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SUSTAINABILITY OF PROJECTS

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The project as a whole, in addition to a special financial fund maintained specifically as a technical reserve for the maintenance of the Institute, will count as a base pillar, self-sustainability through the resources / profit of the companies initially acquired by the Institute, which will have their revenue fully destined to the support of Social Projects.

Hospitals, Clinics and Schools will have two types of service, Private and Free, so that the first will manage the resources to support the second, creating a financial cycle capable of self-sustaining the entire structure.

All acquired companies will have an identification seal on their facades and publicity on all social media, with the slogan “FEELING BET, DOING GOOD!”. The seal aims to encourage the population to opt for companies committed to social causes.

To this end, an Advertising Agency will be created to manage the seal, giving due national and, in the future, international projection of the entire project.

The accounts of these companies will be open, so that the population can verify the seriousness of the project and follow the development.

There will be independent audits to seal the procedures, and they will be replaced periodically, so that the evaluations are not compromised.

All the workforce of these companies will be selected as a priority within the community itself, thus providing access to the job market, through specific and quality training.

Government aid and incentives or donations and sponsorships from private companies that want to adopt the projects will not be discarded, provided that both do not interfere with the ideal of the project and come to add positively to them.

Regardless of any outside assistance, the project will be developed in a modular way according to its own resources, and all the financial surplus collected will be reversed in specific campaigns, so that they do not compromise the self-sustainability of the project, in case there is a shortage of these additional resources.

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