الأمن الغذائي

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To be able to grow and existence in serving the needs of farmers, it will be set up a business unit of the SL-PTT. These business will be providing farming inputs and services. The farming input such as fertilizers, seeds, farming equipment rental and harvest and post-harvest mechanization. In addition, SL-PTT will provide marketing services helping the sell of rice yields to the official government agencies and rice milling industry. The cooperation between SL-PTT school and farmers are mutually beneficial cooperation where farmers are served to get knowledge and services – input and market.

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Support via Nutrients for All would help us do three things:
1. Increase the number of local partner groups we could support and engage via our Sow It Forward program, especially those in the Global South. This past year, we supported 80 groups total, 7 of which abroad. Our goal this year is to double that.
2. Improve KGI.org as an online community for our partner groups by migrating our Drupal 7 site to Drupal Commons 3.0.
3. Create more global solidarity and networking via improved coordination of World Kitchen Garden Day.

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We feel we are only beginning to touch on all these sectors. Our business model will engage us in all of them, but this added capacity will ensure we can dive deeply into creating a thorough educational model for our farmers, with on the ground support staff. Added capacity will also help us ensure we are building our brand quickly to encourage sustainability and efficiency of our manufacturing. We will also have more opportunities for diversifying our impact on the environment and overall human wellness as we engage the local community in reforestation and other educational efforts.

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With regards to farming, establishing human-nature harmony and the wellness and vitality of our farming communities, the added capacity would enable the expanse of our work, such that our scope increases. It would also increase the quality of our work through the enabling of expertise and/or technologies. Greater capacity in the dimension of full nourishment foods would enable the development of such food products (through AgriFoods), which in turn impacts on the wellness and vitality of our customers.

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In the short term, we will define success by having at least 1/3 of the employees at a given workplace using our service regularly (order at least one week's worth of meals per month). We will also define success if we're profitable by the end of a year (because then we can reinvest in ourselves and spread to more regions and create more impact). Ultimately, our true measure of success will be whether we are actually changing a large component of our customers' diets using behavioral assessments. If 1/3 of our customers think they cook at home more often because of our product, or if they're eating healthier more often because of our product, we are succeeding. Of course, creating a product that people love, developing customer loyalty, leaving our employer partners satisfied, and proving that our model both has high social impact and a large return are all important parts of success.

In the long term, we want to rapidly expand to many different regions; we will be successful in terms of scale if we are growing and have many production facilities to service many customers. In regards to proving our health impact, ultimately we want to create a large-scale study that assesses whether the companies who use our service actually have healthier employees. That will help us validate that we're fulfilling our mission, and that will also be a very powerful competitive advantage we have over potential competitors that emerge in this space.

Immediately for our month-long pilot, we are using before-and-after questionnaires to assess behavior. We will be asking them how often they cook at home, how often they eat meals at dinner time that aren't home cooked meals, and how much of a hassle they find cooking. We will also ask them how important it is for them to eat healthy meals (meals with lots of fruits, vegetables, whole grains and not much sodium and sugar). After the pilot, we will see if these people cooked more because of our product and if the types of people who were using it were those who weren't all that concerned with healthy eating already. As indicated in the previous question, we will ultimately measure success if we can clearly show that we made the employees healthier at the companies we partner with. We are aiming for 1/3 of the company to sign up with us, and 1/3 of our customers to gain healthier habits because of our offering.

Since we are a double-bottom line company, we are aiming for both high impact and a high financial return so that we can grow quickly. Business metrics, like profit margin, customer retention, customer satisfaction, and number of locations opened will also be important. We are aiming for a profit margin of 20% (higher than the average for the food service industry) and we want to have 20 production facilities by the end of our 5th year. We aim to pay our employees a living wage as well, so the quality of life of our employees will be important to us; we want to pay them at least $10/ hour with benefits. We don't think we can be successful unless we treat our customers well.

We will recruit new members for our venture by first assessing the skills we need. Immediately we will need people in sales and operations, and we would like a dietitian or a MD on board. Already I've been in talks with some of these people from attending conferences with them and being connected to them. After having a successful pilot in hand, it will be much more compelling for top-quality talent to join me.

New leaders will be appointed through a merit-based promotion system; employees will be offered much autonomy and those who will perform best will be in line to be new leaders. We will consult with our board to help transfer leadership when the founding members want to leave the team.

In all honesty, we would like more assistance with this part of our business; we have very little experience with this and are seeking advice in this area.

After seeking initial investment, this shouldn't be a challenge for us because we will be creating revenue from day one, and we hope to have positive cash flow within a year.

If we have the chance to develop practices to have better quinoa production activities, we would get better and more quantities of our raw material, which will give us the chance to offer our product to more children in need.

Also could be interested to have access to develop healthy environments because around them people get better information about what to eat and what food is better for their body, therefore people will reconized our products in a better way and we will have the chance to benefit more people with our work.

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Start up funding will allow us to develop an urban farm in a food desert of the city of Richmond. We will use hoop houses, an outdoor demonstration garden and a learning pavillion. With funding we will install 6 - 20 x 96 hoop houses on one 1/2 acre of land, install refrigerated storage for harvested produce and install solar powered drip irrigation systems. After initial start up funding is invested we will be self-sufficient and profitable within the first year of operation.

Once established we will partner with social service agencies to further synergize our program with the community.

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The concerns our solutions will address are the negative costs be it financial, health, or otherwise, that many of the substandard realities of life in the third world bring down upon its people. The problems faced are anywhere in that range from annoying, to life saving, to cost saving. In terms of just cooking, fuel usage has the hidden costs of unhealthy smoke inhalation and the fact woman needs to go to the jungle (where she could potentially be raped and killed) to chop or gather. Our solution is to design a new way for them to cook which simultaneously burns less fuel and produces less smoke.

In just our first “solution” a new stove design aimed at better fuel efficiency and lowering negative impact health of the current design, we estimate an initial cost/labor cost of around $200 US, and anticipate charging $300. $50 would go to a local individual who would be taught the idea, and the steps previously developed by us for implementing said solution. $30 would come back to our group where the capital would be spent on further testing of design solutions already in progress or possibly to jump start the process of creating more solutions on a and $20 would go to the partner firm with existing money networks.

We sell better living solutions, such as our initial community stove product, to third world community government agencies who desire a better quality of life for their constituents. Unlike traditional charities and NGOs that typically distribute handouts to individuals, our innovative products are aimed at empowering entire at risk communities. Whatever the solution may be, we are giving these communities a tool, the knowledge of how to make said tool, and more importantly how to fix it themselves if something breaks. So often, you see the good intentions of people go to waste because they get caught up in the passing out handouts. Handouts only make a difference for as long as the handout lasts, Our group's ultimate purpose is to create a model that makes a permanent difference.

The value our solutions bring are that it allows members below the poverty line to enhance their living standards. This would improve their overall livelihood. Through the micro-financing model, the primary goal of community would to repay the initial cost of the solutions we set in place. Since the majority of the solutions our company would provide are of the communal scale, the physical expense of each solution would be spread amongst the members of the society. Benefit of this is that no individual family pays more than $1-5 a year. This is an important factor as majority of the people below the poverty line earn no more than $2 dollars a day. Asking one individual family to spend more $50 for one product is an impossibility.

We currently are working on making a more efficient stove for Abuesi, Ghana, a rural fishing village where we have a contact on location. The town of Abuesi contains approximately 3,000 inhabitants, a quantity provided to us by our source. There are more than 20 towns in the 5 mile radius around Abuesi. We learned that Ghana has approximately 300 miles of coastline proving that Ghana alone has over 6,000 villages along its coastline for us to sell our innovative stove. To go beyond that, looking at the continent of Africa alone, which as an estimated 16,000 miles of coastline, our company would be looking over 300,000 potential clients we would go to for just one of our product offerings.

Identification of the most pressing needs of an area would be the very first element or activity that is required for us to succeed. Locating and defining where the most pressing needs are in a community would give us a very important, very real perspective on what the people living under the poverty line actually need. Once we identify problem, our job would be to devise the best possible solution. We would conduct all the necessary and proper testing measures to ensure the best results possible for our customers. Once we reach a design for a solution we are content with, we will begin to market it for our customers and initiate proper distribution tactics.

Our business aims to create solutions of the highest quality to ensure the better livelihood of our customers. We strive to create solutions which will impact the greater good of third world communities. By creating high end offerings at low costs, we will make better living a reality to those who would have never thought possible. We will explore the more reoccurring issues which third world communities face today, and create a collection of solutions which these communities purchase from.

Our peers and competitors are mostly NGOs that give handouts in the form of "aid" to these impoverished nations and peoples, however the improved quality of life as a result of the handout only lasts for as long as the handout. We seek to implement living solutions that empower these people to raise their standard of living without a handout, so that the difference made lasts for generations and can be potentially improved upon further.

Identification of the most pressing needs of an area would be the very first element or activity that is required for us to succeed. Locating and defining where the most pressing needs are in a community would give us a very important, very real perspective on what the people living under the poverty line actually need. Once we identify problem, our job would be to devise the best possible solution. We would conduct all the necessary and proper testing measures to ensure the best results possible for our customers. Once we reach a design for a solution we are content with, we will begin to market it for our customers and initiate proper distribution tactics.

We are working hard to increase our product pallet and create the vital connections with some of the largest third world communities across the globe. These connections will enable us to grow.

We will scale our business by not only getting a stronghold in large third world communities, but creating important and exclusive partnerships. The more communities we begin to serve, the greater the revenue we build on.

Our company envisions a future where the standard of living in the third world is equal to that of the developed nations. We strive to innovate and offer the best solutions possible to achieve this goal. Through the plethora of options our company would be able to provide, rural communities would be able to better their living standards.

Within the next one year, we hope to complete the testing phase for our initial product offering of the more efficient stove. We also expect to establish partnerships with existing micro-financing firms to be able to offer our solutions in a low cost fashion.