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点亮困境儿童的夏天 “福泽潇湘 峰伴成长”夏令营快乐起航_我的网站

一 |     7月15日上午，双峰县花门镇石域学校的操场上，30张稚气未脱的脸庞整齐列队，随着一声清脆的开营号令，2026年“福泽潇湘 峰伴成长”夏令营正式拉开帷幕。    Global consulting giant McKinsey & Company advised several painkillers producers for 15 years on how to "turbocharge" prescription drug sales largely to blame for starting the opioid epidemic in the US, The New York Times has revealed citing over 100,000 documents.,The docs emerged as a part of a settlement deal that McKinsey signed with several state attorneys that sued the company.,Apart from working with Endo, Purdue, and Mallinckrodt, the company also provided "in-depth experience in narcotics" for Johnson & Johnson subsidiaries producing controlled substances. Meanwhile, hundreds of thousands of US citizens died from overdose, often linked to these very drugs.,How It All Started,According to the disclosed documents, McKinsey helped both Endo and Purdue, the creators of two of the most widespread opioid-based drugs for severe chronic pain, to launch their products Opana and OxyContin in 2006-2008. The firm even advised one of the companies on how to overcome a Food and Drug Administration (FDA) block which it had encountered in 2008.,The FDA blocked Purdue's attempt to release an upgraded version of its OxyContin, which was more difficult to snort or dilute and inject in bloodstream – two methods of the prescription drug's abuse that already had been devised by some of its recipients. In order to help Purdue get the license, McKinsey interviewed an ex-drug dealer on the medication's abuse, prepared docs and even coached the drug firm's officials for meetings with the FDA as the pharmaceutical company knew its drug had been widely abused, the docs suggest.,Crack Pipes: Biden Administration's Handling of US Opioid Crisis Raising Questions, Journo Says15 February, 13:00 GMT,Purdue's main competitor, Endo, also released a new version of its painkiller and tried to get it marked as resistant to crushing (for snorting) and diluting (for injections), but the FDA did not allow the latter citing lack of such properties. Nonetheless, the drug's release was a success and coincided with a drop in abuse-resistant OxyContin's sales.,This came, however, at a cost of local epidemics of previously unseen blood disorders in several US states in 2012 – patients were found to be anemic and suffered from kidney failure. Many of them admitted to abusing updated Opana – the new formulae indeed discouraged from snorting it, but still allowed injection abuse. However, the same component that prevented crushing took a great toll on those who tried to inject the drug to get a better high, leading to red blood cells' destruction and organ damage.,Going on the 'Offensive',The consulting company's involvement in the opioid crisis did not stop at helping the companies to launch their products – it also helped them to boost the sales.,While the pills like the ones produced by Endo, Purdue and Mallinckrodt were originally advertised as not causing additions, US doctors were not always prone to prescribing them, especially when a patient's pain was neither severe nor chronic. According to the revealed documents, McKinsey's consultants helped Purdue, and several other companies, including two J&J subsidiaries, to overcome this "problem".,Starting in 2009, McKinsey developed a "segmentation" strategy for Purdue: its analysts divided the company's customers into groups based on their potential thoughts of the product and then formed distinct messages for each group. The customers in this case were doctors prescribing painkillers and the product was opioid drugs. The strategy targeted even doctors who resorted to opioids only in most extreme cases, ensuring them of OxyContin's safety and trying to convince them that there was no point in making their patients suffer.,The consulting company proposed to achieve this by "[raising] physician comfort levels through appropriate education and support". Purdue tried to convince these doctors that their colleagues had no issues prescribing OxyContin.,By 2014, the US government started to realize a nascent opioid drug problem was underway and introduced new labeling requirements for such drugs as well as instructions to use them only in cases of severe of chronic pain. Around the same time, OxyContin sales started to decline, prompting Purdue to ask for McKinsey's help once again – this time to overcome the government's policy and precautions.,The consultants identified the problem as the company promoting its drug as a less potent opioid amid rampant drug abuse and advised to shift to the "offense" instead, the documents show. They namely advised focusing the salesmen efforts on doctors, who were likely to prescribe OxyContin to a new client not previously taking opioid drugs.,"Physicians with higher OxyContin NBRx to Rx ratio may be more likely to initiate a patient on OxyContin", an extract from a McKinsey presentation for Purdue from January 2014 said.,Around the same time and amid the 2015 HIV concentrated outbreaks in several states linked to the opioid drugs abuse via injections, McKinsey consulted Endo on promoting its Opana. The company was not concerned about what the CDC named "explosive transmission" of HIV and the Opana's role in it, according to the documents. On the contrary, in summer 2015, it helped Endo rededicate most of its salesmen from other products into a "Sales Force Blitz" – the company almost solely dedicated to selling Opana to around 3,000 physicians in the US.,One of McKinsey's consultants was excited over the creation of the "Force", claiming in correspondence with the head of Endo’s painkiller unit that the "fun [begins] on Monday!" with the latter responding "agreed, the fun is just beginning".,Playing Both Sides,One of the strangest revelations in the documents uncovered by the New York Times is that McKinsey managed to play both sides of the opioid crisis tragedy – helping pharmaceutical companies sell more of "not-so-addiction-resistant" drugs, while also assisting the FDA, other government agencies and state governments, in the fight against the epidemic.,In 2017, the FDA finally decided to pull one of the drugs, the more potent Opana, from the market, but not until it made $844 million in revenue with help from McKinsey and played a role in the deaths of thousands of Americans, considered to be the victims of the opioid epidemic. Paradoxically, the same year, McKinsey Senior Partner Tom Latkovic lamented about doctors prescribing opioid painkillers left and right at a health care conference.,"Why do we continue to prescribe, dispense, pay for opioid prescriptions to people that we know, or at least we could know, have an incredibly high propensity to abuse them?" Latkovic wondered.,The bizarre divergence between what McKinsey was advising to the pharmaceutical companies and Latkovic's rhetoric is explained by the fact that he was not a member of the consulting company's pharmaceutical practice, which worked with pharma.,Instead, he and his team worked with state governments and health systems to pin down the ways of tackling the opioid crisis, The New York Times said citing two local officials, who used to work on the issue. Their work, however, was partly complicated by McKinsey's pharmaceutical wing, which wanted to greenlight their draft publications in case they could damage their clients.,North Carolina Rep. Claims Opioid Crisis 'Affects Every Community' in US Amid Drug Trafficking Surge19 December 2021, 01:36 GMT,Eventually in 2019, McKinsey finally stopped advising its top client, Perdue, but not until their ties became public during one of the litigations related to the opioid epidemic and initiated by US authorities. One such litigation eventually had McKinsey pay $600 million in settlement without admitting guilt, as well as release the documents related to its work with the pharmaceutical companies.。

二 | 这场以成长为主题的夏日之约，不仅是一次素质教育的生动延伸，更是一束由福彩温情汇聚而成的光，精准照进农村困境儿童的心田。精准滴灌：为乡村困境儿童打开成长之窗乡村孩子的暑假，是什么模样？对于许多农村困境家庭而言，暑假常常意味着看护的“真空期”，也是教育资源短暂“断档期”。“福泽潇湘 峰伴成长”夏令营的开办，正是直击这一现实痛点，将福彩的公益关怀精准输送到最需要帮助的群体身边。

三 | 本次夏令营共招募双峰县的60名困境儿童，分两期进行，每期15天。课程设置覆盖课业辅导、心理咨询、手工制作、户外拓展、非遗剪纸、法律讲堂、防溺水安全教育等多个维度，兼顾知识补给、心理关怀、兴趣培养与安全防护，并实行准军事化管理，在规律作息中培养孩子们的自律意识与集体观念。

四 | 开营当天，石域学校的教室里、操场上，处处跃动着孩子们雀跃的身影。剪纸课上，红纸翻飞间，非遗文化的种子悄然落入童心；体育课上，“跳格子”的律动里，汗水与笑声在阳光下肆意飞扬；防溺水安全课堂上，一句句叮嘱筑牢生命安全的防线。这些为留守儿童与困境儿童量身定制的创新课程，如同一扇扇次第推开的窗，让孩子们望向更广阔的世界，也让知识的星火点燃心中的好奇之光。“我希望在夏令营里交到更多好朋友。”“我想好好练乒乓球！”孩子们朴素的愿望里，藏着对陪伴与成长的深切渴求。六年级女孩小媛（化名），父亲早逝，母亲身体欠佳。小媛的姑姑表示：每到暑假，看护就成了全家最头疼的事。“现在好了，孩子天天盼着去夏令营。”乡村夏令营实实在在地为这样的家庭卸下重担，也让孩子们在集体的暖流中收获一段闪闪发光的假日记忆。多方联动：共筑爱的同心圆孩子们在操场上奔跑、在教室里专注、在阳光下大笑——这些暖心画面背后，是无数双手的默默托举，也是多方协同浇灌出的公益之花。从湖南省民政厅乡村振兴驻村工作队的统筹指导，到湖南福彩的鼎力支持，再到双峰县民政局、双峰福彩的协调推进、乡镇村委的基层落地，以及医疗机构的全程安全保障——一条自上而下、层层衔接的公益链条清晰有力，各方力量各司其职，又紧密协作，为孩子们的夏令营生活搭建起坚实而温暖的保障平台。湖南省民政厅乡村振兴驻村工作队负责人表示，关注困境儿童的成长，就是关注乡村的未来，这既是福利彩票“取之于民，用之于民”的生动诠释，也是“民政为民、民政爱民”理念在基层的生动落地。志愿者队伍则是夏令营里另一道温暖的风景线。参与活动的双峰县福彩业主坦言，这份看得见、摸得着的公益实效，让福彩从业者更深切地体会到“扶老、助残、救孤、济困”宗旨背后的责任分量。内心备感自豪的同时，也更明白肩上的使命——将把这份温暖传递下去，让更多人加入公益行列。一直以来，湖南福彩始终坚守福利彩票的政治性、人民性、公益性，怀揣民生情怀，深耕不辍，开展了一系列助力儿童健康成长的公益项目——从针对湘西深度贫困地区儿童的三年“福泽潇湘 扶贫助学”活动，为贫困地区的孩子们点亮求知的希望之光；到助力广大学子就业创业的“福泽潇湘 筑梦铸人”公益助学活动，为学子们搭建起通往未来的桥梁；从“福泽潇湘 彩润童心”关爱困境儿童心理健康到“福泽潇湘 精彩童年”乡村夏令营公益项目等，湖南福彩一步一个脚印，用行动诠释了初心，用温情浇灌着童心。

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