor Civil
Orçamento: 
$1 million - $5 million
Resumo do projeto
Pitch de Elevador (Explicação curta e direta)

Resumo conciso: Ajude-nos a lançar esta solução! Forneça uma explicação dentro de 3-4 frases curtas.

Sarrell Dental is a non-profit organization that provides dental and eye care to underserved communities. Sarrell collaborates with community partners to make sure that each and every child has access to quality oral healthcare. Since 2004, they have seen over 400,000 patient visits, and have been praised nationally for their innovative model for oral healthcare reform.

SOBRE O PROJETO

Problema: Este projeto busca solucionar qual problema?

Only 60% of America's Medicaid-eligible children see a dentist regularly, due to a lack of access to care. In Alabama, 66 out of 67 counties have a shortage of dentists, according to federal guidelines. The dentist shortage, compounded by those dentists not wanting to see Medicaid eligible children, further exasperates the problem. Due to the poor US economy, we have ever-increasing Medicaid roles and more children going unseen, and Sarrell Dental has experienced 31 consecutive quarters of record patient growth, serving over 130,000 patient visits in Alabama only during 2012.

Solução: Qual é a solução proposta? Por favor, seja específico!

By using a motto of "treat every child as your brother, sister, son or daughter" we have created a patient-centered model, where the child truly comes first, not just in words but deeds. As an example, our larger offices are open 8-6 daily, utilizing an 8-5 and a 9-6 shift to stay open 10 hours a day. Over 80% of our patients are not old enough to drive, so they arrive, in general, via transportation provided by an adult. If a patient shows up late for an appointment at 6pm (closing time), if the dentist is still present, we turn back on the equipment and treat the child. On the business side, we handle all non-clinical functions, freeing our dentists and hygienists to provide world class care. All personnel, financial, support functions (IT, etc), are handled by business side personnel.
Impact: How does it Work

Exemplo: Compartilhe um exemplo específico de como essa solução faz a diferença, inclua situações práticas.

Our vision is to provide quality oral healthcare to communities that have an underserved population. We believe in treating every patient with dignity and respect, and it is our goal to eliminate the access to care problem in every community that we open our doors.

Impacto: Qual tem sido o impacto do seu trabalho até hoje? Descreva também o impacto esperado para o futuro do projeto.

We have had over 400,000 patient visits in Alabama alone. Medicaid dental utilization in Alabama has risen over 5% since Sarrell began operations, and in many of the 14 areas where we operate clinics, Sarrell is the only full-time Medicaid dental provider.
Sustentabilidade

Plano de Sustentabilidade Financeira: Qual é o plano para garantir a sustentabilidade financeira do projeto?

We are ready, willing and able to expand at the moment. The ONLY resistance we receive is from dental trade organizations, both on the state level and nationally.

Mercado ou Setor: Quais projetos ou organizações estão solucionando o mesmo problema que você e como essas propostas diferem da sua?

Competitors are: for profit Medicaid dental providers, FQHC's, dental schools and private practice dentists who see Medicaid/SCHIP patients. However, we feel we have no competition because of the lack of access to care in Alabama and the USA. The majority of Medicaid/SCHIP children still cannot access a dentist for their needs. With Medicaid roles growing, the need will only worsen.
Equipe

História de fundação

As a fledging non-profit, with no fulltime dentist, we convinced a retired corporate CEO, Jeff Parker to join our organization. We were able to phase out reliance on cash donations and grants, we instilled best demonstrated practices, hired new staff and changed the culture. Since 2004, we have seen over 400,000 patient visits without a single patient complaint filed with the Dental Board.
Nome da Organização

Sarrell Dental & Eye Centers

Sobre Você
Sobre Você
Nome

Joshua

Sobrenome

Jones

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INOVAÇÃO
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?

We are a federally qualified 501(c)3 non-profit, however, we do not rely on cash donations or grants to operate. We have opened 14 state-of-the-art offices and a mobile dentist bus with cash from operations. We carry a $2M line of credit with no balance. We employ 56 licensed Alabama dentists and 44 hygienists. We are the high paying dental employer in our state. We are operate like a hospital, with a CEO for the business side and a Chief Dental Officer on the clinical side. Nearly 70% of our 225 person staff (no volunteers) have a bachelor's degree. About 30% have an advanced degree.

Most important, we are eliminating cavities in the poorest counties, in one of the poorest states in the US. In 2005, our reimbursement per patient visit was $328. In 2012, our reimbursement per patient was an industry low $125 per patient visit. In 2012 only, we saw over 130,000 patient visits. This includes general dentistry, pediatric dentistry and using oral surgeons all who are paid excellent salaries.

We received national recognition and praise by PBS Frontline and The Center for Public Integrity in their June 26, 2012 one hour documentary, "Dollars for Dentists." This documentary can be found on the PBS Frontline website or at www.sarrelldental.org. Our segment begins at 26 minutes.

We have experienced over 400,000 patient visits without a single patient complaint to the Alabama Board of Dental Examiners.

We are a national model, not only for our good works, but because we have done so without incurring long term debt or using cash donations or grants.

Descreva como o seu modelo de inovação é diferente de qualquer outra organização na sua área.

We have been told by many, from the Robert Wood Johnson Foundation to The Pew Center for the States to various USA dental school faculty, that we are the first in the USA to successfully execute a highly successful, growing, sophisticated, self sustaining non-profit dental practice in the USA. This is a model that is new to dentistry that has empirical data to support its amazing patient outcomes.

Que tipo de ambiente operacional e fatores da organização interna ajudarão o projeto a ser bem sucedido?

Our clinical data speaks for itself. Under the leadership of Mr. Parker, we have been able to recruit top, young, business talent to our organization. We compete successfully for the brightest young talent out of undergraduate, MBA andJD programs. The average age of our managers is 26, and the best want to compete with the best. While there are many charitable opportunities available, Sarrell's high paying, career-building positions offer a unique career opportunity. At Sarrell young, talented leaders are promoted based on ability. They work with us because they can make a good living and help the many, underserved American children, who lack access to dental care. It is a rewarding experience to grow a non-profit, make a meaningful contribution, and serve less fortunate children.

Como você garante que inova constantemente à luz de (potenciais) desafios externos, ou do seu plano de crescimento?

We invest in our patients, our people and our infrastructure. We have a Community Outreach person in every area we have an office. We have a Hispanic outreach team specifically targeted to that segment. They screen children for dental issues in schools, day cares, Head Start programs and at community health fairs, free of charge. We also provide dental education at the aforementioned events.

We pay industry high wages for our state. This allows to attract the best in class of clinical and business personnel. We receive about 20 unsolicited resumes a day and are now able to reject 2-3 dentists a month, who apply with us. We have a waiting list of oral surgeons wanting to work part-time with us.

Last in IT, we have purchased a state of the art, VDI system from Cisco and Citrix.

País da organização

, AL, Anniston, Calhoun County

Modelo de Negócios
Desafio 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.

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 , 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, Novas estratégias de financiamento para a saúde.

Por favor, especifique:
Ferramentas mais relevantes que você está usando para implementar as estratégias descritas acima [selecione apenas duas]

Tecnologia, Novas habilidades, Educação/treinamento.

Por favor, especifique:
Qual é sua proposta de valor?

Traditional non-profits often fail to achieve their objectives because they rely on donations and volunteer efforts. While these may contribute to the overall good in some scenarios, we believe a complete business model that focuses on organizational efficiency, accountability, and hard work will be more effective in creating a long-term, sustainable solution. By combining a talented workforce, proven business principles, and clinically-focused dentists, we can achieve what other non-profits and governmental entities have not.

Quem são seus clientes?

Sarrell treats the dental and optical needs of lower income children in underserved communities that might otherwise not have access to dental care. Generally, these are Medicaid and SCHIP eligible patients ages 1-20.

Quais abordagens você usa para alcançar seus clientes?

Sarrell operates 14 clinics in underserved communities as well as a state-of-the-art mobile dental bus that travels to areas where dental care is not otherwise available. This dental bus has two fully-functional operatories and digital radiograph equipment linked to electronic health records.

Our Community Outreach personnel provided dental education and screened over 50,000 Alabama children in 2012.

Quais sãos suas atividades principais?

We provide dental education, screenings and comprehensive dental work (everything but orthodontics) to under served Alabama children between ages 1-20. We do so without the need for cash donations or grants. We grow organically using best demonstrated business practices and have created a new, effective and proven dental model. The first self sufficient, not for profit, dental model of this kind in the USA.

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 single biggest hinderrance to our growth out of Alabama is individual states' Dental Practice Acts (DPA). Most do not allow non-profit organizations to operate, even though we use only fully licensed dentists. In fact, We had to change, via Sarrell Dental legislation, the law in Alabama in 2011. Even though most dentists in Alabama do not see Medicaid patients on a regular basis. This was a battle covered numerous times by prestigious journals such as The Non Profit Quarterly (type Sarrell Dental in the search box on their website), PBS Frontline (see PBS Frontline website) and many other publications (search Sarrell Dental).

Dentistry is about 20 years behind the medical field, as far as consolidation and the use of alternative providers (i.e. nurse practioners). DPA's must change.

Descreva brevemente sua estratégia de crescimento futuro

We are currently poised internally to expand our model to other states. At this point we are seeking partners to help us accelerate our growth and optimize community impact before we open our next office.

Em quais dimensões de crescimento você atualmente está focando para sua inovação? [selecione todas que se aplicam]

Nova(s) região(ões).

O que faz o seu negócio estar “pronto” para crescer?

We have developed our infrastructure, particularly in IT and management know-how, to be scaleable. We currently have no long-term debt and have a large, sustainable, growing record of growth.

Quais são seus objetivos-chave de crescimento?

To expand our services outside of Alabama. Particularly into nearby states where we can manage our culture, business and clinical practices to ensure continued our proven track record in serving children who need our care the most.

9. País onde organização atua, possui seu projeto implementado

, AL, Anniston, Calhoun County

IMPACTO SOCIAL
Quais métodos de quantificação de impacto social você está usando (se alguma)?

We look at the number of patients treated, cost efficiency of dental care, patient satisfaction, community feedback and awards, and we use advanced data analytics to track more complex operational measures.

Sua solução poderia funcionar em outras locais ou regiões? Se sim, onde?

Our solution is readily expandable to almost any other state in the union. The infrastructure upgrades we have made to allow video conferencing, remote digital imaging, and EHR (to name a few) have placed us in a optimal position to expand. The states most favorable to our expansion are those with the greatest need for Medicaid dental care and with community health providers open to partnership and collaboration.

Qual é a sua expectativa de impacto para os próximos 1 - 3 anos?

If we expand out of Alabama, we can conservatively impact over 100,000 patient visits over the next 3 years.

SUSTENTABILIDADE
Descreva sua estratégia financeira atual

Sarrell operates primarily on Medicaid/SCHIP reimbursements and does not solicit cash donations or grants.

Parcela da geração de receita na renda total da organização (em porcentagem)

99.9%

Vendas diretas a pacientes e outros beneficiários (em porcentagem)

99.9%

Das possíveis fontes dessas vendas, listadas abaixo, selecione todas que se aplicam à sua estratégia atual

Taxas de licenciamento, por exemplo, para modelos de tecnologia/franquia (em porcentagem)

0%

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)

99.9%

Das possíveis fontes de contratos de serviço, listadas abaixo, selecione todas que se aplicam à sua estratégia atual

Governo local/regional, Governo nacional.

Explique sua estratégia de geração de receita mais detalhadamente

We survive primarly on Medicaid and SCHIP reimbursements for the dental work we perform. We do not rely on cash donations or grants for our operations.

Parcela da geração de receita na renda total da organização (em porcentagem)

0.1%

Estratégias de filantropia que você usa

Estratégia única.

Explique sua abordagem filantrópica mais detalhadamente

If someone asks to donate cash, we generally accept it. In the past, we have accepted used equipment but as we have grown, we have found it generally not to be the quality we use. What we accept is generally used only short term or for spare parts.

Fale mais sobre os itens selecionados; explique como você vai manter o financiamento.

We will continue to utilize our self-sufficient non-profit model. To expand, we would consider accepting cash or grants from acceptable donors.

Anos em Operação

Em execução por mais de 5 anos

A organização recebeu algum prêmio ou reconhecimento público? Por favor, conte-nos mais detalhes

Sarrell Dental has received numerous honors and awards, including Alabama Head Start's Corporation of the Year in 2010 and 2012, National Children's Oral Health Foundation Affiliate of the Year in 2010, Outstanding Website Award by the Web Marketing Association in 2011, and Outstanding Organization by the NFL Alumni Atlanta Chapter every year from 2006 through 2012.