In the provision of public goods such as health care for the uninsured, nonprofit organizations serve important functions in society. Because they often rely on volunteer labor, and funding is frequently unstable, their survival depends on factors not present in either private enterprise or state agencies. This comparison case study examines three clinics, one surviving clinic and two that did not survive, to find patterns that characterize organizational success and survival. Theories about public goods, volunteering, and organizational coordination and communication provide insight into different aspects of the case study. Data was gathered from 19 in-depth interviews with individuals connected to the three clinics. The analysis employs Ostrom’s characterization of eight principles of longstanding common-pool resource organizations, with slight adjustments for the public goods setting. As expected, the successful clinic reflects more of the characteristics, or possesses them to a greater degree, than the unsuccessful ones. Specifically, the successful clinic reflects a greater degree of congruence between organizational rules and local conditions (as evidenced by community support), and collective-choice arrangements (as indicated by the presence of an actively engaged board of directors). In addition, the successful clinic is loosely nested with other organizations, whereas the nonsurviving clinics were more tightly nested within local organizations; the looser nesting allows for greater autonomy in decision-making. Finally, an unexpected finding drawn from the interviews concerns the manner in which the clinics framed their message and mission. The successful clinic framed its mission in terms of serving the “working poor,” whereas the nonsurviving clinics stated their mission as charity for the poor and needy. This variance may have contributed to greater community support for the successful clinic.

The domestic and big enterprise puts into the industry of the United States of the manufacture technology skin care products in succession and cares the market of product, our management of God Mr. Wang, Yung-qing also puts into the manufacture technology healthy industry, always plentiful remaining group also investment health care and skin care business, why the big enterprise want to increase the product line of health care and beauty care, Economics investigates to estimate in 2007, the beautiful related product sales amount is USD 45.5billion and the health care product is USD 523.8 billion , the manufacture technology makes medicine USD 715,2, billion and the total market is USD 1,692,5 billion .It is thus clear that the importance of the beautiful and healthy product is very important.How prove beautiful and healthy product's hasing the important influence on the profit growth of a company is count for much.My research with the biggest day of whole world grow a consumer goods of the company treasure alkali(P& G) for diverse product line also 1998-2007 treasure (P& G) annual reports of the wealth report an analytical nalysis company BEAUTY related beautiful product ofBeauty CARE and HEALTH CARE the related product express a good factor.

Thesis (MSc (Epidemiology, School of Health Systems and Public Health))--University of Pretoria, 2009. / Summary in English. Includes bibliographical references.

Thesis (Ph. D.)--University of Oklahoma, 1998. / Includes bibliographical references.

<p> The food industry has experienced changes in the past several years that include the awareness of food choices. Recently, national advertising campaigns have focused on efforts to increase the public awareness of healthy food choices and calorie intake. The healthy food choice campaigns may prove to be effective with a specific population. However, research studies revealed that residents living in disadvantaged areas lacked the income and/or transportation to access the healthy food options. </p><p> The intent of the Livin&rsquo; the Food Life, LLC organic mobile market/caf&eacute; is to introduce and provide hot prepared, organic foods and fresh organic produce at affordable prices to the low-income children and their families. Livin&rsquo; the Food Life, LLC organic mobile market/caf&eacute; will increase awareness through monthly food demonstrations and the distribution of samples to educate the low-income residents of East and South Los Angeles with the benefits of cooking and consuming organics food products.</p>

<p> Youth Centers play an important part in providing adolescent teens with a social and recreational venue to develop physically and expand mentally. The goal of this project is to develop a business plan related to a community based youth center in Long Beach, CA. This venue will offer services targeted towards the prevention of obesity, chronic health conditions, and mental wellness. The purpose of this plan is to propose a youth center that has programs implemented to prevent and reduce the prevalence of obesity and increase high school graduation rates that lead to secondary education programs. Emphasis will be placed on focusing programs aimed at the Black community because Long Beach lacks organizations that focus on this population. </p>

<p> The changing landscape of health care in the United States provides various opportunities for both providers and patients to adapt the way they give and receive their medical services, especially for those individuals in their senior years. EARS2U intends to capitalize on the aging American population and patients&rsquo; desire to have Audiology services come to them. EARS2U seeks to be the only mobile Audiology and Hearing Aid service in the San Diego and Orange county area that provides mobile access. This business plan will show how EARS2U intends to provide mobile service and become a substantially lucrative company.</p>

<p> The Institute of Medicine evaluated the U.S. health system in the 1990s and found an extremely expensive system with clinical outcomes that were ranked lower than a number of other industrialized nations. (Institute of Medicine, 2001) In addition, the per capita spending was almost double that of other nations. The U.S. health care system was fragmented, highly technical, and specialty oriented. Even though the primary care system is the backbone of more efficient and less expensive systems in other countries (Landon, Gill, Antodelli, &amp; Rich, 2010). The primary care system was in a downward spiral in terms of morale and number of U.S. medical students entering primary care specialties. To respond to the call of the Institute of Medicine and the ongoing decline of primary care residents, seven primary care organizations including the American Academy of Family Physicians and the American Board of Family Medicine, published a report called the &ldquo;Future of Family Medicine&rdquo; (Kahn, 2004). The report described a new model of family medicine called the patient-centered medical home (PCMH). The model needed to be standardized to evaluate outcomes. Three bodies provide certification: the Joint Commission, the Accreditation Commission for Health Care, and the National Committee for Quality Assurance (NCQA) (Klein,, Laugesen, &amp; Liu, 2013). The NCQA is the organization that most of the practices use for recognition (Landon et al., 2010). Various organizations have conducted studies on the implementation PCMH and found the PCMH model took about two years to implement, consumed practice resources but led to improved quality and some indication of lower costs (AHRQ, 2012). To become the future landscape of primary care, the PCMH model depends on small practices adopting it because a large percentage of family practices have fewer than five providers (Scholle, et al., 2013). The Hamilton Family Health Center (HFHC) of Community Memorial Hospital (CMH) is a small center with the equivalent of three and a half full-time providers and two specialists. The CMH recently became a critical access rural hospital certified for 25 beds, whose average daily census is 15-16 patients. This project was a combination of participatory action research (PAR) and insider action research (IAR). The project can be classifed as PAR because the staff, providers, and patients were involved and had significant input. The project is considered IAR as well because the author was also a provider in the center. The project goal was threefold: (a) achieve level three PCMH status for a small health center with markedly limited resources, (b) identify the process taken to meet this goal and how it can be improved and (c) learn what the changes will mean for the center. The Hamilton Family Health Center has achieved level three, but the project is ongoing because achieving the NCQA standards is only a step to achieving an ideal practice.</p>

<p> This study examines methods and barriers to minority leadership recruitment in healthcare organizations. Minorities are underrepresented in healthcare organizations at the executive level, even though staff and patient demographics are becoming increasingly diverse. This disparity in minority representation presents the potential for staff and patient needs, interests, and values to be overlooked by senior management and the strategies, policies, and programs they implement. This study conducted interviews with human resources personnel at healthcare organizations identified as top performers to determine whether their organizations engaged in minority recruitment methods, what methods were successful, and what barriers existed to recruitment of minorities. These results were compared to survey data compiled by the Institute for Diversity in Health Management. The results show significant room for improvement in the implementation of comprehensive methods to recruit minority senior management, with significant variation among organizations in the amount and type of methods to recruit minority executives. These findings lead to the conclusion that more pressure needs to be placed on healthcare organizations to identify best practices in minority recruitment and implement these in formal, comprehensive human resources activities related to recruitment, retention, and professional development.</p>

<p> Under the provision of the United States Department of Health and Human Services, the patient centered medical home is a model of primary care transformation that seeks to meet the variety of healthcare needs of patients and to improve patient and staff experiences, outcomes, safety, and system efficiency. Serving the medically underserved and primary care clinic shortage area of Long Beach, California, the Physically Active Centered Medical Home (PAC MH) will be a safe haven for healthy and physically active individuals who are required to avail of health insurance coverage as mandated by the Patient Protection and Accountable Care Act of 2010 (PPACA). PAC MH will offer comprehensive and integrated services that will keep its members healthy and away from the burden of repeated clinical visits. PAC MH understands that medical coverage is the least of the priorities for healthy adults. Hence, PAC MH&rsquo;s payment system is made simple. The value-based care provided at PAC MH will reward the healthcare team for achieving and exceeding the pre-established benchmarks for quality care.</p>